Our paper addresses critical questions in the media development field, namely: how are local media houses achieving sustainability, and what does sustainability mean in practice? We draw on findings from eight case studies of ‘proximity’ (local) radio stations in Uganda and Zambia, investigating multiple dimensions of their operations and situating our analysis within the broader political, economic and regulatory contexts. We look at the sources and sizes of revenue generated by apparently successful local broadcasters who are withstanding a multitude of pressures including dwindling media assistance support, shrinking freedom of expression, increased competition, and inefficient and limited advertising markets.
We find that from a radio manager or owner’s point of view it is a matter of achieving a tripartite balance. Firstly, navigating political and commercial interests without losing editorial integrity; secondly, making money without sacrificing public service values; and thirdly, serving - and ideally expanding - audiences without compromising quality content.
Radio stations, even the bigger long-established ones, deploy a range of survival strategies to remain on air and operate effectively. Professional management and some degree of political connection or protection are important factors. Commercial sources of income are key and include advertisements, local announcements, and other ‘paid for’ content such as sponsored talk shows that feature paying guests from NGOs, government departments and political parties
However, advertising markets are limited in size, unsegmented and unsophisticated, which to some extent reflects the limitations of available audience research and the lack of negotiating power of media outlets operating in crowded marketplaces. Demonstrably large reach is therefore important for tapping national-level advertisers. We conclude that ‘small is generally NOT beautiful’ and radio stations often try to expand audience size to survive while trying to retain a sense of closeness – proximity - to their community. Stations are also refining their marketing strategies and increasingly diversifying into non-media-related activities: for example renting out premises and equipment. Measures to address cashflow problems and make cost-savings include recruitment of volunteers.
We suggest that media outlets could more clearly signpost independent content from sponsored programmes to retain journalistic integrity and maintain a healthy balance between the two; and also to make greater use of research to understand their audiences and better target potential clients. The media assistance community could do more to understand the pressures stations are under, and, instead of expecting partners to strive for an absolute ‘gold-standard’ of financial sustainability and rigorous editorial independence, to support them to achieve a more pragmatic form of viability.