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The Strategic Value of Public Relations in the Namibian Public Sector [opinion](AllAfrica Via Acquire Media NewsEdge) Given the absence of a national body of public relations in Namibia, let alone PRISA-Namibia, it is safe to conclude public relations (PR) is a relatively infant discipline in the country with limited qualified and branded PR professionals. One is amazed to learn there are only about five Accredited Public Relations Practitioners (APRs). This issue becomes more evident when in search for communication practitioners in public institutions, senior journalists and ex-reporters are mistaken for PR professionals just because they are likely to be eloquent enough, popular or that they are similarly in the communication industry. In view of a small pool of PR professionals, it will be safe to assume that tertiary institutions in Namibia often absorb former journalists and reporters to fill the gap as PR lecturers. This and more necessitates the need to understand that communication is an important element of PR and not vice-versa. A more common definition of Public Relations (PR) is one by the Public Relations Society of America, which states that public relations is a [deliberate] strategic communication process that builds mutually beneficial relationships between organizations and their publics. By extension, Rex F. Harlow defines PR as a "distinctive management function" which helps establish and maintain mutual lines of communication, understanding, acceptance and cooperation between an organization and its publics. Having given that caveat, perhaps, a brief background of public relations in the Namibian public service is inevitable. Despite the establishment of the Ministry of Information and Communication Technology (MICT) to harmonise ICT functions under one umbrella, communication remains painstakingly uncoordinated and fragmented across government institutions (Offices, Ministries and Agencies). There is also no central centre of public information. Ministries still disseminate their own media release, sometime without the knowledge of the designated mouthpiece of the government - the MICT. What is more nerve-wracking is hearing a custodian of government information being quoted in the media saying; "I am not aware of that." More often than not, information officers are verbally introduced as PR practitioners - "that is our PR person," whereas there is hardly such a title in that particular public service structure. Hence, it is safe to argue that little credibility is accorded to public relations in the public sector. Where such PR position is incorporated in a particular institution's structures, it is often used as crisis management tool, not as a strategic management function. Only a few government institutions allow their communication practitioners to form part of the management meetings. This strips this important function of the armour of information they need to successfully defend their institutions or the first-hand information to discharge their functions in a manner that adds value to the organisation. Their main tasks and responsibilities are often confined to information dissemination (media releases, speech writing, photography, in-house journals, reports and trade shows), rather than deliberate information and perception management. In retrospect, most of these functions are sadly a one-way symmetrical as opposed to a two-way asymmetrical communication approach. Needless to argue that a PR practitioner's scope of work ought not to be limited to a given job description unless such an organisation is doomed to fail. In more cases than one, PR personnel are equated to journalists and, mere information and media officers. They ought to be information spin doctors. However, given the bureaucratic government system, their role is abridged to plain information vectors as when so directed by management. One can't agree more with Prof. Joseph Diescho who argues the Namibian public service comprises a growing number of young Namibians who are entering the public sector with qualifications from Unam, Polytechnic, IUM and other institutions outside the country. He maintains that these young professionals constantly face a brick wall from their [older generation], who loath to be challenged with new ways of doing things. The same is very true in the communication and PR industry in Namibia. It is also a pity that at times, communication practitioners in government become minute takers and letter writers under the pretext that when you write letters, you communicate. This is an incorrect disposition. The danger in this approach is that the public sector tends to be lopsided and is only interested in distributing organisational information as opposed to promoting mutual understanding, corporation and acceptance through a two-way traffic information sharing platforms. In the latter approach PR communications are designed to send and receive information (not just dishing out information) and solve imminent perception related problems. The one-way communication narrows the PR focus and significantly reduces the value it can add to the public sector. Stifling PR functions to mere information exporters is tantamount to plugging heavy buds in one's ears and in the process doing a great disservice to the public service. Robin Tyson, a senior media lecturer at the University of Namibia, in 2010 argued, "The simplistic 'hypodermic syringe' theory of media - being 'injected' with information and, like robots, immediately act on that information, cannot be seen as valid in today's complex society." PR is a proactive occupation rather than reactive exercise. It is not a nice-to-have function to complete the