The use of social media and mobile phones in support of the uprising in north Africa in 2010 and 2011 now referred to as the Arab

Spring has been well documented. What has not enjoyed the same intensity of comment and dis-cussion is how the overthrown governments could have used the same social media platforms to un-derstand the groundswell of resistance to them.

In hindsight, what can we in South Africa learn from the way in which the Arab Spring unfolded and proactively put in place much needed so-cial media skills, systems and processes? While many will say that democracy is far healthier in South Africa than in northern African states, we should not discredit citizens’ need to voice their opinion about gov-ernment’s service delivery and to contribute to the develop-ment of government policies. We should also recognise that the social media are a powerful addition to the existing means by which citizens can communicate.

Why use social media?For many citizens government is a “black box” with them unaware of the full breadth of gov-

ernment programmes and the services available to them. In 2001 just 32% of South African households had access to a mobile phone, but in 2011 the number was 89%. This level of mobile penetration allows gov-ernment to reach rural individuals who feel isolated for the most part. Research has also shown that 50% of social media usage in South Africa is rural. Using Inter-net technology, social media platforms allow for two-way communication which means greater participa-

tion, collaboration and accountability.

It’s not about likes and followers

While the size of a social media community is an

important component of an effective social media programme, it is not the only measure of success. Having a clear under-

standing of the busi-ness/organisat ional

objectives must accom-pany any foray into social

media. Social media usage must show clear alignment to or-

ganisational objectives. Of course, user

Social media is not merely a new form of content publishing but a fast-evolving technology that is quickly morphing into “social business” which integrates with most units in our or-ganisations and makes two-way communication between government and citizens possible.

Social media enables two-way conversation

A newsletter for government and Public Sector communicators

World conference highlights latest communication

trends - page 8

media deVelopment and diVersitY agencY BirthdaY focus - page 3

trustWorthY communication at

heart of democracY - page 11

Sep

tem

be

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highlights

GovComms

By: Aslam Levy (GCIS)

requirements must be taken into account and form part of the blend of key performance indicators used.

Listening to citizen sentimentListening to non-private citizen comments will allow govern-ment departments to understand what services and informa-tion require improvement or greater public awareness. Moni-toring citizen sentiment is the foundation of effective online reputation management. More mature agencies will be able to convert this information into business intelligence that will in-form why and how social media will be used. Due to the speed of digital media and extent to which news can spread via social media, it takes a matter of minutes for a breaking news story to spread around the globe. We need to be aware of the positive messages in circulation and quickly counteract negative ones.

Having an authoritative, trusted social media presenceOnce clear social media objectives have been identified, long-term resources and skills must be acquired to ensure a sustained social media presence. There have been countless cases of government departments creating accounts that then become dormant for various reasons. The time and resources used to create them are wasted and their dormant status cre-ates a negative online perception about their owners.

The account profile and its branding is the first impression a user will come across. We encourage departments to refer to the GCIS social media policy to ensure that social media ac-counts subscribe to the minimum standard required. We then look at the content and extent of engagement with the ac-count. This is where quality assurance is vital. Content must be current, factual, unbiased and free of spelling or punctuation errors. The tone must be friendly and approachable but not playful.

Shareable and engaging contentSocial media content comprises text, audio, photos and video. To ensure the maximum amplification of our key messages, the

strengths and weaknesses of social media networks used must be considered.

There are times when content will work better if converted to a dif-

ferent media format or sum-marised to allow quick view-ing. An important difference between social and traditional

media is that consumers of the content can comment on the

information provided. The com-ments on information shared

on social media networks are crucial for strategies

that seek to stimulate conversation with citi-zens.

The citizen conversationFor a few government agencies this is an area of contention. There is the perception that we would merely be creating another chan-nel through which the public can complain about government ser-vices. We must realise that negative perceptions exist and that the conversation will be had with or without us. Having a social media presence allows us as government to acknowledge such points of view, and provide correct or updated information when required.

Social inside and outSocial media was birthed and grew up on the World Wide Web, but we have seen an increasing demand for social software solutions in-side government departments. Appropriate IT solutions could allow for better internal collaboration and information sharing to break down existing systemic silos. There are also restrictions that currently block social media access when browsing the Internet via govern-ment networks. While social media access cannot be provided to all public servants, a conversation is underway to offer a solution that will allow certain government communicators access to social media so that they can manage social media implementations. We must always be cognisant of it that IT solutions are not silver bullets, but enablers that encourage new ways of working.

Negative perceptions aside, until now we did not have a technol-ogy that offered us the potential to be in the pockets of 90% of our population, make content available 24/7 and allow two-way con-versation with individuals and niche groups. Having an informed, participatory citizenry will ensure a sound democracy and greater accountability for service delivery.

