“CITIZENS’ PARTICIPATION IN PUBLIC SERVICE BROADCASTING”:Forming a Group

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Globalization of Media MCM404

Lesson 44

"CITIZENS' PARTICIPATION IN PUBLIC SERVICE BROADCASTING"

Note:

The text of this handout provides students with:

Definitions of the term: "public service broadcasting"

Observations made by Ms. Jocelyn Hay, founder of the "Voice of listeners and viewers", UK who

has led the movement to empower citizens in their relationship with media and has contributed to

establishing the basis for exchange of views and data between people and media systems.

The text of this handout is taken from the book titled: "Citizen's media dialogue" written and edited by Javed

Jabbar and whose material is also available on the website: www.wiredet.com/cmd.

Students are encouraged to continue to take an active interest in sustaining, improving and strengthening the

process by which people are able to analyze media issues from an independent public interest perspective.

Students need to remember that people, human beings, citizens are the most important and the most

powerful factors in the world. It is people who create and operate media as well as governments.

Students in particular, who represent the best hopes for the future of Pakistan and the future of our world

need to always act with courage, integrity, understanding and respect for justice. Citizens should never be

over awed or over whelmed by power and force. Ideas and ideals that promote truth, justice, balance and

human well-being should always be promoted and practiced.

As we approach the conclusion of this course with lecture no.45 and as we stand on the threshold of new

times, students and our youths have an enormous responsibility to ensure that the media policies of the

government, the commercial interests of the corporate sector and the conduct and content of the media

conform to the ideas and ideals we have referred to above.

Each single student, like each human being, has vast potential for exerting decisive moral power that is more

substantive and enduring than material or media power.

Excerpts are reproduced below:

Public Service Broadcasting

Definitions

One of the definitions of "public service broadcasting" is: it is that part of the content of electronic media

which seeks to promote the public interest in any given sector of life, be it education, health, basic

infrastructure, social justice, freedom of expression, human rights, gender equity, political and cultural rights

etc.

Public service broadcasting does not directly promote the use of a particular product or service in its

programmes nor would public service broadcasting promote a specific political creed or party or ideology

except where the intention is to inform and educate audiences about specific creeds in a non-propagandistic

basis.

While public service broadcasting should preferably be free of dependence on sponsorship by a commercial,

profit-based organization, in case such corporations wish to sponsor and support public service broadcasting

as their own contribution to public service, it should be possible to accept such sponsorship as being valid

provided there is no relationship of vested interests between the commercial firm sponsoring the public

service broadcasting and the content of public service broadcasting. For example, if a pharmaceutical/medical

products firm that manufactures syringes offers to support a mass education programme about Hepatitis-C

(which can also be spread due to the re-use of old syringes) as part of public service broadcasting, it is a moot

point as to whether public service broadcasting will retain a preferred purity, or will inadvertently help

promote a particular brand of syringes. This kind of issue does not offer easy, instant or all embracing

answers, but may require a case-by-case judgment.

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(Note: in addition to the above definition, other definitions formulated at the World Electronic Media

Forum, December 2003 are appended later in this text.)

Preferred definitions include the following, as quoted:

"Neither commercial nor State-controlled, public service broadcasting's only raison d'être is to offer a public

service, a public meeting place where all citizens are welcome and considered equals. Because it is not subject

to the dictates of profitability, PSB can contribute to diversifying content sources, giving a voice to other

cultures and points of view and promoting tolerance and cultural understanding".

"Public service broadcasting is a unique concept". "Although easy to understand", it is too often

misunderstood, sometimes profoundly, sometimes even intentionally. Some languages do not even have a

term fully corresponding to the English word "public", and the closest translation appears to confer the

notion of state/government/official... Public service broadcasting (which is anything but "state",

"government" or "official" broadcasting) is made for the public, financed by the public, and controlled by the

public".

"Editorially independent public service broadcasting (PSB) is a unique service providing universal access to

information and knowledge through quality and diverse content reflecting the needs and expectations of the

various target audiences."

"PSB should actively seek and encourage the advice of civil society associations in the determination of

policies and priorities for programming".

Guidelines for the Promotion of Citizen Participation in Broadcasting

The opening years of the twenty-first century are witnessing the continued expansion of all kinds of

telecommunications which began in the nineteenth century and expanded exponentially in the last. As a

result, while technological developments are subjected to forms of international discipline, no similar

disciplines can be applied to the consequences of this expansion as it affects indigenous cultures and national

identities.

In democratic societies, two of the most influential determinants of national identity are the nature of civil

society and the debate which goes on within it. A country's broadcasting services should provide part of the

public sphere, the public forum for that debate to which individual citizens and institutions contribute their

thinking on issues of general concern to the community. Their responsibility grows as radio and television

become increasingly significant in the national life.

