COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

____________________________________________________________________

COMMON MISTAKES IN BROADCASTING

AND
HOW TO OVERCOME THEM

A Manual for Radio Station Owners and Broadcast Practitioners

_____________________________________________________________________

Published by Uganda Media Development Foundation with support from Church

Development Service (Evangelischer Entwicklungdienst - EED) under the project
“Consolidating Peace Journalism through Radio in Uganda”

Responsible for Publication:

Project Co-ordinator: Mathias Mayombwe Mulumba
Project Advisor: John Bosco Mayiga

Consultants:
Martin Ssemakula and Ian Nkata, AkiSema Media

Cover design:
Ian Nkata, AkiSema Media

Illustrations:
Ras Manyanga

© Uganda Media Development Foundation, 2011

All Rights reserved. Reproduction of all or parts of this publication for educational or other non-commercial purposes is
authorized without prior written permission from copyright holder provided the source is fully acknowledged and any
alterations to its integrity are indicated. Reproduction of this publication for sale or other commercial purposes is prohibited
without prior written consent of copyright holder.

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

A Manual for Radio Station Owners and Broadcast Practitioners

TABLE OF CONTENTS
Foreword.................................................................................................................. iv
Writing the Manual ................................................................................................... v
Background to Common Mistakes in Radio Broadcasting ........................................ vi
PART ONE ............................................................................................................... 2
1.0 Common Mistakes in Radio Broadcasting...................................................... 2
Investa gets into radio business.................................................................................. 2
Investa’ mistakes:...................................................................................................... 2
Investa recruits staff for his radio station ................................................................... 3
Investa’s mistakes ..................................................................................................... 4
Malaika’s programming and programme presentation strategy .................................. 5
Malaika’s mistakes in programming presentation strategy ......................................... 6
Malaika’s programming and the ‘target audience’ ..................................................... 7
Malaika’s programming mistakes .............................................................................. 7
Investa’s marketing strategy for TopHito Stars FM ................................................... 8
The proposal highlights ............................................................................................. 8
Investa’s mistakes in marketing strategy.................................................................... 9
Investa’s management approach .............................................................................. 10
Investa’s mistakes in management........................................................................... 11
Madam Investa’s management style ........................................................................ 11
Madam Investa’s mistakes....................................................................................... 12
PART TWO ............................................................................................................ 14
2.0 Overcoming Common Mistakes in Radio Broadcasting ............................... 14
Tindu Broadcasters Ltd gets into the radio broadcasting business ............................ 14
Feasibility study findings......................................................................................... 14
Radio Tindu Staff and job descriptions and contracts............................................... 16
Radio Tindu programming and presentation strategy ............................................... 21
Radio Tindu programming and audience feedback and ............................................ 23
Programme ratings .................................................................................................. 23
Radio Tindu marketing approach (based on audience survey ................................... 25
and programme ratings)........................................................................................... 25
Radio Tindu management and staff appraisal........................................................... 27
Radio Tindu on the road to progress ........................................................................ 27
Research and Information Sharing........................................................................... 28
Sample Advertising Proposal................................................................................... 29
Re: Colgate Toothpaste on X FM ............................................................................ 29
Conclusion .............................................................................................................. 29
Sample Research Data – Information needs/preferences .......................................... 30
Sample Research Data - Entertainment/Music Preferences ...................................... 30
Sample Production Schedule ................................................................................... 31
Typical Organizational Chart for a Radio Station .................................................... 32
Sample Programme Clock ....................................................................................... 33
Sample of PSA (Public Service Announcement)...................................................... 33
Sample Station Policies and Guidelines ................................................................... 34
Typical roles and responsibilities of a community radio station ............................... 35
References 36

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Foreword
Radio is the most common prevalent medium of communication in many developing
countries including Uganda. The impact of radio on community development is,
however, undermined by a general trend of poor management and programming
practices. It is therefore crucial that those engaged in the business of radio
appreciate its critical role in society.

Therefore significant adjustment in making radio relevant programming to target

audiences will start at appreciating the relationship between local listeners and the
media. Because of radio’s fundamental social role, this handbook tries to establish
the depth of and possible reasons for its malfunction stemming from two key players
that make it happen namely the owners and staff. The book then explores the
structures that could be put in place to overcome this.

Uganda Media Development Foundation (UMDF) with support from the Church
Development Service (EED) implements a project that promotes Peace Journalism or
Conflict Sensitive approaches through radio in Uganda. Through trainings and
mentoring, consultants’ experiences show some significant differences in the views
of radio management, journalists and other media practitioners. In summary, the
handbook outlines common mistakes in radio management and operation.

When professionals handle radio, it can be fun to listen to, but this can be a pain
when done poorly. Imagine the embarrassment when a private conversation the
studio goes live on air just because the presenter did not turn off the microphone
during a commercial break!! And this is a basic skill. The faults list is long; failure to
set proper sound modulation or not signing engineering logs for commercials and
paid advertisement.

Radio management should give serious attention to improve the standards of

programming and reporting through strengthening structures headed by properly
trained editors and reporters. Also important is for radio managers to train in
communicating better with staff, media colleagues, and the public. UMDF trust the
experiences shared here will lead to lead to more professional radio management
and programming.

By Mathias Mulumba Mayombwe

Ag. National Coordinator, UMDF.

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

Writing the Manual

This manual is written not to give the expert’s “I-know-it-all, and do-what-I-tell-you
to-do”. Rather, it is written based on the consultants’ notes scribbled in notebooks
that they have been carrying along during training and consultancy work over the
last fifteen years, as well as observations from the project officials at UMDF. In
these notebooks, and sometimes audio recordings, we have been able to capture
our observations, interviews and informal interaction with a wide range of
information sources.

As a result, we have, as part one of the manual, Common Mistakes in Radio

Broadcasting which captures common mistakes in radio broadcasting mainly from
interaction with real life key players in the industry; the owners, managers,
producers, presenters, reporters, marketing personnel, the audience, media buyers
and various organizations.

We have deliberately omitted the real names of individuals and radio stations that
are the true characters in this manual to avoid any discomfort that may arise since
the manual is intended to be a public document.

The second part of the manual, Overcoming Common Mistakes in Radio

Broadcasting, captures the consultants’ observations and experiences while working
with radio stations that are doing a good job in running radio broadcasting
professionally and making significant impact in their broadcasting areas, and this first
hand experience has enabled us to make realistic recommendations based on
realities and possibilities in the radio broadcasting industry in Africa. While aiming at
international standards, we are also careful to make recommendations that work
best in the African context.

We decided to use a very simple writing style as an effort to make this manual easy
to read and enjoyable. We tell stories of real life experiences of individuals in the
radio broadcasting industry.

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

Background to Common Mistakes in Radio

Broadcasting

The radio broadcasting industry has thrived in Africa since the liberalization of the
industry swept across the continent in the early 1990s. Radio broadcasting as a
business has attracted investors both in the urban and rural settings, and the
business has registered steady growth in terms of the number of radio stations
mushrooming across the continent in the urban centres as well as rural areas.

The majority of the investors do not have journalism credentials or basic knowledge
in radio broadcasting. Yet, the majority of these investors have strong influence in
the running of radio stations and in some cases they make final management and
editorial decisions.

A number of surveys and studies have been conducted over the last ten years to
establish the performance of the radio broadcasting industry in Africa. Several
studies by Mwesige, Anderson among others point to the fact that the industry is
facing many challenges and many have performed far below the expectations of
their audiences and potential stakeholders.

Taking into account observations and recommendations contained in the findings of

the above surveys and studies, and based on personal experiences of the consultants
who have been working with radio stations both in the urban and rural settings over
the last fifteen years, the consultants have been challenged to make a contribution
by writing a simple and user-friendly manual to guide radio owners, managers and
the radio broadcasting practitioners in identifying common mistakes in radio
broadcasting and how to overcome these mistakes.

Although the content of the manual is applicable to any radio stations faced with
challenges in the day-to-day running of business, it is primarily targeted at the rural
radio stations. This is because rural radio stations are broadcasting to a unique
audience that requires of the radio stations to understand this unique audience and
its information needs. The majority rural population still depends on subsistence
farming for a living, earning a bit of money by selling their produce. Even the
sprouting trading centres with certain features of urban life still largely depend on
the majority deep in the rural areas who work on the land to produce and sell to
these centres. In spite of the wide spread universal primary education, literacy levels
remain low in rural areas, there is poor service delivery and the population lack the
guidance, and thus the confidence to demand what they deserve. Unfortunately,
few radio stations have made an effort to understand this audience and serve it
better and effectively.

