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

Part II Afghanistan: Reform Fear, Limited International Support, Failed TransformationThis case study shows that the transformation of RTA muststart completely anew. There are still basic questions left unanswered:What should RTA ultimately become? A nationalbroadcaster which is fully independent from the Ministry ofInformation and Culture yet remains under the control ofthe government (a model that the government seems moresupportive of)? Or a public broadcaster governed by an independentcommission, more similar to a European model ofbroadcasting, as, for example, in the case of the BBC (a modelmore supported by the international community)? The initialeuphoria about transforming RTA was followed by disillusionment.Finding the reasons for that is complex, but two maincauses can be observed: the political unwillingness and difficultieson the Afghan side and the discontinuation of the internationalfinancial support as a result of those difficulties.It is still unclear how high the level of willingness to transformRTA on the international side was. It cannot be assessedwhether it was euphoric or rather hesitant. What can be analyzedare the methods the international consortium applied.At first glance it seems logical and reasonable to start with anoverall assessment of the broadcaster. But in the meantimethe top and middle management should have been convincedof the transformation idea. There were not enough capacitiesto do so. What was planned as the fourth step, namely reconstructingthe organization, should have been one of the initialsteps. The money that would have been necessary for that wasnot available. Firing or retiring large parts of the staff needsstructural and financial preparation.Instead of focussing on an overall transformation of thestate broadcaster, the stakeholders DW Akademie and BBCMedia Action are running individual projects. Since RTA’sdirector signaled willingness on the level of individual projthatoffers at least a platform for the smallest minority groupswho are totally ignored by the private media because they donot form a profitable high-income group of consumers. So despiteall difficulties and deficiencies RTA does offer a servicehere to the public.Looking at Afghanistan’s media landscape, the differentmedia offer a variety of content. But a closer look at functionslike cultural expression, strengthening of identity, values, andcultural cohesion shows that RTA seems to stay ahead of thegame. It is seen as a national institution despite the limitedquality of some of the programs. As the first broadcaster, RTAhas the largest and oldest archive of old films and music videosof Afghan musicians. In its program these old clips areshown and people from the older generations love to watchthem. Although the entertainment programs are somewhatold-fashioned, some of the programs are successful, for example,quiz shows or comedy shows that reflect the culturalpeculiarities.Education is one of the issues that RTA has been dealingwith since its early days. It was the first broadcaster to have achildren’s program which is also quite popular. But more hasto be done to satisfy the younger audience. Serving the functioneducation means offering more than a weekly or bi-weeklychildren’s program or offering literacy programs for adults,like some private TV stations do. It is more an educationalparadigm that shapes all kinds of programs.Achievements and ChallengesRTA’s final status is still not determined. There are still differentopinions on what RTA should or could ultimately become.There are those who argue in favor of a national broadcasterwhich is fully independent from the Ministry of Informationyet remains under the control of the government; othersinsist on a public broadcaster governed by an independentcommission, more similar to the Western European modelsof broadcasting. The Minister of Information und Culture Raheenis supportive of the public service idea but still there areobstacles in the way, inlcuding a lack of funds and an the absenceof an overall transformation strategy that is accepted byall stakeholders. All the goals that were defined in 2002, suchas greater editorial independence and a less complicated andmore independent financial situation, are still goals that thecurrent RTA management wants to achieve. The HMC has yettodefine the roles, responsibilities and technical means of thefuture RTA. There are no achievements yet that can be named.– Reconstructing the organization to prove its editorialas well as structural independence.– Involving the technical departments into the currentchange management process in order to make it a success.– An organizational chart which automatically leads tomore structure and clearly defined responsibilities hasto be created.– Creating a financial and human resources plan.Transformation ApproachesThe challenges that RTA is faced with remain those from 2004.RTA’s problems on the way towards public service broadcastingremain:– Preparing the top and middle management or rather, firstof all, creating a competent management.37Wakili 2012, 90.38This is also one of the findings ofthe Altai Consulting study from2010.39Baktash Siawash, journalist andmember of the Afghan parliament.40Soraya Parlika, women’s activist.41Zarin Anzor, Director General, RTA.42Abdul Sobhan Ghafoori,Technical Director, RTA.43Zarin Anzor, Director General, RTA.44Zarin Anzor, Director General, RTA.45Altai Consulting 2010, 174.Edition DW Akademie In the Service of the Public 43