The South African government is active on Facebook, Twitter and YouTube.

Find us at:www.facebook.com/GovernmentZAwww.twitter.com/GovernmentZA www.youtube.com/GovernmentZA

social media

2

Lumko MtimdeMDDA CEO (July 2006 until present)

Photo by Barbara N. Mdunge

3

10 years of mdda

A relevant and reliable platform for communica-tion is essential for the effective functioning of a consultative and participatory democracy.

Access to communication and information empowers citizens and assists in defending and advancing the country’s democracy.

The Media Development and Diversity Agency (MDDA), which started its operations in 2003/04, with first funding decisions from a board meeting in January 2004. It provides financial and non-financial support to community and small commercial media.

The MDDA creates opportunities for communities to engage with and become part of the knowledge and information industry and speed up economic growth and transformation. The agency ensures that rural communities have access to all media including radio, television, online, mobile and print services. It plays a part in supporting and creating an enabling environment for media development and diversity. It also promotes responsible journal-ism and the transformation of our media so that South Africa is reflected in every respect.

AchievementsThe MDDA’s major achievements include awarding grants totalling R251 million to 496 projects, with 2 021 people trained and 247 bursaries provided to different radio and print media. Projects sup-ported are spread across every district municipality and province. Research aimed at providing insight into the media in South Africa has been undertaken, with the resulting reports available on the MDDA website, www.mdda.org.za. From a leadership, manage-ment and governance perspective, the agency has just received its 10th clean, unqualified audit report from the Auditor-General. This attests to sound leadership, financial management and good corporate governance.

Transformational impactOver the past decade there has been increased support for me-dia development and diversity. The number of community and small commercial media newspapers and magazines published in indigenous languages and owned by diverse media owners and communities is on the increase, as is listenership of community radio (to more than 25% of total radio listenership). Community television has grown in numbers and viewership. Almost every dis-trict municipality has community and small commercial media in the form of community radio and/or newspapers, and magazines among other things.

An environment that is conducive to the growth and develop-ment of a diverse media landscape has benefited from: • theMDDA’sadvocacyandlobbying• theenablingregulatoryenvironmentcreatedbyIcasa• Sentech’sreductionintariffsforcommunitybroadcastingsig-

nal distribution• discountsprovidedbyprintersandbytheAuditBureauofCir-

culation(ABC)forcommunityandsmallcommercialnewspa-pers and magazines

• research and information regarding themedia landscape inSouth Africa available on the MDDA website and

• increasedsupport for theMDDAagendaby themainstreambroadcasting industry.

The print media industry has continued its support for the MDDA but reduced its contributions. The promotion of media literacy and the culture of reading has increased, though.

The MDDA has driven several interventions that have contrib-uted to media transformation in the last decade. These include the acknowledgement and appreciation of excellence in the com-munity and small commercial media through the MDDA/Sanlam Local Media Awards. These awards encourage skills development and the growth of expertise.

Moreover the MDDA produces and publishes easy-to-use toolkits in specific skills areas such as marketing and advertising, and cor-porate governance. It has also implemented hand-holding men-torship and coaching programmes in line with its developmental approach to assist, empower and capacitate projects. The MDDA has had a visible impact on each of the seven objectives of the MDDA Act.

The greatest challenge remains transformation in the print media space. This sector remains dominated by a few in the mainstream, referring to the print products consumed daily and available in just English and Afrikaans. The other great challenge is the sustainabil-ity of community and small commercial media. There is a need to ensure that the advertising cake is shared by all and distributed in a way that supports media diversity.

Major projects aheadThe MDDA is working on some key research including reflecting on the past 10 years, and the media diversity index. The outcomes will help shape the agency’s programme for the future and the production of corporate governance for community and small commercial media, advertising and marketing toolkits. One of the major projects is the establishment of the online booking and monitoring system, which is aimed at improving and professional-ising access to advertising income and complying with reporting and accountability. It is hoped that this project will contribute to

Diversity and development is on the rise

4

10 years of mdda

MDDA in numbersComtask Report - 1996

National Action Plan for Promotion and Protection of Human Rights - 1998

MDDA position paper - November 2000

Total estimated budget requirements for MDDA over five years (Position Paper 2000) - R500million

Expected budget requirements/target in the first five years (Position Paper 2000) - R300million

Expected worst case budget target for MDDA (Position Paper 2000) per year - R60million

