World-over, its acknowledged that the University is a premier center of excellence for research and training aimed at offering practical and workable answers to the challenges mankind faces. Therefore, the university occupies a critical position in any nation.
As rightly observed by the First President of Zambia, Dr Kenneth Kaunda at his inaugural ceremony as the chancellor of the University of Zambia in 1966, ‘that a University is one of the keys that can open the door to the future of our nation and help us to overcome the persisting evils of poverty, ignorance and diseases without such an institution we cannot hope to become the nation we want to be’
This view was recently echoed by the Gabonese President Omar Bongo at the 2006 Association for the Development of Education in Africa conference held in Gabon, of which Zambia was part. He stated that effective learning institutions are powerful ‘weapons’ against most of the continents’ challenges these include poverty, ignorance, diseases and illiteracy.
However, the strategic role and glorified position of Zambian Universities is being undermined by the many old challenges they face. Prominent among these are poor and inadequate infrastructure, persistent closures and students’ demonstrations, which are all highly attributed to poor funding and untimely disbursement of funds to the institution. Therefore, addressing these genuine concerns is critical to finding an enduring solution to the Universities' hurdles and improve their image.
Last year the country witnessed a number of demonstrations not only from university students but also from their college counterparts. The issues raised need systematic attention from all stakeholders, which are the government, private sector and ex-students. It must however be pointed that the spirit and approach under which these genuine concerns are pursued should be revisited by Student Unions and peaceful and positive strategies adopted.
The frequent disturbances at the highest institutions of learning may sadly represent the single most important factor that shapes ordinary Zambians’ perceptions and understanding of Universities. This is because the opinions of people about the Universities are anchored in these experiences. This has began to regrettably erode the citizens’ sympathy on the genuine plight of our Universities and further deny students and graduates an opportunity to foster the necessary positive image as the intellectual group of the nation.
Our society faces so many challenges. Our nation is beset by high unemployment (estimated at over 70%), poverty (over 70%), corruption, illiteracy and general underdevelopment. To overcome these challenges Zambia requires dedicated and committed trained graduates to inspire and advance the cause of the people. Our future hope lies in graduates who are able to transform the dreams and visions of our people into realities.
The late Zambian Professor Lameck Goma, once said “its not enough for our Universities to produce just graduates, it is important that they produce men and women of broad vision and wide culture, men and women with sympathy for their fellow humans, men and women with integrity, men and women who are dedicated to the serious purposes of life, men and women of hard objective thinking and courageous enough to engage in it”.
However, in order for new University graduates to assume and perform this responsibility, major hindrances needs to be addressed.
First, graduate casualisation. Its sad that, after years of dedicated training and hard work, some graduates are paid the equivalence of their then students’ allowances. Some employers have taken advantage of the lapses, gaps and inadequacies of our laws, compounded by the prevailing high unemployment and the evident desperation for jobs amongst graduates to deprive them
Workers’ rights are central to human dignity and therefore they must be protected and promoted at all costs. Its gratifying to note that the Mugomba Draft Constitution contains important sections relating to employment. In the Bill of Rights (Part 6), economic, social and cultural rights are included. Among these are workers’ rights to fair wage, equal work equal pay and to work under acceptable, safe and healthy conditions. Further, old labour laws should be revised, stiffened and enforced to curb graduate casualisation.
Secondly, graduate unemployment. According to the Living Conditions and monitoring Survey of 2002 to 2003, only 15% of the productive Zambians are in formal employment. This value is not so different, as a snap survey indicates that 2 out of 10 graduates are in formal gainful employment. The high unemployment levels have compelled graduates to seek greener pastures in other countries. This sadly, has resulted in our country witnessing one of the most disastrous brain drains in her history.
Further, Its lamentable that more than five years after the Millennium Declarations adopted by the General assembly of Heads of State of which Zambia is part, not much has been done to resolve this. The heads of State made a commitment to resolve youth unemployment by developing and implementing strategies that give young people every where a real opportunity to find decent and productive work.
The challenge of unemployment is further compounded by the presence of foreign expertise in jobs that can easily and competently be executed by locally trained graduates. Though, I appreciate the various merits that come with foreign investment such as advanced skills and technology, the fact that most foreign firms come with their own professionals renders our highly trained graduates disused. Zambia is not short of brilliant brains or intellectual capital to fill up these positions.
I therefore urge the authorities to protect, preserve and promote its own trained graduates, as it is the case in other countries. Further, in order to encourage and tap rare business skills from graduates to implore government to create a graduates’ fund from youth fund budget.
As observed by His Excellency the President of Zambia, Mr Levy Patrick Mwanawasa SC at the official opening of the National Assembly on 15th January 2006, that government-private partnership is vital to resource mobilization for the Universities. As adequate finance is crucial to finding an enduring solution to university troubles. Whilst, we appreciate the private sector’s current contributions to Zambian Universities, there is need for more private investment in fixed assets such as construction of hostels and recreation facilities. These are viable business ventures for the corporate organizations!
Further, graduates should be made to be more accounted to Universities. Graduates need to have a bigger and greater responsibility to give back to the University.
In the absence of well meaning commitment, University troubles will persist and the country will also continue to lose its graduates to other countries that offer better and attractive conditions of services. Therefore, in order for the graduates to translate knowledge into realism and national ills, we require genuine leadership in opinion, thought, character, words and deeds at all levels in the nation.
So with adequate support, University graduates can provide intellectual balance and realism on issues affecting the Zambian people. With commitment, university graduates can provide socio-economic and environmental turning points for the Zambian people. With political will and zeal, they can adequately face the historical challenge of contributing knowledge for sustainable development, transformation, empowerment, future survival and competition. Finally, with foresight, University graduates can be able to crystallize the aspirations and desires of the Zambian people.(Borrowed from Herman Kunda)
Wednesday, March 24, 2010
Friday, May 29, 2009
DOING BUSINESS IN ZAMBIA
THE ZDA STRATEGIC PLAN, 2009-2011
Following the formation of the Zambia Development Agency and its subsequent operationalisation, the Agency has developed its first strategic plan. This first strategic plan serves as a guide in its programmes and activities for a three year period commencing from January 2009 to December 2011. The plan is intended to assist the fulfillment of the Agency’s mandate to foster economic growth and development.
The strategic plan aims to focus the Agency on programmes and activities that will contribute to the country’s vision of becoming a prosperous middle income nation by the year 2030. In addition, the plan takes into account of both the broad policy aims and strategies as outlined in the Fifth National Development Plan (FNDP) as well as taking cognizance of the aspirations and objectives as highlighted in the strategic plan for the Ministry of Commerce, Trade and Industry.
The strategic plan articulates the ZDA vision, mission, goals, values and objectives as well as including the strategies that will be used to achieve them. It also highlights performance indicators in order to measure the effectiveness of the Agency with regard to its set targets in the development agenda of the country.
The strategic plan aims to guide the Zambia Development Agency in its quest to become a fully integrated world class institution that effectively and efficiently promotes and facilitates economic development. It is intended that once implemented, the strategic plan will lead to a focused organisation designed to ensure stakeholders’ satisfaction. However, the successful implementation of the strategic plan will depend on the support and cooperation of government, cooperating partners, staff and all stakeholders particularly the private sector, who are the intended beneficiaries of the Agency’s planned activities.
Plan coverage
The ZDA’s strategic plan covers some key issues to its success. These issues include environmental analysis; vision of the organisation; mission statement; goals; its values; objectives, strategies and performance indicators; pre-conditions; general assumptions; linking the strategic plan to the budgeting process; monitoring and evaluation implementation of the strategic plan; and structural implications.
The environmental analysis is an analysis of the environment in which the Agency will operate during the set period of the strategic plan. The analysis takes into account major political, economic, social, technological, environmental and legal developments that will have an impact, positive or negative, on the operations of the Agency. Politically, the analysis is ascertains the country’s political environmental and the effect such an environment has on attainment of planned development of the country. It also analyses the support of the current government to the business sector and the kind of reforms it puts in place in order to improve the investment and business environment in the country. Such an analysis is vital in determining the success of ZDA’s strategic plan because the level of political commitment in the country has serious effects towards the completion of development reform process and the degree of integration of ZDA in these initiatives.
The analysis of the economic environment looks at economic parameters such interest rates, exchanges rates and inflation and how they affect the economy, consequently development. An analysis of the economic environment helps the Agency plan and set its investment promotion in various sectors of the economy, among other things. Socially, the analysis ascertains the availability of human resource in the country and the kind of skills its posses and how trainable the available labour force is in various skills. Its also recognises the HIV and AIDS pandemic and the extent to which the pandemic has affected the country’s labour (among trained and experienced workforce) and thus development. Based on findings to that effect, the Agency devises mechanisms of encouraging investors to put in place measures to mitigate against the effects of the pandemic on their businesses and the whole economy.
Environmental matters are some of the aspects that the ZDA strategic plan takes into account. The Environmental Protection and Pollution Act provide guidelines on the protection of the environment which investors need to be aware of. Further, as can be seen from increase in the number of projects rejected by the Environmental Council of Zambia of the communities proposed to host planned projects, based on their environmental impact, Zambians have become increasingly aware of the need to protect the environment. The Agency will thus ensure that investors are made aware of the need to comply with the environmental protection and pollution control laws.
The legal environment analysis looks at laws that govern investments in Zambia. The operations of the Zambia Development Agency are governed by the Zambia Development Agency Act No. 11 of 2006, which is the principal law governing investment in the country.
However, there are many other laws that affect investors, exporters and SMEs which either hinder or assist ZDA in achieving its strategic objectives. The ZDA will ensure harmonisation of all laws relating to promotion and facilitation of trade and investment. These include, among others Income Tax Act. Value Added Tax Act, Customs and Exercise Act, Immigration and Deportation Act, Citizen Economic Empowerment Act, Competition Act and other legislation. Consequently, the harmonisation process will lead to the amendment of the ZDA Act.
Opportunities
This strategic plan draws strength from several opportunities that the Agency can capitalise on in order to achieve its strategic objectives. Some of these opportunities are the favourable macroeconomic conditions in the country. The macroeconomic environment in the country has improved with the local currency, inflation and interest rates reasonably remaining stable thereby making planning for business easier. Of added advantage towards promoting investment and exports, the economy has consistently continued to grow, while becoming more diversified.
However, the Agency takes cognizant of the recent global economic crisis which will negatively impact on the positive economic environment which government has created. The global financial crisis has so far resulted in an increase in inflation, interest and exchange rates. However, given the stimulus packages that the international community has put forward and specifically taking into consideration of the diversification approach and measures contained in the Zambian Budget for 2009, it is expected that the macroeconomic indicators will improve and stabilise in the second half of the year. In this regard, the Agency shall continuously monitor these developments and revise strategies in line with the local and global economic environment.
The other opportunity to take advantage of on by the ZDA is the stable political environment and political will to enhance development in the country. Zambia has had no political strife since her independence in 1964. Her democracy has been growing and maturing, providing a peaceful and stable political environment. The suitable political environment coupled with the political will exhibited by Government, at the highest levels possible, provides an environment in which business can thrive.
The Agency should utilise the stable political environment as a cornerstone feature, towards promoting Zambia as a favourable investment destination.
In addition, there is an increasing investor and donor confidence in the Zambian economy. This is mainly due to the good economic policies and government’s prudent economic management. The transparent and prudent utilisation of public resources has also greatly contributed to general improvements in public perception of the country.
The other opportunity is that there is government and donor goodwill to the development agenda of Zambia. The Zambian government and the donor community in Zambia have shown a lot of goodwill to the Agency since it was established. This has resulted in financial and technical support to the institution. There is need for the Agency to ensure that this goodwill is maintained by using the resources provided by Government and Donors, prudently and efficiently.
Access to regional and international market is the other aspect the ZDA can capitalise on in its strategic plan. Being that Zambia is centrally located, surrounded by eight (8) neighbouring countries, it is provided with great opportunity to access the various regional and international markets. The country belongs to the Common Market for Eastern and Southern Africa (COMESA) and Southern Africa Development community (SADC). Consequently and as a result of the various bilateral, regional and multilateral trade agreements that the country is party to provide a huge regional market.
Zambia also has duty-free and quota free market access to the following international markets:
EU market, through the Cotonou Agreement and Everything But Arms Initiative (EBA);
American market, through the African Growth and Opportunity Act (AGOA);
Canadian market, through the Canadian Market Access Initiative;
Market access of agro-based products to China through the Chinese Initiative; and
Japanese market, through the Japanese Market Initiative.
The possible access to these export markets provides the Agency with enormous opportunity to facilitate and promote export of Zambian products.
Following the formation of the Zambia Development Agency and its subsequent operationalisation, the Agency has developed its first strategic plan. This first strategic plan serves as a guide in its programmes and activities for a three year period commencing from January 2009 to December 2011. The plan is intended to assist the fulfillment of the Agency’s mandate to foster economic growth and development.
The strategic plan aims to focus the Agency on programmes and activities that will contribute to the country’s vision of becoming a prosperous middle income nation by the year 2030. In addition, the plan takes into account of both the broad policy aims and strategies as outlined in the Fifth National Development Plan (FNDP) as well as taking cognizance of the aspirations and objectives as highlighted in the strategic plan for the Ministry of Commerce, Trade and Industry.
The strategic plan articulates the ZDA vision, mission, goals, values and objectives as well as including the strategies that will be used to achieve them. It also highlights performance indicators in order to measure the effectiveness of the Agency with regard to its set targets in the development agenda of the country.
The strategic plan aims to guide the Zambia Development Agency in its quest to become a fully integrated world class institution that effectively and efficiently promotes and facilitates economic development. It is intended that once implemented, the strategic plan will lead to a focused organisation designed to ensure stakeholders’ satisfaction. However, the successful implementation of the strategic plan will depend on the support and cooperation of government, cooperating partners, staff and all stakeholders particularly the private sector, who are the intended beneficiaries of the Agency’s planned activities.
Plan coverage
The ZDA’s strategic plan covers some key issues to its success. These issues include environmental analysis; vision of the organisation; mission statement; goals; its values; objectives, strategies and performance indicators; pre-conditions; general assumptions; linking the strategic plan to the budgeting process; monitoring and evaluation implementation of the strategic plan; and structural implications.
The environmental analysis is an analysis of the environment in which the Agency will operate during the set period of the strategic plan. The analysis takes into account major political, economic, social, technological, environmental and legal developments that will have an impact, positive or negative, on the operations of the Agency. Politically, the analysis is ascertains the country’s political environmental and the effect such an environment has on attainment of planned development of the country. It also analyses the support of the current government to the business sector and the kind of reforms it puts in place in order to improve the investment and business environment in the country. Such an analysis is vital in determining the success of ZDA’s strategic plan because the level of political commitment in the country has serious effects towards the completion of development reform process and the degree of integration of ZDA in these initiatives.
The analysis of the economic environment looks at economic parameters such interest rates, exchanges rates and inflation and how they affect the economy, consequently development. An analysis of the economic environment helps the Agency plan and set its investment promotion in various sectors of the economy, among other things. Socially, the analysis ascertains the availability of human resource in the country and the kind of skills its posses and how trainable the available labour force is in various skills. Its also recognises the HIV and AIDS pandemic and the extent to which the pandemic has affected the country’s labour (among trained and experienced workforce) and thus development. Based on findings to that effect, the Agency devises mechanisms of encouraging investors to put in place measures to mitigate against the effects of the pandemic on their businesses and the whole economy.
Environmental matters are some of the aspects that the ZDA strategic plan takes into account. The Environmental Protection and Pollution Act provide guidelines on the protection of the environment which investors need to be aware of. Further, as can be seen from increase in the number of projects rejected by the Environmental Council of Zambia of the communities proposed to host planned projects, based on their environmental impact, Zambians have become increasingly aware of the need to protect the environment. The Agency will thus ensure that investors are made aware of the need to comply with the environmental protection and pollution control laws.
The legal environment analysis looks at laws that govern investments in Zambia. The operations of the Zambia Development Agency are governed by the Zambia Development Agency Act No. 11 of 2006, which is the principal law governing investment in the country.
However, there are many other laws that affect investors, exporters and SMEs which either hinder or assist ZDA in achieving its strategic objectives. The ZDA will ensure harmonisation of all laws relating to promotion and facilitation of trade and investment. These include, among others Income Tax Act. Value Added Tax Act, Customs and Exercise Act, Immigration and Deportation Act, Citizen Economic Empowerment Act, Competition Act and other legislation. Consequently, the harmonisation process will lead to the amendment of the ZDA Act.
Opportunities
This strategic plan draws strength from several opportunities that the Agency can capitalise on in order to achieve its strategic objectives. Some of these opportunities are the favourable macroeconomic conditions in the country. The macroeconomic environment in the country has improved with the local currency, inflation and interest rates reasonably remaining stable thereby making planning for business easier. Of added advantage towards promoting investment and exports, the economy has consistently continued to grow, while becoming more diversified.
However, the Agency takes cognizant of the recent global economic crisis which will negatively impact on the positive economic environment which government has created. The global financial crisis has so far resulted in an increase in inflation, interest and exchange rates. However, given the stimulus packages that the international community has put forward and specifically taking into consideration of the diversification approach and measures contained in the Zambian Budget for 2009, it is expected that the macroeconomic indicators will improve and stabilise in the second half of the year. In this regard, the Agency shall continuously monitor these developments and revise strategies in line with the local and global economic environment.
The other opportunity to take advantage of on by the ZDA is the stable political environment and political will to enhance development in the country. Zambia has had no political strife since her independence in 1964. Her democracy has been growing and maturing, providing a peaceful and stable political environment. The suitable political environment coupled with the political will exhibited by Government, at the highest levels possible, provides an environment in which business can thrive.
The Agency should utilise the stable political environment as a cornerstone feature, towards promoting Zambia as a favourable investment destination.
In addition, there is an increasing investor and donor confidence in the Zambian economy. This is mainly due to the good economic policies and government’s prudent economic management. The transparent and prudent utilisation of public resources has also greatly contributed to general improvements in public perception of the country.
The other opportunity is that there is government and donor goodwill to the development agenda of Zambia. The Zambian government and the donor community in Zambia have shown a lot of goodwill to the Agency since it was established. This has resulted in financial and technical support to the institution. There is need for the Agency to ensure that this goodwill is maintained by using the resources provided by Government and Donors, prudently and efficiently.
