Yusuf Nuhu,
Director General of the Federal Radio Corporation of Nigeria (FRCN),
recently sat down with NEXT for an interview, to mark his one year
anniversary in office.
Starting out in journalism
I ventured into
broadcasting in 1966 after my HSC, when I couldn’t immediately gain
admission to the University of Lagos to study Mass Communications. So,
I joined the Broadcasting Corporation of Northern Nigeria (BCNN) as a
Programme Assistant. After two years, I got a scholarship to read Mass
Communication in London. I graduated in 1972 with HND in Mass
Communication.
I started as a
graduate journalist in 1972, a year before NYSC was introduced and at
that time, it was only degree holders and NCE holders who were allowed
to participate in NYSC. So, I couldn’t serve because HND was excluded.
It was only later on, when NCE was dropped, that HND was included.
After returning home, I rejoined BCNN as Chief Staff Editor. I went
back to London to work with BBC African Service; I spent 5 years with
the BBC and when I retuned, I joined the Daily Times. I left Daily
Times in 1979 for New Nigerian Newspaper, and from there to NTA Sokoto,
where I worked as Senior Editor. In 1981, I returned to BCNN, after the
amalgamation of BCNN and Eastern Nigerian Broadcasting Corporation,
which is what is known today as FRCN. So, you see, I have been in
journalism for a long time. It was in 1987 that I decided to take a
course in Law at the Ahmadu Bello University, Zaria. So, I was first a
journalist, then later a lawyer.
What did you consider your greatest challenge when you assumed duties as DG in 2009, and how did you resolve it?
I was familiar with
most of the challenges because I was the Executive Director of Kaduna
National Station from 2002 up to 2007. FRCN, before 1999, was just FRCN
without any action. It was not until 1999, when the new Director
General, Dr. Eddie Iroh, was appointed by the civilian government that
FRCN woke up from its slumber, liberated and rejuvenated.
So, I was familiar
with most of the challenges as a member of the management. The
challenges were enormous, enormous in the sense that there was no sense
of direction because of the long years of military administration.
Eddie Iroh brought a new lease of life to FRCN, bringing it up to be
what it is today. The challenges he faced were, first of all,
dilapidated equipment, no style, no sense of direction, no method
whatsoever. It was just a military outfit. Even the editing was biased.
So [Iroh] had to start retraining most of the staff in line with
democratic practice; how reporting in democracy was different from
military dictatorship. He achieved well over 90 percent of whatever he
set to achieve, that is, waking FRCN from sleep, so to say. FRCN of
today is really different from the FRCN of the yesteryears.
Our greatest
challenge, coming in, was to take the organisation to a higher
pedestal, to achieve national and international positions in the
broadcast industry.
Another
pressing challenge in the media industry is the transition from
analogue to digital, which is slated for 2015 as the deadline. Do you
see FRCN meeting the deadline, and what are the measures on ground for
that?
Thank you very
much. That challenge was really faced since 1999 when Eddie Iroh took
over and that was what brought the 32 FM Stations project; most of them
are digital. We started digitisation long before the deadline given by
the International Telecommunications Union (ITU); FRCN started as early
as 2002. We are advancing to reach the deadline within 2010 to 2012. We
are on course. We still have some equipment to replace, some
transmitters to change. But the major challenge is actually for the
listeners: digital radio sets are not readily available or affordable
for majority of the people. This is the only challenge, mainly for the
listener. Even when we fully transmit digitally, we have to convert to
analogue so that listeners can receive us with the current analogue
radio sets.
What would you say is your main achievement within your one year in office?
Previously, there
was a sort of adversarial relationship with other media. When we came
in, we said let’s face each other, let’s collaborate, because the whole
system of government itself is collaboration; you can’t be an island.
So, the major thing we did was to take FRCN to other outfits. DAAR
Communications was the first port of call and there again, they were
really surprised. They said ‘this is the first time FRCN is reaching
out.’ We took FRCN into the planet of synergy to achieve one common
goal – that is, excellence and perfection. We made that major
breakthrough.
Another aspect of
what we developed within the year under review is bringing back live
coverage of sporting activities. We re-introduced its past glory. FRCN
was always first class in sports, but it went to sleep and we woke it
up. Plans are on the way to participate in the World Cup in South
Africa. We are taking FRCN to many places where it was never reached
out to before. We are collaborating with PTDF, ETF, Ministry of Niger
Delta, etc. We are also retraining our people for 21st century
broadcasting.
What is the status of the 32 FM Station Project?
Nine of the FM
stations are awaiting completion, out of 32; over 90 percent has been
achieved. If not because of the delay in release of funds, the whole
project would have been completed by now. With this year’s budget, if
fully disbursed, we will complete either seven or eight out of the
remaining nine. Most of the 23 completed stations are functioning, but
not at 100 percent capacity because of spare parts, which we are
fighting very hard to acquire. Unfortunately, we had put the cart
before the horse when the project began. We should have provided the
spare parts warehouse before establishing the stations.
These modern
digital equipment are often not repairable. It is replacement that is
peculiar with the digital equipment, not improvisation. If a power
module is bad, you replace it, not repair, and when there are no
spares, we have to wait to get any part which is faulty. However, we
are addressing all these and are about to complete the whole project.
How is FRCN coping with the challenge of broadcasting in indigenous languages?
The law
establishing FRCN created linguistic zones, and these are taken care of
by our National Stations at Enugu, Ibadan, Kaduna, and Gwagwalada,
Abuja. These National Stations broadcast in the several languages of
their zones. Our FM stations in the states also broadcast in local
languages, so [it] is no challenge for us at all.
We will always remember how the military used FRCN to always announce coups. Why was FRCN always attractive to the military?
FRCN was the
national station owned by the federal government, and those wanting to
take over from the federal government would have to go through the
federal government mechanism. It was then the only medium that one
could use to reach people everywhere. Because of its national
broadcasts, coup plotters felt that once you capture FRCN, it means you
are successful. Also, it was believed that whatever is said from FRCN
was the truth and nothing, but the truth.
What are FRCN’s plans for Nigeria’s 50th Independence anniversary?
Well, it is going
to be low key because of lack of funds. But definitely, it is going to
be very rich in content. You will hear the voices and the echoes of
yesteryears, those national voices that are being forgotten. We will
bring them to the fore. There will be features and documentaries on our
history, heroes, and heritage. It will be low key, but very rich indeed.