MDDA Act enacted - 24 June 2002

First board appointed - December 2002

Inaugural board meeting - January 2003

First CEO appointed - August 2003

First staff appointed - September 2003

First request for proposals - November 2003

First board meeting to allocate grants - January 2004

Second CEO appointed - 1 July 2006

Total number of first applications received - 27

First Annual Report - 2003/04

First private partners funding deposit - August 2004

First allocation (January 2004) - R12million

Total awarded grants as at June 2013, since January 2004 - 251million

Total number of projects supported in 2004/05 - 74

Total number of projects supported as at June 2013, since Jan 2004 - 496

Total number of trained people since April 2004 - 2021

Total number of bursaries to different radio and print media - 247

Total number of directly employed people in projects since April 2011 - 544

Total number of indirectly employed people in projects since April 2011 - 1 632

Total MDDA staff numbers as at March 2013 - 23

Focus in 2013/14One of the biggest challenges facing South Africa is local government communicators who do not realise the importance of using relevant communication platforms. It is not unusual to find an advertisement about a local meeting in a national newspaper. Such communication should use the local media and use the language spoken by most people in the area.

Nationally there is limited understanding of the difference between community and small commercial media versus local media owned by the mainstream media. As a re-sult, adspend meant for community and small commercial media goes to the main-stream media. This goes against the country’s commitment to promoting media diver-sity. The MDDA will continue to engage government communicators, create awareness of the role and importance of community and small commercial media, the need to communicate in languages spoken by consumers and the need to use media con-sumed by the target audience.

The agency will also continue with its capacity-building interventions, skills develop-ment, mentoring, coaching and hand-holding, provision of grants, advocacy, research and provision of technical advice. This year there will also be a focus on supporting the presence of community and small commercial media online, in preparation for the fu-ture. Those with Internet-access will be able to submit applications online.

Thoughts for the next 10 yearsThis year sees the MDDA celebrating achievements and successes, taking stock of the challenges that lie head and planning for fast-tracking media transformation and media diversity.

The MDDA’s efforts will be underpinned by the philosophy that knowledge and in-formation is power. Media is power. No democracy can be sustained without media freedom, independent media, diverse media and access to a choice of media and infor-mation by all its citizens in languages of their own choice.

Realisation of MDDA outcomes• Ownership,controlandaccesstoinformationandcontentproductionbycommu-

nities.• Enhanced ownership and control by independent and diversemedia entrepre-

neurs.• Strengthened,vibrant,innovativeandpeopled-centredanddiversifiedmedia.• AnenvironmentandcapabilitiesthatdeliverMDDAvalueproductsandservices.• Awell-known,valuedandreputablebrand.• EnhancedgovernanceandaccountabilitystandardsfortheMDDA.• Astrengthened,growingandprotectedMDDAfundingbase.

Deputy Minister Obed Bapela, GCIS Acting CEO Phumla Williams and MDDA CEO Lumko Mtimde

the sustainability of the community and small commercial media sector. Digital broadcasting, mobile and online media will dominate when afford-able broadband is universally accessible. All of this will provide an oppor-tunity for the creation of a divergent media landscape with diverse views, opinions and sources of information available in all languages.

Messages from key stakeholders

Message from the former Minister in the Presidency, on the 10th anniversary of the MDDA, 26 June 2013The MDDA has played a significant role in empowering media practi-tioners in the areas of community radio and small commercial media outlets.

With a limited budget and resources the MDDA has funded more than 439 projects and trained more than 2 000 people.

As the Minister responsible for setting up the MDDA, allow me to congratulate you on your 10th anniversary and pay a special tribute to the CEO, Lumko Mtimde, and the rest of the staff for a truly remark-able performance.

We need more and more alternative media owned and run by and for communities.

Kind regards Dr. Essop Pahad, Editor: The Thinker Magazine

5

10 years of mdda

Minister Collins ChabaneFormer Deputy Minister Dina Pule

Deputy Minister Obed Bapela

The late Dr Manto Tshabalala-Msimang

Themba Maseko, former GCIS CEO (2006 – February 2011)

Jimmy Manyi, former GCIS CEO (February 2011 – August 2012 )

Phumla Williams GCIS Acting CEO, (August 2012 – Present )

Current and former leaders overseeing the MDDA

Message from the former GCIS CEO (1998 – 2006), 28 June 2013May the media development and diversity agency continue to expand!As we mark the 10th anniversary of the MDDA, we will necessarily go back to the formal mandate of the agency to assess the body’s impact. The facts speak of a transforma-tive initiative that has profoundly contributed to flourishing community and small com-mercial undertakings in print, radio and television. As a consequence, millions of South Africans are able to access information, education and entertainment about their com-munities – and as actors rather than just recipients of wisdom from on high.