Access to regional and international market is the other aspect the ZDA can capitalise on in its strategic plan. Being that Zambia is centrally located, surrounded by eight (8) neighbouring countries, it is provided with great opportunity to access the various regional and international markets. The country belongs to the Common Market for Eastern and Southern Africa (COMESA) and Southern Africa Development community (SADC). Consequently and as a result of the various bilateral, regional and multilateral trade agreements that the country is party to provide a huge regional market.
Zambia also has duty-free and quota free market access to the following international markets:
EU market, through the Cotonou Agreement and Everything But Arms Initiative (EBA);
American market, through the African Growth and Opportunity Act (AGOA);
Canadian market, through the Canadian Market Access Initiative;
Market access of agro-based products to China through the Chinese Initiative; and
Japanese market, through the Japanese Market Initiative.
The possible access to these export markets provides the Agency with enormous opportunity to facilitate and promote export of Zambian products.
FITTING INTO THE WORLD...as a youth
Wife at 14, Unza student at 30
By John Sakala
ENTERING the gates of the University of Zambia (Unza) Great East Road campus this coming Sunday, together with many other first-year entrants, will be a 30-year-old Chililabombwe mother of two whose story is as inspiring as it is touching.
Her story is one of those that bring alive legendary United States boxer Muhammad Ali’s words which imply that great feats are never thrust upon anyone but built from one’s inner drive to succeed.
“Champions aren’t made in gyms, Ali begins. “Champions are made from something they have deep inside them: A desire, a dream, vision. They have to have last-minute stamina, they have to be a littl
e faster; they have to have the skill and the will. But the will must be stronger than the skill.”With skill, Gertrude Funga serves her customers at Chililabombwe Senior Police Club where she works as a barmaid.But, as Ali contends, it is the willpower in Funga’s life that has been overly amazing.
Being barmaid is just one of the many menial jobs that Funga has known over the last nine years, including being a house servant for a white man in Ndola and a cook in Chililabombwe.
It has been a meandering road for Funga who is going to study for a bachelor’s degree in education with a bias in biology at Unza.
At the age of 14 in 1993, Funga dropped out of school in grade nine at Fatima Girls Secondary School in Ndola not so a result of failure to qualify to grade 10 as lack of sponsorship.
Thus marked the beginning of a journey down the avenue of tribulation which could have broken the aspirations and blurred the vision of any young woman in her predicament at that time.
There being no money to enable young Gertrude continue her education, the easier way for the girl’s mother was to send her into marriage at that still-fledgling age.
Hopelessly, Funga became a wife at Dola Hill in Ndola’s Zaffico compound and, before long, was in a motherly way, leading to her first child, Justin, who is now in Grade 10.A girl, Lisa, now 10, followed three years later.
After six years in marriage, the man’s job had been done; Funga’s husband had had enough and it was time to leave his wife and the two children.
So in 1999, Funga was left with no husband to support her and the two children, and the situation became grim as she could not manage to make ends meet to sustain the lives of her offspring.
Listening to the lyrics in the late South African reggae artiste Lucky Dube’s track God Bless the Women, it makes one feel the singer had Funga’s circumstances in mind.In the middle of the night, I heard her pray so bitterly . . . She prayed for her children. She prayed for their education. Then she prayed for the man who left her with her children.
We praise heroes everyday. But there are those we forget to praise; the women of this world. They don’t run from anything. They stand and fight for what’s right.
God bless the women. Even when times are so hard, they are so cool, calm and collected. They don’t run from anything, they stand and fight for what is right. They do not run from responsibilities
Funga recollects the dark years of her life: “I had stopped school in grade nine in at Fatima Girls Secondary School due to lack of sponsorship and then I was forced into marriage which resulted in me having the two children I now have.
“The man who gave me those kids later divorced me, and to support my children, I was forced, in 2000, to start working as a house servant for a certain white man (Dr Andrea de Angeles) at Villa Farm in Ndola.”
It was evident that Funga’s husband had not planned for the two children, and that was lesson number one, which inspired her to beginning doing some voluntary community work whenever she found time away from work as a house servant.
“During my free time, I could do voluntary work of distributing condoms and sensitising people on the importance of family planning,” she says who was staying in Commando Site and Service in Ndola.
At the back of Funga’s mind was the desire to continue with her education at some point. If she could make time for community work, it could surely be possible to continue with her education.
But as Funga was figuring out how she could do this using her meagre resources, the man she was working for was deported, rendering her jobless and without any income to support the two children.
“This forced me to relocate to Chililabombwe where I started working as a cook at an orphanage called the One Way Mission,” she explains.
She remained determined not to become a victim of psychological and emotional stress, and denial of personal development as a result of early marriage.
Realising the direct link between education and income, and education and opportunity, she was resolute to go back to school.
She says: “Personal success is a dream of every individual but success is almost bleak without good educational qualifications. I realised that education is a catalyst of every person’s development. So, I strove towards my dream and in 2004, I started going to school at Muleya Secondary in grade nine.”
Her determination paid off and she qualified to grade 10 but, a year later, lost her job again.
“This time, I had no option but to relocate to a farm in Kasumbalesa where I began to work on the land,” she says.
With every passing day, Funga increasingly realised the direct link between education and income, and education and opportunity.
From the farm to Muleya Secondary School, the distance was 15 kilometres but, driven by determination, self-belief, hope and conviction, Funga did not forget her dream of completing her education.
She would not let go this opportunity and soon got hold of a bicycle which she could ride every day for 45 minutes to get to school and cycle back after classes.This she did until the last secondary school grade and sat for examinations.
The results of those examinations have now sent Funga to university to pursue a degree programmeWhat determination!
After school, Funga still needed to support her children, which was why she looked for a job as a barmaid at Chililabombwe Senior Police club.
Despite overcoming her numerous hurdles, Funga now has the latest challenge of financing her education.
Funga’s job as a barmaid has helped sustain her and the two children but will certainly not be sufficient to finance her university education.
While she appreciates the 75 per cent Government bursary, Funga says it would still not be enough to meet her accommodation costs.
She has so far been to the department of social welfare but nothing tangible has come forth.
While at university, Funga is going to leave her two children with her mother at Kavu Settlement in Ndola rural.
Even as she ponders over how she is going to look for the money, Funga is able to look back with pride, saying all that she has gone through has not weighed her down as she has always been determined to chart her own course.
She encourages women in a similar situation to be objective resilient, and never to forgo their dreams.
“Life and people can be cruel at times but it is important not to be cruel to yourself by living a careless life that leaves your future on the verge of collapse,” says Funga who stays with a well-wisher, Febby Kabwe, herself a widow, in Lubengele Township.
Funga says eradicating one’s poverty demands formidable ammunition, most formidable of which is education.Education, she says, has the ability to propel one’s war against poverty with surety of victory.
Again, the inspirational Ali says wars of nations are fought to change maps while wars of poverty are fought to map change.
Change in Funga’s life has been mapped by her determination to make a difference and become an inspiration to other women in a seemingly inextricable condition.(Funga can be contacted through the Times Features Desk on 02-12-617096/02-12-620063).
Wednesday, May 27, 2009
ROLE OF THE MEDIA IN DISASTER MANAGEMENT
Librarry
THE ROLE OF THE MEDIA
IN DISASTER MANAGEMENT
AT AFRICAN UNIVERSITIES CONGRESS
PREAMBLE:
Scholars say communication and development are like two sides of one coin. This emphasis wants to drive home that the two are inseparable. We can make another premise that communication and media involvement in disaster management is as important as the air we breathe in.
The majority of people become vulnerable and are desperate for media products that can help prevent loss of lives and offer relief. Dr. Frank Press Founder of International Decade for Natural Disaster Reduction (IDNDR) writes; “Disasters are tragic, not only because of the great loses to the victims, but also because they are often avoidable…”
The process of communication is not as easy as we think it should be. Marriages have broken because of break down of communication. Nations have gone to war because of break down of communication; relationships have gone sour because of lack of communication or break down of communication. The process of communication is difficult in ordinary and daily times, and it is even more difficult in times of disasters because we use ‘words’ or ‘language’ which is a culture by its own. Words are neutral and only get the meaning when one attaches that meaning to them. Hence a single word can have as many meanings as the number of people who hear and use the word.
Meanings have historical biases, subjective to individual personal experience, geographical, tribal and ethical boundaries.
In spite of all these problems that language or words bring, communication has still to take place. As human beings, our task is to learn how to communicate and communicate clearly.
In time of disaster and crisis, the organization or institution involved has to respond with accurate, clear and complete information as quickly as possible.
Definitions:
When we talk of disaster we assume that a catastrophe has occurred in ways that the natural laws of nature have been violated or disrupted. There is disarray, confusion and panic.
The dictionary defines disaster as: An occurrence causing widespread destruction and distress. A grave misfortune; a total failure; an evil influence of a celestial body;
A calamity of great destruction; Hardships and loss of life; Grief; and tragic outcome with irreparable loss.
One definition is, “situations characterized by surprise, high threats to important values, and a short decision time” Another goes as follows: - “A disruption that physically affects a system as a whole and threatens its basic assumptions, its subjective sense of self, and its existence core”.
In industry or production plants they define disaster as: “An extraordinary event or series of events that adversely affect the integrity of the product the reputation or financial stability of the organization or health of the well-being of employees, community or the public at large.
During disaster period, all information needed does not come fast enough or should have come earlier, but nevertheless, let it come and as soon as possible.
We are no longer in the Stone Age where disaster should come as if we are helpless victims of God’s wrath.
In the modern technology of satellite, disasters can be prevented, controlled and bad effects made manageable and minimized. Six months before an earthquake occurs in California, the citizens are warned not only by the earth tremors but also by the scientists at earthquake centre who give details of the intensity of earth tremors and their probabilities up to the moment earthquake strikes.
Disasters do not only surprise us, but we do not know how to manage them or react to them not even plan for them.
Research done in different companies, intuitions and organisations that have experienced disasters and crises have shown that 86% of disasters or crises
Are called ‘SMOULDERING’ crises or disasters that the organisations or institutions are aware of their occurrence way before they happen and before the public find out about them.
The same research reveals that Management and mismanagement caused 78% of the crises and disasters by lack of crisis planning or disaster management planning.
One small example is the use of fertilizers and how they damage the natural powers of the Mother Nature but at the same time help our farmers produce bumper harvests.
This paper will explore ways on how the media can help in the management of disasters.
The media can educate the publics about disaster prevention and preparedness. The media can link scientists, disaster mitigation officials and the public. The media can provide analytical materials for future prevention. The media can remove the myth that disaster is caused by God’s wrath.
The role of the media is to provide a vital link among the people and the state. Kasoma 1990 says the media are cogs through which the people see the function or not of the government administrative machinery.
The media must help to co-ordinate government activities and operations so that both the receivers and givers of information they publish are served adequately. There should be no shortfalls or serious contradictions within the media. The media need to have proper liaison and lack of it could lead to destruction, disaster, and duplication of efforts leading to wastage of public funds. The media should provide the nation with useful important information on the state of the country as well as the outside world.
Unfortunately here in Africa, natural disasters surprise us as if we are still in the Stone Age. It must be the gods that are angry with us. Disasters do not only surprise us, but we do not know how to manage them, plan for them, or react to them.
The media are to provide educational material on any possible disaster that can occur in Africa. There must be a liaison between the officials, the scientists and relief agencies. All stakeholders must work together as a team. There must be an Internet website for each possible disaster that can occur in the region. Educational materials must be provided in all primary, secondary and high institutes of learning. Public libraries must all have these educational materials. Risk areas must display these educational materials.
EARLY WARNING- PREPAREDNESS
The media must provide information-warning signs. Nyondo, 1988 took a close look at the ancient narratives of our grandparents from different African countries. In these narratives, myth, folklore and stories, there are several of them that are related to warning about disasters such as droughts and floods. The Beautiful Giraffe; The Ancient and Wise Python; The Millipede. From these ancient narratives we know that drought disasters are not a modern phenomena. The question each one of us should ask is; How come we have not learned on how to cope with them?
Nearly every Zambian tribe or any tribe in Africa has a story on droughts; Management of these issues should not be something new and more disastrous than the disaster itself.
The media that can be used in early warning and preparedness no longer take the form of storytelling of our grandparents but modern technology that can reach beyond the fireside of a village hut. These modern means of communication systems that can be used in early warning are as follows:
1. Technical Communications systems such as satellites, air craft with
Remote sensing devices and computer networks and other technologies.
2. Disaster sites of communications (These maintain links with affected ministries and publics.
3. Organisational Communications (Communication within the organisation staff and other stakeholders within the country and international)
4. Communication for scientific development, which is always missing in developing countries. Nobody wants to own up to a mistake. Materials to analyses past disasters is not available. We have examples of disasters that happened in other worlds and not in our countries. The western media report on our disaster before the local journalists reports.
PROVIDING ANALYTICAL INFORMATION: AS A MEANS OF PREPAREDNESS.
The media are good at reporting events and functions. One of the negatives the media has during disasters is that they do not provide analytical information on what exactly happened? What is the history surrounding this particular disaster? What should have been done and by who? What are the future ramifications? What is being done to prevent future possible disasters? Answering these hard questions will be of great help in the prevention of future disasters. In summary then, early warning systems, disaster preparedness, analytical information, and the coordination and readiness for responses are all factors determined by people rather than “Acts of gods” beyond human control.
Fred H. Cate 1990 says humankind possesses the means to reduce the impact of disasters to save lives and reduce damage to property. If we do not accurately document and analyse our present disasters, we will never learn to cope up with them. When we die we will take all our experience and knowledge with us to the grave.
MEDIA PROBLEMS:
Negative presentations
One of the major problems of the media is that negative aspects of the story are more news worthy than the positive. Because of this weakness the authorities and all those answerable to any disaster resent the media and give distorted facts.
Avoid negative presentation, concentrate on the positives such as how people are being helped to cope with the situation. What is being done to relieve the affected and what is being done to avoid future ramifications?
Analytical Scientific Materials
Lack of proving analytical material and focussing on sensational information and events will always make us repeat the same mistakes. Analytical materials will help in:
1. LONG TERM PLANNING
2 Disaster preparedness and early warning
3. Reconstruction
4. Rehabilitation
5. Relief and mitigation
Media Causing Panic:
The media have to provide information that will eliminate panic and confusion. During disaster time the human mind is very vulnerable to panic and confusion. The media can provide information on how lives can be saved. What the relief officials are doing. What should be done to cooperate with the rescue teams?
We should never take it for granted that people know what to do. We human beings have a varsity of experiences and influences that affect our behaviour and the way we react to different events and issues.
A recent research done by Fiske and de Certeau-2000 found that the audience to media products are active producers of meaning and not passive consumers of media meanings. We decode media texts in ways that are related to our social and cultural circumstances and ways in which we experience those circumstances.
Taking all this into consideration the media and relief officials must handle disaster with great care.
In both conflict coverage and disaster coverage the media have done a poor job. Some of the reasons cited is lack of training, lack of proper facilities and assigning such duties to junior media trainees who have no experience. These negatives are in both Western media reporting on Africa as well as the African media reporting on Africa.
Corner 2000 says, unfortunately, international media agencies risk no penalties should they act unethically when reporting from non-western countries.
The Annenberg project revealed that most of the news and programs from the Southern hemisphere be it political, cultural, entertainment or disaster have suffered severe misrepresentation and distortion. The culprits in the distortion of disaster news are not just the media but also relief organizations. The relief organizations usually exaggerate the severity of problems to maximize fundraising. The media machinery itself is very complicated when it comes to the choice of news for the readers. A small example of strikes or protest coverage would suffice. The story that will show on the evening news is not the two days of negotiations of union leaders and management but the few minutes when the police will throw tear gas or beat up demonstrators.
Most of the on the spot news reporters called “stringers” are indigenous journalists who are very loyal citizens of their States. The
Gate Keepers (the editors) are different. What the world knows about the third world as Admason 1993, concluded in his report on World Vision U.K. public opinion survey results is “an impression that the developing world is exclusively a theatre of tragedy in which poverty and human misery figure prominently in almost every scene…. This misconception is as profound as it is widespread.”
The questionnaire done by Admson founder and author of UNICEF’s State of the World’s Children reveal a lot of what has gone wrong from both the media and relief organizations. According to Admson ‘s research there is no free health child in Africa, our children are starving to death, out of school and are street runaways.
OUR LOCAL MEDIA:
Local media have not been exempted to lack of skills, structure and capacity to adequately cover disaster news. What makes it even worse is the sour relationship that the media has with law enforcement agents, and disaster management units. The two have never enjoyed a good marriage.
The media and disaster management agencies need each other to perform their functions better. Information needs to be presented responsibly and timely. The media should not just report on what has happened and what is being done. The media should analyse what is not being done and prescribes what should be done. The question we should all shamefully look at and try to answer is that: Why should the Africa always experience hunger starvation massive loos of life after a drought or floods disasters?
Information on drought disasters flood disasters, industrial pollution disasters and all possible disasters in Africa should be given to all citizens free and readily available in schools, public libraries, and the internet.
Critical Media Problems:
The reporting of conflict and disasters in the world press is a disaster itself
Factual information is concealed and distorted at different stages of production of the media product.
a) Origination of the story: Victims of the disaster will relate the story according to their perception and their experience
b) Stakeholders (The people who are implicated in the disaster)
Institution, government, industry, company, family etc. will relate the story to save their tarnished image to the public.
c) The journalists involved have their own biases and experiences that accompany their objective reporting when they are honest and do a through job they face the following:
The journalists are accused of being un accurate giving distorted information biased, un experienced not trained to report on disaster and no analytical skills, traitors of the enemy The question they are asked is not how objective and truthful is your story but which side are you? On our side or the enemy?
d) The sub-editors of the story have their own ‘house style’ of reporting that each media house has adapted as their accepted format and style
The starving children in Africa are not news until we see skeletons on the TV screens. They decide what deserves to be called a disaster in their newsrooms.
e) The interests of the shareholders of the newspaper or media house have to be protected or served. The shareholders main objective is to make the business run and make some profit at the end of the day. Stories that will make poor sales or tarnish the credibility of the media house and shareholders will never be published. All these are problems that cannot be ignored if we want to address the issue of the role the media should play in disaster coverage.
WHAT MEDIUM SHOULD WE USE FOR WHICH DISASTER?
Radio:
Research has shown that during earthquakes, volcano ruptures and other related disasters the one item that people picked from their homes to escape with is a radio. A similar research was done in El Salvador, survivor’s even dead bodies were found with a radio in their hands or in the vicinity. Hence, radio becomes a very important medium in disasters.
However, the most recent research with American kids on; which media would you prefer to have? Internet was found to be the most preferable.