That lack of understanding of the uniqueness of rural audiences is the main focus of
this manual. It is our hope that the manual will serve as a mirror for us all, and

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

enable us to reflect on the realities on the ground. If we appreciate our mistakes and
make efforts to correct these mistakes, the radio industry will be in a better position
to undertake its mandate as a stakeholder in the improvement of people’s living
standards.

We are also hoping that when common mistakes in radio broadcasting are
addressed, radio stations are in a better competitive position in terms of staff
motivation, audience loyalty and therefore attractive to advertisers and sponsors.
That is good business for any radio station.

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A Manual for Radio Station Owners and Broadcast Practitioners viii

PART ONE

1.0 Common Mistakes in Radio Broadcasting

Investa gets into radio business

A well-known businessman, Investa as he is commonly referred to, runs a number of

businesses in the capital city and his home town 200 kilometers from the capital. He
trades in produce, and owns many business buildings in Tindu trading centre, his
hometown. Tindu is the business hub and district headquarters for Tindu district.
With a population of 2 million people, Tindu is predominantly rural, the majority of
the population living on the hillsides where they cultivate and rear animals. Traders
travel up the hillsides to buy produce from farmers, and once a month, the farmers
travel to Tindu town to sell their produce at the open market, and it is an
opportunity for them to buy household goods before they travel back to their homes
up in the hills. Tindu gets quite busy on market days and there is quite a bit of money
changing hands.

Investa has been watching the business trends in Tindu, and being a smart
businessman, he is keen to expand his business influence beyond trading in produce
and building in Tindu trading centre. In his business circles in the capital city, Investa
realized that a number of his colleagues have invested in the radio broadcasting
business and have become very famous as a result. Some have used the radio
stations they own to aspire for political offices and indeed many have made it to
parliament to represent their people. With money and property in his possession,
Investa is determined to join the race. To him, the business strategy is quite simple:
get someone to buy the necessary equipment and do the paperwork for getting the
radio license, convert part of his produce store in Tindu into a radio station and get
on air. Once on air, Investa hopes to use his own radio station to promote his
businesses as priority, attract advertisers and use the radio station as a platform for
political ambitions.

In less than six months, Investa’s radio station is on air! As expected, there is lot of
excitement in Tindu district. “Our Investa has done it!!” - is the chant everywhere.
“We have our own radio, long live Investa!!!”

Investa’ mistakes:

Investing without Investa did not consult experts to seek professional advice on
carrying out a feasibility the requirements for setting up a radio station. Investa got
study with help of the services of a “briefcase” conman to set up his radio
professionals. station. As a result, Investa is bound to experience many
technical problems such as: using equipment that is not
designed for radio broadcasting; poor studio construction,
COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

poor sound proofing and acoustics; bad electrical wiring and

equipment protection; and poor transmission due to bad
transmitter settings. In the long run, Investa will pay dearly to
meet overhauling and maintenance costs.

At the time he was considering starting up the radio station;

Investa had a chance to travel abroad where he chanced on
visiting an electronics shop which had a variety of broadcast
equipment. On inquiring about radio station equipment,
Investa was informed by the salesman that some of the
equipment can be used in setting up a radio station. Without
further consultation he purchased some equipment –
obviously already misguided by the “briefcase” conman in the
first place. Equipment was brought and installed with total
disregard for technical specifications. Investa’s radio station
was bound to face a number of technical hitches.
Lack of business plan Investa decided to invest in the radio broadcasting business
designed by professionals without a clear business plan to guide him along the way.
Without any investment costing and projection as well as
timeframes, Investa is bound to make many mistakes.

Investa recruits staff for his radio station

Investa has a large family. To him, it is logical that his family members get first
consideration to manage his chain of businesses including his radio business. He
therefore hands over the radio station to his wife, who in return recommends that
their daughter, Malaika, who has just completed university, should join the station
and make recommendations for recruiting the staff.

Malaika is overjoyed by her parents’ trust in her for the job and quickly makes phone
calls to her friends announcing to them that the opportunity to become stars is here!
Within a week, Malaika had recruited her close university friends to the radio station
and they were all eager to start their career as radio stars. But before they become
stars, Malaika cautions them that they have to meet the highest standards of radio
stars as set by the radio deejays in the capital. For that matter, Malaika invited a top
deejay from the capital on a consultancy job to train the radio stars, design the radio
programming and set up the music library.

After one week of “intensive” training, Malaika reported to her parents that the
training was over and the radio stars were ready for the job.

Investa called a meeting to introduce management, staff and his policies. Investa did
not search far to get his management team; his wife was appointed director and
manager, their daughter programmes manager and head DJ, Investa’s brother put
in-charge of finance since he is the one managing finances at the produce stores in
Tindu trading centre, and Investa appointed himself in-charge of marketing since he
interacts a lot with fellow business people. A local electronics repairer is considered

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

as a part-timer to take care of equipment maintenance whenever equipment breaks

down.

Investa’s mistakes

Unprofessional Equipment was brought and installed with total disregard for
procurement of radio technical specifications. Investa’s radio station was bound to
equipment face a number of technical hitches. Investa did not go through
proper procedure of securing the right equipment
Recruiting unqualified With good intentions, Investa made a mistake to recruit
staff unqualified staff to run the radio station. There are many
successful family businesses, but many are rundown by family
members, relatives and friends due to lack of required
qualifications and experience. Investa is bound to experience
difficulties in running and sustaining his radio station as a
result of this problem.
Unprofessional training Malaika made a mistake to hire a DJ to offer training to her
offered to staff with no newly recruited friends. Being a DJ or a radio presenter does
qualifications and not qualify someone to be a radio broadcasting trainer. Radio
experience broadcasting goes far beyond DJ-ing or radio presentation. As
a result, the trainer did the training based on urban chat show
music formats where music and gossip (chitchatting) are
priority as opposed to other forms of information content and
packaging. The staff is therefore biased in favor of Western or
European music station formats.

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

Malaika’s programming and programme presentation

strategy

Malaika attended university in the capital city and she is truly an urbanite in thinking
and behaviour. At the university, where she did music, dance and drama, she was
very much aware of any major development in the music industry and she was
tracking the radio presenters and music stars on radio and in the tabloid
newspapers. She was a keen observer of the huge following these stars had, and
how many become instant millionaires because of being radio and music stars.
Investa thought that Malaika being a graduate of Music, Dance and Drama (MDD)
automatically qualified her to do the job of programmes manager yet running radio
station programming operations requires much more than that.

Becoming a star had always been her dream. And this was the time. With that in
mind, Malaika was determined to make her parents’ radio station a breeding place
for stars, including herself. She named the radio station Top Hits Stars FM, in short
TopHito Stars FM. That sounds quite cool she thought, and all her colleagues
cheered her for being so creative. The creativity did not stop at getting a “cool
name” for the station. All the programme line-up had to conform to that “coolness”.
The DJs also had to find for themselves interesting studio names to match their
“coolness”. And so, when the new stars in the making brainstormed about cool
names for their programmes, the following emerged top.