Giving a voice to the voiceless is a long-term undertaking which requires ongoing commitment and ingenuity on the part of policy-makers and practitioners alike. Ensur-ing that all aspects of the agency’s mandate, including authoritative research into trends regarding the content and platforms of media discourse, is a challenge that will require continuing MDDA capacitation. Added to this is the need to appreciate fully the rapid development of information and communication technologies and, with it, the mush-

rooming of new platforms of societal discourse.Contained in the genesis, growth and creative resourcing of the MDDA are qualitative attributes with profound

resonances for the nation’s endeavours today. These include the philosophy and praxis of partnership between the public and private sectors in what can be characterised as a unique manifestation of social compacting in the media space.

Sacrifices had to be made for the common good, informed by the appreciation that, as community and local me-dia activism improve, active citizenship finds practical expression. As the assault on illiteracy and social passivity find traction, interest in, and audiences for, the established media expand. Democracy and social development are thus immeasurably enriched.

Congratulations to the MDDA and the broader family of partners that have ensured the success of this novel en-terprise.

Joel Netshitenzhe, former GCIS CEO

Message from the SABC GCEO, 26 June 2013 TheSouthAfricanBroadcastingCorporation(SABC)asafundingpartnersendsitsheartfeltcongratulations to the MDDA on reaching the milestone of 10 years as an organisation which serves the public at large. The SABC as a public servicebroadcaster shares an affinitywith theMDDA, as our core

mandate is to serve the diverse communities in South Africa, through media services they can access. To this we say continue with your great work of, among other projects, training South Africans in the media field and providing support to small commercial and community media.AstheSABC,wepledgeourcontinuedsupporttodevelopgreatinitiativessuchastheCommunity Media Awards and our support of community radio and television.

May you continue to grow as an organisation as you play a meaningful role in the media space of this great country.

Ms Lulama Mokhobo, SABC GCEO

Message from Deputy Minister of Communications It gives me great pleasure to congratulate you on your 10-year anniversary. The MDDA has grown considerably in the past 10 years. The MDDA has been operating with limited re-sources and at the same time reaching out to build community and small commercial media throughout the country, thus ensuring that ordinary South Africans, irrespective of their geo-graphical location, have access to information in their regions and beyond.

I take my hat off to you for clean governance that is attested to by 10 years of unqualified audit reports.

All of this clearly demonstrates the firm commitment of the MDDA leadership and team to the ICT space. Congratulations once more!

Yours in developmentMs Stella Tembisa Ndabeni-Abrahams, Deputy Minister

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10 years of mdda

Message from former Board Chairperson (2003 - 2007), 01 July 2013 The MDDA was founded on the backbone of research based on the experiences of many community ra-dio stations, newspapers and maga-zines that were forced to shut down when foreign funding diminished after the founding of the demo-cratic government in our country. The new democracy brought with it a lot of changes to the media landscape. In the footsteps of the closure of many community and small commercial newspapers such as The New Nation, Weekly Mail and a

few others, community radio was finding a voice in several communities around the country. Legislation that had not been geared towards this organic growth ofradiohadtofindinterimmeasurestosupportit.Asaresult,theBroadcastingAct of 1999 included, for the first time in the country and on the continent, the definitionofcommunityradio.TheIndependentBroadcastingAct(predecessorto Icasa) had to develop a legislative regimen for the licensing of the new com-munity radio players.

Nearly a decade into democracy, the MDDA had to play catch-up with the growth that had overtaken its establishment. Its major task was not only to sup-port existing community voices but to inspire the re-establishment of old voices that had been forced to shut down due to a lack of funding, as well as the growth of new voices in the media landscape. We congratulate the MDDA on its successes in confronting this mammoth task. In the 10 years of its existence, we have seen not only a rise in the number of new community as well as small commercial me-dia but also the sustainability of existing entities. We have also seen a growing interest in this media sector by government thanks to the efforts of the MDDA. Indeed, the efforts of media activists like Tshepo Rantho, Chris Gutuza, Nicollette Tladi, Bongaof RadioMaritzburg,Maleka of Soshanguve community radio andmany others, have not gone to waste.

Khanyi Mkonza

Message from former Chief Execu-tive Officer (2003 - June 2006), 09 July 2013The establishment of the MDDA 10 years ago was the first step towards realising the dream of many to make real the right of all South Africans to inform and be informed, to hear and be heard. The achievements of the media initiatives supported by the MDDA over the past ten years – and the impact many of them have had on their readers, audiences and communities – have more than justified why it was so important to set up such an agency.

Congratulations.

RegardsLibby Lloyd, Founding CEO

MDDA’s achievements at a glance10 years of MDDA impact using limited resources.