In Africa less than 2% of the population have access to a computer, Internet or Websites. This information should not discourage us since more than 99% of media houses both electronic and print, do have access to some computer, internet or websites. The so-called medium for the rich if properly utilised the information on the Websites can reach the grassroots in a matter of hours or minutes. It is therefore, time for experts on each disaster to:
1. Create websites for each disaster they foresee in the region.
2. Give correct information before the disaster occurs.
3. Give responsible and accurate information after and during disaster period.
4. Provide accurate analysis of the future ramifications and prevention of repetition of the disaster.
5. Provide address and contacts of relief services.
The public need constant education on all possible disasters. The education should include early warning, planning, prevention, and mitigation.
TRADITIONAL:
1. Face-to-Face communication will never be surpassed by any modern medium.
Education and training done by extension workers can be more productive to the small-scale farmer. Than mass broadcast.
2. Story telling: Fireside stories were told to warn people about possible disaster. The story of The Millipede; The story of the beautiful giraffe; The python; These ancient stories that are found in every African language and ethnic group do reveal to us that disasters of drought, floods etc. have been a common phenomena in our history.
3. Village meetings, debates, discussions, and deliberations took place at the Insaka. now popularly known as Indaba. Every village had these forums where issues were discussed openly and deliberation taken. They were effective because everybody was involved and participated in decision-making. When we examine communication models we see that development in Africa has delayed because we jumped the ancient village forum to the modern communication where information is given from above to the grassroots, ignoring the participatory aspect.
4. One very effective mode of communication is drama and plays or Theatre for Development (TFD) in urban areas as well as rural areas. These are very effective especially if they are followed by a group discussion facilitated by some experienced personnel.
ELECTRONIC:
5. The cheapest of them all in terms of MASS COMMUNICATION is radio. In Zambia and in most parts of Africa we claim that every citizen has access to a radio and that more than 95% of the households have a radio-Kasoma 2001. The saturation and access to radio makes it cheaper. We all know that the Internet will be even cheaper if it were available to the masses. The creation of a winding radio, a radio that does not need batteries is a great innovation for Africa where power is limited and during the time of disasters you usually will have no time to look for batteries or power. The creation of community radio stations in Africa will bring great strides in development if properly used. According to Kasoma 2001, the moment Community radio will become a property of the community and operated by the community without interference, development in Africa will make a difference.
6. Television audiovisual media such as slides, videotapes in house production of film can be very effective in the education of the public. They are effective because they engage both the eye and hear.
This media can be quite expensive both in production and disseminating of the product. When making a decision on what medium to use for ‘In House Training’ to prevent factory disasters or mine disasters television, videotapes, or a slide montage would be the best. In this way, you have both inter personal communication and a professional presentation.
7. Film and network video production and distributions. These are very
different from the "in house" production. They are meant for mass consumption. No matter how educational they are the element of entertainment surpasses that of educational tool. We can all recall the many films or TV programmes we have enjoyed and at the same time learned a lot from them. The element that made us enjoy the production and persevere in watching it up to the end was the entertainment value. Because of the Aesthetic elements in these productions we attach the word fiction to them. What we forget is that the narratives or folklores from our grandparents were also fiction but very educative
8. Satellite Communication: The satellite communication has made the
world into a global village. We are able to receive news from all
over the world within a few hours or minutes of occurrence. We are
able to watch the events as they occur - LIVE. We are able to
Access information, research from different universities and other
Academic and research institutions. The new technology of cell phones
has brought another element in the reporting of disasters. The first pictures
of Surnami disaster on CNN and BBC were not taken by journalist
but by tourists on the spot.
9. PRINT:
The Print Media: We must explore all print media outlets to
Disseminate all needed information. The beauty or practicality of
Print materials is that you can go back to it, refer to it, read and study
the material at your own pace and convenient time. However, during disaster time it becomes difficult to concentrate and comprehend sophisticated information. Rescue materials must be simple and summarized. The best print media conducive to disaster information are pamphlets, brochure and small leaflets. It has to be materials people can carry in their pockets.
DROUGHT AND FLOODS
The droughts and floods in one-way or another have affected us all They are part the way the world does its business.. Why on earth should the countries that have 6-8 months of snow be feeding us instead of us being of help to them? One missionary, who returned home for leave in giving a speech to aspiring missionaries, said “I love African weather, where you throw seeds away in the backyard and a few days later they will geminate and grow”. How long are we going to pose to the rest of world as a backward continent living in the "Stone Age" and have no knowledge on how to manage disaster? The agriculture extension workers are doing very well in some farming communities. But we need more mass education to supplement their efforts.
The Mozambique floods were badly handled by the media. We kept on seeing the young woman giving birth in the tree. The media usually does that to call for sympathy. There was no article that ever analysed as to why that flood?
CONFLICT:
The human element in us makes us watch conflict on the media partly as entertainment. Who is winning and who is losing? It is staged conflict, until when we start seeing dead bodies. We all can relate our own experiences on conflict in the region and the way our media have handled it. Apart from factual information being concealed from the media, the media is forced to take sides if they need any information. Any journalist who claims to be neutral is a spy, a traitor.
MINE DISASTERS
The mine disasters have become to frequent and an embarrassment to the world. The recurrences of these disasters demonstrate that we do not analyse our disasters to help us prevent or plan future disasters. The blame is across the board, from all stakeholders and the media as well as the mining authorities.
Summary:
An individual cannot overcome the poor coverage of disasters in Africa.
We need a change of policy. Policy that will compel all stakeholders to react, plan and manage the disasters to the interest of humanity.
The question of which side are you should never arise. Training, and materials on all possible disasters and conflict management should be available to the public.
Companies, institutions, or governments involved in the disasters must be accountable to publics by giving truthful, objective analytical information that will help prevent future disasters
One of the goals and tasks for a media house is to tell the people by merely broadcasting normal programmes that all is well in the country. Media houses have no communication policy in disaster management.
Media involvement in disaster time is implied. For a long time, as long as I have been a journalist, schools of journalism never included materials such as coverage of conflict, coverage of disasters. It is less than a decade that few Departments of journalism started to include conflict coverage and disaster coverage as topics on the curriculum at both undergraduate and post graduate level.
Victims of disaster should be treated with respect and dignity both by the media and relief organizations. State media policies must have clear guidelines on media roles in disaster coverage
END
BIBLIOGRAPHY
1. Fred H. Cate Media Disaster Relief and images of the Developing World:
http://www.annenberg.nwu.edu/pubs/disas/disas1o.htm.
2. Graber Doris 1994 Media Power In Politics.
3. Kasoma 1990 Communication Policies in Zambia
4. Kasoma 1992 Communication Policies in Botswana,
5. Kasoma Lesotho and Swaziland.
6 Kasoma 2001 Community Media In Zambia
7. MacBride Sean 1980 Many Voices, One World.
8 Nyondo, Muzyamba Chanda 2002 Radio Audience research.
9 Nyondo 1988 Analysis of African Animal Stories and
their Adaptation to Communication of
Religious meaning in Television.
10. Philip Lee 1978 Communication For All.
11 Servaes et al 1996 Participatory Communication for Social
Change.
Top of the page
THE ROLE OF THE MEDIA
IN DISASTER MANAGEMENT
AT AFRICAN UNIVERSITIES CONGRESS
PREAMBLE:
Scholars say communication and development are like two sides of one coin. This emphasis wants to drive home that the two are inseparable. We can make another premise that communication and media involvement in disaster management is as important as the air we breathe in.
The majority of people become vulnerable and are desperate for media products that can help prevent loss of lives and offer relief. Dr. Frank Press Founder of International Decade for Natural Disaster Reduction (IDNDR) writes; “Disasters are tragic, not only because of the great loses to the victims, but also because they are often avoidable…”
The process of communication is not as easy as we think it should be. Marriages have broken because of break down of communication. Nations have gone to war because of break down of communication; relationships have gone sour because of lack of communication or break down of communication. The process of communication is difficult in ordinary and daily times, and it is even more difficult in times of disasters because we use ‘words’ or ‘language’ which is a culture by its own. Words are neutral and only get the meaning when one attaches that meaning to them. Hence a single word can have as many meanings as the number of people who hear and use the word.
Meanings have historical biases, subjective to individual personal experience, geographical, tribal and ethical boundaries.
In spite of all these problems that language or words bring, communication has still to take place. As human beings, our task is to learn how to communicate and communicate clearly.
In time of disaster and crisis, the organization or institution involved has to respond with accurate, clear and complete information as quickly as possible.
Definitions:
When we talk of disaster we assume that a catastrophe has occurred in ways that the natural laws of nature have been violated or disrupted. There is disarray, confusion and panic.
The dictionary defines disaster as: An occurrence causing widespread destruction and distress. A grave misfortune; a total failure; an evil influence of a celestial body;
A calamity of great destruction; Hardships and loss of life; Grief; and tragic outcome with irreparable loss.
One definition is, “situations characterized by surprise, high threats to important values, and a short decision time” Another goes as follows: - “A disruption that physically affects a system as a whole and threatens its basic assumptions, its subjective sense of self, and its existence core”.
In industry or production plants they define disaster as: “An extraordinary event or series of events that adversely affect the integrity of the product the reputation or financial stability of the organization or health of the well-being of employees, community or the public at large.
During disaster period, all information needed does not come fast enough or should have come earlier, but nevertheless, let it come and as soon as possible.
We are no longer in the Stone Age where disaster should come as if we are helpless victims of God’s wrath.
In the modern technology of satellite, disasters can be prevented, controlled and bad effects made manageable and minimized. Six months before an earthquake occurs in California, the citizens are warned not only by the earth tremors but also by the scientists at earthquake centre who give details of the intensity of earth tremors and their probabilities up to the moment earthquake strikes.
Disasters do not only surprise us, but we do not know how to manage them or react to them not even plan for them.
Research done in different companies, intuitions and organisations that have experienced disasters and crises have shown that 86% of disasters or crises
Are called ‘SMOULDERING’ crises or disasters that the organisations or institutions are aware of their occurrence way before they happen and before the public find out about them.
The same research reveals that Management and mismanagement caused 78% of the crises and disasters by lack of crisis planning or disaster management planning.
One small example is the use of fertilizers and how they damage the natural powers of the Mother Nature but at the same time help our farmers produce bumper harvests.
This paper will explore ways on how the media can help in the management of disasters.
The media can educate the publics about disaster prevention and preparedness. The media can link scientists, disaster mitigation officials and the public. The media can provide analytical materials for future prevention. The media can remove the myth that disaster is caused by God’s wrath.
The role of the media is to provide a vital link among the people and the state. Kasoma 1990 says the media are cogs through which the people see the function or not of the government administrative machinery.
The media must help to co-ordinate government activities and operations so that both the receivers and givers of information they publish are served adequately. There should be no shortfalls or serious contradictions within the media. The media need to have proper liaison and lack of it could lead to destruction, disaster, and duplication of efforts leading to wastage of public funds. The media should provide the nation with useful important information on the state of the country as well as the outside world.
Unfortunately here in Africa, natural disasters surprise us as if we are still in the Stone Age. It must be the gods that are angry with us. Disasters do not only surprise us, but we do not know how to manage them, plan for them, or react to them.
The media are to provide educational material on any possible disaster that can occur in Africa. There must be a liaison between the officials, the scientists and relief agencies. All stakeholders must work together as a team. There must be an Internet website for each possible disaster that can occur in the region. Educational materials must be provided in all primary, secondary and high institutes of learning. Public libraries must all have these educational materials. Risk areas must display these educational materials.
EARLY WARNING- PREPAREDNESS
The media must provide information-warning signs. Nyondo, 1988 took a close look at the ancient narratives of our grandparents from different African countries. In these narratives, myth, folklore and stories, there are several of them that are related to warning about disasters such as droughts and floods. The Beautiful Giraffe; The Ancient and Wise Python; The Millipede. From these ancient narratives we know that drought disasters are not a modern phenomena. The question each one of us should ask is; How come we have not learned on how to cope with them?
Nearly every Zambian tribe or any tribe in Africa has a story on droughts; Management of these issues should not be something new and more disastrous than the disaster itself.
The media that can be used in early warning and preparedness no longer take the form of storytelling of our grandparents but modern technology that can reach beyond the fireside of a village hut. These modern means of communication systems that can be used in early warning are as follows:
1. Technical Communications systems such as satellites, air craft with
Remote sensing devices and computer networks and other technologies.
2. Disaster sites of communications (These maintain links with affected ministries and publics.
3. Organisational Communications (Communication within the organisation staff and other stakeholders within the country and international)
4. Communication for scientific development, which is always missing in developing countries. Nobody wants to own up to a mistake. Materials to analyses past disasters is not available. We have examples of disasters that happened in other worlds and not in our countries. The western media report on our disaster before the local journalists reports.
PROVIDING ANALYTICAL INFORMATION: AS A MEANS OF PREPAREDNESS.
The media are good at reporting events and functions. One of the negatives the media has during disasters is that they do not provide analytical information on what exactly happened? What is the history surrounding this particular disaster? What should have been done and by who? What are the future ramifications? What is being done to prevent future possible disasters? Answering these hard questions will be of great help in the prevention of future disasters. In summary then, early warning systems, disaster preparedness, analytical information, and the coordination and readiness for responses are all factors determined by people rather than “Acts of gods” beyond human control.
Fred H. Cate 1990 says humankind possesses the means to reduce the impact of disasters to save lives and reduce damage to property. If we do not accurately document and analyse our present disasters, we will never learn to cope up with them. When we die we will take all our experience and knowledge with us to the grave.
MEDIA PROBLEMS:
Negative presentations
One of the major problems of the media is that negative aspects of the story are more news worthy than the positive. Because of this weakness the authorities and all those answerable to any disaster resent the media and give distorted facts.
Avoid negative presentation, concentrate on the positives such as how people are being helped to cope with the situation. What is being done to relieve the affected and what is being done to avoid future ramifications?
Analytical Scientific Materials
Lack of proving analytical material and focussing on sensational information and events will always make us repeat the same mistakes. Analytical materials will help in:
1. LONG TERM PLANNING
2 Disaster preparedness and early warning
3. Reconstruction
4. Rehabilitation
5. Relief and mitigation
Media Causing Panic:
The media have to provide information that will eliminate panic and confusion. During disaster time the human mind is very vulnerable to panic and confusion. The media can provide information on how lives can be saved. What the relief officials are doing. What should be done to cooperate with the rescue teams?
We should never take it for granted that people know what to do. We human beings have a varsity of experiences and influences that affect our behaviour and the way we react to different events and issues.
A recent research done by Fiske and de Certeau-2000 found that the audience to media products are active producers of meaning and not passive consumers of media meanings. We decode media texts in ways that are related to our social and cultural circumstances and ways in which we experience those circumstances.
Taking all this into consideration the media and relief officials must handle disaster with great care.
In both conflict coverage and disaster coverage the media have done a poor job. Some of the reasons cited is lack of training, lack of proper facilities and assigning such duties to junior media trainees who have no experience. These negatives are in both Western media reporting on Africa as well as the African media reporting on Africa.
Corner 2000 says, unfortunately, international media agencies risk no penalties should they act unethically when reporting from non-western countries.
The Annenberg project revealed that most of the news and programs from the Southern hemisphere be it political, cultural, entertainment or disaster have suffered severe misrepresentation and distortion. The culprits in the distortion of disaster news are not just the media but also relief organizations. The relief organizations usually exaggerate the severity of problems to maximize fundraising. The media machinery itself is very complicated when it comes to the choice of news for the readers. A small example of strikes or protest coverage would suffice. The story that will show on the evening news is not the two days of negotiations of union leaders and management but the few minutes when the police will throw tear gas or beat up demonstrators.
Most of the on the spot news reporters called “stringers” are indigenous journalists who are very loyal citizens of their States. The
Gate Keepers (the editors) are different. What the world knows about the third world as Admason 1993, concluded in his report on World Vision U.K. public opinion survey results is “an impression that the developing world is exclusively a theatre of tragedy in which poverty and human misery figure prominently in almost every scene…. This misconception is as profound as it is widespread.”
The questionnaire done by Admson founder and author of UNICEF’s State of the World’s Children reveal a lot of what has gone wrong from both the media and relief organizations. According to Admson ‘s research there is no free health child in Africa, our children are starving to death, out of school and are street runaways.
OUR LOCAL MEDIA:
Local media have not been exempted to lack of skills, structure and capacity to adequately cover disaster news. What makes it even worse is the sour relationship that the media has with law enforcement agents, and disaster management units. The two have never enjoyed a good marriage.
The media and disaster management agencies need each other to perform their functions better. Information needs to be presented responsibly and timely. The media should not just report on what has happened and what is being done. The media should analyse what is not being done and prescribes what should be done. The question we should all shamefully look at and try to answer is that: Why should the Africa always experience hunger starvation massive loos of life after a drought or floods disasters?
Information on drought disasters flood disasters, industrial pollution disasters and all possible disasters in Africa should be given to all citizens free and readily available in schools, public libraries, and the internet.
Critical Media Problems:
The reporting of conflict and disasters in the world press is a disaster itself
Factual information is concealed and distorted at different stages of production of the media product.
a) Origination of the story: Victims of the disaster will relate the story according to their perception and their experience
b) Stakeholders (The people who are implicated in the disaster)
Institution, government, industry, company, family etc. will relate the story to save their tarnished image to the public.
c) The journalists involved have their own biases and experiences that accompany their objective reporting when they are honest and do a through job they face the following:
The journalists are accused of being un accurate giving distorted information biased, un experienced not trained to report on disaster and no analytical skills, traitors of the enemy The question they are asked is not how objective and truthful is your story but which side are you? On our side or the enemy?
d) The sub-editors of the story have their own ‘house style’ of reporting that each media house has adapted as their accepted format and style
The starving children in Africa are not news until we see skeletons on the TV screens. They decide what deserves to be called a disaster in their newsrooms.
e) The interests of the shareholders of the newspaper or media house have to be protected or served. The shareholders main objective is to make the business run and make some profit at the end of the day. Stories that will make poor sales or tarnish the credibility of the media house and shareholders will never be published. All these are problems that cannot be ignored if we want to address the issue of the role the media should play in disaster coverage.
WHAT MEDIUM SHOULD WE USE FOR WHICH DISASTER?
Radio:
Research has shown that during earthquakes, volcano ruptures and other related disasters the one item that people picked from their homes to escape with is a radio. A similar research was done in El Salvador, survivor’s even dead bodies were found with a radio in their hands or in the vicinity. Hence, radio becomes a very important medium in disasters.