TopHito Stars FM Programme Line-up (Monday-Friday)

Time Programme
06:00-09:00 am Breakfast Fast Track (by DJ Stinger) This is a fast pace programme featuring
music and music news and stars from all over the world and local and
international gossip (from local newspapers and the internet). The programme
also features a one-hour phone-in called stress factor where callers simply talk
about anything and anybody annoying them.
There is a five minutes news bulletin on top of the hour.
0:9am-12:00pm Morning Breeze (by DJ Breezie) A music programme to entertain the audience
while at work. The Deejay entertains and invites callers to send greeting, with
news updates and advertisers endorsements and promotions
12:00- 03:00pm Comfort Zone (by Lady Spicy) This is a slot for slow music to entertain the
audience during lunch hours. The Deejay gives cooking tips and table etiquette
advice.
03:00- 04:00pm Off-the-net (by DJ Google) Music and updates off the internet. The DJ keeps
the audience updated on any major international event as updated by the
major channels such as BBC Al Jazeera etc
04:00-06:00pm Evening Drive (by DJ Slime) This is a fast paced music show targeted at
commuters going home from work. The DJ gives traffic updates to the
audience
06:00-09:00pm Evening Request Show ( by DJ Harderman) This is a request show for callers
09:00-10:00pm Talk-Show ( by Malaika) This is a discussion programme on any topical issue in
the community

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09:00- Pillow Talk (by DJ Spicy) Slow love music show featuring love affairs. Listeners
12:00midnight call in to talk about their love challenges and the presenter advises them on
how to overcome these challenges
12:00-06:00am Non-stop music

TopHito Stars FM Weekend Programme Line-up (Saturday)

06:00-09:00am Country Music. This is a non-stop country music show
09:00- Our Stars (DJ Stinger). The programme profiles regional music stars and their music
12:00noon
12:00-03:00pm Sports Today covers international sports especially football
03:00-04:00pm Off-the-Net. This is a presentation of world events as reported on the internet
04:00-06:00pm Mobile promotion. This is paid for promotion of the products and services of a
mobile telephony service provider
06:00-09:00pm Talent Show. Profiles up-coming artist (musicians) in the community
09:00-10:00pm Guest of the Week. Features a high profile personality in the community
10:00-06:00am Dance force (by DJ Slime). This is simulation of a night club on radio

TopHito Stars FM Weekend Programme Line-up (Sunday)

06:00-10:00am Gospel Music with one hour of preaching recorded from abroad
10:00-12:00am Sports Review. This is a review of local and international sports
12:00-04:00pm Slow Jams (by DJ Spicy) Slow music show spiced with greetings
04:00-06:00pm Sunday Special Request Show dedicated to greetings
06:00-09:00pm News From Around the World compiled from the internet
09:00-10:00pm Topic of the Week. This is a slot discussing any topic of interest, and is open for
individuals and organization to buy airtime and talk to the audience.
10:00-06:00am Non-stop music

Malaika’s mistakes in programming presentation strategy

Choice of name for the Malaika made a mistake to name the station Top Hit
radio station Stars FM. The ordinary rural folks are likely to find it
hard to understand the meaning of that name and
therefore fail to relate, and it is likely that few will be
able to pronounce the station’s name. While the name
is likely to be “cool” to a handful of Malaika’s peers in
Tindu Trading Centre, the majority of the rural
dwellers will be left out.
Choice of names for the Malaika’s team made a mistake to give their programme
radio station programmes line-up names that do not related to the ordinary rural folk
in Tindu District. Malaika’s team was informed by the urban
DJ trainer’s training with a bias to urban lifestyles and
trends. The rural Tindu folks are likely to find it very difficult
to find meaning to these programme names.
Choice of names for As it is the case with programme names, Malaika’s team
programme presenters made a mistake to give themselves on-air (call them studio
names) that are likely to alienate them from majority rural

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

audience.

Choice of presentation Malaika’s team made a mistake to make English the major
language language of broadcast on Top Hito Stars FM. The majority
of people in Tindu communicate in Lutindu, the local
language in Tindu and surrounding areas. By using English,
majority of people in Tindu are left out.

Malaika’s programming and the ‘target audience’

After six months on air, Malaika’s presenters were convinced that they were as good
as the DJs in the capital city. They did much of their presentation in English and a mix
of colloquial Tindu language. The station specialized in playing hip-hop, dance hall
and US weekly top hits and the bulk of this music is downloaded from the Internet.
The internet is also the major source of information including news, and because of
this easy way of accessing information, the presenters are not bothered going out of
the station to get local content. And for Investa, there is no need for spending
money on field assignments since information and content is readily available on the
Internet.

Malaika’s programming mistakes

Choice of broadcast house Malaika made a mistake to make TopHito Stars FM a

style predominantly Western European music style radio station.
Much as music is universal, there is always local flavor that
is closer to the people in the Tindu community, which is
easier to relate to and get entertained.
Target audience Malaika made a mistake to make her audience for the
urban audience in the capital city that may appreciate
western Europe music based formats. Tindu is a rural
community with specific information needs and interests. It
is therefore clear that Malaika never conducted an
audience assessment survey that would have guided her to
understand and serve her audience better.
Content Since Malaika did not make an audience assessment survey,
the content on the radio station does not reflect the needs
and interests of the community.

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Investa’s marketing strategy for TopHito Stars FM

Investa had expected his radio station to attract advertisers and sponsors in the first
six months since the launch. Unfortunately, just a few advertisements came in.
Together with his wife, a marketing strategy was designed in the hope that
advertisers would be attracted to the radio. Without any research to establish the
radio station’s audience and the programmes audience ratings, Investa went ahead
and designed a marketing proposal and hired a part time assistant to distribute the
proposal to all potential advertisers and sponsors.

The proposal highlights

Wide coverage (5kw transmitter)

Very good programming

Popular presenters

Great discounts (for every ad booked, we offer five bonus in prime time)

We endorse and promote your products and services in every show

We offer you a one-hour free talk show to promote your products and services

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Investa’s marketing strategy seemed to work. Within a few months, the radio station
booked many adverts running at a frequency of ten adverts running in six blocks
every hour.

The presenters were required to give priority to promoting advertisers’ products and
services and running competitions on air. The station encouraged running pre-
recorded programmes produced in English. Investa got in partnership with a foreign
company that was planning to invest in large scale farming of oil seeds for bio-fuel
production. The company bought airtime on TopHito Stars FM to persuade people to
relocate from the land identified for oil seed production. Airtime was also made
available for a local manufacturer of skin lightening cosmetics and a highly potent
dry gin. Rich politicians pay money to TopHito Stars FM during political campaigns to
make promises to their constituencies and de-campaign their political rivals in a bid
to get elected to political offices.

Investa’s mistakes in marketing strategy

Audience knowledge Investa’s marketing strategy was simply to turn the

radio station into an audio billboard for advertisers,
sponsors and anyone who had money to pay for
airtime. The advertisers, sponsors and air-time buyers
became the audience, and priority for the radio
station was to satisfy needs of this client base where

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

the money comes from, but not the interests and

needs of the community.
Content and advertising Investa made a mistake to substitute audience-driven
content with advertisers and air-time buyers’
content. The advertisers and sponsors took over
editorial control of the radio station at the expense of
the audience. The content priority was adverts, and
sponsored and paid –up airtime for clients and no
attention was paid to local issues to capture realities
of Tindu. The local community therefore had no voice
on “their own radio”. Investa was therefore bound to
lose his audience.
Short – term income By substituting audience-driven content, Investa
generation made short-term commercial benefits by attracting
advertisers and other money generating streams. In
the process the radio station’s programming became
simply a platform for advertisers and promotions
running on the radio. This approach is not
sustainable in the long run. In the event that TopHito
Stars FM gets a competitor with a better offer to the
audience and advertisers, Investa is likely to lose
business. And it is just a matter of time before
competition sets in.

Investa’s management approach

After one year in the radio broadcasting business, Investa realized that he was not
making any money. The heavy volume of advertisements running on TopHito Stars
FM was not generating much money since the bulk of those advertisements were
running as bonuses for clients. Whatever money the station made was considered to
be Investa’s money to recover costs incurred in setting up the radio station. As a
result, Investa did not take to paying salaries to his employees as priority. Staff got
so disgruntled and took advantage of lack of systems at the station to solicit for
adverts and keeping the money to pay for their basic needs.

The equipment lacked maintenance, and gradually started breaking down; leading to
frequent break down of programme transmission. One by one, Malaika’s team
started leaving TopHito Stars FM in search of opportunities elsewhere.

Investa’s dream to make money from the radio broadcasting business began to
crumble. If in the years past Investa was a respected man in Tindu and the
surrounding districts, today he is perceived to be a greedy man who is conniving
with foreign companies to displace thousands of rural homesteads whose survival
depend on land. Investa’s own radio station has earned him this reputation because
the station promotes the eviction of people to free the land for commercial oil seeds

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cultivation, and local people are denied a voice to protest against the planned
evictions.