A strong relationship between the nation's broadcasters and its citizens provides one of the means for

withstanding threats to national identity implicit in market pressures and in multi-national media

corporations' capacity to introduce globalization and cultural homogenization. The promotion of a

constructive dialogue between citizens and broadcasters is therefore vital. The exact terms in which that

dialogue will be conducted will very from one society to another. The underlying principle, however, must be

one of mutual trust: first, trust by the broadcasters that the public will understand the practical constraints

under which the broadcaster operates, particularly when dependent on commercial revenues or when the

broadcaster is financed by direct government grant, and, secondly, trust by the public that the broadcasters

will treat the dialogue seriously, not exploiting it as an opportunity to promote their public relations while

failing to recognize any obligations towards accountability and good governance.

In the nature of things some dialogue participants broadcasters (public or commercial), industry regulators

and governments departments function in an organizational context where they are underpinned by

established structures and substantial resources which are not available to citizens at large. Voice of the

Listener and Viewer, therefore, believes based on common sense and its own experience that, in order to

be effective participants in the broadcasting dialogue, citizens must take specific organizational steps to group

themselves and to optimize their impact.

In putting forward the proposals which follow, Voice of the Listener & Viewer makes no pretence that the

transformation of principle into practice will b e either easy or rapid, or the same in every society.

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Nevertheless, we believe that, if carried out successfully, the process can make an invaluable contribution to

the delivery of good governance and trust within the overall society

1. The Principles of a Citizen Group

The members of a group will be drawn to work together by a shared belief in the importance of broadcasting,

one of the most powerful influences on culture, language, political life and values, within a community as a

provider of education at all levels, different forms of information, ideas and entertainment. National

circumstances determine the principal sources of funding for broadcasting services, but there are few societies

in which opportunities cannot be found to include in the broadcasters' schedules material which, besides

satisfying popular tastes, reflects the interest of the community in the widest sense. VLV believes that striking

the balance between these different objectives should be the result of a democratically-conducted public

dialogue within civil society between the public, broadcasters, government and other policy-makers which it is

their purpose to facilitate. Each group will express its aims in the terms which are appropriate to its own

society, but a model summary of aims might be expressed as follows:-

To raise awareness of the role of broadcasting in the national life and in the lives of individual

communities, as well as in the preservation and stimulus of the national culture and community.

To promote a wide choice of high quality programmes.

To encourage media literacy, that is, a better understanding of programme-making techniques and

their underlying purposes.

To maintain the editorial integrity of news, current affairs and documentary programmes.

To oppose undue influence over broadcasting by commercial, political and sectarian interests.

To ensure access throughout the country and by different communities to a diverse range of

programming.

To encourage public debate about current and future developments in broadcasting, with a special

concern for the impact of new technologies.

To ensure that public interest values are observed in those forms of the new media which converge

with broadcasting?

To provide an independent platform and forum for public dialogue and debate about broadcasting

issues.

To protect the interests of consumers of broadcasting from commercial exploitation.

In order to maintain the integrity of the group's final aim, the group should not allow itself to become a

channel for individual complaints against broadcasters from members of the public, corporations or

government departments, still less to become an arbitrator in disputes about staffing, etc. Broadcasters

should, however, be encouraged themselves to establish clear means through which the public can register

complaints and be satisfied that the complaints have been given a fair hearing and consideration. Where it is

possible, complaint procedures should be handled by a separate organization, independent of the broadcaster

at whom the complaint has been directed.

2. Forming a Group

The first initiative for forming a group may come from a small number of individuals, but it may equally well

come from a group of women's organizations, trades unions or a set of academics within a single institution

or drawn from several. The membership, however, should be sufficiently diverse to represent several distinct

strands of interest and opinion, so that the group cannot be dismissed as concerned with only a single issue,

however important it may seem. To be viable, a group has to be capable of carrying conviction in its dealings

with broadcasters, government, policy-makers and other corporate interests, as well as with the public in

general. It is not simply a matter of numbers, it also depends on the way in which a group presents itself,

avoiding confrontation and pursuing a continuing, positive dialogue.

It is unlikely that broadcasters will themselves encourage the formation of such groups. Few take readily to

the idea of discussing their activities, often regarding it as interfering with their ability to make their own

decisions, preferring instead to conduct their relations with the public on their own terms. Groups should

remember that the broadcasters' time and resources are often scarce and they will naturally be reluctant to use

them for activities which may not, apparently, be of immediate value to them. While government

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departments might be more willing to take an initiative, they too are often suspicious, and their motives may

be ambivalent, often varying from one moment to the next as political circumstances change. In all relations,

whether with broadcasters, government departments or others it is important for the group to retain its

independence.