However, the most recent research with American kids on; which media would you prefer to have? Internet was found to be the most preferable.
In Africa less than 2% of the population have access to a computer, Internet or Websites. This information should not discourage us since more than 99% of media houses both electronic and print, do have access to some computer, internet or websites. The so-called medium for the rich if properly utilised the information on the Websites can reach the grassroots in a matter of hours or minutes. It is therefore, time for experts on each disaster to:
1. Create websites for each disaster they foresee in the region.
2. Give correct information before the disaster occurs.
3. Give responsible and accurate information after and during disaster period.
4. Provide accurate analysis of the future ramifications and prevention of repetition of the disaster.
5. Provide address and contacts of relief services.
The public need constant education on all possible disasters. The education should include early warning, planning, prevention, and mitigation.
TRADITIONAL:
1. Face-to-Face communication will never be surpassed by any modern medium.
Education and training done by extension workers can be more productive to the small-scale farmer. Than mass broadcast.
2. Story telling: Fireside stories were told to warn people about possible disaster. The story of The Millipede; The story of the beautiful giraffe; The python; These ancient stories that are found in every African language and ethnic group do reveal to us that disasters of drought, floods etc. have been a common phenomena in our history.
3. Village meetings, debates, discussions, and deliberations took place at the Insaka. now popularly known as Indaba. Every village had these forums where issues were discussed openly and deliberation taken. They were effective because everybody was involved and participated in decision-making. When we examine communication models we see that development in Africa has delayed because we jumped the ancient village forum to the modern communication where information is given from above to the grassroots, ignoring the participatory aspect.
4. One very effective mode of communication is drama and plays or Theatre for Development (TFD) in urban areas as well as rural areas. These are very effective especially if they are followed by a group discussion facilitated by some experienced personnel.
ELECTRONIC:
5. The cheapest of them all in terms of MASS COMMUNICATION is radio. In Zambia and in most parts of Africa we claim that every citizen has access to a radio and that more than 95% of the households have a radio-Kasoma 2001. The saturation and access to radio makes it cheaper. We all know that the Internet will be even cheaper if it were available to the masses. The creation of a winding radio, a radio that does not need batteries is a great innovation for Africa where power is limited and during the time of disasters you usually will have no time to look for batteries or power. The creation of community radio stations in Africa will bring great strides in development if properly used. According to Kasoma 2001, the moment Community radio will become a property of the community and operated by the community without interference, development in Africa will make a difference.
6. Television audiovisual media such as slides, videotapes in house production of film can be very effective in the education of the public. They are effective because they engage both the eye and hear.
This media can be quite expensive both in production and disseminating of the product. When making a decision on what medium to use for ‘In House Training’ to prevent factory disasters or mine disasters television, videotapes, or a slide montage would be the best. In this way, you have both inter personal communication and a professional presentation.
7. Film and network video production and distributions. These are very
different from the "in house" production. They are meant for mass consumption. No matter how educational they are the element of entertainment surpasses that of educational tool. We can all recall the many films or TV programmes we have enjoyed and at the same time learned a lot from them. The element that made us enjoy the production and persevere in watching it up to the end was the entertainment value. Because of the Aesthetic elements in these productions we attach the word fiction to them. What we forget is that the narratives or folklores from our grandparents were also fiction but very educative
8. Satellite Communication: The satellite communication has made the
world into a global village. We are able to receive news from all
over the world within a few hours or minutes of occurrence. We are
able to watch the events as they occur - LIVE. We are able to
Access information, research from different universities and other
Academic and research institutions. The new technology of cell phones
has brought another element in the reporting of disasters. The first pictures
of Surnami disaster on CNN and BBC were not taken by journalist
but by tourists on the spot.
9. PRINT:
The Print Media: We must explore all print media outlets to
Disseminate all needed information. The beauty or practicality of
Print materials is that you can go back to it, refer to it, read and study
the material at your own pace and convenient time. However, during disaster time it becomes difficult to concentrate and comprehend sophisticated information. Rescue materials must be simple and summarized. The best print media conducive to disaster information are pamphlets, brochure and small leaflets. It has to be materials people can carry in their pockets.
DROUGHT AND FLOODS
The droughts and floods in one-way or another have affected us all They are part the way the world does its business.. Why on earth should the countries that have 6-8 months of snow be feeding us instead of us being of help to them? One missionary, who returned home for leave in giving a speech to aspiring missionaries, said “I love African weather, where you throw seeds away in the backyard and a few days later they will geminate and grow”. How long are we going to pose to the rest of world as a backward continent living in the "Stone Age" and have no knowledge on how to manage disaster? The agriculture extension workers are doing very well in some farming communities. But we need more mass education to supplement their efforts.
The Mozambique floods were badly handled by the media. We kept on seeing the young woman giving birth in the tree. The media usually does that to call for sympathy. There was no article that ever analysed as to why that flood?
CONFLICT:
The human element in us makes us watch conflict on the media partly as entertainment. Who is winning and who is losing? It is staged conflict, until when we start seeing dead bodies. We all can relate our own experiences on conflict in the region and the way our media have handled it. Apart from factual information being concealed from the media, the media is forced to take sides if they need any information. Any journalist who claims to be neutral is a spy, a traitor.
MINE DISASTERS
The mine disasters have become to frequent and an embarrassment to the world. The recurrences of these disasters demonstrate that we do not analyse our disasters to help us prevent or plan future disasters. The blame is across the board, from all stakeholders and the media as well as the mining authorities.
Summary:
An individual cannot overcome the poor coverage of disasters in Africa.
We need a change of policy. Policy that will compel all stakeholders to react, plan and manage the disasters to the interest of humanity.
The question of which side are you should never arise. Training, and materials on all possible disasters and conflict management should be available to the public.
Companies, institutions, or governments involved in the disasters must be accountable to publics by giving truthful, objective analytical information that will help prevent future disasters
One of the goals and tasks for a media house is to tell the people by merely broadcasting normal programmes that all is well in the country. Media houses have no communication policy in disaster management.
Media involvement in disaster time is implied. For a long time, as long as I have been a journalist, schools of journalism never included materials such as coverage of conflict, coverage of disasters. It is less than a decade that few Departments of journalism started to include conflict coverage and disaster coverage as topics on the curriculum at both undergraduate and post graduate level.
Victims of disaster should be treated with respect and dignity both by the media and relief organizations. State media policies must have clear guidelines on media roles in disaster coverage
END
BIBLIOGRAPHY
1. Fred H. Cate Media Disaster Relief and images of the Developing World:
http://www.annenberg.nwu.edu/pubs/disas/disas1o.htm.
2. Graber Doris 1994 Media Power In Politics.
3. Kasoma 1990 Communication Policies in Zambia
4. Kasoma 1992 Communication Policies in Botswana,
5. Kasoma Lesotho and Swaziland.
6 Kasoma 2001 Community Media In Zambia
7. MacBride Sean 1980 Many Voices, One World.
8 Nyondo, Muzyamba Chanda 2002 Radio Audience research.
9 Nyondo 1988 Analysis of African Animal Stories and
their Adaptation to Communication of
Religious meaning in Television.
10. Philip Lee 1978 Communication For All.
11 Servaes et al 1996 Participatory Communication for Social
Change.
Top of the page
Friday, April 3, 2009
BUSINESS PROPOSAL
EXECUTIVE SUMMARY
The Sunrise Newspaper is a private daily tabloid newspaper whose mission is changing Zambian mindsets by providing relevant information that is practical, considering the perilous times we are living in. Our business management is headed by the managing editor and other supporting staff who will provide necessary expertise for the viability of the organisation.
Our product, which is news, will comprise of home, sectoral, provincial, political, and social and life style, obituaries, sports and African and other international news, but with a lot of emphasis on business news. Our target market is Zambians of different status and age groups, whom we will strive to reach with news relevant to their lives. The paper will have a national distribution to ensure all Zambians to have access to it.
Our conducted audience research has identified elements that have been missing in the media industry for some time and we have come up with ways of bringing those missing elements on board for the satisfaction of our audience. Thus, the paper will concentrate more on business related stories because this is the area which has been neglected by the mainstream media despite it being of great relevance to people’s lives.
In our financial projections, we expect to expand our financial base through massive advertising and providing courier services to customers who want to ferry their goods from one area to the other. We further ensure that our stories have great relevance to the well being of our audience to improve on sales for the paper to realize more income injections.
One of our plans is to double our circulations from 10,000 to 20,000 copies per day in three years time. This is in view of reaching more readers country wide and enable us generate enough income to pay back the loan within the shortest time frame.
The Republic of Zambia
Barclays Bank Zambia PLC
Mutaba House, Plot No. 11987, Cairo Road
Application for a K3 billion Kwacha loan
The Managing Director Tel: +260-211-228858
Barclays Bank Zambia PLC Fax: +260-211-222150
P.O Box 32379 Email: info@barclays.com
Lusaka, Zambia Website: www.barclays.com
PROJECT DETAILS
v Full name of enterprise: Sunrise Newspaper Limited
v Plot No: Plot 7404 Street/Road: Joseph Mwila Road
v Address: P.O. Box 33711, Lusaka 10101, Zambia
v Province: Lusaka District: Lusaka
v Telephone No: +260-211-221519 Fax No: +260-211-223379
v Email Address: sunrise@coppernet.zm
2.0 THE BUSINESS PROFILE
Description of the Business
We intend to start a private national daily newspaper which will be called The Sunrise. The newspaper will be situated in Lusaka and later new branches will be opened in other parts of the country especially along the line of rail. The newspaper will cover home, business, regional, international, and sectoral news. However, special emphasis will be given to business news which will dominate all news types.
Mission Statement
Our mission statement is changing Zambian mindsets by providing relevant information that is practical, considering the tough socio-economic times we are living in.
Objectives
· To revolutionalise the country economically, socially and politically
· To empower Zambians with business information so that they can become self reliant
· To educate people on lifestyle, economic prospects and cost of living
· To inform people on international news, with more focus on African news
· To present news in the most appealing manner
Editorial Policy
To be a voice of the voiceless, giving a platform for people with objective, fair and accurate newsworthy information
Slogan
Reporting to change Zambia
Target Audience
Our target audience will be the whole nation with special focus on potential entrepreneurs, local and foreign investors, working class, middle class and common people who can afford to buy the newspaper.
3.0 NEWSPAPER TYPE OR FORMAT
Sunrise Newspaper will be a tabloid with 24 pages
LAYOUT
First three pages – Home news
Second two pages – Political news
Third six pages – Business news
Fourth three pages – Classified
Fifth two pages – Regional news and provincial news
Sixth three pages – Sectoral news
Seventh two pages – Social and lifestyle
Eighth one page – Obituaries
Ninth two pages – Sports (Local & International).
ALLOCATION OF PAGES
a) Business news will have six pages.
The first four pages of the business section will contain local business with two pages of international business and stock market news. Business advertisements will be spread over the pages.
b) Regional and provincial news will be given two pages.
c) Sectoral news will have three pages.
d) Political news of both local and international or African politics will be allocated
e) Sports news will have two pages.
f) Classified will have three pages.
g) Obituary will be given one page.
h) Social and lifestyle will be allocated two pages
Figure 1. Allocation of Pages
4.0 CONTENT
Home News Section
The Home news section of the paper will comprise of hard news in politics and business. A greater emphasis will be put on business and as earlier noted it will have more pages allocated for it. This section will feature everyday of the week. This will be subject to exceptions when there is a prominent international story that has to be on the front page.
Political News
Political news is always a hot cake and usually sells very well. People always want to know what their governments are doing and what is generally happening in their country. A special focus will be on local politics as well as African politics and bits of international politics as well.
Business News
This will have special focus on Zambian business and the business stories will aim at propagating ideas on how to become entrepreneurs so that our local people can become self reliant considering the hard socio-economic times we are living in. Special focus will also be on African business initiatives and enterprises. Special testimonial feature stories will also feature giving special highlight on how some people have made it big in business, how they began and what they did to get to where they are.
Stock market news will be given special attention everyday. This will include information from all the world stock markets.
Classified Section
This section will be called Mixed Cut because it will have a mixture of items in it including small adverts, personals such as congratulatory, birthday and events or functions messages. Real estate and employment opportunity messages or adverts will also appear here. These will appear everyday.
Regional and Provincial News Section
This section will encompass a special focus on news of activities in the different regional bodies of Africa such as COMESA, SADC, ECOWAS and this will also include news from member states. This section will not appear everyday, but will feature every Thursday.
Additionally, news focusing on individual provinces each week on Tuesday will be featured in this section as well. Provinces with similar social economic or cultural similarities will be featured together. For example, North Western and Western, Lusaka and Central Provinces, Northern and Luapula provinces will be featured together respectively. Other provinces will be covered individually.
Sectoral News
This section will include news items from various social economic sectors of the country such as health, agriculture, education, environment, gender and tourism. The news will be inclined to developmental issues in these sectors such as projects and programmes currently running. Besides this, this section will have well researched articles with special attributions to professional experts from whatever field is being covered that week. For example, the health sector will have articles from doctors or medical personnel or these will simply be quoted explaining a particular issue. This section will appear as a special supplement every Friday with the different sectors alternating accordingly.
Social and Lifestyle News
This section will cover in-depth stories or features of real life situations. These will have great appeal to readers as they will be of human interest in nature. The articles featured in this section will also stimulate active responses from concerned authorities to address the various issues raised.
The lifestyle and social section will also include entertainment news of various forms including coverage of celebrities and other interesting issues in the entertainment world like film reviews, book reviews as well as music reviews. This section will also have a special focus on ordinary people and the way they entertain themselves e.g. story telling, traditional games such as nsolo, chiyenga will also be featured. . It will further comprise a segment called Know Your…roads, rivers, towns, and the like, to educate the public on the meaning or history of their major rivers or towns.
This section will also call for creative writing from members of the public who will be submitting different entertainment stories on different issues. This will be one way of interacting with our audiences and building capacity in them. This section will feature everyday.
Obituaries
This section will be one of our main revenue sources because people are ready to part away with almost anything in order to honour their deceased beloved ones. This section will feature everyday.
Sports News
This section will feature both local and international conventional sports. Coverage of such news will attract advertisers from sports industry as they want their advertisements to appear next to sports stories or on sports news pages. Such advertisers will include manufacturers of sport attire, equipment and sports associations who would want to announce meetings or events. This section will feature everyday.
Advertising
Advertisements will run throughout the paper pages and will be placed appropriately according to who is advertising and what kind of advertisement it is so that they are placed in right news segment pages. Advertising will be our core source of revenue and we have a vibrant marketing and advertising department that will attract potential advertisers from big corporate companies.
5.0 FINANCIAL ANALYSIS OF COMPETITORS
Our major competitor is The Post Newspaper because it holds the biggest market share in the media industry. According to the MISA Zambia State of the Media Report for 2007, The Post has 0.39% readership share. Being privately owned, The Post, experiences financial challenges such as high cost of production, which we are also likely to face.
Despite this, The Post Newspaper is doing fine in the print media industry. According to Steadmans 2006 Survey, the newspaper has a 56% share of advertisement as compared to other newspapers. The newspaper is breaking even in the market and continues to do so. As a result, it has managed to open up bureaus in Cuba and Zimbabwe. Also it has offices in provincial capitals such as Chipata, Ndola, Kitwe and Livingstone. The Post newspaper has a circulation of 45, 000 copies daily and this is because of the high demand by its readership.
The newspaper has also invested in the Post Internet Service Provider (ISP) and the Courier Service in order to increases on its sources of revenue.
5.0 VISION
We have a long-term plan to be in business and to utilise efficient skills of our employees to expand our company and be established in the media industry as one of the leading newspapers in the country.
6.0 EMPLOYEES
The newspaper will establish a recruitment policy which will meet the three requirements of a good human resource policy. These are to attain, retain and motivate.
For the paper to succeed, we will hire people with right qualifications. As such, our recruitment policy will among other things ensure that:-
The best qualified persons for each job are employed
The best and most promising of those hired are retained
It motivates it’s employees to the fullest, one of the ways being promotion
Provides programmes and facilities for personal growth on the job
We will offer opportunities for individual career development and growth because these lead to increased job satisfaction and better performance. This will be done through giving promotions and further academic training.
Our paper will also ensure that all our employees understand all our organisational objectives. In addition, we will ensure that the people we will hire have the qualities of self motivation, innovativeness and experience in media operations. This will be met in the way that we structure our interviews, for example giving them a task that will exhibit these qualities.
We will use the indirect method of recruitment where job vacancies are advertised in the broadcast and print media. A brief profile of the organisation will be highlighted in the adverts.
Our organisation will provide an environment in which our employees will be free to offer ideas, criticise and contribute to the continuous improvement of the paper. We will give a chance to employees to give feedback.
Our training department will orient the newly recruited employees to the paper’s house style. Reporters will also be given an opportunity to work on different desks. For instance a reporter working on business news can work on the sports desk.
We will also conduct workshops which will give individual employees an opportunity to build their skills in areas of communication, creative problem solving, goal setting and action planning in their specific job competencies.
To further motivate the employees in our organisation, the best stories will be displayed on the notice board at the end of each week. The best story writers will be awarded on Labour Day. Such an initiative will make employees put in their best, become more involved and feel more valued.
Figure 2.Human Resource Department Budget
Accountant
Total Number of Employees
Total Salary (Kwacha)
Managing Editor
1
8,000,000
Accountant
1
4,000,000
Sub Editors
9
18,000,000
Technical Director
1
1,500,000
Legal Director
1
5,000,000
Human Resource Director
1
4,000,000
Training Director
1
2,000,000
News Editors on all desks
5
12,500,000
Chief Reporters
2
3,500,000
Full time Reporters
22
37,400,000
Marketing Manager
1
4,000,000
Traffic Director
1
3,000,000
Circulations Director
1
3,500,000
TOTAL
47
106,400,000
Other Expenditures
Correspondents
5,000,000
Talk Time allowance
760,000
Lunch allowance
16,000,000*
Housing allowance
27,500,000
Training
12,000,000
Contingence Funds
37,340,000
Total
87,600,000
Grand Total
200,000,000
*Lunch allowance will be used for out of office duties like in another town out of Lusaka.
7.0 ORGANISATIONAL STRUCTURE
Figure 3.