Ongoing partnership with major broadcast and print media.

10 years of unqualified audits.

More than 496 projects funded.

R251m in grants approved.

More community and small commercial media exist in South Africa than ever before.

More than 2 021 people trained.

More than 247 bursaries award-ed in media studies.

Amount of research conducted.

Listenership of community radio has increased to more than 8,5 million.

Viewership of community TV has increased to around 10 million.

Readership of community and small commercial newspapers has increased to more than 3 million people.

Sentech has reduced signal dis-tribution costs.

Discounted printing costs.

Increase in media using indig-enous languages.

Visible efforts to achieve media diversity.

More than 12% of govern-ment advertising expenditure amounting to more than R60m was spent on community and small commercial media from April 2011 to March 2013.

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10 years of mdda

Some of the world’s most respected communicators shared insights at the IABC World Conference held in New York in June. Here are some of the highlights.

A South African perspective on integrated communicationAuthor of this article Daniel Munslow presented a South African perspective on integrated communication to the International As-sociationofBusinessCommunicators’(IABC)WorldConferenceinNew York in June. He spoke about the establishment of a strate-gic internal communication capability driven by an organisation’s senior executives or “c-suite”, and how, over 10 years, a substantial business difference was achieved through outcomes-based com-municationinitiatives.ThesessionwasbasedontheBrandEngage-ment Compass philosophy developed by Linda Hamman, founder of Talk2us, and implemented by blue-chip companies since 2000.

Engaging employees through communicationSuccessful leaders are able to shape the culture of their business whereas others allow the culture to shape the company. While every organisation has a culture that defines its personality, lead-ing companies are able to intentionally shape and drive a culture that moves the business closer to its desired business objectives. They do this by engaging the hearts and minds of employees and bridging the gap between the rational and emotional aspects of

business. Ultimately they create an environment where employees are inspired to live the brand promise and show a financial return.

Trust in leadershipRichard Edelman, president and chief executive officer (CEO) ofEdelman,whichhaswholly-ownedoffices in 63 cities andmorethan 4 500 employees worldwide, opened the conference. He has extensive experience in marketing and reputation management. Current assignments include Hewlett-Packard, SAP and PepsiCo.

His 2013 research, which he presented as part of his keynote address, confirmed the democratising trend of recent years: “The redistribution of influence from traditional authority figures such as CEOs and prime ministers toward employees, peers and people with credentials, including academics and technical experts. A pro-fessor or person like yourself is now trusted nearly twice as much as a chief executive … The hierarchies of old are being replaced by more trusted peer-to-peer, horizontal networks of trust.”

Research also revealed that “Trust in business, government, me-dia and NGOs is on the rise. This year, the Trust Index rose from a score of 51 in 2012 to 57. The number of countries that the survey

8

World conference on commUnicaTion Trends

By: Daniel Munslow

World conference highlights latest communication trends

showed to be ’trusters‘ – those with at least a 60% average trust in the four institutions – rose from 2012, in which there were eight, to 2013, inwhichtherewerenine.Buttheintensityoftrustineachinstitutionremains low, despite a slight uptick this year, with “trust a great deal” in NGOs the highest at a still-modest 22%. “Trust a great deal” is even lower in government (16%) and business and media (tied at 17 %).”

Digital assassinationThe digital media’s transformation of the traditional media and com-munication landscape is ongoing. Richard Torrenzano lead a “Socratic Dialogue” with top corporate executives on the issue of “Digital As-sassination: ProtectingYour Reputation, Brand or Business AgainstOnline Attacks”.

Torrenzano is a former member of the management and executive committees of the New York Stock Exchange. He has managed some of the most visible global crises in our lifetime. A key insight from the session was the new “8-hour digital day”. It is critical that corporate communicators transform their thinking and shift from a traditional media approach to a social media one.

The session played out a mock crisis in the digital space, where the traditional company is still trying to decide how to respond while the media have already responded in multiple articles; and the social media is abuzz with consumer-generated content. A shift is upon us and the sooner communicators embrace it, the better.

Transformative CEOsA highlight of the conference was a keynote session titled “Conversa-tion with Transformative CEOs”. Global business leaders Peter Cuneo (Cuneo&Company),DolfvandenBrink(HeinekenUSA),ShellyLaza-rus (Ogilvy&Mather), BillMcDermott (SAP) andmoderatorRobertReiss (The CEO Show) participated. Their discussion centred on how they use strategy and communication as part of their jobs.

“It’s absolutely essential that people feel they can have wild and wacky ideas — some of them will by definition be ridiculous and will fail.Butyou’vegottomakeitallrighttohavesomecrazyideas,”saidLazarus.

