edition-dw-akademie-in-the-service-of-the-public-functions-and-transformation-of-media-in-developing-countries-pdf

Part II Myanmar: New Media Freedom, New Transformation Challenges Radio and TelevisionBeing a state-owned media organization under authoritarianrule for over 50 years, one has to consider that people workingfor MRTV not only lack basic journalistic skills, but alsoindependent thinking and a professional attitude. Characteristicsand attitudes of the old regime are still manifest, especiallywithin MRTV. All interviewees pointed out that beyondinstitutional changes and improvement of journalistic skills,the biggest obstacle to the public service media reform maybe changing the mindset of the employees working for MRTV.They have not yet developed an understanding of the conceptof public service broadcasting and its implications. MRTV’sstaff is more accustomed to a culture of obedience, broadcastinggovernmental press releases without questioning or addingto the information it contains.This situation is complicated by the fact that most peopleworking for MRTV were recruited as civil servants andnot journalists. Until today, they are not considered to bequalified journalists or reporters, but rather fall into the employeegroup of technicians. 77 In this context, one has to takea closer look at the tasks and responsibilities of journalistsworking for MRTV’s news program, which mainly consistsof official announcements provided by MNA. As Bill Hayton,a former consultant at MRTV, puts it: “Newsgathering usedto be a fax in the corner of the office.” 78 Neither sound bitesnor interviews were allowed on the news and newsgatheringon the ground remained infrequent. Proper reporting, professionalinterviewing, and editing were barely needed. Forprogress, however, it is crucial that journalists are not onlywell equipped with reporter skills to produce quality newsbut establish a professional journalistic role perception. Theway journalists perceive their work and its social functionhas a strong influence on journalists’ professional behaviorand how they interact with news sources. Experts from internationalmedia organizations point out that journalistsworking for Myanmar Radio and Myanmar Television have tolearn to put audience interests at the heart of their work andcover stories that matter to the people. Moreover, they aresupposed to learn the rights and responsibilities that comewith the role of a public service broadcaster. 79So far MRTV does not have its own organizational structurefor journalism capacity building. As described above,international and local media organizations like DW Akademie,BBC Media Action, and IMS offer editorial guidance,mainly focusing on news and current affairs output as wellas technical training. To achieve such objectives and bearingin mind that one third of staff positions are vacant, MRTV’smanagement should also make reasonable adjustments inthe current staff recruitment process. Almost the entire managementcircle, explicitly the Board of Directors, was replacedin 2012. 80 But it would be presumptuous to say that the recruitmentwas based on a fair and transparent process witha performance-based assessment. Unfortunately, the sameseems to apply to ongoing recruitment processes for ordinarystaff. The Ministry of Information not only retains thepower to control the contents distributed by the broadcaster,but it also holds the right to appoint and remove staff as well.Financing, Management and Newsroom StructuresSeveral studies have shown that the capabilities to carry outthe mandate and responsibilities of a public service broadcasterlargely depend on a sustainable financing structure.There are many possible funding models for public servicemedia, such as the license-fee model, the government modelor hybrid solutions. Being a state-owned media organization,MRTV’s budget is at this time entirely determined by the Ministryof Information.According to the draft Public Service Media Law, MRTV,respectively the Public Service Broadcasting Enterprise GoverningBoard (PSB), shall directly receive a mix of an annualstate grant, allocated by the Hluttaw, Myanmar’s parliament,as well as advertising revenue and sponsorship. 70 percent ofits funding is to come from the state’s budget in the form ofan annual parliamentary grant or a “precise amount of it fromsome kind of tax income.” 81 Additionally, it shall be allowedto raise funds from sources other than government appropriation.Consequently, 30 percent shall be generated throughadvertising and sponsorship but the proportion of advertisementtime may not exceed 10 percent of daily programmingin TV and radio. 82 The draft bill does not outline, however, ifMRTV is required to raise the revenue through supplementarysources, once the law has been ratified and enacted. Lookingat Myanmar’s economic situation and other transformationprocesses, it seems advisable to increase the percentage of thesupplementary sources progressively up to around 30 percentover a longer period of time.A license fee is not included in the draft. Such a financingsystem could encourage a link between MRTV and the publicit serves and create a sense of public ownership. It could alsoprotect it from political and commercial interference. But takinginto consideration that around one quarter of Myanmar’s58Article 19 2013a.59Radio Free Asia 2014.60Ibd.61Lwin, Sandar, May 5, 2013.62BBC Media Action 2013a, 16.63Lwin, Sandar, May 5, 2013.64Hindstrom, October 11, 2013.65Ibid.66Tuazon & Manowalailao 2013.67Zaw, Htet Naing, March 20, 2014.68Members of the interimMyanmar Press Council (IMPC).69Draft Public ServiceMedia Bill 2013.70Article 19 2013b.71Draft Public ServiceMedia Bill 2013.72Article 19 2013b.73Roughneen, November 23, 2013.74U Khin Maung Htay, Director andCo-Founder of Forever Group (FG).75IMS 2012, 6.76BBC Media Action expert.77Patrick Benning: CountryManager of DW Akademie.78Barrett November 4, 2013.79BBC Media Action expert.80U Ze Yar, Director ofMyanmar Radio (MRTV).81Draft Public ServiceMedia Bill 2013.82Draft Public ServiceMedia Bill 2013.Edition DW Akademie In the Service of the Public 147