Organisation structure
Managing Editor
Accountant
Sub Editors
Financial
Manager
Circulations
Director
Senior Reporter
News Editors on all the desks
Chief Reporter
Traffic
Director
Marketing Manager
Reporters
Human Resource Manager
Training Director
Technical Director
Legal Director
The responsibilities of the personnel and departments in the structure above are tabulated below;
Managing Editor
The managing editor is the overall boss of Sunrise newspaper. His duties are to ensure that the editors on the respective desks are coordinating their teams so that they produce the paper on time, stories are not containing anything that would spell trouble for the media house. He also attends to other important matters outside the office that concern the newspaper’s well being. The managing editor also ensures that everything is order for the newspaper to run successfully on a day to day basis.
Human Resource Manager
The Human Resource Manager reports directly to the managing director. The main task of the manager is to look at issues of recruiting staff and work out ways of improving staff development. She receives reports about which departments are understaffed so that they can work out the modalities of recruiting new personnel.
Moreover, when need be, she also considers issues of dismissing workers for different reasons according to the newspaper’s work guidelines.
Under the Human Resource Manager, is the Training Director who is in charge of designing programmes for in- house training and conducts in house sessions.
The Finance Department
The Finance department is responsible for the financial functions and activities of the newspaper for its fiscal policy. It is also responsible for the financial activities of the paper such as budget administration, cost allocation, general accounting and debt administration.
Marketing/Advertising Department
This department is headed by the Marketing/ Advertising Director. He reports to the managing director of the institution. The department is responsible for business and economic issues. The Director communicates to the staff on what adverts are getting published in every edition.
Legal Counsel
The responsibilities of the legal counsel are to ensure that all the legal matters of the newspaper are taken care of and all the workers are educated on the need of observing legally implicating issues. This is particularly important for the reporters, to ensure that they do not write stories that would result in legal cases against the newspaper.
News Editors on all desks
These desks are news, sports, features and business. The editors receive the stories from the reporters and edit them for any grammatical and spelling errors and unethical issues. They also ensure that the articles are handed in before the deadline so that they following day’s edition is ready in good time. This way, sub-editors have enough time to lay out the pages that will be handed over to the printing department.
Circulation Director
The circulation director is responsible for planning and implementing sales and service strategies to maximise the circulation revenue potential for the newspaper and serves as an integral member of the newspaper’s operating committee. He is the top circulation executive, in the circulation department. He delegates to the circulation staff to plan, direct and coordinate circulation marketing efforts.
He is directly responsible for budgeting and analyses of single-copy sales and all subscription programs, list rentals and database planning and maintenance. The director further distributes, carries recruitment, monitors sales, promotions and circulation systems.· Traffic DirectorThis director is in control of the revenue generated for the company from adverts and other avenues of income for the company. The staff ensures that all adverts are paid for and they appear as per schedule and there are no conflicts with the clients on their appearance dates.
8.0 PROFESSIONAL CONSULTANTS (referees)
We feel it is important that our team of professional advisors be in place before we start the newspaper. Here is a list of these professionals:
Attorney: Central Chambers Lusaka
Accountant: PriceWaterHouse Coopers Accounting firm
Insurance Agent: Zambia State Insurance Corporation (ZSIC)
Banker: Barclays Bank Plc.
9.0 INSURANCE
We plan to use the services of ZSIC, as our insurance agent. Our insurance policies and limits of coverage are as follows: ZSIC will provide us with a comprehensive insurance policy that will cover all our risks.
10.0 CASH FLOW PLANNING
Attached is an exhibit of our one-year cash flow analysis including estimated sales, costs and capital requirements. We have included a checklist of all expense items for input into our cash flow projections.
Sales and circulation
In the first month we plan to start with 10, 000 copies per publication. These copies will cost us K100 million (The current costs for printing a 24 page tabloid newspaper per thousand copies stands at 10million Kwacha).
These copies shall be distributed as follows:
Lusaka province 2, 000 copies
Copperbelt province 1, 500 copies
Southern province 1, 000 copies
Central province 1, 200 copies
Western province 800 copies
North Western province 700 copies
Northern Province 1100 copies
Luapula province 800 copies
Eastern province 900 copies
Figure 4.Distribution of newspaper copies in first month.
We have strategically given more copies to the provinces that are along the line of rail because of having more population due to the businesses and industries that are located there.
And because our newspaper will be very attractive due to the best stories that it will carry and because of good layout since the paper will be managed by competent journalists, we approximate total sales of 7, 000 copies per edition and as an average in the first month.
In uniform with other newspapers, our newspaper will be sold at K3000 per copy. Therefore, our expected daily returns will be K21, 000, 000.
7, 000 x 3, 000 = K21, 000, 000.
Hence, our projected total returns in the first month from copy sales will be K630, 000, 000
K21, 000, 000 x 30 = K630, 000, 000.
Projected number of copies per edition after the first month is 20, 000. The distribution per province will be as follows:
Lusaka province 4, 000 copies
Copperbelt province 3, 000 copies
Southern province 2, 200 copies
Central province 2, 400 copies
Western province 1, 800 copies
North Western province 1, 800 copies
Northern Province 2, 000 copies
Luapula province 1, 000 copies
Eastern province 1, 800 copies
Figure 5. Distribution of newspaper copies after first month.
The projected copy sales after the first month is 16, 000 copies per edition
16, 000 x K3, 000 = K48, 000, 000 per day
K48, 000, 000 x 30 = K1, 440, 000, 000 per month
Other sources of income will be from advertisements, small classified, courier services, on line and hard copy subscription.
Summary of projected returns for six months starting from April 2009
Month
Copy sales
Page advertisement and small classified
Courier services
On line subscription
TOTAL
April
K630, 000,000.
K300,000,000
K300,000,000
K5,000,000
K1,235,000,000
May
K1,440,000,000
K500,000,000
K350,000,000
K10,000,000
K2,300,000,000
June
K1,440,000,000
K600,000,000
K400,000,000
K10,000,000
K2,450,000,000
July
K1,440,000,000
K650,000,000
K400,000,000
K15,000,000
K2,505,000,000
August
K1,440,000,000
K800,000,000
K400,000,000
K20,000,000
K2,660,000,000
September
K1,440,000,000
K1,000,000,000
K450,000,000
K20,000,000
K2,910,000,000
11.0 MARKETING STRATEGY
It is a well known fact that the survival of a newspaper, especially the privately owned, depends on advertising. Therefore, the advertising department will go out to look for potential advertisers and enlighten them on the contents of our paper and the advantages of advertising with us. This will enable the paper to have a few advert placements in our first month of publication.
Therefore, we approximate that at least 20 percent of our income shall come from advertisements in the first publication and a few editions of the first week as we shall be building steadily and fast in the market share with other newspapers.
As another marketing strategy we will use promotions where we are going to have low advertising rates in the first few editions of the first month in order to attract more advertisers. This will especially be enhanced in the classified section which will draw a lot of retailers.
Some of the advertisers that we shall approach include MTN, Zain, Cell-Z, Zambian Breweries and Lending institutions such as Barclays Bank and Finance Bank.
The Sales and Marketing department will go out to convince government department ministries and the general public to subscribe to our paper payable monthly.
Therefore, in the second month and those that follow, we expect to have at least 70 percent of our income coming from adverts. After one year, we shall be producing as many copies per edition as possible to meet the demand of the public.
Budget Breakdown
Item
Description/Quantity
Unit Cost
Total Cost
Infrastructure (rent)
6 months
K40 million
K240 million
Courier Vans
9
K40 million
K360 million
Vehicles
2
K40 million
K80 million
Computers
10
K4 million
K40 million
Printers
3
K2 million
K6 million
Furniture
K100 million
Phone; Faxes/Internet
K160 million
TV set
2
K5 million
K10 million
Radio
1
K0.2 million
K0.2 million
Digital Cameras
5
K10 million
K50 million
Fuel
K300 million
Repair/ Maintenance/ Insurance
K132 million
Contingency
One month
K320 million
Human resource
one month
K200 million
Printing
One month
K1 billion
DSTV Connection
6 months
K1.8 million
Total K2,250,000,000
12.0 GROWTH PROGRAMMES
Expansion
Once our newspaper has been established we plan to implement the following growth strategy. We anticipate it will take approximately one year six months to gain sufficient experience and level of profits before any expansion plans are implemented.
Our growth strategy will be guided by the following:
· We will not set an inflexible timetable for expansion but will wait until a sound basis of experience, earnings and cash flow is achieved.
· Accounting and cash flow controls will be in place with profit and loss statements prepared for individual expansion units on a monthly basis. Internal controls for accounting, money handling and inventory will be in place.
· Our attorney will review all documentation regarding expansion. This will include leases, employment and incentive agreements.
· Hiring and training policies will be in place. Fringe benefit plans will be in place.
· We intend to maintain an ongoing study of our competitors especially The Post Newspaper. Their successes and failures will help us form guidelines on what to do and not to do.
13.0 HANDLING MAJOR PROBLEMS
Our policy in handling problems will be to identify and acknowledge problems promptly and honestly. We plan to put the following policies into effect promptly if the following adverse scenarios emerge during our growth program:
· The risk of running out of cash: we plan to maintain very frequent monthly cash flow projections. Forecasts for income, expenses and unanticipated contingencies will be stated conservatively. Any periods of cash deficits will be remedied promptly by cutting costs to maintain a positive cash flow and profitability.
· A drop in sales or insufficient sales:
1. We will be prepared to take prompt remedial steps by cutting costs.
2. We will improve every aspect of news value, performance and image of the newspaper.
3. We will seek out new ways to expand sales and advertising by September, 2009.
4. We plan to stick with this specialised business that we know best unless fatally defective.
· Dishonesty, theft, and shrinkage: We intend to implement the same policies that have been proven by The Post Newspaper, one of our biggest competitors.
· Business recessions: we are prepared to promptly cut costs to maintain liquidity. We will also be on the lookout for good business opportunities during periods of adversity.
The Sunrise Newspaper is a private daily tabloid newspaper whose mission is changing Zambian mindsets by providing relevant information that is practical, considering the perilous times we are living in. Our business management is headed by the managing editor and other supporting staff who will provide necessary expertise for the viability of the organisation.
Our product, which is news, will comprise of home, sectoral, provincial, political, and social and life style, obituaries, sports and African and other international news, but with a lot of emphasis on business news. Our target market is Zambians of different status and age groups, whom we will strive to reach with news relevant to their lives. The paper will have a national distribution to ensure all Zambians to have access to it.
Our conducted audience research has identified elements that have been missing in the media industry for some time and we have come up with ways of bringing those missing elements on board for the satisfaction of our audience. Thus, the paper will concentrate more on business related stories because this is the area which has been neglected by the mainstream media despite it being of great relevance to people’s lives.
In our financial projections, we expect to expand our financial base through massive advertising and providing courier services to customers who want to ferry their goods from one area to the other. We further ensure that our stories have great relevance to the well being of our audience to improve on sales for the paper to realize more income injections.
One of our plans is to double our circulations from 10,000 to 20,000 copies per day in three years time. This is in view of reaching more readers country wide and enable us generate enough income to pay back the loan within the shortest time frame.
The Republic of Zambia
Barclays Bank Zambia PLC
Mutaba House, Plot No. 11987, Cairo Road
Application for a K3 billion Kwacha loan
The Managing Director Tel: +260-211-228858
Barclays Bank Zambia PLC Fax: +260-211-222150
P.O Box 32379 Email: info@barclays.com
Lusaka, Zambia Website: www.barclays.com
PROJECT DETAILS
v Full name of enterprise: Sunrise Newspaper Limited
v Plot No: Plot 7404 Street/Road: Joseph Mwila Road
v Address: P.O. Box 33711, Lusaka 10101, Zambia
v Province: Lusaka District: Lusaka
v Telephone No: +260-211-221519 Fax No: +260-211-223379
v Email Address: sunrise@coppernet.zm
2.0 THE BUSINESS PROFILE
Description of the Business
We intend to start a private national daily newspaper which will be called The Sunrise. The newspaper will be situated in Lusaka and later new branches will be opened in other parts of the country especially along the line of rail. The newspaper will cover home, business, regional, international, and sectoral news. However, special emphasis will be given to business news which will dominate all news types.
Mission Statement
Our mission statement is changing Zambian mindsets by providing relevant information that is practical, considering the tough socio-economic times we are living in.
Objectives
· To revolutionalise the country economically, socially and politically
· To empower Zambians with business information so that they can become self reliant
· To educate people on lifestyle, economic prospects and cost of living
· To inform people on international news, with more focus on African news
· To present news in the most appealing manner
Editorial Policy
To be a voice of the voiceless, giving a platform for people with objective, fair and accurate newsworthy information
Slogan
Reporting to change Zambia
Target Audience
Our target audience will be the whole nation with special focus on potential entrepreneurs, local and foreign investors, working class, middle class and common people who can afford to buy the newspaper.
3.0 NEWSPAPER TYPE OR FORMAT
Sunrise Newspaper will be a tabloid with 24 pages
LAYOUT
First three pages – Home news
Second two pages – Political news
Third six pages – Business news
Fourth three pages – Classified
Fifth two pages – Regional news and provincial news
Sixth three pages – Sectoral news
Seventh two pages – Social and lifestyle
Eighth one page – Obituaries
Ninth two pages – Sports (Local & International).
ALLOCATION OF PAGES
a) Business news will have six pages.
The first four pages of the business section will contain local business with two pages of international business and stock market news. Business advertisements will be spread over the pages.
b) Regional and provincial news will be given two pages.
c) Sectoral news will have three pages.
d) Political news of both local and international or African politics will be allocated
e) Sports news will have two pages.
f) Classified will have three pages.
g) Obituary will be given one page.
h) Social and lifestyle will be allocated two pages
Figure 1. Allocation of Pages
4.0 CONTENT
Home News Section
The Home news section of the paper will comprise of hard news in politics and business. A greater emphasis will be put on business and as earlier noted it will have more pages allocated for it. This section will feature everyday of the week. This will be subject to exceptions when there is a prominent international story that has to be on the front page.
Political News
Political news is always a hot cake and usually sells very well. People always want to know what their governments are doing and what is generally happening in their country. A special focus will be on local politics as well as African politics and bits of international politics as well.
Business News
This will have special focus on Zambian business and the business stories will aim at propagating ideas on how to become entrepreneurs so that our local people can become self reliant considering the hard socio-economic times we are living in. Special focus will also be on African business initiatives and enterprises. Special testimonial feature stories will also feature giving special highlight on how some people have made it big in business, how they began and what they did to get to where they are.
Stock market news will be given special attention everyday. This will include information from all the world stock markets.
Classified Section
This section will be called Mixed Cut because it will have a mixture of items in it including small adverts, personals such as congratulatory, birthday and events or functions messages. Real estate and employment opportunity messages or adverts will also appear here. These will appear everyday.
Regional and Provincial News Section
This section will encompass a special focus on news of activities in the different regional bodies of Africa such as COMESA, SADC, ECOWAS and this will also include news from member states. This section will not appear everyday, but will feature every Thursday.
Additionally, news focusing on individual provinces each week on Tuesday will be featured in this section as well. Provinces with similar social economic or cultural similarities will be featured together. For example, North Western and Western, Lusaka and Central Provinces, Northern and Luapula provinces will be featured together respectively. Other provinces will be covered individually.
Sectoral News
This section will include news items from various social economic sectors of the country such as health, agriculture, education, environment, gender and tourism. The news will be inclined to developmental issues in these sectors such as projects and programmes currently running. Besides this, this section will have well researched articles with special attributions to professional experts from whatever field is being covered that week. For example, the health sector will have articles from doctors or medical personnel or these will simply be quoted explaining a particular issue. This section will appear as a special supplement every Friday with the different sectors alternating accordingly.
Social and Lifestyle News
This section will cover in-depth stories or features of real life situations. These will have great appeal to readers as they will be of human interest in nature. The articles featured in this section will also stimulate active responses from concerned authorities to address the various issues raised.
The lifestyle and social section will also include entertainment news of various forms including coverage of celebrities and other interesting issues in the entertainment world like film reviews, book reviews as well as music reviews. This section will also have a special focus on ordinary people and the way they entertain themselves e.g. story telling, traditional games such as nsolo, chiyenga will also be featured. . It will further comprise a segment called Know Your…roads, rivers, towns, and the like, to educate the public on the meaning or history of their major rivers or towns.
This section will also call for creative writing from members of the public who will be submitting different entertainment stories on different issues. This will be one way of interacting with our audiences and building capacity in them. This section will feature everyday.
Obituaries
This section will be one of our main revenue sources because people are ready to part away with almost anything in order to honour their deceased beloved ones. This section will feature everyday.
Sports News
This section will feature both local and international conventional sports. Coverage of such news will attract advertisers from sports industry as they want their advertisements to appear next to sports stories or on sports news pages. Such advertisers will include manufacturers of sport attire, equipment and sports associations who would want to announce meetings or events. This section will feature everyday.
Advertising
Advertisements will run throughout the paper pages and will be placed appropriately according to who is advertising and what kind of advertisement it is so that they are placed in right news segment pages. Advertising will be our core source of revenue and we have a vibrant marketing and advertising department that will attract potential advertisers from big corporate companies.
5.0 FINANCIAL ANALYSIS OF COMPETITORS
Our major competitor is The Post Newspaper because it holds the biggest market share in the media industry. According to the MISA Zambia State of the Media Report for 2007, The Post has 0.39% readership share. Being privately owned, The Post, experiences financial challenges such as high cost of production, which we are also likely to face.
Despite this, The Post Newspaper is doing fine in the print media industry. According to Steadmans 2006 Survey, the newspaper has a 56% share of advertisement as compared to other newspapers. The newspaper is breaking even in the market and continues to do so. As a result, it has managed to open up bureaus in Cuba and Zimbabwe. Also it has offices in provincial capitals such as Chipata, Ndola, Kitwe and Livingstone. The Post newspaper has a circulation of 45, 000 copies daily and this is because of the high demand by its readership.
The newspaper has also invested in the Post Internet Service Provider (ISP) and the Courier Service in order to increases on its sources of revenue.
5.0 VISION
We have a long-term plan to be in business and to utilise efficient skills of our employees to expand our company and be established in the media industry as one of the leading newspapers in the country.
6.0 EMPLOYEES
The newspaper will establish a recruitment policy which will meet the three requirements of a good human resource policy. These are to attain, retain and motivate.
For the paper to succeed, we will hire people with right qualifications. As such, our recruitment policy will among other things ensure that:-
The best qualified persons for each job are employed
The best and most promising of those hired are retained
It motivates it’s employees to the fullest, one of the ways being promotion
Provides programmes and facilities for personal growth on the job
We will offer opportunities for individual career development and growth because these lead to increased job satisfaction and better performance. This will be done through giving promotions and further academic training.