Another key to innovation is that of staying relevant and up to date. For example, reaching out to stakeholders through social media and enabling people all over the world to engage in a single conver-sation is what’s important to them. “And it’s an opportunity for organisations to not only be part of that conversation, but to also mediate it … Innovation means change, and change is hard.” BillMcDermott,co-CEOofbusinessmanagementsoft-

ware giant SAP, probably gave the most powerful pre-sentation. He said you need to have a compelling vision for why your business exists. “Why do you matter in this world? And why should people care?” For SAP, which produces software for business management, that pur-pose is to “make the world run better.” Next, says McDer-mott, great leaders put people first. “The soft stuff is the real stuff… That means having authentic, candid con-versations with the people you work with.” McDermott said he includes his communicators in everything that he does – he doesn’t have a secret meeting fol-lowed by a meeting where you can say other things. He stressed the role of strategic communication in aligning with business.

Finally, great leaders “hire over their head every time.” They surround themselves with people who know more than they do to build superlative teams.

Line management communication Leaders are “simultaneously planful and incremental, directive and participative, controlling and empowering, visionary and detailed.” As a communications leader, you know the value you bring to your or-ganisation. Tammy Dewar, an associate faculty with Royal Roads Uni-versity in Victoria, Canada, noted the key qualities that leaders and managers require in today’s businesses to ensure effective internal communication. She also suggested that communicators who adopt the following practices that are typical of strategic leaders will com-mand more authority in their roles: • Manageuncertainty• Makesenseofcomplexity• Engagestakeholdersmeaningfully• Promotealearningculture• Playthelong-termgame.

Research and measurement Research is one of the most under-rated communication disciplines. Good measurement provides an effective baseline from which to operate and a good benchmark to determine progress and return. In the United States, Towers Perrin, a global firm specialising in hu-

man capital and risk management, suggests that effective communication facilitates

engagement and builds trust, which is a critical ingredient in strong, vi-

able organisations. This happens as engaged

employees enhance business performance because they in-fluence customer behaviour, which directly affects revenue growth and profitability. Still,

the key to this success, when

9

World conference on commUnicaTion Trends

Daniel Munslow

analysing global measurement models such as Sears Roebuck, is good internal communica-tion. Sears found and proved that creating a more compel-ling place to work led to a sig-nificant increase in employees’ attitude scores, customer satis-faction scores and consequently revenues. The model therefore links staff to profits in a direct sequence.

Intranets and digital communication In line with the digital revolution, companies around the world are looking for new ways to engage employees and customers, as well as the public and other stakeholders. A strong focus on digital communication platforms, coupled with world-class web trends, includes:

• mega menus (big, two-dimensional drop-down panels,group navigation options to eliminate scrolling and the use of typography, icons, and tooltips to explain users’ choices)

• videochannels• improvedpersonalprofilepages• personalisedhomepagesandsections• featurefeedsfromTwitter,Facebook,LinkedIn,andotherso-

cial sites on the home or news pages• filtersintheuserinterfacetohelpusershomeinontheright

information and using facets to decrease and target content in search results

• offering actionable links in people-search suggestions thatinclude the person’s most relevant informa-

tion and letting users invoke actions from the list itself, such as emailing,

calling, and bookmarking the contact.

Local communication researchIn the absence of detailed local research, Talk2Us un-dertook a detailed research

project early in 2012 to better understand how communica-

tion–and specifically internal communication–is positioned

within businesses locally. Some 50 top corporate communication profes-

sionals and about 60 business leaders were interviewed to share insights into their roles and views on

communication. Of the companies surveyed 16% said they strategically planned

the involvement of their managers in rich communication to en-gage employees, despite over 80% of employees in most surveys saying this was their preferred method of communication.

Of the respondents 30% confirmed that their head of commu-nicationhad a dotted line to the CEO, leaving a vast number of communicators without critical support to drive cultural direc-tion. When it comes to senior involvement in communication, only half of communicators interviewed said their executives were actively involved in overall communication strategy ap-proval. Broadly speaking,most internal communication roles areoc-

cupied by generalists, and the focus is largely on operational pro-cess rather than outcomes-based behaviour change.

CEOs are pivotal in ensuring the right alignment – beyond cultural entropy – to ensure the real question is addressed: does anyone care? In reality, employees look to leadership and man-agement to determine the answer to that question. It boils down to whether leaders have the right communication skills to en-gage, influence and collaborate. Leaders have to walk the talk; but communicators have to equip them with the tools.