Communicating with the public and with members

The methods that groups adopt will differ from place to place. In some instances, the local press may be the

vehicle by which news of the venture is communicated perhaps the first move towards the calling of a

public meeting or a series of meetings. Again, groups need to be careful that they do not unwittingly become

involved in a wider game plan, as sometimes newspaper proprietors may own radio and television companies

which are in competition with the public broadcaster.

In other cases the founding of a newsletter is recommended as the opening move, gathering circulation until

other kinds of activity become realistic. The creation of a website and email mailing list is another

recommended way of launching an initiative, but its credibility will depend on its quality and the reliability of

its content and also on the group's ability to update it regularly.

It is most probable, but not essential if internal communications are relatively good, that the initiative will

begin in a large town, often the capital city. But it is most important that the group's activities and sphere of

interest are not, or are not perceived to be, confined to urban areas: rural areas often stand to benefit more

from improvements in broadcasting services than towns and cities where means of communication and

entertainment are more readily available.

3. Funding and Resources

(i) Accommodation, equipment and administration

In the early stages of formation, it is highly likely that a new group will be run from a private house or, if

fortunate, from space provided by a sympathetic company or institution with at least part-time access to a

computer and the Web. Universities, colleges and schools are particularly useful in this respect. If the same

organization is willing to support the cost of mailings or other forms of communication, such as telephone or

email or to provide practical help and expertise in designing and maintaining a website, that is an added

advantage. At the same time, individual members may be able and willing and be encouraged -to donate

time to carrying out specific activities. How much can be demanded, however, for even a modest range of

activities will depend very much on the individual circumstances of the group and its members. Groups

should also be careful to ensure that individuals do not use the authority the group may invest in them as an

opportunity to promote their own personal views as representing those of the group.

(ii) Membership

It is important to gain the support of members with different interests and perspectives from the start.

Forming a group from scratch is not an easy task and mutual support is necessary, both moral and financial.

One very useful way to begin, as outlined above, is by involving academics, if possible from more than one

institution, and perhaps by seeking support from existing networks and groups, for example, women's

groups, rural cooperatives, professional associations of say, teachers or medical workers or trade unions, as

well as well-respected local professionals and other individuals.

(iii) Funding

In many communities and at the start for most, members' subscriptions are unlikely to provide more than a

part of a group's funding needs. However, even a very small sum can be useful and a valuable symbol of a

member's commitment to the work of the group, and it is recommended that a sliding scale of subscriptions

be introduced with concessions for students, pensioners and those on low incomes.

Sponsorship may seem an attractive source of funding but examples of sponsorship without strings are rare,

whether it is offered by broadcasters, government or commercial corporations. All commercial companies

have their own goals and corporate image to maintain and many are reluctant to be seen to be associated with

controversial activities, views or personalities. If help is taken from a commercial company, care should be

taken to ensure the company' interests lie outside the core purposes of the group and that it has no financial

interest in broadcasting. Great care is also needed if sponsorship or grants are offered by government,

political parties or religious institutions, lest they seek to influence the group's policies. Often there is a

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danger of `self-censorship' in relation to sponsorship, when members of the group might feel that actions

they propose to take might not be approved by the sponsor. Charitable trusts and foundations, where they

exist, may be able to give assistance, especially in the early days of formation, but again it will be necessary to

check their objects and that by accepting help from them the group will not be labelled in any way.

Inevitable, whenever a new group is formed or becomes powerful, some of those in the institutions the group

is trying to influence, will see it as a threat and immediately try to label it as `left-wing', `right-wing' or a

pressure group for a particular profession or interest group. Once this happens the label is difficult to lose

and may well colour public perception for years to come.

4. Governance and Activities

(i) Formation of a Management Committee

The group will begin with a small self-appointed steering committee of enthusiastic members who decide to

work together for a common aim. If possible the steering committee should seek advice on procedure and

funding from respected professionals or institutions. As soon as it is practicable the steering committee

should establish a small executive committee. Ideally this should be done at a meeting of all known interested

persons, or at a public meeting, where the proposed members of the executive can be seen and voted for. In

order to prevent a self-perpetuating clique emerging, it is desirable to limit the term of office of members of

the executive to two or three years, with a compulsory break after say, two terms in office. Such a system

encourages a turn-over in committee membership and prevents one powerful personality controlling policy.

As the organization grows, sub-committees can be set up to deal with specific activities and to encourage

wider participation by other members, but the power to act or speak on behalf of the organization must

always rest with the main committee or board. An important early activity of the executive committee will be

to develop and maintain relations with the public and also with broadcasters, government departments,

policy-makers, regulators and others whose opinions may be influential in broadcasting, the press and new

media matters. The committee should also consider formalizing policy and a few basic rules in a written

constitution - in the drafting of which professional legal help should be employed. Clear rules should be

established for responsibilities such as handling and accounting for funds, and for recording decisions taken

at meetings. The general practice is that a treasurer will be appointed to handle all the financial matters and a

secretary the recording of decisions, etc. A membership secretary will be needed to oversee the register of

members and to ensure that, for example, rules regarding the privacy of members' names are followed if

members desire it.