Investa’s mistakes in management

Lack of Investa made a mistake by failing to consider the staff running his
management radio station to be part of the investment. He had no management
systems systems and a human resource management policy for a favorable
working environment, good and timely remuneration and
motivation, and as a result, staff got disgruntled and left.
Lack of Investa’s main objective for investing in the radio broadcasting
understanding of business was to make money. He did not understand uniqueness
the radio of this business that requires good understanding of the
station’s information needs of the audience, playing the role of agent for
obligation to the political, social, cultural and economic progress in the community.
By denying the local community local content relevant to them,
community
and denying them a voice to air their grievances and failing to
create a platform for conflict resolution and dialogue, Investa
alienated himself and the radio station from the community.
Lack of policies No systems were put into place to guide daily station operations.
and guidelines Policies that should have been in place include: Human Resource
Policy, Financial Policy, and Programming Policy (Journalistic
Ethics) – if these had been in place problems such as these would
not arise: Inaccuracy and unfairness in information, selfish
ambition (political & economic), high staff turn over, poor
accountability, misguided programming approach, poor staff
performance, not providing community with a platform for their
views etc

Madam Investa’s management style

Madam Investa is supposed to oversee the day-to-day running of a number of family

businesses including TopHito Stars FM. Obviously; she can not be available full time
to any of these businesses at the same time. To ease herself from her fulltime
responsibilities at TopHito Stars FM, Madam Investa delegates her mandate to her
daughter Malaika. So Malaika has to assume the responsibility of station manager
whenever her mother is absent from her office at the station, and she has to play
her role as programmes manager and programme presenter.

Malaika is more preoccupied in surfing the Internet for content for her programmes
and is less bothered by management obligations. As a result, the radio station rarely
holds management meetings, and Malaika has no time to review programmes and
make evaluation of the presenters’ performance. Each presenter has the liberty to
run the programme based on personal style and interests.

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 COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

Visitors to the radio station are attended to by anyone present at the reception; this
could be a cleaner, technician, presenter or a radio fan that frequents the radio
station.
Quite often presenters position themselves at the reception with the intention of
getting money from unsuspecting clients coming to the station to transact business
or bringing in paid-for announcements.

Madam Investa’s mistakes

Lack of management Madam Investa underestimates the importance of her full time
leadership obligation as station manager responsible for supervising the entire
operations at the radio station. This lack of leadership is reflected in
the attitude and behaviour of the majority of staff.
Multi-tasking employees With the intention of minimizing costs, Madam Investa multi tasks the
programmes manager resulting in poor programming due to lack of
programme review.
Lack of staff appraisal Madam Investa does not conduct periodical staff appraisal to
establish their performance. This encourages laxity at work and poor
performance
Lack of systems Madam Investa lacks management and finance systems resulting in
financial loss to the company. Any member of staff takes advantage of
system gaps to transact business and rip off the company.
Poor public relations and The public and potential clients are not professionally attended to at
customer care the radio station. As a result, the radio station has a bad reputation in
the public and it its business competitiveness is poor.

A typical day in TopHito Stars FM station manager’s office

07:00-09:00 am • Malaika reports to the radio station and starts surfing the
Internet for information and catches up with the latest on
Facebook.
• There are clients waiting at the reception waiting to see the
station manager, but Malaika is ‘too busy’ to attend to them.
• There is no clock-in and clock-out system at the radio station.
Staff walk in and out at their convenience.
09:00am-12:00pm • Malaika meets the marketing staff to discuss sales
• Investa passes by the station to check on business
• Malaika and Investa check the accumulated bills and look for
ways of clearing some of the bills
12:00pm - 03:00pm • Lady Spicy calls Malaika to inform her that she is not able to
present the Comfort Zone programme. So Malaika stands in to
present the programme
• Presenters hanging around the station attend to their fans and
clients visiting the station
03:00pm -05:00pm • Malaika is making calls to people requesting them to come as
guests on the evening talk show programme she hosts from
09:00 to 10:00pm
05:00 pm-07:00pm • Malaika goes home to rest
08:00pm • Malaika reports back for work and is chatting with her guests
before they go on air for the talk show
09:00-10:00pm • Malaika is hosting a talk show programme

A Manual for Radio Station Owners and Broadcast Practitioners 12

 COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

11:00pm • Malaika goes home

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

PART TWO
2.0 Overcoming Common Mistakes in Radio
Broadcasting

Tindu Broadcasters Ltd gets into the radio broadcasting

business

As Investa’s radio business was destined to collapse as a result of poor planning,

insensitivity to audience needs and mismanagement; a group of business
entrepreneurs got interested in investing money in radio broadcasting business.
They were aware that there is real potential in this business but they were also
aware that they had no background experience in the radio broadcasting industry.
The group commissioned a consultancy firm to conduct feasibility study and design a
business plan based on findings of the feasibility study.

Feasibility study findings

Study areas Findings/recommendations

Demographic findings Age: Majority of the people of Tindu are aged between 15 and 40
years of age (75%)

Main activities/occupations: Farming, small scale business

management and trading, fishing , studying (students), jua kali
jobs (repairs) – carpenters, bicycle and motorcycle repairs,
welding; health workers; saloon workers; phone attendants &
charging; restaurant/lodge operation; health/social work; boda
boda riding; teaching

Population structure: 45% males, 55% females

Average income for adult: 50,000 shillings a month

Average family size: Six (6)

Audience information needs Main information needs in ranked in order of importance:

Health/Sanitation; Farming & Agriculture; Market information;
business management/entrepreneurship; educative programmes;
Gender and child issues; and governance
Market size in terms Most active 15 and 40 age group - economically and socially
advertising (75%). The population of Tindu District is estimated at 2 million
people and surrounding districts 2.5 million – total 4.5 million
which is the potential reach. But real/effective potential is 3.4
million representing the 75% which is the majority section of the

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

Study areas Findings/recommendations

population (15 and 40 age group).
Business plan and investment Key investment areas: Studio set up (on-air & production);
Transmission equipment; Building; Office equipment; Human
resources plus related training; Generator; Station vehicles;
Marketing infrastructure; research
Human resource The station on the basic minimum should have the following
management departments to ensure systematic station operations:
Programming; Technical; Finance; News; Marketing & Sales and
Production.

Critical positions (Departmental): Station Manager; Programmes

Manager; Chief Technician; Accountant; News Editor; Marketing
& Sales Manager; and Production Manager.
rd
Under the various departments the following 3 level employees
should be recruited: Programmes Assistant; Research Assistant;
Technical Assistant; Cashier; News readers & reporters;
Marketing executives; Production Assistant/Producers; Traffic
Assistant; Promotions Assistant and Receptionist.
Programming, marketing and Preferred format: More information, less entertainment and
audience survey/feedback should be interactive
strategy
Programming should be around topical issues focusing on Health;
Farming & Agriculture; Market information; Business
management/Entrepreneurship (economic empowerment);
Education; Gender and child issues; governance and as well
general and regular news updates on events mainly in and
around Tindu.

Community people should be involved through listener clubs and

regular audience research to gain insight into changing
information needs and also for getting feedback and opinions. A
platform opportunity should be given to the community
members to have their voices heard as well as doing community
outreach to get people voices for those who cannot make it to
the radio station.

The station needs to design programmes to cater for different

interest groups with emphasis on 15-40 age-group who are the
majority (primary audience).

Preferred broadcast language:

Lutindu - 90%,
English - 10%
Main source of information Radio - 80% ;
Word of mouth/NGOs - 10% ;
Newspaper - 8% ;
TV - 2% -
Listening patterns/Listening Listening patterns are as follows:
span 6-10am (70%);
10-2pm (25%);
2 -6pm (25%);
6-10pm (50%)

Meaning that most listening occurs at 6-10am and 6-10pm.

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

Study areas Findings/recommendations

50% of the people listen to radio actively for 1-3 hours;

30% 3-5 hours and:
20% - 5 hours and over.
Main tune out factors Factors that would drive listeners away from a radio station:

Inadequate time offered to development programmes

/community concerns;

Unfocused presenters/presentation style;

Poor music selection;

Irrelevant programmes/issues;

Poor transmission signal/programme interruption.

The new station should therefore endeavor to avoid and steer

away these mistakes.

Based on the findings and recommendations of the consultants, the entrepreneurs

registered Tindu Broadcasters Limited (TBL), a company to operate independent of
the directors’ families. It was suggested that the station’s name be “Radio Tindu”.
The consultants were commissioned to recruit staff and provide training to all staff
prior to launching the radio station.

Radio Tindu Staff and job descriptions and contracts

To avoid the common mistake of “poaching”, that is enticing staff from other radio
stations that normally carry with them the old bad radio habits to their next radio
station, this mainly concerning the on-air personnel, the consultants’ recruitment
drive sought applications from new entrants in radio broadcasting. The applicants for
the key positions were subjected to interviews conducted by a panel of experts with
wide knowledge in radio broadcasting, management and finance.