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World conference on commUnicaTion Trends

Daniel Munslow is a director at Talk2Us, a strategic internal communication consultancy

with over 12 years’ working experience with leading listed and multinational organisations. He is a strategist, trainer and

facilitator, working with leadership in organisations to assist them in achievingbrandengagementwiththeiremployees.DanielisanIABCAfricaregionalboardmember,ajudgeoftheIABCAfricaGoldQuillAwards,hasservedontheBlueRibbonPanelandisanAll-Star

presenterattheIABCWorldConference.Heisalsochiefjudge of the South African PRISA PRISM Awards.

Graph 1

Analysis of the Edelman Trust Barometer also shows that there is a “crisis” in government

leadership (see graph 2) in the markets surveyed. For government leaders, the solution of

societal issues (15%) and making ethical and moral decisions (15%) are areas of concern.

Government leaders scored the least for “tell you the truth regardless of how complex or

unpopular it is” (13%).

Graph 2

There could be various reasons for these low numbers including negative media coverage;

“government says one thing and does another”; and spinning for political gain.

11

TransparenT and open governmenT commUnicaTion

trustworthy communication at heart of democracy

Governments need to promote transparent and open gov-ernment communication as this is critical for democracy and an informed public. This is the message delivered by

Professor Anne Gregory of Leeds Metropolitan University in the United Kingdom (UK) during a lecture to GCIS employees in Pre-toria recently. Her talk titled “The challenges for governments and their communication departments” covered such things as trust in institutions as well the recent reforms to government com-municationinBritain.

Trust issuesReferringtotheresultsofthe13thannualEdelmanTrustBarome-ter which surveyed more than 31 000 respondents in 26 markets around the world, Gregory indicated that trust in institutions is higher among “informed publics” compared to the general pub-lic. An informed public includes educators, influential people and opinion formers.

The barometer also shows that non-governmental organisations (NGOs) remain the most trusted institutions in the world. She drew attention to it that in the last five years, trust in NGOs has increased 21%. “There is a direct correlation between increasing trust in NGOs and decreasing trust in business and in government”, she said.

The barometer further indicates that in 16 of the 26 markets surveyed business is trusted more than government. “In many na-tions business is trusted far more than government and is now replacing … the role of government in the power and the voice they had in society,” said Gregory. Accordingtothebarometer (seegraph1),governmentofficials

andchiefexecutiveofficers(CEOs)aretheleasttrustedsources.Onthe other hand, the most credible spokespeople are academics; technical experts in the company; and “a person like yourself”.

She said the latter plays an important role in social media such as Twitter where one-to-one discussions take place. “The opportunity to get an opinion from someone like you has never been greater”.

By: Susan de Bruin (GCIS)

Graph 1

CREDIBLE SPOKESPEOPLE

GOVERNMENT LEADERS

TRUSTED SOURCES ARE EXPERTS AND PEERS

Academic or expert Academic or expert

Technical expert in the company

technical expert in the company

A person like yourself A person like yourself

Regular employee Regular employee

NGO representative NGO representative

Financial or industry analyst Financial or industry analyst

Government official or regulator

Government official or regulator

CEO CEO

2012 2013

15 %

SOLVE SOCIAL OR SOCIETALISSUES

CORRECT ISSUES WITHIN INDUSTRIES THAT ARE

EXPERIENCING PROBLEMS

MAKE ETHICAL AND MORAL DECISIONS

TELL YOU THE TRUTH, REGARDLESS OF HOW

COMPLEX OR UNPOPULAR IT IS

15 % 14 % 13 %

69 %

67 %

61 %

51 %

51 %

50 %

43 %

36 %29 %

38 %

46 %

50 %

50 %

65 %

66 %

68%

AnalysisoftheEdelmanTrustBarometeralsoshowsthatthereisa“crisis”ingovernmentleadership(seegraph2)inthemar-kets surveyed. For government leaders, the solution of societal issues (15%) and making ethical and moral decisions (15%) are areas of concern. Government leaders scored the least for “tell you the truth regardless of how complex or unpopular it is” (13%).

Gregory believes distrust is sometimes healthy. “It is the right of people to hold their governments to account. In democracies, that is the purpose of government communication … to inform the publics so that they can hold government to account.”

Governance helps build trustGood governance is necessary to build trust in organisations, and Gregory believes that South African Judge Mervyn King who chaired the King Committee on Corporate Governance has done crucial work on governance. In her view, he advocated new ways of corporate re-porting; the return of values in business; and turning away from short-termism and personal greed.

According to Gregory, all these issues of governance need to take root in society again before trust can be rebuilt. “The delivery on promises and integrity in reporting [is] absolutely crucial in the build-ing of trust.”