Our paper will also ensure that all our employees understand all our organisational objectives. In addition, we will ensure that the people we will hire have the qualities of self motivation, innovativeness and experience in media operations. This will be met in the way that we structure our interviews, for example giving them a task that will exhibit these qualities.
We will use the indirect method of recruitment where job vacancies are advertised in the broadcast and print media. A brief profile of the organisation will be highlighted in the adverts.
Our organisation will provide an environment in which our employees will be free to offer ideas, criticise and contribute to the continuous improvement of the paper. We will give a chance to employees to give feedback.
Our training department will orient the newly recruited employees to the paper’s house style. Reporters will also be given an opportunity to work on different desks. For instance a reporter working on business news can work on the sports desk.
We will also conduct workshops which will give individual employees an opportunity to build their skills in areas of communication, creative problem solving, goal setting and action planning in their specific job competencies.
To further motivate the employees in our organisation, the best stories will be displayed on the notice board at the end of each week. The best story writers will be awarded on Labour Day. Such an initiative will make employees put in their best, become more involved and feel more valued.
Figure 2.Human Resource Department Budget
Accountant
Total Number of Employees
Total Salary (Kwacha)
Managing Editor
1
8,000,000
Accountant
1
4,000,000
Sub Editors
9
18,000,000
Technical Director
1
1,500,000
Legal Director
1
5,000,000
Human Resource Director
1
4,000,000
Training Director
1
2,000,000
News Editors on all desks
5
12,500,000
Chief Reporters
2
3,500,000
Full time Reporters
22
37,400,000
Marketing Manager
1
4,000,000
Traffic Director
1
3,000,000
Circulations Director
1
3,500,000
TOTAL
47
106,400,000
Other Expenditures
Correspondents
5,000,000
Talk Time allowance
760,000
Lunch allowance
16,000,000*
Housing allowance
27,500,000
Training
12,000,000
Contingence Funds
37,340,000
Total
87,600,000
Grand Total
200,000,000
*Lunch allowance will be used for out of office duties like in another town out of Lusaka.
7.0 ORGANISATIONAL STRUCTURE
Figure 3.
Organisation structure
Managing Editor
Accountant
Sub Editors
Financial
Manager
Circulations
Director
Senior Reporter
News Editors on all the desks
Chief Reporter
Traffic
Director
Marketing Manager
Reporters
Human Resource Manager
Training Director
Technical Director
Legal Director
The responsibilities of the personnel and departments in the structure above are tabulated below;
Managing Editor
The managing editor is the overall boss of Sunrise newspaper. His duties are to ensure that the editors on the respective desks are coordinating their teams so that they produce the paper on time, stories are not containing anything that would spell trouble for the media house. He also attends to other important matters outside the office that concern the newspaper’s well being. The managing editor also ensures that everything is order for the newspaper to run successfully on a day to day basis.
Human Resource Manager
The Human Resource Manager reports directly to the managing director. The main task of the manager is to look at issues of recruiting staff and work out ways of improving staff development. She receives reports about which departments are understaffed so that they can work out the modalities of recruiting new personnel.
Moreover, when need be, she also considers issues of dismissing workers for different reasons according to the newspaper’s work guidelines.
Under the Human Resource Manager, is the Training Director who is in charge of designing programmes for in- house training and conducts in house sessions.
The Finance Department
The Finance department is responsible for the financial functions and activities of the newspaper for its fiscal policy. It is also responsible for the financial activities of the paper such as budget administration, cost allocation, general accounting and debt administration.
Marketing/Advertising Department
This department is headed by the Marketing/ Advertising Director. He reports to the managing director of the institution. The department is responsible for business and economic issues. The Director communicates to the staff on what adverts are getting published in every edition.
Legal Counsel
The responsibilities of the legal counsel are to ensure that all the legal matters of the newspaper are taken care of and all the workers are educated on the need of observing legally implicating issues. This is particularly important for the reporters, to ensure that they do not write stories that would result in legal cases against the newspaper.
News Editors on all desks
These desks are news, sports, features and business. The editors receive the stories from the reporters and edit them for any grammatical and spelling errors and unethical issues. They also ensure that the articles are handed in before the deadline so that they following day’s edition is ready in good time. This way, sub-editors have enough time to lay out the pages that will be handed over to the printing department.
Circulation Director
The circulation director is responsible for planning and implementing sales and service strategies to maximise the circulation revenue potential for the newspaper and serves as an integral member of the newspaper’s operating committee. He is the top circulation executive, in the circulation department. He delegates to the circulation staff to plan, direct and coordinate circulation marketing efforts.
He is directly responsible for budgeting and analyses of single-copy sales and all subscription programs, list rentals and database planning and maintenance. The director further distributes, carries recruitment, monitors sales, promotions and circulation systems.· Traffic DirectorThis director is in control of the revenue generated for the company from adverts and other avenues of income for the company. The staff ensures that all adverts are paid for and they appear as per schedule and there are no conflicts with the clients on their appearance dates.
8.0 PROFESSIONAL CONSULTANTS (referees)
We feel it is important that our team of professional advisors be in place before we start the newspaper. Here is a list of these professionals:
Attorney: Central Chambers Lusaka
Accountant: PriceWaterHouse Coopers Accounting firm
Insurance Agent: Zambia State Insurance Corporation (ZSIC)
Banker: Barclays Bank Plc.
9.0 INSURANCE
We plan to use the services of ZSIC, as our insurance agent. Our insurance policies and limits of coverage are as follows: ZSIC will provide us with a comprehensive insurance policy that will cover all our risks.
10.0 CASH FLOW PLANNING
Attached is an exhibit of our one-year cash flow analysis including estimated sales, costs and capital requirements. We have included a checklist of all expense items for input into our cash flow projections.
Sales and circulation
In the first month we plan to start with 10, 000 copies per publication. These copies will cost us K100 million (The current costs for printing a 24 page tabloid newspaper per thousand copies stands at 10million Kwacha).
These copies shall be distributed as follows:
Lusaka province 2, 000 copies
Copperbelt province 1, 500 copies
Southern province 1, 000 copies
Central province 1, 200 copies
Western province 800 copies
North Western province 700 copies
Northern Province 1100 copies
Luapula province 800 copies
Eastern province 900 copies
Figure 4.Distribution of newspaper copies in first month.
We have strategically given more copies to the provinces that are along the line of rail because of having more population due to the businesses and industries that are located there.
And because our newspaper will be very attractive due to the best stories that it will carry and because of good layout since the paper will be managed by competent journalists, we approximate total sales of 7, 000 copies per edition and as an average in the first month.
In uniform with other newspapers, our newspaper will be sold at K3000 per copy. Therefore, our expected daily returns will be K21, 000, 000.
7, 000 x 3, 000 = K21, 000, 000.
Hence, our projected total returns in the first month from copy sales will be K630, 000, 000
K21, 000, 000 x 30 = K630, 000, 000.
Projected number of copies per edition after the first month is 20, 000. The distribution per province will be as follows:
Lusaka province 4, 000 copies
Copperbelt province 3, 000 copies
Southern province 2, 200 copies
Central province 2, 400 copies
Western province 1, 800 copies
North Western province 1, 800 copies
Northern Province 2, 000 copies
Luapula province 1, 000 copies
Eastern province 1, 800 copies
Figure 5. Distribution of newspaper copies after first month.
The projected copy sales after the first month is 16, 000 copies per edition
16, 000 x K3, 000 = K48, 000, 000 per day
K48, 000, 000 x 30 = K1, 440, 000, 000 per month
Other sources of income will be from advertisements, small classified, courier services, on line and hard copy subscription.
Summary of projected returns for six months starting from April 2009
Month
Copy sales
Page advertisement and small classified
Courier services
On line subscription
TOTAL
April
K630, 000,000.
K300,000,000
K300,000,000
K5,000,000
K1,235,000,000
May
K1,440,000,000
K500,000,000
K350,000,000
K10,000,000
K2,300,000,000
June
K1,440,000,000
K600,000,000
K400,000,000
K10,000,000
K2,450,000,000
July
K1,440,000,000
K650,000,000
K400,000,000
K15,000,000
K2,505,000,000
August
K1,440,000,000
K800,000,000
K400,000,000
K20,000,000
K2,660,000,000
September
K1,440,000,000
K1,000,000,000
K450,000,000
K20,000,000
K2,910,000,000
11.0 MARKETING STRATEGY
It is a well known fact that the survival of a newspaper, especially the privately owned, depends on advertising. Therefore, the advertising department will go out to look for potential advertisers and enlighten them on the contents of our paper and the advantages of advertising with us. This will enable the paper to have a few advert placements in our first month of publication.
Therefore, we approximate that at least 20 percent of our income shall come from advertisements in the first publication and a few editions of the first week as we shall be building steadily and fast in the market share with other newspapers.
As another marketing strategy we will use promotions where we are going to have low advertising rates in the first few editions of the first month in order to attract more advertisers. This will especially be enhanced in the classified section which will draw a lot of retailers.
Some of the advertisers that we shall approach include MTN, Zain, Cell-Z, Zambian Breweries and Lending institutions such as Barclays Bank and Finance Bank.
The Sales and Marketing department will go out to convince government department ministries and the general public to subscribe to our paper payable monthly.
Therefore, in the second month and those that follow, we expect to have at least 70 percent of our income coming from adverts. After one year, we shall be producing as many copies per edition as possible to meet the demand of the public.
Budget Breakdown
Item
Description/Quantity
Unit Cost
Total Cost
Infrastructure (rent)
6 months
K40 million
K240 million
Courier Vans
9
K40 million
K360 million
Vehicles
2
K40 million
K80 million
Computers
10
K4 million
K40 million
Printers
3
K2 million
K6 million
Furniture
K100 million
Phone; Faxes/Internet
K160 million
TV set
2
K5 million
K10 million
Radio
1
K0.2 million
K0.2 million
Digital Cameras
5
K10 million
K50 million
Fuel
K300 million
Repair/ Maintenance/ Insurance
K132 million
Contingency
One month
K320 million
Human resource
one month
K200 million
Printing
One month
K1 billion
DSTV Connection
6 months
K1.8 million
Total K2,250,000,000
12.0 GROWTH PROGRAMMES
Expansion
Once our newspaper has been established we plan to implement the following growth strategy. We anticipate it will take approximately one year six months to gain sufficient experience and level of profits before any expansion plans are implemented.
Our growth strategy will be guided by the following:
· We will not set an inflexible timetable for expansion but will wait until a sound basis of experience, earnings and cash flow is achieved.
· Accounting and cash flow controls will be in place with profit and loss statements prepared for individual expansion units on a monthly basis. Internal controls for accounting, money handling and inventory will be in place.
· Our attorney will review all documentation regarding expansion. This will include leases, employment and incentive agreements.
· Hiring and training policies will be in place. Fringe benefit plans will be in place.
· We intend to maintain an ongoing study of our competitors especially The Post Newspaper. Their successes and failures will help us form guidelines on what to do and not to do.
13.0 HANDLING MAJOR PROBLEMS
Our policy in handling problems will be to identify and acknowledge problems promptly and honestly. We plan to put the following policies into effect promptly if the following adverse scenarios emerge during our growth program:
· The risk of running out of cash: we plan to maintain very frequent monthly cash flow projections. Forecasts for income, expenses and unanticipated contingencies will be stated conservatively. Any periods of cash deficits will be remedied promptly by cutting costs to maintain a positive cash flow and profitability.
· A drop in sales or insufficient sales:
1. We will be prepared to take prompt remedial steps by cutting costs.
2. We will improve every aspect of news value, performance and image of the newspaper.
3. We will seek out new ways to expand sales and advertising by September, 2009.
4. We plan to stick with this specialised business that we know best unless fatally defective.
· Dishonesty, theft, and shrinkage: We intend to implement the same policies that have been proven by The Post Newspaper, one of our biggest competitors.
· Business recessions: we are prepared to promptly cut costs to maintain liquidity. We will also be on the lookout for good business opportunities during periods of adversity.
Friday, February 20, 2009
civil society and the youths-what do they know?
Although the concept of civil society dates back to the 17th century, the concept recently gained thrust in the development of the contemporary world due to the failure of the state[1] and the market[2] in facilitating development. The concept has been interpreted as the answer to all development issues, and has been termed “the magic bullet,” because of its wide scope which reflects society, in which it is rooted, (Willis 2005: 346). Living in a world of shrinking borders and burgeoning needs, where people are faced with rapid social, economic and political changes, the mantle of seeking new ways of “managing” their lives and the future of their communities has been carried by civil society, (Fowler 2000: 22). Because of this dynamic shift in approaching development, there has been a growing rejection of the myth that the state and the market are the sole legitimate agents of development and the decision-making process.
Based on the above views, the core of this paper is to discuss how the concept of civil society has reappeared in the recent past and indicate why perhaps the world should look at it as an ideology that would help to serve meaningful socio-economic and political ends. And further take into observation some of the major limitations of civil society operations in developing countries.
Civil society does not have a single definition, as it means different things to different people. To Edwards (2004: 01), civil society refers to the arena of uncoerced collective action around shared interests, purposes and values; with institutional forms that are theoretically distinct from those of the state, family and market, but in practice often comprise of complex, blurred and negotiated boundaries between the family, state, civil society, and market. Civil society commonly embraces a diversity of spaces, actors and institutional forms, varying in their degree of formality, autonomy and power. Organisations that fall under civil society are often populated by groups such as registered charities, development non-governmental organisations, community groups, women’s organisations, faith-based organisations, professional associations, trades unions, self-help groups, social movements, business associations, coalitions and advocacy group.
Kamugisha (2008: 02) views civil society as a set of institutions and values that serve as both a buffer and a critical link between the state and individuals; which is manifested when civic and social organisations such a non-governmental organisations (NGOs)[3] combine efforts to come up with a tangible value driven policy. It is perceived as the social space through which people organise themselves to promote shared objectives and values and is usually seen as essential to the proper functioning of a democratic society and to the enrichment of a country’s institutional foundations, (David 1990: 28). This space is populated by civil society organisations (CSOs) that are defined as organisations of formal and informal character operating at different levels of enhancing human development and building on their operations.
To understand better which organisations qualify into the civil society umbrella, it is important to follow the criteria which say: they must be non-profit making organisation. These are value driven and members do not seek profit or governing power, but seek to influence public policy and practice at different levels. They must also posses some autonomy. That is, they must be independent from government control and management. Thirdly, they must have an element of voluntarism. CSOs are not profit driven, but their staffs and supporters volunteer their time, money and skills for the good of society and they can pull-out easily if they wished. Further, all CSOs are usually value driven. Some desire to contribute to the improvement of society’s functioning, others are concerned with improving society’s human rights records, others women’s affairs in access to employment and employment opportunities and others in a diverse areas of human endeavour, (Cannon 1995: 03). In general, it cuts across society as it touches almost all spheres of life be it the environment, human rights, democracy, governance, social issues and the like, thus referred to as a “magic bullet.”
Regardless of the source of inspiration, the resurgence of civil society in the recent past has been driven by many factors ranging from global social, political and economic events, to domestic concerns of individual countries. The collapse of the Soviet Union and the transition to democracy[4] by countries in the Western and Eastern Blocks, and later to Africa, is one of the causal factors of civil society resurgence. The wind of change to democracy was embraced by many countries especially (LDCs) as an ideology that spelt out an economic hope. Democracy was seen as a recipe to the economic misery, poverty and other challenges that “soured” life, as people were fed up with dictatorial economic interventions in development as they wanted a free economy that would allow market forces of demand and supply to address all economic underscores that were paralysing development, (Salame 2000: 04).
Western donor countries took advantage of LDCs’ political transition to propagate for the market economy. They promised foreign aid to those countries that embraced the liberal principles of development, where democracy could be allowed to flourish. The rationale is that when politics is concentrated in few hands, the economy would suffer as the politically powerful tend to be the only ones with access to resources like the media, money, transport, taxes, licences and other requirements in taking part in economic activities. This is common in Africa where political and economic powers are centred around rulers (‘big men’), who rule more in their personal capacity, without regard to formal institutional arrangements, but as office holders (Ake 1996: 08). This kind of rule hinders the involvement of ordinary citizens in policy and decision making as access to contracts, licenses or projects are organised through the presidency or political elite. Democracy was thus seen as solution to that disorder as it allows fair play by creating an environment where political and economic competition controls the routes to wealth creation for society. Businesses are pressured to be innovative and efficient in order to remain in business, rather than being provided stimulus resources by the state and its agencies, (Sakala and Chanda 2005: 52). Innovativeness and creative to remain operational becomes the way of survival in a market driven economy.
Civil society thus found a niche in the advent of democracy to champion for conditions that promote fair play in accessing requisites to development by society regardless of one’s status or otherwise. NGOs and CSOs played a critical part in enhancing democracy by mobilising the masses towards democratisation[5] in different parts of the world especially in the mid-1990s. And since most LDCs were agitated by some economic hostilities of the World Bank and International Monetary Fund like structural adjustment programmes, they welcomed the need for regime change from any arrangement to democracy for the purpose of economic gains, especially that the concept was attached to aid and some other economic benefits (Chigunta 2004). It anchored on political and economic liberalisation principles. This refers to a political system where people’s freedoms and rights are recognised and people are free to elect leaders on whom they command guidelines on how they want to be ruled through the constitution, where periodic elections are held (ideally freely and fairly) and people are free to form organisations that provide checks and balances on government, among other rights that derive from democracy, (Mbeki 2004: 23).
Taking advantage of certain freedoms embedded in democracy, CSOs chipped in to campaign against injustices, social ills, and poverty, among others and for policy and governance transformation towards defined social development objectives of democracy. They started to advocate for democracy in most LDCs so that the citizenry can be empowered by stripping-off some state powers by institutions like trade unions and the citizenry themselves. Civil society thus ensured that there was room for critical voices alongside the power structure of the state. Maria (2006: 02) states that a democratic state without a civil society loses its legitimacy –its only mandate would stem from regularly holding elections – and taking on the role of an administrator, governing citizens instead of allowing citizens to shape the government.