(ii) Liaison Meetings

Meetings between committee-members and senior figures in different forms of broadcasting or managers in

other relevant organizations, apart from furthering understanding, are important for obtaining information

for distribution by the best available means to members and to the wider public. In this respect the use of a

website is increasingly important.

(iii) Membership Meetings

Conditions may not always allow the regular convening of meetings of members, but, where possible,

members should be encouraged to come together from time to time to express opinions, raise issues and be

brought up-to-date with the thinking of the executive committee. Again, it is very important that the

committee is approachable and does not allow itself to appear as an exclusive clique or elite.

An annual general meeting of some sort is highly desirable, if not essential, at which the executive committee

can meet members, explain the policies they are following and be questioned by members. This is the

occasion for the executive to be elected or at least validated. It may also be possible to take the opportunity

to invite a senior broadcaster, minister or policy-maker to speak at the meeting and engage in debate with the

members. It may also be useful for members to meet men and women who contribute to programmes, for

example as producers, performers or writers because this always helps them to gain an understanding of how

programmes are made and the constraints under which the broadcasters work.

(iv) Publishing an Newsletter

Information, obtained by one of the means described above, should be communicated to the membership as

soon and as frequently as possible and any responses should be carefully considered so that the opinions

expressed by the Committee are truly representative. The correspondence columns of a newsletter, whether

in print or delivered electronically, can encourage this interaction and also serve as a vehicle for news about

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members in different locations, their particular concerns and their activities. It can provide an opportunity to

share opinions, news and experience, for example in ways of recruiting new members or in fund raising.

The editor will need to be carefully selected and briefed in order to ensure that (a) the newsletter is produced

to as high a standard as possible it should be remembered that it will probably be the main communication

tool both with members and quite likely also with the outside public; and (b) that it reflects the views of the

membership and executive committee, not of the individual editor.

(v) Government and Other Public Consultations

It is a growing practice in some countries for government, regulators and broadcasters to consult the public in

advance of new policy proposals. Consultation may take the form of open public meetings or documents

requiring a written response by a particular deadline. In either case it is important that considered responses

are returned based on the known views of the membership. Responses should also be made publicly

available as this will increase the transparency of the group's governance and, if well-argued and presented,

will build respect for the group.

(vi) Meetings with Broadcasters and Policy-Makers

It is important at an early stage to reassure the broadcasters that the aims of the new group are not

confrontational. `Marching' on the broadcaster's headquarters with a list of demands rarely achieves any good

and is much more likely to provoke a determination to resist them at all costs. The conduct of broadcasting

operations, often under constraints of different kinds, some of which may not be immediately apparent, is

difficult in any society, and the purpose of the group should be to persuade the broadcasters that dialogue

and perhaps support from the group offer one way of making their task easier. Meetings between the group

and senior managers should develop into regular occasions, either between the broadcasting managers and

the group's officers but also if possible with a larger number of group members. Trust and respect from both

sides is all-important.

(vii) Social Events

Although it may be unrealistic in some communities, opportunities may exist and should be sought if possible

for members to pay visits to broadcasting installations for example, studios, transmitters and research

facilities which will contribute to their understanding of how

broadcasting operations are organized and

financed. On other occasions it may be possible to hold social or semi-educational events in conjunction

with, say, a particular broadcast. These might take the form of a social gathering, possibly with a related talk

or demonstration, before an outside broadcast such as a concert or sporting event. They may also take the

form of a series of lectures; or alternatively, climate permitting, of a special event such as the `Picnics in the

Park' organized by the Friends of the ABC in Australia. At these rallies, held outdoor in the summer, Friends

of the ABC come together to meet, share ideas, see exhibitions and hear specialist speakers: activities which

help to build the cohesion of the group and at the same time to increase members' understanding of the

practical and political issues involved in running a state funded public service broadcaster.

Conclusion

Each country, culture and society will seek to find its own solution to the problem of creating a dialogue with

its broadcasters and other policy-makers. These guidelines are based very much on the experience of Voice

of the Listener & Viewer (VLV) which was formed in 1983 and is the leading advocate of the citizen and

consumer interest within broadcasting in the UK. They have served us well and have helped VLV to gain

respect in the industry and in government. We find that more and more groups are approaching us for help

in setting themselves up. Our experience is that it is not easy, particularly in regard to funding. It is however,

essential to retain independence of action and not to be perceived as serving one particular interest or section

of society. In this it is important not to provide an excuse for easy labeling, and not to allow the group to

become dependent on one source of funding or to be captured by a particular clique or set of interests.

Independence, plurality and democracy in decision-making are the key to gaining respect and recognition.

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