She also says governments need to work in different ways. We are now living in a digital world where even an Indian woman in a slum can broadcast herself, with this making her as powerful as anyone else.

She does warn, however, that although digital communication is playing an important role, we should remember that not everyone can be reached through this channel.

Changes in government communication in BritainGregory also touched on the “enormous changes” that have taken placewithin the British government’s communication in the pastfew years.

In 2010 when the UK coalition government came into power it slashed spending due to the economic crisis. Government expen-diture plunged from £531 million (R8 billion) in 2009/10 to £110 mil-lion (R1,7 billion) in 2011/12. Advertising expenditure shrank from £213 million (R3,2 billion) in 2009/10 to £77 (R1,2 billion).

Government communicators faced smaller budgets and structural changes. The motivation behind the latter was that government communication was disjointed and lacked centralised control which caused a great deal of duplication. Said Gregory, in the past govern-ment departments independently ran campaigns on similar issues. Before2010agreatdealofmoneywasspentongovernmentcom-

munication without any real post-campaign evaluation being done. In 2011 the UK Public Expenditure Committee tasked government

communicators to implement various reforms. Firstly, communica-tors were told to start delivering and stop procuring. Gregory elabo-rated on this explaining that over the years the UK government had become a procurer of services. “Government communicators would commission and procure others to do campaigns on their behalf in-

stead of doing it themselves.”Secondly, the trend in government communications in the UK

leans towards using earned and government-owned media be-fore considering paying for media space. She added that govern-ment communication’s mantra is now to “use digital channels by default”.

These changes were precipitated in the main by the economic crisis in Europe and the UK. Moreover, the communicators were told to start working with the business community on campaigns that were of mutually beneficial interest.

Centralised planning and spendingThe UK Public Expenditure Committee’s recommendations led to a significant programme of structural, functional and cultural reform with all of this “backed up by a focus on capacity, competency and professional development”.

The UK government’s communication is now centralised and has a unified approach to developing strategies and campaigns. Shared services have been introduced for media planning and buying, and media monitoring.

To ensure collective agreement, the Communication Delivery Board nowbrings together key officials and senior communica-tion directors to determine communication priorities. As part of this process, campaign topics are determined at the beginning of the year.

For the first time government departments with cross-cutting is-sues are now also working together in so called “hubs” to reduce duplication and over-servicing.Becauseofthespendingcontrolsthathavebeenimplemented,

communication expenditure above £100 000 (R1,5 million) has to be signed off by a government minister. Moreover, procurement has been centralised to drive down supplier cost and deliver better value for money.

Gregory said that for the first time the UK government’s commu-nication now has an annual planning cycle. At the start of the year each department submits an annual plan which is then integrated into one communication plan. No additional expenditure outside the plan is allowed without central sign-off. Through reforms the British government hopes to have a bet-

ter informed society. “The purpose of communication is to make sure that you have informed population. They should be informed of their rightsand…about their responsibilities…But it isalsoabout informed consent. Ultimately what you want is an informed population, because when they vote they have a choice and that is at the heart of democracy that they make choices on true informa-tion,” Gregory concluded.

Graph 1

Analysis of the Edelman Trust Barometer also shows that there is a “crisis” in government

leadership (see graph 2) in the markets surveyed. For government leaders, the solution of

societal issues (15%) and making ethical and moral decisions (15%) are areas of concern.

Government leaders scored the least for “tell you the truth regardless of how complex or

unpopular it is” (13%).

Graph 2

There could be various reasons for these low numbers including negative media coverage;

“government says one thing and does another”; and spinning for political gain.

CREDIBLE SPOKESPEOPLE

GOVERNMENT LEADERS

TRUSTED SOURCES ARE EXPERTS AND PEERS

Academic or expert Academic or expert

Technical expert in the company

technical expert in the company

A person like yourself A person like yourself

Regular employee Regular employee

NGO representative NGO representative

Finacial or industry analyst Finacial or industry analyst

Government official or regulator

Government official or regulator

CEO CEO

2012 2013

15 %

SOLVE SOCIAL OR SOCIETALISSUES

CORRECT ISSUES WITHIN INDUSTRIES THAT ARE

EXPERIENCING PROBLEMS

MAKE ETHICAL AND MORAL DECISIONS

TELL YOU THE TRUTH, REGARDLESS OF HOW

COMPLEX OR UNPOPULAR IT IS

15 % 14 % 13 %

69 %

67 %

61 %

51 %

51 %

50 %

43 %

36 %29 %

38 %

46 %

50 %

50 %

65 %

66 %

68%

12

TransparenT and open governmenT commUnicaTion

Graph 2