This shows that civil society has been part of the political landscape in LDCs for sometime. Trade unions, youth organisations, church movements and other social groupings were often the spaces in which colonialism was challenged to endeavour to attain self-governance and currently provided space through which multiparty democratic movements emerged. The current struggles of civil society are centred on the institutionalisation of democratic nature and good governance[6] and the rights of citizens to participate in the formulation and implementation of policies designed to improve standards of living. For example, in Tanzania, CSOs involved in advocacy have built their capacity to contribute to the formulation of government policy especially on sexual abuse on children, inheritance laws, and land ownership, among others, (ODI: 2000). In order to foster democracy, civil society provides checks and balance mechanisms on the behaviour of the state (watchdog function), enhances political participation among citizens through civic education[7], provides political leadership and resisting authoritarianism and nurtures democratic institutions, (Fowler 2000: 7).
According to Ball and Fayeni (2004: 11), “a vibrant civil society is an essential component of systems of governance as it promotes good governance and democratic participation of citizens in the political process.” However, civil society can be more effective in enhancing good governance and citizen participation in the democratic process where other institutions and systems (such as the legal system and the media) are strong and more accountable to the people. Other mechanisms such as a sound electoral process, political parties, media and formal redress procedures play pertinent roles in the democratic process of any country. But even where other systems are dysfunctional, civil society can reasonably be influential in helping to build pluralism[8] as it pushes rulers to be more accountable to populations over which they claim authority. An effective media is a pillar of good governance as it promotes transparency and accountability by exposing any wrong doing by those in power.
The limitations of state and market driven development, especially for the marginalised citizenry socially or politically is another factor which led to the reappearance of civil society. In the 1990s, most developing countries (LDCs) were overwhelmed by a widespread expectation in the adoption of laissez-faire economic system, where the private sector and the market were to occupy the centre stage in these countries’ economic policies, (Schultheiss 2002: 01). It was assumed that the private sector and the market could bring about a more efficient use of resources, hence promoting development and economic growth. The market driven approach to development promoted the liberalisation of interest rates, limit the growth of money supply in order to arrest inflation and provide a stable economy, liberalise trade, adopt flexible foreign exchange policies, decontrol prices and encourage competition, among others.
These measures were assumed to enhance development and improve the well-being of the majority of the citizenry. But in the case of Zambia (and many other developing countries), the net effects of these reforms were the widening of the gap between the poor and the rich, worsened challenge in accessing clean water and sanitation and general inadequacies in the general welfare of the majority Zambians, (econ.worldbank.org/extern). This was mainly because this type of approach to development showed no regard for those who could not stand the competition of the market, as the quest for profit maximisation is rarely compatible with equity consideration or social responsibility.
In order to moderate the severity of the free market reform measures on the weaker members of society, there emerged calls for “liberalism with a human face,” which with the support of the World Bank led to the setting up of a Social Recovery Unit, whose duties amongst others were to monitor the social impacts of the reform programmes, (Sakala and Chanda 2000: 51). These poverty cushioning programmes were largely implemented through the international and local civil society organisations because of their strategic position in filling the gaps left by the market or government. CSOs play a very important role in development because they are well positioned in a number of “axes” so much that they can be very small-scale and operate in one region or country only or very large global organisations with partners throughout the world; a phenomenon which enable them enhance meaningful grass-root development. This is a position where real development starts.
Because of their position (of being at the grassroots and facilitating grassroots development), civil society organisations are often regarded as the answer to the perceived limitations of the state or the market in development mainly because they can provide services that are much appropriate to local communities, Willis (2005: 98). This is because they work with populations at the grassroots to find out what facilities are required. In addition, they are able to provide such services more efficiently and effectively through drawing on local people’s knowledge and also using local materials. Further, due to the scale of operation and the linkages with local people, they are able to react more quickly to local demands (Green and Matthias 1995: 234). The smallness in structures of CSOs makes it ease to track the use of resources.
The revival of civil society can be further attributed to society’s response to capitalism[9] and its brain child neo-liberalism[10]. Capitalism is characterised by the private ownership of the means of production (lands, factories, machinery and equipment, and others) and division within society between owners of the means of production (bourgeoisie) and those who do not, but survive by selling their labour (proletariat), (Frank 1967: 90). The model emphasises on ‘perfect’ competition and the ‘invisible hand’ of the market at the centre of each economic unit (producers and consumers) commanding the operations of the economy. In a new version of neo-liberalism, capitalists argued that the route to greater levels of well-being for all was through reducing state intervention and letting the market set prices and wages. The rationale was that the market would ensure that resources are allocated in the most efficient manner, hence optimising growth rates with concomitant social benefits, ( Willis 2005: 47). This however fragmented society and dismantled welfare states, thus weakening the extended family system and trade unions.
Trade unions have been instrumental in fighting for the welfare of workers, but takeovers by the private sector has destroyed it. Trade unions lost their grip in negotiating for workers’ welfare as the ‘have not’ negotiated for better conditions of services from a weaker position since labour was the only thing they survived on. Capitalism came along with the concept of nucleus family (father, mother and children) in order to boost household savings, which could provide a quantum of loanable funds for investment and re-investment. But this led to increased impoverishment of low income groups, who could not fit in the profit motivated economy and dysfunctional trade unions. Levels of uncertainties and vulnerability among the majority of the people in LDCs increased and ‘social safety nets’[11] were ‘added-up’ to structural adjustment programmes to cushion severe effects of capitalism, (Jones and Carswell 2004: xix). However, the provision of basic needs was still approached with universalistic solutions and a lot of assumptions were made about what local people wanted. To encounter this trend in the 1990s, the orientation of development policy towards participation, empowerment and capacity-building emerged, which represented a paradigm shift in development policy.
Simultaneously, the role of NGOs in the development process became part of this discourse, filling in the ‘service gaps’ that were arising from the withdrawal of the state from the capitalism model’s free market economy approach, (Eade 2001: 97). NGOs became the focal point of development as they can support grassroots activities by lobbying and pressuring governments, organising networks of support and creating ‘strategic alliances’ that provide collective identity for reassuring solidarity and mutual support for the marginalised in society. NGOs emerged in this paradigm shift because they are seen as providers of space where solutions that suit local content are sought and then these ideas are later pursuit by the state or the market. As organisations that cut across nearly every aspect of life ranging from economic to political and environmental matters, CSOs reappeared as a critical point for social transformation since they are able to empower[12] citizens from the grassroots and engage them in the development process sustainably with the state providing pre-requisite conditions. Civil society also has the ability to articulate and defend rights of citizens, a phenomenon which has become pivotal in shaping public policy. For example, Jesuit Centre for Theological Reflection has since 2007 advocated for the inclusion of social, economic and cultural rights in the Bill of Rights so that the Zambian government can be answerable for its failures to provide basic needs for the people while resources are spent on personal matters.
However, although civil society activities have been affecting many lives positively since inception, it has many limitations in its operations. These limitations include funding dependency, lack of a legal framework that allows civil society operates effectively, lack of qualified human resource and legitimacy among other miscellaneous others.
While the work of CSOs is touching millions of people the world over and in particular in LDCs, the aspect of funding to these organisations has been a big challenge. This is because there is often great competition among numerous local groups within the donor community for scarce financial resources. Further, central governments of LDCs are sometimes part of this competition since most of them cannot fund their development projects even their budgets, (Cravens 2006: 02). All of them are tapping from the same source be it in terms of finances or technology. Technology can be in terms of vehicles for transportation purposes, computers and other gadgetry embraced in information technology communication basket. In this era of donor fatigue, CSOs are greatly affected. This equally affects their operations and consequently their efficiency in meeting needs of people in the areas they operate. Heavy reliance of a single source of funding hinders the growth of civil society, thus confined to available funds in its programmes.
The financial constraint is often mutually reinforced by the problem of personnel. NGOs without expanding financial bases cannot recruit professional staff, and consequently they cannot expand their financial bases without professional staff. Most CSOs rely on volunteer staff that are greatly committed and dedicated for the cause as opposed to professional staff (partly due to limited funding). There are very few of these organisations that have professional staff. While voluntarism remains cardinal to the operations of CSOs, there is need for civil society personnel to develop stronger interpersonal and professional skills in order to carry out their various tasks with competence as well as enthusiasm.
Legitimacy of civil society is the other limitation that has been daunting it for sometime. Civil society does not have the power over the people it serves. It is taken as voluntary sector that does not have the legitimacy or command over society be it economically, politically or otherwise for it to posses the place it requires in the development agenda and other aspects of human endeavour. When compared to the state, which draws power from the people and the legal framework that governs society, civil society fall short of that power. As a result, civil society has been taken as a voluntary forum which draws its inspiration to work for society from “unknown” sources.
Furthermore, there is a lack of a legal framework in most LDCs that permits civil society to operate effectively. The operations of CSOs require a constitutional recognition that ensures that all these organisations engage in effective programmes to lives of societies they are rooted in. Among the pre-requisites are a body of fundamental rules and laws that allow the right to association as well as the right for workers to organise and bargain collectively, encourage citizens to join together for a variety of other purposes, promote volunteerism and charitable contributions, protect communications media and information networks and generally ensure autonomy from state interference, (Mogella 1999: 96).
The overall attitude of government towards civil society also affects its effectivity and efficiency. Many governments in LDCs sometimes compete with civil society in similar sectors without due regard for overall development objectives mainly because these governments consider civil society as a sphere that is diverting citizens’ allegiance to legally voted-in governing systems. The roles of civic education, fighting for human rights, advocating for environmental consciousness in pursued development approaches, lobbying for better conditions of living for the ordinary people, campaigning for transparency and accountability among public officials, among others, by CSOs are like threatening the central states and governments in LDCs, hence the jitteriness by the presence of CSOs, (Willis 2005: 89). However, civil society is not an enemy to any national state, but a partner in development and an enabler in enhancing the improvement of the wellbeing of the marginalised by the state and the market, which is also the core of every government that claims authority over some territory. The desire for dominance of power has however made many states in LDCs intolerant to civil society in many areas of its operations to the extent that some of them face deregistration as it was the case with Southern Africa Centre for Constructive Resolution of Disputes (SACCORD) in 2006. The organisation was seen as threat to national security in its awareness campaigns on good governance and immediate need for the new constitution in Zambia.
In the final discussionate, it is pertinent to note that regardless of several limitations and shortfalls, civil society at its best can create bridges between local civic actions and national or global actions that are responsive to the realities of the poor and marginalised in society. Although civil society cannot and must not replace the responsibility and human rights obligations of governments and citizens, it provides an essential counterweight to selfishness by those in authority. It provides much needed remedy to the pessimism that infects much of contemporary politics and socio-economic prosperity. It provides a balance to the otherwise-overbearing influence of state authority and the temptations or seemingly incentives of the market in development.
Although the question on whether CSOs fit in citizens’ efforts to reduce poverty and claim authority over the citizenry has often arisen, these organisations’ roles are inevitably diverse, reflecting widely differing organisational values, objectives, intervention sectors, organisational structures and interests, which often derive from the perceived needs of society. But within a right framework, effective civil society promotes people’s participation (when there is genuine inclusiveness) and democratic actions, which reflect the values of socio-economic justice and solidarity as global citizens. Civil society makes the citizenry aware of their rights and freedoms politically, economically and otherwise as this awareness help citizens to determine their own destinies, express their views and participate in the decisions that shape their lives at different levels. These capabilities are important for human development – for expanding people’s choices – as well as to enjoy good life.
Governments should thus provide civil society an environment where it can thrive and effectively fill-in the gaps left by the state and market led developments so that the marginalised can also be enabled to leave decent lives. There should be mutual trust and respect between other development players and civil society for development to be enhanced in LDCs where the majority of the people live in abject poverty and destitution because of the inefficiencies of the market and state driven approaches to development in taking them on board.
NOTES AND REFERENCES
Ake C. (1996) Democracy and Development in Africa. Washington DC: The Brookings Institution.
Ball N. and Fayeni L. (2004) Civil Society, Good Governance and the Security Sector. A Handbook, Lagos and London: Centre for Democracy and Development.
Camary P. and Gordon A. (2002) “Civil Society as Advocate of Social Change in Pre and Post Transition Societies: Building Sound Governance in Africa.” http://www.ids.ac.uk\ids\
Cannon C. (1995) NGOs and the State: A Case Study from Uganda. Development in Practice Vol. 6. No.3. Washington DC: Oxfam.
Chazzan N et al (1991) Politics and Society in Contemporary Africa. Essex: Lynne River Publishers Inc.
Chigunta F. “Is NEPAD the Panacea to Africa’s Political and Economic Mallaise?” Paper Presented at a Workshop at the Mulungushi International Conference Centre. Lusaka: 6th October, 2004.
Cravens J. (2006) Basic Tips for Fund-raising for Small NGOs in Developing Countries. www.coyotecommunications.com\outreach\
Eade D. (2002) Debating Development: NGOs and the Future. Oxford: Oxfam Publications.
Edwards M. (2004) Civil Society. Cambridge: Polity Press.
Ellis F. (2000) Rural Livelihoods and Diversity in Developing Countries. New York: Oxford University Press.
Fowler A. (2000) Occasional Paper 1, “Civil Society, NGOs and Social Development: Changing the Rules of the Game.” United Nations Research Institute for Social Development.
Frank A.G. (1967) Capitalism and Underdevelopment in Latin America. London: Oxfam Publications.
Ghassan S. (2004) Is Democracy the Answer to Global Level Challenges: Causes of Democratisation in Africa. www.forum2000. cz\en\projects\forum-2000-changes
Greens N. and Matthews E. (1995) Civil Society Organisations Performance and Accountability: Beyond the Magic Bullet. www.oneworld.net
Kamigisha J. (2008) Civil Society Importance for a Nation. New York: NewTimes.com
Mann H. (2006) “Governance and the Study of Policies.” Boulder: Lynne Reinner Publishers.
Maria E. (2006) How can we Sustain Volunteering for Sustainability? Workshop 23rd-25th October 2006. Potsdam: Heinrich-Boell Foundation Brandenburg.
Mbeki T. (2004) Building a Better Africa. The Washington Post, June 10th 2002. http://www.globalpolicy.org/sol.com
Oversees Development Institute ODI (2000) “Tanzania: A Country Analysis.” http//www.odi.org/uk/WGA Governance/Docs/Tanzania
Schultheisis M (200) The Role of the State in Economic Development in Southern Africa. Lusaka: Friedrich Ebert Stiftung.
Tomlinson B. (2008) Civil Society and Development Effectiveness: North/South Challenges and the Reality of Aid.http//www.realityofaid.org
Venter D. (2002) “Democracy and Multiparty Politics in Africa: Recent Elections in Zambia, Zimbabwe and Lesotho.” Paper Presented to an Organisation for Social Science Research in Southern Africa Workshop on “The Sustainability of African Political Parties.” 6th May 2002. Addis Abba, Ethiopia.
Willis K. (2005) Theories and Practices of Development: Routledge Perspectives on Development. New York: Taylor and Francis Group.
[1] State in this paper refers to an organised aggregate of relatively permanent institutions of governance…claiming control over defined territories and their populations and constitutes decision making structures (executives, parties and parliaments), decision enforcing institutions (bureaucracies, parastatal organisations and security forces) and decision mediating bodies (primary courts, tribunals and investigatory commissions) that determine its character, (Chazzan 1992).
[2] Market would be used as a system of trade (buying and selling) where prices and wages rise and fall without being controlled by the state but are regulated by demand and supply, (Willis 2005).
[3] In this work, the term NGO refers to an organisation which is neither run by the state nor is it a profit-making entity. It can help local communities set up projects to provide services, create income generating opportunities or improve social relations. And can be very small-scale or very large global organisation. It is often used synonymously with civil society, but it is just part of civil society, (Willis 2005).
[4] Democracy here refers to the system of governance where people are empowered to express their will in voting for their representatives to be engaged in the decision making process in relation to their needs, (Mann 2006: 01).
[5] Democratization in this paper would refer to the transition towards democracy from something of a different arrangement, which could be kinship, monarchy or otherwise, (Venter 2002: 202).
[6] Governance refers to the exercise of power in the process of decision-making and implementation in a variety of institutional contexts. It is the sum of many ways individuals and institutions both public and private, manage public affairs. It can be dictatorship, monarch or democratic rule and ranges from local, national, regional to global levels, (Camary and Gordon 2005: 10).
[7] Civic education means teaching the citizenry their roles, responsibilities and rights; and how democratic governments operate, principles, institutions and laws among others. Civil society provides civic education to local communities, in order to enable people identify leaders, vote, debate public issues and work together in solving common problems and help people in interpreting government policy, (Willis 2005).
[8] Pluralism is a political system in which all significant constituencies can make their interests heard but no particular group or coalition of groups can obtain a dominant role.
[9] Capitalism means an economic system characterised by private ownership of property, production of goods for private profit and the institution of bank credit, (www.marxists.org).
[10] Neo-liberalism is an economic system that focuses on the free market, privatisation of state owned corporations and promoting free trade. The state should retreat from direct involvement in economic activities, (www.developmentgateway.org).
[11] Social safety nets are about cash transfer policies that involve poor households, old people and households that keep orphans to cushion effects of abject poverty so that in the process they would be able to generate some income for themselves by engaging in some small enterprise. And in turn, these income generating activities could lead into thresholds that would enable such households get loans to engage into long term self sustaining economic activities, (Ellis 2000: 05).
[12] Empowerment refers to having power to see possibilities for change; work together collectively to achieve common goals or possessing feelings of self-worth and self-esteem that comes from within individuals when there is an enabling environment for them, (Willis 2005).
Based on the above views, the core of this paper is to discuss how the concept of civil society has reappeared in the recent past and indicate why perhaps the world should look at it as an ideology that would help to serve meaningful socio-economic and political ends. And further take into observation some of the major limitations of civil society operations in developing countries.
Civil society does not have a single definition, as it means different things to different people. To Edwards (2004: 01), civil society refers to the arena of uncoerced collective action around shared interests, purposes and values; with institutional forms that are theoretically distinct from those of the state, family and market, but in practice often comprise of complex, blurred and negotiated boundaries between the family, state, civil society, and market. Civil society commonly embraces a diversity of spaces, actors and institutional forms, varying in their degree of formality, autonomy and power. Organisations that fall under civil society are often populated by groups such as registered charities, development non-governmental organisations, community groups, women’s organisations, faith-based organisations, professional associations, trades unions, self-help groups, social movements, business associations, coalitions and advocacy group.
Kamugisha (2008: 02) views civil society as a set of institutions and values that serve as both a buffer and a critical link between the state and individuals; which is manifested when civic and social organisations such a non-governmental organisations (NGOs)[3] combine efforts to come up with a tangible value driven policy. It is perceived as the social space through which people organise themselves to promote shared objectives and values and is usually seen as essential to the proper functioning of a democratic society and to the enrichment of a country’s institutional foundations, (David 1990: 28). This space is populated by civil society organisations (CSOs) that are defined as organisations of formal and informal character operating at different levels of enhancing human development and building on their operations.