Job description Minimum Responsibilities

qualifications/Skills/
Background
Station Manager
Degree/Diploma in
Day to day running of the station
Business Management,
Managing/Motivating/Monitoring/Evaluating
Organizational staff
Management, Business
Overseeing various operational, legal and
Administration or other contractual functions
disciplines
Fundraising , Financial/Budget and

Skills in financial Marketing Management
management, radio
Sale of advertising and
programming, strategic sponsorship/Networking with external
management , marketing environment

Ensuring compliance to rules and regulations
governing radio broadcasting

Liaison between owners and employees

Oversees the various departments /General
Supervision

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

Job description Minimum Responsibilities

qualifications/Skills/
Background
Accountant
Degree/Diploma in
Financial/Credit control
Business Management,
Book-keeping
Financial Management,
Management accounts
Accounts
Sending out invoices

Skills in IT, Project
Managing all financial transactions
Management
Programmes
Degree/Diploma in
Coordinating radio skills training
Manager Communication/ Media
Overseeing day to day programming output
Studies, Business
Responsible for scheduling/managing –
Management, music, programmes, pre-recorded
Organizational promotional materials
Management, Arts
Ensuring conformity to prescribed

Skills in radio programming, format/format construction
production management ,
Interpreting research data for programming
IT , Team management purposes/Programme research

Hands-on departmental supervision

Hiring, Firing and Critiquing presenters

Monitoring on-air product

Liaising with training partners

Production Manager
Degree/Diploma in
Scripting materials for advert production

Communication Studies,
Outputting advertising material
Business Management,
Producing commercials
Arts, Radio Production
Managing of voicing scripts or voicing scripts

Skills in radio programming,
Responsible for creating and coordinating
production management , the content of Radio programmes
IT, audio production ,
Managing the creative process
creativity , Multimedia ,
ability to coach and
develop talent in others
News Editor
Degree/Diploma in
Runs news department
Communication/ Media
Assigns stories to reporters
Studies, Mass
Identifies news issues within community
Communications,
Departmental budget management
Journalism, Broadcast
Personnel duties
Journalism , Arts

Experience in the field ; has
a good ear

Skills in writing, IT,
interviewing , Multimedia

Marketing Manager
Degree/Diploma in
In charge of producing station revenue

Business Management,
Sales advertising to potential clients
Marketing & Sales
Hires and supervises the sales staff
Management, Business
Develops sales plans and goals
Administration

Skills in IT, networking

Technical Manager
Degree/Diploma in
Responsible for all technical operations at

Electronics Engineering, IT, the station.
Electrical Engineering
Equipment maintenance/repairs

Skills/experience in trouble
Overseeing and managing the transmission
shooting, managing studio system and system back up

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

Job description Minimum Responsibilities

qualifications/Skills/
Background
and station technology ,
Power maintenance
studio infrastructure

Programme
Degree/Diploma/Certificate
Are the voice of a station or programme

Producers/Presenters in Communication/ Media
Host and produce programs, read
Studies, Mass commercial copy and public service
Communications, announcements.
Journalism, Broadcast
Responsible for creating the tone and style
Journalism , Arts of Radio output and establishing a

Skills/abilities: Excellent relationship with listeners.
presentation and
Radio Presenters present live or recorded
performance skills; Ability shows, scripted and unscripted
to generate original ideas,
and to think creatively
about how to communicate
them; An understanding of
how to use the voice
effectively for radio: Ability
to build credibility and
rapport by communicating
knowledgably and
engagingly with audiences;
Determination and drive;
Excellent interpersonal
skills and the ability to
draw information from
people;

Knowledge of the Radio
market, different station
and programme styles, and
audience demographics; A
comprehensive knowledge
of subjects relevant to the
radio style in which they
work; A high level of IT
skills - particularly good
word-processing; and
ability to present while
operating studio controls
and coordinating a range of
simultaneous technical
activities; Ability to conduct
effective internet research,

Marketing Executives
Degree/Diploma/Certificate
Involved in a wide range of activities in order

in Business Management, to market the services and products of a
Marketing & Sales radio station to existing and potential
Management, Business listeners and clients.
Administration , Arts
Make calls on potential advertisers to sell

Skills in IT, networking , commercial inventory on the station
writing and presentation,
Customer Relation
Management, Analytical

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

Job description Minimum Responsibilities

qualifications/Skills/
Background
skills, Good understanding
of the market

Traffic Executive
Degree/Diploma in
Responsible for scheduling advertising and

Business Management, promotions in line with the business strategy
Marketing & Sales of a radio station or group of stations, in
Management, Business order to ensure effectiveness and maximize
Administration, Arts revenue

Skills in IT
Links the programming and sales
departments by collecting data to prepare a
daily broadcast schedule. Keeps track of up
to the minute commercial time availabilities.

Reporters
Degree/Diploma/Certificate
To find and tell the stories that make up the
in Communication/ Media news or current affairs output for the
Studies, Mass station.
Communications,
Journalism, Broadcast
Journalism , Arts

Skills/Experience/Interests/
Requirements: Willingness
to ask questions but also to
listen; the confidence and
tenacity to pursue
information; overcome
obstacles and pitch ideas to
senior colleagues; ability to
work independently but
also as part of a team;
ability to maintain
objectivity in order to be
fair and balanced in the
treatment of stories; a
thorough knowledge of the
law; ethics and industry
regulation as they affect
radio and the practice of
journalism; high level of IT
skills - particularly good
word-processing; ability to
learn how to use a variety
of recording equipment;
ability to conduct effective
internet research and use
relevant computer
software for audio editing

Training (Skills)

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

The consultants advised TBL to arrange trainings for their staff in the following
topical areas:

Training Areas
Reporting Production Radio Programming News Specific skills
skills in: management

Conflict
Editing
Human
Program
Presentation
Interviewing

General
Scripting resource clock
Editing
Writing

Human
Audio
Financial creation
Analysis
Microphone
rights editing
Marketing
Music techniques

Child/Youth software
Features
Handling

Women
Creating phone-in

Gender demos shows

Health
Recording
Show

Elections levels preparation

Peace

Business

The consultants also advised trainings for the following areas:

Audience research skills

Handling recorders

General ICT management

Training Approach

TBL can approach training by engaging services of consultants to undertake trainings,

or by taking advantage of mid-career training opportunities offered by organizations
such as the Uganda Media Development Foundation (UMDF). At inception training
can take place just before official launch or just after launching. In such a case basics
in the different areas should be introduced to staff. This can take a period of
minimum 2 weeks.

Training can be done either in workshop setting or by mentorship or both where

possible.

1. Workshop setting. Training can be done in a workshop setting as this would

ensure a sense of practical or near real life situation. This kind of training can be
done on site (at radio station/in-house) or at a training centre or hall at a hotel as
long as necessary equipment can be fixed there for practicals.

2. Mentoring. Mentoring is a developmental partnership through which one person

shares knowledge, skills, information, and perspective to foster the personal and
professional growth of someone else. Mentoring can be delivered:

• One-on-one, typically with a more senior person mentoring a less senior

individual, or in small teams.

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

• In teams consisting of peers with different backgrounds and skills mentoring

each other or a small group matched with a more senior person. Peer
mentoring teams are effective since they are based on the concept of mutual
benefit; participants receive support and advice as they provide support and
advice for others

Training periods

Training periods vary from situation to another depending on a number of factors

such as:

Course type

Schedule

Staff needs

Training periods could vary between one week and a couple months (1 – 6+ months)

Frequency of training

Acquiring skills is a definite need for a TBL to keep up with quality programming. If
there is a training opportunity, it should be taken with open arms as the station and
individuals stand to benefit.

On average, radio station staff should get refresher courses and get skills up scaled
at intervals of at least 3-4 months.

Radio station management can also undertake needs assessments to identify areas
for training. Such needs can be met either internally by management through in-
house training arrangements or can present a proposal to appropriate organizations
to provide assistance in training.

What to look out for about training

Training opportunities. TBL management should always look for free training
opportunities that are offered by different organizations (especially media
development organizations) as this would of great benefit.

Subsidy. Some organizations offer trainings but may request TBL to share some
of the costs. In such cases, radio stations should be ready o do so.