organisational organogram, it is a significant strategic management function that revolves around deliberate communication strategies to help the organisation achieve a favourable opinion. Namibia has risen two places on the Global Competitiveness Index for 2013-14 from 92nd to 90th whereas its neighbour South Africa is ranked 53rd. This is a commendable move for Namibia; however one believes with a more well organised and professional cross-sectoral PR in the public sector, Namibia would have done better. The question, however, remains, how can perception about government services change if PR practitioners in the public service are not competitively capacitated? How can they be equipped with substantive information, if they are not involved in management gatherings? What is more alarming is that most public sector institutions do not have crisis communications plans. A crisis communication plan serves as a comprehensive guiding document for any institution in case of any emergency. Its main objective is to minimise the impact of emergencies or crisis to protect the people and property and restore a favourable working environment for continuity purposes. How much effort do we put in to study the unpredictable environment in which we operate? No organisation is immune to crisis; it can strike at any given time and disrupt continuity or affect lives more than one would like to admit. It is commendable that government has at least put mechanisms in place to distribute its information. The question, however, is how much influence does government communications practitioners have to assist management to effectively understand and manage variables in the environment within which it operates, anticipate trends through gathering of intelligence, provide early warnings and counselling to management, and not just be information carriers or mere "technicians", in the words of Jerome Mutumba, the corporate communications manager at the Development Bank of Namibia (DBN). This contribution, therefore, seeks to advocate for a more robust communication set-up in the public sector through some reflections of the key strategic values that good PR can add to the public service. PR work is often referred to as intelligence work. They ought to be the monitoring ears and eyes of any organization. It is the duty of a PR practitioner to steer the management boat out of storms of disrepute. Gathering intelligence can enable the government to plan programmes responsive to its public interests and solve imminent problems even before they see the light of the day. Through this information gathering PR practitioners can play an espionage function and warn organisations on possible looming civil disobedience for instance and protect the organisational integrity and image. Communications practitioners are the eyes of the Offices, Ministries and Agencies to effectively understand and manage variables in the environment within which the institution finds itself to enhance good governance. However, it is their duty to demonstrate this by appearing knowledgeable in their field, professional and trustworthy. It is their duty to permeate the boundaries and attain the necessary recognition that the PR industry deserves through strategic contributions they bring to the organisation. Mutumba observes, "It is not the position which makes PR professionals important, it is the value that one brings to the position." Again, PR is an essential and integrated component of public policy and services. It is therefore the prerogative of the PR function to ensure maximum benefit to the citizens, for whom the policies or services are meant. This can be achieved by playing a devil's advocate role on management decisions for a good cause. Information officers and public sector communication practitioners have a role to play in analysing the public perception and attitude of its various stakeholders and then execute targeted and deliberate programmes for communication with such public. Government public relations contribute to assisting the news media in coverage of government activities and mobilisation of public and stakeholder support towards the public service. It is also the role of the PR practitioners to work with executives and other institutional representatives to prepare all staff members on how to deal with the media to build good reputations and relationships with both the media and the public. A media institution well embraced, becomes a good organisational interlocutor. It is also the responsibility of the PR to highlight success stories, facilitate communication with the internal and external stakeholders and change public perception of the quality of government services. This can contribute greatly to the country's global competiveness. One is tempted to advance that communication practitioners should implore government to build capacity for its PR practitioners, citizens and the media to provide government with feedback regarding its services. This feedback should not be viewed as a critique, but critical input toward national development. Government communication practitioners should be capacitated to be at liberty to do research and present them at management platforms with recommendations towards good governance and deliberate communication strategies based on clear key strategic initiatives to influence good public and transnational perception. This can change Namibia's position on the Global Competitiveness Index. - Rhingo Mutambo is a Chartered Public Relations Practitioner (CPRP) and Personal Assistant to the Public Service Commission Secretariat. Views expressed in this article are his own and not those of his employer. Copyright New Era. Distributed by AllAfrica Global Media (allAfrica.com). |