To understand better which organisations qualify into the civil society umbrella, it is important to follow the criteria which say: they must be non-profit making organisation. These are value driven and members do not seek profit or governing power, but seek to influence public policy and practice at different levels. They must also posses some autonomy. That is, they must be independent from government control and management. Thirdly, they must have an element of voluntarism. CSOs are not profit driven, but their staffs and supporters volunteer their time, money and skills for the good of society and they can pull-out easily if they wished. Further, all CSOs are usually value driven. Some desire to contribute to the improvement of society’s functioning, others are concerned with improving society’s human rights records, others women’s affairs in access to employment and employment opportunities and others in a diverse areas of human endeavour, (Cannon 1995: 03). In general, it cuts across society as it touches almost all spheres of life be it the environment, human rights, democracy, governance, social issues and the like, thus referred to as a “magic bullet.”
Regardless of the source of inspiration, the resurgence of civil society in the recent past has been driven by many factors ranging from global social, political and economic events, to domestic concerns of individual countries. The collapse of the Soviet Union and the transition to democracy[4] by countries in the Western and Eastern Blocks, and later to Africa, is one of the causal factors of civil society resurgence. The wind of change to democracy was embraced by many countries especially (LDCs) as an ideology that spelt out an economic hope. Democracy was seen as a recipe to the economic misery, poverty and other challenges that “soured” life, as people were fed up with dictatorial economic interventions in development as they wanted a free economy that would allow market forces of demand and supply to address all economic underscores that were paralysing development, (Salame 2000: 04).
Western donor countries took advantage of LDCs’ political transition to propagate for the market economy. They promised foreign aid to those countries that embraced the liberal principles of development, where democracy could be allowed to flourish. The rationale is that when politics is concentrated in few hands, the economy would suffer as the politically powerful tend to be the only ones with access to resources like the media, money, transport, taxes, licences and other requirements in taking part in economic activities. This is common in Africa where political and economic powers are centred around rulers (‘big men’), who rule more in their personal capacity, without regard to formal institutional arrangements, but as office holders (Ake 1996: 08). This kind of rule hinders the involvement of ordinary citizens in policy and decision making as access to contracts, licenses or projects are organised through the presidency or political elite. Democracy was thus seen as solution to that disorder as it allows fair play by creating an environment where political and economic competition controls the routes to wealth creation for society. Businesses are pressured to be innovative and efficient in order to remain in business, rather than being provided stimulus resources by the state and its agencies, (Sakala and Chanda 2005: 52). Innovativeness and creative to remain operational becomes the way of survival in a market driven economy.
Civil society thus found a niche in the advent of democracy to champion for conditions that promote fair play in accessing requisites to development by society regardless of one’s status or otherwise. NGOs and CSOs played a critical part in enhancing democracy by mobilising the masses towards democratisation[5] in different parts of the world especially in the mid-1990s. And since most LDCs were agitated by some economic hostilities of the World Bank and International Monetary Fund like structural adjustment programmes, they welcomed the need for regime change from any arrangement to democracy for the purpose of economic gains, especially that the concept was attached to aid and some other economic benefits (Chigunta 2004). It anchored on political and economic liberalisation principles. This refers to a political system where people’s freedoms and rights are recognised and people are free to elect leaders on whom they command guidelines on how they want to be ruled through the constitution, where periodic elections are held (ideally freely and fairly) and people are free to form organisations that provide checks and balances on government, among other rights that derive from democracy, (Mbeki 2004: 23).
Taking advantage of certain freedoms embedded in democracy, CSOs chipped in to campaign against injustices, social ills, and poverty, among others and for policy and governance transformation towards defined social development objectives of democracy. They started to advocate for democracy in most LDCs so that the citizenry can be empowered by stripping-off some state powers by institutions like trade unions and the citizenry themselves. Civil society thus ensured that there was room for critical voices alongside the power structure of the state. Maria (2006: 02) states that a democratic state without a civil society loses its legitimacy –its only mandate would stem from regularly holding elections – and taking on the role of an administrator, governing citizens instead of allowing citizens to shape the government.
This shows that civil society has been part of the political landscape in LDCs for sometime. Trade unions, youth organisations, church movements and other social groupings were often the spaces in which colonialism was challenged to endeavour to attain self-governance and currently provided space through which multiparty democratic movements emerged. The current struggles of civil society are centred on the institutionalisation of democratic nature and good governance[6] and the rights of citizens to participate in the formulation and implementation of policies designed to improve standards of living. For example, in Tanzania, CSOs involved in advocacy have built their capacity to contribute to the formulation of government policy especially on sexual abuse on children, inheritance laws, and land ownership, among others, (ODI: 2000). In order to foster democracy, civil society provides checks and balance mechanisms on the behaviour of the state (watchdog function), enhances political participation among citizens through civic education[7], provides political leadership and resisting authoritarianism and nurtures democratic institutions, (Fowler 2000: 7).
According to Ball and Fayeni (2004: 11), “a vibrant civil society is an essential component of systems of governance as it promotes good governance and democratic participation of citizens in the political process.” However, civil society can be more effective in enhancing good governance and citizen participation in the democratic process where other institutions and systems (such as the legal system and the media) are strong and more accountable to the people. Other mechanisms such as a sound electoral process, political parties, media and formal redress procedures play pertinent roles in the democratic process of any country. But even where other systems are dysfunctional, civil society can reasonably be influential in helping to build pluralism[8] as it pushes rulers to be more accountable to populations over which they claim authority. An effective media is a pillar of good governance as it promotes transparency and accountability by exposing any wrong doing by those in power.
The limitations of state and market driven development, especially for the marginalised citizenry socially or politically is another factor which led to the reappearance of civil society. In the 1990s, most developing countries (LDCs) were overwhelmed by a widespread expectation in the adoption of laissez-faire economic system, where the private sector and the market were to occupy the centre stage in these countries’ economic policies, (Schultheiss 2002: 01). It was assumed that the private sector and the market could bring about a more efficient use of resources, hence promoting development and economic growth. The market driven approach to development promoted the liberalisation of interest rates, limit the growth of money supply in order to arrest inflation and provide a stable economy, liberalise trade, adopt flexible foreign exchange policies, decontrol prices and encourage competition, among others.
These measures were assumed to enhance development and improve the well-being of the majority of the citizenry. But in the case of Zambia (and many other developing countries), the net effects of these reforms were the widening of the gap between the poor and the rich, worsened challenge in accessing clean water and sanitation and general inadequacies in the general welfare of the majority Zambians, (econ.worldbank.org/extern). This was mainly because this type of approach to development showed no regard for those who could not stand the competition of the market, as the quest for profit maximisation is rarely compatible with equity consideration or social responsibility.
In order to moderate the severity of the free market reform measures on the weaker members of society, there emerged calls for “liberalism with a human face,” which with the support of the World Bank led to the setting up of a Social Recovery Unit, whose duties amongst others were to monitor the social impacts of the reform programmes, (Sakala and Chanda 2000: 51). These poverty cushioning programmes were largely implemented through the international and local civil society organisations because of their strategic position in filling the gaps left by the market or government. CSOs play a very important role in development because they are well positioned in a number of “axes” so much that they can be very small-scale and operate in one region or country only or very large global organisations with partners throughout the world; a phenomenon which enable them enhance meaningful grass-root development. This is a position where real development starts.
Because of their position (of being at the grassroots and facilitating grassroots development), civil society organisations are often regarded as the answer to the perceived limitations of the state or the market in development mainly because they can provide services that are much appropriate to local communities, Willis (2005: 98). This is because they work with populations at the grassroots to find out what facilities are required. In addition, they are able to provide such services more efficiently and effectively through drawing on local people’s knowledge and also using local materials. Further, due to the scale of operation and the linkages with local people, they are able to react more quickly to local demands (Green and Matthias 1995: 234). The smallness in structures of CSOs makes it ease to track the use of resources.
The revival of civil society can be further attributed to society’s response to capitalism[9] and its brain child neo-liberalism[10]. Capitalism is characterised by the private ownership of the means of production (lands, factories, machinery and equipment, and others) and division within society between owners of the means of production (bourgeoisie) and those who do not, but survive by selling their labour (proletariat), (Frank 1967: 90). The model emphasises on ‘perfect’ competition and the ‘invisible hand’ of the market at the centre of each economic unit (producers and consumers) commanding the operations of the economy. In a new version of neo-liberalism, capitalists argued that the route to greater levels of well-being for all was through reducing state intervention and letting the market set prices and wages. The rationale was that the market would ensure that resources are allocated in the most efficient manner, hence optimising growth rates with concomitant social benefits, ( Willis 2005: 47). This however fragmented society and dismantled welfare states, thus weakening the extended family system and trade unions.
Trade unions have been instrumental in fighting for the welfare of workers, but takeovers by the private sector has destroyed it. Trade unions lost their grip in negotiating for workers’ welfare as the ‘have not’ negotiated for better conditions of services from a weaker position since labour was the only thing they survived on. Capitalism came along with the concept of nucleus family (father, mother and children) in order to boost household savings, which could provide a quantum of loanable funds for investment and re-investment. But this led to increased impoverishment of low income groups, who could not fit in the profit motivated economy and dysfunctional trade unions. Levels of uncertainties and vulnerability among the majority of the people in LDCs increased and ‘social safety nets’[11] were ‘added-up’ to structural adjustment programmes to cushion severe effects of capitalism, (Jones and Carswell 2004: xix). However, the provision of basic needs was still approached with universalistic solutions and a lot of assumptions were made about what local people wanted. To encounter this trend in the 1990s, the orientation of development policy towards participation, empowerment and capacity-building emerged, which represented a paradigm shift in development policy.
Simultaneously, the role of NGOs in the development process became part of this discourse, filling in the ‘service gaps’ that were arising from the withdrawal of the state from the capitalism model’s free market economy approach, (Eade 2001: 97). NGOs became the focal point of development as they can support grassroots activities by lobbying and pressuring governments, organising networks of support and creating ‘strategic alliances’ that provide collective identity for reassuring solidarity and mutual support for the marginalised in society. NGOs emerged in this paradigm shift because they are seen as providers of space where solutions that suit local content are sought and then these ideas are later pursuit by the state or the market. As organisations that cut across nearly every aspect of life ranging from economic to political and environmental matters, CSOs reappeared as a critical point for social transformation since they are able to empower[12] citizens from the grassroots and engage them in the development process sustainably with the state providing pre-requisite conditions. Civil society also has the ability to articulate and defend rights of citizens, a phenomenon which has become pivotal in shaping public policy. For example, Jesuit Centre for Theological Reflection has since 2007 advocated for the inclusion of social, economic and cultural rights in the Bill of Rights so that the Zambian government can be answerable for its failures to provide basic needs for the people while resources are spent on personal matters.
However, although civil society activities have been affecting many lives positively since inception, it has many limitations in its operations. These limitations include funding dependency, lack of a legal framework that allows civil society operates effectively, lack of qualified human resource and legitimacy among other miscellaneous others.
While the work of CSOs is touching millions of people the world over and in particular in LDCs, the aspect of funding to these organisations has been a big challenge. This is because there is often great competition among numerous local groups within the donor community for scarce financial resources. Further, central governments of LDCs are sometimes part of this competition since most of them cannot fund their development projects even their budgets, (Cravens 2006: 02). All of them are tapping from the same source be it in terms of finances or technology. Technology can be in terms of vehicles for transportation purposes, computers and other gadgetry embraced in information technology communication basket. In this era of donor fatigue, CSOs are greatly affected. This equally affects their operations and consequently their efficiency in meeting needs of people in the areas they operate. Heavy reliance of a single source of funding hinders the growth of civil society, thus confined to available funds in its programmes.
The financial constraint is often mutually reinforced by the problem of personnel. NGOs without expanding financial bases cannot recruit professional staff, and consequently they cannot expand their financial bases without professional staff. Most CSOs rely on volunteer staff that are greatly committed and dedicated for the cause as opposed to professional staff (partly due to limited funding). There are very few of these organisations that have professional staff. While voluntarism remains cardinal to the operations of CSOs, there is need for civil society personnel to develop stronger interpersonal and professional skills in order to carry out their various tasks with competence as well as enthusiasm.
Legitimacy of civil society is the other limitation that has been daunting it for sometime. Civil society does not have the power over the people it serves. It is taken as voluntary sector that does not have the legitimacy or command over society be it economically, politically or otherwise for it to posses the place it requires in the development agenda and other aspects of human endeavour. When compared to the state, which draws power from the people and the legal framework that governs society, civil society fall short of that power. As a result, civil society has been taken as a voluntary forum which draws its inspiration to work for society from “unknown” sources.
Furthermore, there is a lack of a legal framework in most LDCs that permits civil society to operate effectively. The operations of CSOs require a constitutional recognition that ensures that all these organisations engage in effective programmes to lives of societies they are rooted in. Among the pre-requisites are a body of fundamental rules and laws that allow the right to association as well as the right for workers to organise and bargain collectively, encourage citizens to join together for a variety of other purposes, promote volunteerism and charitable contributions, protect communications media and information networks and generally ensure autonomy from state interference, (Mogella 1999: 96).
The overall attitude of government towards civil society also affects its effectivity and efficiency. Many governments in LDCs sometimes compete with civil society in similar sectors without due regard for overall development objectives mainly because these governments consider civil society as a sphere that is diverting citizens’ allegiance to legally voted-in governing systems. The roles of civic education, fighting for human rights, advocating for environmental consciousness in pursued development approaches, lobbying for better conditions of living for the ordinary people, campaigning for transparency and accountability among public officials, among others, by CSOs are like threatening the central states and governments in LDCs, hence the jitteriness by the presence of CSOs, (Willis 2005: 89). However, civil society is not an enemy to any national state, but a partner in development and an enabler in enhancing the improvement of the wellbeing of the marginalised by the state and the market, which is also the core of every government that claims authority over some territory. The desire for dominance of power has however made many states in LDCs intolerant to civil society in many areas of its operations to the extent that some of them face deregistration as it was the case with Southern Africa Centre for Constructive Resolution of Disputes (SACCORD) in 2006. The organisation was seen as threat to national security in its awareness campaigns on good governance and immediate need for the new constitution in Zambia.
In the final discussionate, it is pertinent to note that regardless of several limitations and shortfalls, civil society at its best can create bridges between local civic actions and national or global actions that are responsive to the realities of the poor and marginalised in society. Although civil society cannot and must not replace the responsibility and human rights obligations of governments and citizens, it provides an essential counterweight to selfishness by those in authority. It provides much needed remedy to the pessimism that infects much of contemporary politics and socio-economic prosperity. It provides a balance to the otherwise-overbearing influence of state authority and the temptations or seemingly incentives of the market in development.
Although the question on whether CSOs fit in citizens’ efforts to reduce poverty and claim authority over the citizenry has often arisen, these organisations’ roles are inevitably diverse, reflecting widely differing organisational values, objectives, intervention sectors, organisational structures and interests, which often derive from the perceived needs of society. But within a right framework, effective civil society promotes people’s participation (when there is genuine inclusiveness) and democratic actions, which reflect the values of socio-economic justice and solidarity as global citizens. Civil society makes the citizenry aware of their rights and freedoms politically, economically and otherwise as this awareness help citizens to determine their own destinies, express their views and participate in the decisions that shape their lives at different levels. These capabilities are important for human development – for expanding people’s choices – as well as to enjoy good life.
Governments should thus provide civil society an environment where it can thrive and effectively fill-in the gaps left by the state and market led developments so that the marginalised can also be enabled to leave decent lives. There should be mutual trust and respect between other development players and civil society for development to be enhanced in LDCs where the majority of the people live in abject poverty and destitution because of the inefficiencies of the market and state driven approaches to development in taking them on board.
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[1] State in this paper refers to an organised aggregate of relatively permanent institutions of governance…claiming control over defined territories and their populations and constitutes decision making structures (executives, parties and parliaments), decision enforcing institutions (bureaucracies, parastatal organisations and security forces) and decision mediating bodies (primary courts, tribunals and investigatory commissions) that determine its character, (Chazzan 1992).
[2] Market would be used as a system of trade (buying and selling) where prices and wages rise and fall without being controlled by the state but are regulated by demand and supply, (Willis 2005).
[3] In this work, the term NGO refers to an organisation which is neither run by the state nor is it a profit-making entity. It can help local communities set up projects to provide services, create income generating opportunities or improve social relations. And can be very small-scale or very large global organisation. It is often used synonymously with civil society, but it is just part of civil society, (Willis 2005).
[4] Democracy here refers to the system of governance where people are empowered to express their will in voting for their representatives to be engaged in the decision making process in relation to their needs, (Mann 2006: 01).
[5] Democratization in this paper would refer to the transition towards democracy from something of a different arrangement, which could be kinship, monarchy or otherwise, (Venter 2002: 202).
[6] Governance refers to the exercise of power in the process of decision-making and implementation in a variety of institutional contexts. It is the sum of many ways individuals and institutions both public and private, manage public affairs. It can be dictatorship, monarch or democratic rule and ranges from local, national, regional to global levels, (Camary and Gordon 2005: 10).
[7] Civic education means teaching the citizenry their roles, responsibilities and rights; and how democratic governments operate, principles, institutions and laws among others. Civil society provides civic education to local communities, in order to enable people identify leaders, vote, debate public issues and work together in solving common problems and help people in interpreting government policy, (Willis 2005).
[8] Pluralism is a political system in which all significant constituencies can make their interests heard but no particular group or coalition of groups can obtain a dominant role.
[9] Capitalism means an economic system characterised by private ownership of property, production of goods for private profit and the institution of bank credit, (www.marxists.org).
[10] Neo-liberalism is an economic system that focuses on the free market, privatisation of state owned corporations and promoting free trade. The state should retreat from direct involvement in economic activities, (www.developmentgateway.org).
[11] Social safety nets are about cash transfer policies that involve poor households, old people and households that keep orphans to cushion effects of abject poverty so that in the process they would be able to generate some income for themselves by engaging in some small enterprise. And in turn, these income generating activities could lead into thresholds that would enable such households get loans to engage into long term self sustaining economic activities, (Ellis 2000: 05).
[12] Empowerment refers to having power to see possibilities for change; work together collectively to achieve common goals or possessing feelings of self-worth and self-esteem that comes from within individuals when there is an enabling environment for them, (Willis 2005).
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