Radio Tindu programming and presentation strategy

Radio Tindu programme schedule was designed taking into consideration the
findings of the audience survey conducted in Tindu district:

Radio Tindu Programme Line-up (Monday-Friday)

Time Programme

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

06:00-09:00 am Good morning Tindu (hosted by Dingu)

News and current affairs programme with pre-recorded features focusing on a
wide range of issues. There are slots dedicated to health, farming, business and
feedback via mail. The programme is interactive to encourage the audience
participation.

0:9am-12:00pm On location in Tindu (hosted by Tinta and Bengo)

This is a pre-recorded programme featuring interviews conducted on location in
Tindu. It is a platform for direct interaction between Radio Tindu presenters
and the audience. It offers the audience an opportunity to talk about their
experiences and make comments about topics of interest to them, send
greetings and request music of their choice.
12:00- 03:00pm On the road to progress (hosted by Lasenta)
Magazine programme featuring a one-hour news analysis slot, and a two-hour
panel discussion slot. The discussion focuses on development initiatives in
Tindu
03:00- 04:00pm Music Africa (hosted by Adalina) features music from Africa. It provides
background information about the music and profile of the musicians.

04:00-06:00pm Tindu Today (hosted by Mutende)

Variety programme focusing on youth initiative
06:00-09:00pm Current affairs ( hosted by news reporters) This is a variety programme
Face the People

09:00-10:00pm Talk-Show ( Hosted by Malinga) This is a discussion programme on any

topical issue in the community
09:00-10:00pm Tindu at night (hosted by the news reporters) This is a magazine
programme focusing on development issues in Tindu.

12:00-06:00am Music and drama.

Radio TinduWeekend Programme Line-up (Saturday)

06:00-09:00am Good morning Tindu (hosted by Linga) Current affairs programme
09:00- Have your say (hosted by Matinda). These are pre- recorded open forum debates
12:00noon recorded on location
12:00-03:00pm Tindu weekly news roundup (hosted by news reporters)
03:00-04:00pm Heath matters (hosted by Dindu) this is a panel discussion with experts in health
issues.
04:00-06:00pm Radio Tindu Mobile (moderated by the news editor). Live broadcast on location
giving a voice to the public to reflect on issues covered by Radio Tindu in the past
week
06:00-09:00pm Talent Show. Profiles up-coming artist (musicians) in the community
09:00-10:00pm Guest of the Week (hosted by Malinga) panel discussion with local government
authorities and journalists
10:00-06:00am Tindu yesterday, today and tomorrow (hosted by Edina). Interactive programme
focusing on development trends in Tindu

Radio Tindu Weekend Programme Line-up (Sunday)

06:00-10:00am Gospel Music with one hour of preaching recorded from abroad
10:00-12:00am Sports Review. This is a review of local and international sports
12:00-04:00pm Slow Jams (by DJ Spicy) Slow music show spiced with greetings
04:00-06:00pm Sunday Special Request Show dedicated to greetings
06:00-09:00pm News From Around the World compiled from the internet

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

09:00-10:00pm Topic of the Week. This is a slot discussing any topic of interest, and is open for
individuals and organizations to buy airtime and talk to the audience.
10:00-06:00am Non-stop music

• Audience-driven, research-based,
• Voice for the community
• Platform for conflict resolution and dialogue
• Community mobilization
• Watchdog for service delivery
• Using a variety of formats especially field based reporting and production

Radio Tindu programming and audience feedback and

Programme ratings

Radio Tindu based its programming based on these findings:

Preferred format: More information, less entertainment and should be interactive

Programming should be around topical issues focusing on Health; Farming &

Agriculture; Market information; Business management/Entrepreneurship
(economic empowerment); Education; Gender and child issues; governance and as
well general and regular news updates on events mainly in and around Tindu.

Community people should be involved through listener clubs and regular audience
research to gain insight into changing information needs and also for getting
feedback and opinions. A platform opportunity should be given to the community
members to have their voices captured as well as doing community outreach to get
people’s voices (vox pox) for those who cannot make it to the radio station.

Tools to be used:

Questionnaires (Audience Tracking & Perceptional Studies)

Focus Group Discussions

Consensus Group Techniques

The station needs to design programmes to cater for different interest groups with
emphasis on 15-40 age-groups who are the majority (primary audience).

Preferred broadcast language:

Lutindu - 90%,

English - 10%

When the station operations started, Radio Tindu embarked on doing audience
research from time to time in order to gauge its performance and to get a sense of

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

feedback from listeners. Below is a sample audience research questionnaire that the
station is using:

Sample Audience Research/Tracking Questionnaire: (This can be used internally by

the radio station or contracted research services – on an agreed interval : monthly,
quarterly or other)

1. How old are you?

2. Gender?
3. Which radio station have you listened to most often in the past week
/month?
4. Which radio station have you listened to most often at these times: 6-10am?
10am-2pm? 2-6pm? 6-10pm? 10pm – 12midnight? Saturday morning?
Saturday afternoon? Saturday evening? Sunday morning? Sunday afternoon?
Sunday evening?
5. What is your favorite radio programme? (Name programme and radio
station)
6. Which radio station has the best of the following: Farming information,
child/youth issues, women affairs, health information, market information,
presenters, local news, educative programmes, human rights information,
local governance, environmental issues, social issues, general reporting,
general development-oriented programming etc?
7. On average, how much time do you spend listening to radio in a day?
8. Where do you listen to radio most often?
9. What suggestions do you have for radio programming improvement?

Radio Tindu, on the advice of consultants, encouraged members of the community

to form listener clubs in different areas. These clubs have also been crucial in
providing feedback to the radio station both formally and informally. Through the
formal process, focus group discussions have been conducted among select
participants of the listener clubs so as to get more in-depth insight into Radio Tindu’s
programming as well as solicit suggestions for improvement. This has been
conducted on a quarterly basis.

Below is a sample focus group guide that Radio Tindu has been using:

How is this radio station to be different/similar to others?

What do you hope to get out of station?
What impact has this radio station had on your day to day life?
What are some of the key factors that have influenced your listening to this radio
station?
How do you think programming of this radio station could have been improved?
Is there anything more anyone would like to add about any of the issues we’ve
already discussed, that you feel you’ve not had a chance to say?
Is there anything anyone would like to add about any issue we’ve not really covered
which you feel reflects an important aspect of your listening experience?

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

Radio Tindu marketing approach (based on audience survey

and programme ratings)

The marketing department of Radio Tindu designed marketing proposals based on

audience survey results and programme ratings:

Main information needs ranked in order of importance: Health/Sanitation; Farming & Agriculture;
Market information; business management/entrepreneurship; educative programmes; Gender and
child issues; and governance

Age: Majority of the people of Tindu are aged between 15 and 40 years of age (75%)

Main activities/occupations: Farming, small scale business management and trading, fishing ,
studying (students), jua kali jobs (repairs) – carpenters, bicycle and motorcycle repairs, welding;
health workers; saloon workers; phone attendants & charging; restaurant/lodge operation;
health/social work; boda boda riding/motorcycle taxi; teaching

Population structure: 45% males, 55% females

Market size: Most active 15 and 40 age group - economically and socially (75%). The population of
Tindu District is estimated at 2 million people and surrounding districts 2.5 million – total 4.5 million
which is the potential reach. But real/effective potential is 3.4 million representing the 75% which is
the majority section of the population (15 and 40 age group).

Listening patterns and spans: Listening patterns are as follows:

• 6-10am (70%);
• 10-2pm (25%);
• 2 -6pm (25%);
• 6-10pm (50%); meaning that most listening occurs at 6-10am and 6-10pm.

50% of the people listen to radio actively for 1-3 hours;

30% 3-5 hours and;
20% - 5 hours and over.

Radio Tindu used high audience ratings to make customized proposals to advertisers,
sponsors and stakeholders (see below for an introductory part of an advertising
proposal highlighting the aspect of audience ratings for a specific radio station)

June 27 20XX

Mr/Ms XXXXXX,
Managing Director
ABC Company Limited

Dear Mr/Ms……………………

Re: Colgate Toothpaste on Radio Tindu

It was a pleasure communicating with you the promotion of your product; “Colgate” toothpaste. We are prepared to
undertake the campaign to promote your product on our station. We are pleased to share with you below the latest
Research Insight survey which has shown that Radio Tindu is a top FM station in EFG District (at least 22%
listened last month).

We believe that Radio Tindu FM will give great value to Colgate and we look forward to working with you even more
effectively for the rest of the year and beyond. In this context, we wish to suggest various promotional and

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

sponsorship opportunities.

DAY PART (PROGRAMMES) ANALYIS FOR DIFFERENT RADIO STATIONS (WEEKDAYS)

40.0

35.0

30.0

25.0

20.0

15.0

10.0

5.0

0.0
88.9 FM DOT FM RADIO D X FM RADIO S 101 CFM 99 FM TIP FM
FM

6-10am 10am-2pm 2-6p 6-10pm 10pm-12mn

Source: Authors

Daypart Analysis 6-10pm Weekdays

35.0

30.0

25.0

20.0

15.0

10.0

5.0

0.0
RADIO S
88.9 FM DOT FM RADIO D X FM 101 CFM 99 FM TIP FM
FM

6-10pm 6.8 2.8 7.2 30.8 4.4 27.6 15.2 5.2

Source: Authors

As you may have noted from the above survey, Radio Tindu registered the highest listenership in the 6pm-10 pm
slot in the month of May 20XX. This is mainly due to our highly regarded programme called “Face the People”
which airs at this time. This programme offers a platform for community people to express their views and discuss
matters of community importance. For most of the other slots of the day, we are as well top performers.

We also believe that great value will be given to Colgate once it is promoted in this programme.

Etc

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Radio Tindu management and staff appraisal

Management of Radio Tindu put into place schemes to ensure staff retention,
motivation and commitment based on the following:

• Rewards based on professional delivery;

• Motivation through bonus payments and other schemes;
• Constant skills development;
• Staff evaluations to appreciate good performance and encourage better
performance; and
• Regular departmental motivational awards to encourage competition
between departments.

Radio Tindu on the road to progress

Signs that Radio Tindu was performing well have been indicated by the following
factors:
• Loyal audience
• Contented clients and partners
• Community development attributed to Radio Tindu ( agriculture, political
activism, and conflict resolution, upholding cultural values, protecting the
environment, health etc)

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Research and Information Sharing

Radio Tindu put mechanisms into place so as to create data banks of information
that could be used to inform programming or content development. This took the
form of a library (repository) both digital and hard copies for the radio station.

The radio station took advantage of obtaining information from such institutions as,
Civil Society Organizations in the area, and Government (local and central). Such
institutions provided reports and documents on issues about health, human rights,
energy saving, people with disabilities, the elderly, nutrition, district budgeting,
entrepreneurship, and service delivery, among other things. Having such data banks
ensured availability of content, therefore resisting temptation by the radio station of
filling programming space with music.

The station also developed a contact directory of persons or officials from various
institutions according to thematic areas like health, local government, farming,
entrepreneurship, human rights and so on. Such persons have acted as panelists or
resource persons on programmes/talk shows to which they have been invited by the
radio station from time to time to address relevant and topical issues. Also
important was that the radio station got into the practice and culture of sharing
information with institutional stakeholders in the community.

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Appendices
Sample Advertising Proposal
June 27 20XX

Mr/Ms XXXXXX,
Managing Director
ABC Company Limited

Dear Mr/Ms……………………

Re: Colgate Toothpaste on X FM

It was a pleasure communicating with you the promotion of your product; “Colgate” toothpaste. We are prepared to undertake
the campaign to promote your product on our station and below we indicate the concept the latest Research Insight survey has
shown that X FM is a top FM station both in EFG District (at least 60% listened last week) and for the whole XYZ
region (40% listened last week).

We believe that X FM will give great value to Colgate and we look forward to working with you even more effectively in rest of the
year and beyond. In this context, we wish to suggest various promotional and sponsorship opportunities.

Colgate Moment
The “Colgate Moment”, is one of the great features on the station with very huge audience and will brand-align well with Colgate
toothpaste.

This is a breakfast show entertainment game. It is broadcast at approximately 8:25 am Monday to Friday.
Someone has to speak for one minute without deviation, hesitation or repetition to highlight the advantages of
using Colgate Toothpaste. This feature can be used to exploit the brand attributes of Colgate and create great awareness in
community.

Name association is offered with this feature, so it will be called the “Colgate-Moment”.
• One 90-seconds call (Morning at 7:45am) Monday-to-Friday
• Recorded Sweepers before and after this feature, as a top and tail. Five intro and 5 outro a week.
• 1 x 30 second prime commercial, floating between 8:00 and 9:00am Monday to Friday.
• 3 x sweepers from Monday to Friday.

Recorded Sweepers:
These sweepers are produced locally in our production unit. They are parts of the X FM programme and are tailored to suit our
branding. Occasional changes can only be made to these with reasonable notice.

Client Credits:
These are defined as: “Colgate, realizing the whiteness in your teeth and improving your dental health..”
A positioning statement is defined as a branding slogan, which the client also uses on their logo/building/vehicles, etc. It’s for
profile.

The Over-All Package & Total Airtime of the “Colgate Moment”: The real value of the feature is as follows;

One 90-seconds call (Morning at 7:45am) Monday-to-Friday @ 50,000/= x 5 250,000/=

1 Morning Prime message/commercial (Mon-Fri) @ 60,000 300,000/=
5 promo sweepers (Mon-Sun) @ 30,000 x 7 1,050,000/=
Weekly Value 1,600,000/=
Monthly Value (1,600,000 x 4) 6,400,000/=

We look forward to a positive business relationship and being of great service to Colgate.

Goal: On top of ABC Company increasing its sales, we also believe that the promotion will help is increasing awareness leading
improved dental hygiene of the people of this community. ABC Company and X FM will be seen at the forefront improving health
of the general public.

Conclusion
We hope these proposals are of interest to you. If you would like to proceed further, please advise and we will finalize the
necessary paperwork’s before going on air.

Yours Sincerely

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Sales Manager

Sample Research Data – Information needs/preferences

Im portance Le ve ls of Radio Program m able The m e Are as = Ve ry Im portant
n=350

P o litical issues 46.3

Enviro m ent 47.4

Gender issues 48.3

Go vernm ent pro grams 49.4

So cial issues 51.7

Go vernance 52.6

Eco no mic empo werm ent 52.8

M arginalised gro ups 53.1

Family 54.6

Yo uth affairs 58.6

C ulture 59.7

Childrens affairs 62.6

R eligio us m atters 63.4

A griculture 66.3

Security/co nflict 70.0

Legal m atters 71.0

Educatio n 77.1

Health 85.7

0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0
Percent

Source: Authors

Sample Research Data - Entertainment/Music Preferences

Preferred Music Type Score %

Local Ugandan Pop 23
Traditional 18
Oldies (Ugandan) 14
Congolese 11
East African 9
Oldies (Western) 7
Reggae 6
Country 5
Western Pop 4
Rap 3
Source: Authors

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Sample Prep Sheet

(A prep sheet is one of the tools used by a radio presenter of DJ to plan their program shows
– it outlines items they are supposed to follow or do , a guideline)

Programming prep sheet Day/Time Hour

SONG SONG ELEMENTS BREAK

CLASS TIME
Time
:00

:30

PRESENTER:

Source: Warren, 2001

Sample Production Schedule

Production Schedule
Date in Client Assigned to Due Finished

Source: Warren, 2001

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Typical example of a format for 30 minute business programme

Programme jingle & opening billboard I min

Programme introduction 2min
Business News 3-5 min
Main feature 7-10 min
Feedback 5 min
Business opportunities 3 min
Sponsors message 2 min
Closing remarks 2 min
Programme theme & c losing billboard 1 min
Source: ILO

Typical Organizational Chart for a Radio Station

Source: O’Donell, 1989; Lister, 2010

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

Sample Programme Clock

Source: DLDMedia.com

Sample of PSA (Public Service Announcement)

(A public service announcement is a kind of promotion or advert normally offered free of charge by the
radio station or other stakeholders to serve specific community good. It can also be used by the radio
station a sign of corporate social responsibility)
(60 seconds)

If you know an elderly person who is being mistreated, neglected, financially exploited or harmed in any way,
please call Help the Aged Helpline 07XXX 123 4567

That’s 07XXX 123 4567

What is elder abuse? It’s leaving a dependent elderly person unattended. It’s taking money from an elderly
person. It’s pushing …shoving….threatening.

Elderly people deserve our respect. Abuse victims need our help.

You can help by reaching out and calling if you suspect abuse of any kind.

Please do the right thing. Break the silence!

07XXX 123 4567

Source: Authors

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Sample Station Policies and Guidelines

Fairness and Truth

There are several defining terms of what constitutes fairness at Tindu FM. They all concern the way our programming relates
to the subject matter of our on-air work, to the people we deal with while creating our stories, and to the audience which hears
them.

1. Fairness means that we present all important views on a subject, and treat them even-handedly. The range of views may be
encompassed in a single story on a controversial topic, or it may play out over a body of coverage or series of commentaries.
But at all times, the commitment to presenting all important views must be conscious and affirmative.

2. Unbiased means that we separate our personal opinions – such as an individual's religious beliefs or political ideology – from
the subjects we are covering. We do not approach any coverage with obvious or hidden agendas.

3. Accuracy means that each day we make rigorous efforts at all levels of the newsgathering and programming process to
ensure our facts are not only right but also presented in the correct context. We make every possible effort to ensure
commentaries are correct in assertions of fact. We attempt to verify what our sources and the officials we interview tell us
when the material involved is argumentative or capable of different interpretations.

4. Honesty means we do not deceive the people or institutions we cover about our identity or intentions in our process of
gathering stories, and we do not deceive our listeners once we have the stories in hand. Honesty means owning up publicly to
what we have aired and acting quickly to rectify mistakes we make on air (or sometimes off-air).

5. Respect means treating the people we cover and our listeners by recognizing the diversity of the area and world about which
we report, and the diversity of interests, attitudes and experiences of our audience. We approach subjects in an open-minded,
sensitive and civil way. Tindu FM journalists must treat the people they cover fairly and with respect. They always keep in mind
that gathering and reporting information may cause harm or discomfort, and they weigh that against the importance of the
story. Tindu FM journalists show sensitivity when seeking or using interviews of those affected by tragedy or grief. They show
special sensitivity when dealing with children and inexperienced or unsophisticated sources or subjects, or individuals who
have difficulty understanding the language in which they are being interviewed.

Sources
1. Crediting sources: Tindu FM journalists must take special care in the use they make of information from reports by other
broadcast news organizations, newspapers, articles in other publications, or online sources. No material from another source
should ever be included verbatim, or substantially so, without attribution. Tindu FM journalists should give credit to other news
organizations for stories that demonstrate enterprise or contain exclusive information. If there is any doubt about whether to
credit another news organization, ask your supervisor or Program Director.

2. Minors: Dealing with minors (generally defined as anyone under the age of 18) always invokes legal issues. An interview of a
minor about a sensitive subject requires Tindu FM journalists to secure written permission from the minor's parent or legal
guardian. Examples of sensitive subjects include, but are not limited to, cheating, sexual activity, involvement in gangs or crime,
difficult family relationships, out-of-wedlock pregnancy or parenthood, victims' sexual abuse and similar topics that could have
legal ramifications or lead to embarrassment. An interview of a minor in a special custodial situation, such as foster care,
juvenile detention, requires the consent of the person who has custody of the minor.

3. Privacy: Tindu FM journalists think carefully about the boundaries between legitimate journalistic pursuit and an
individual's right to privacy. We recognize that private people have a greater right to control information about themselves
than do public officials and others who seek power, influence or attention. Only an overriding public need to know can justify
intrusion into anyone's privacy.

4. Actualities: Tindu FM journalists make sure actualities, quotes or paraphrases of those we interview are accurate and are
used in the proper context. An actuality from an interviewee or speaker should reflect accurately what that person was asked
or was responding to. We tell listeners about the circumstances of an interview if that information is pertinent (such as the
time the interview took place). Whenever it's not clear how an interview was obtained, we should make it clear. The audience
deserves more information, not less. The burden is on the Tindu FM journalist to ensure that our use of such material is true to
the meaning the speaker intended.

5. Legality: If there is a question of legality in pursuit of a story, Tindu FM journalists should consult their supervisors and the
Program Manager. If you have any question about the legality of your conduct, contact your supervisor, who will in turn have
the Program Director or Station Manager contact the station’s legal counsel.

6. Paying sources: Tindu FM journalists do not pay for information from sources or newsmakers.

Independence

Tindu FM will defend the independence of our editorial content from those seeking influence or control. Our coverage must
be fair, unbiased, accurate, complete and honest. We are expected to conduct ourselves in a manner that leaves no question

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

about our independence and impartiality. We must treat the people we cover and our listeners with respect.

Conflict of Interest

Journalists should avoid conflicts of interest, real or perceived.

A conflict of interest in its simplest dictionary term is a conflict between private interests and the professional responsibilities
of a person in a position of trust. An operative word in this sentence is “trust.” All of us are in positions of trust when it comes
to both our audience and the people and institutions that we cover. To maintain that trust requires that there be no real or
perceived overlap between the private interests and opinions of Tindu FM journalists and their professional responsibilities.

Participating in Public Life

There is no desire to unduly restrict staff members' exercise of the rights and duties of citizenship. But we must recognize that
the reputation of Tindu FM is important to us all, and that a full discussion of possible conflict is essential to avoiding public
embarrassment.

1. Political office: Tindu FM journalists may not run for office, endorse candidates or otherwise engage in politics. Since
contributions to candidates are part of the public record, Tindu FM journalists may not contribute to political campaigns, as
doing so would call into question a journalist's impartiality in coverage.

2. Campaigning: Tindu FM journalists may not participate in marches and rallies involving controversial causes or issues, nor
should they sign petitions or otherwise lend their name to such causes, or contribute money to them. Questions or concerns as
to what constitutes a controversial cause should be brought to one’s supervisor.

3. Government service: Tindu FM journalists may not serve on government boards or commissions.

Source: Extracted from www.wunc.org . The name of the radio station has been adapted to Tindu FM to match with our model
radio station.

Typical roles and responsibilities of a community radio station

Key responsibilities of a radio station

• Engagement with leaders/policy makers

• Promotion of good governance and increasing citizen participation (raising awareness in civic
participation)
• Follow up accountability & service delivery
• Promoting cultural and moral values, and norms – common public good
• Platform for common people’s dialogue

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References

1. Anderson, G. 2007. Making media markets work for the rural poor –
Experience of rural radio in Uganda, an article that was published in Rural
Development News magazine, February 2007, pp. 11-17. Accessed on June
20 2011 at
http://162.23.39.120/dezaweb/ressources/resource_en_155698.pdf

2. Casey, S. 2003.Secrets of Conducting the Perfect Music Test for Radio. (Santa
Fe, NM, Steve Casey Research)

3. Hiber, J. 1987. Winning Audience Research: Turning research into ratings and
revenue. (NAB, Washington DC)

4. Kotler, P. 2003. Marketing Management (Singapore, Pearson Education)

5. List, D. 2006. A Quick Guide to Audience Research. (Wellington, New Zealand,

Original Books)

6. List, D. 2002. Know Your Audience. (Wellington, New Zealand, Original

Books)

7. List, D. 2002. Participative Marketing for local radio. (Wellington, New

Zealand, Original Books)

8. Mytton, G. 1992. Handbook on Radio and Television Audience Research.

(London, BBC World Service)

9. Warren, S. 2001. The Programming Operations Manual. (San Marcos, TX,

Warren Consulting)

10. Wimmer, R.D.; Dominick, J.R. 2000. Mass Media Research – An Introduction
(Belmont, CA, Wadsworth Publishing Company)

11. SkillSet Training – Radio Job Profiles , http://www.skillset.org (accessed 22

June 2011)

12. O’Donnell, L.B.; Hausman C; Benoit P. 1989. Radio Stations Operations –

Management and Employee Perspectives (Belmont, CA, Wadsworth
Publishing Company)

13. Lister, B.; Mitchell C.; O’Shea T. 2010. Managing Radio (Sedgefield, England,
Sound Concepts )
14. Geller V., Creating Powerful Radio, 1996 (New York, M-Street Publications)

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COMMON MISTAKES IN BROADCASTING AND HOW TO OVERCOME THEM

15. Anderson, G; Ssemakula, M., 2001. Profitable Programmes for Small Business:
A Manual for Radio Companies (Geneva, International Labor Organization –
ILO)
16. Mwesige, P.G.; Ssemakula, M., Nkata, I., Tusiime, R. 2009. SWOT Analysis for
10 Radio Stations in the Acholi Sub-Region (USAID – NUTI)
17. Anderson, G; Kibenge, O., 2005. Making Development Newsworthy – Getting
Development into the Ugandan Mass Media (International Labor
Organization – ILO/FIT-SEMA)
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(International Development Research Centre - IDRC ,Canada)

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