Despite having global existence through two international channels from its bouquet, Doordarshan still lacks critical acclaim and popularity. After 50 years of its living, it is far away from being truly a responsible public broadcaster producing quality programmes considering the technical up-gradations. This information tries to examine the long 50 years of television set open public broadcasting in India, beginning with exploring its origin in 1959, visiting through the mile stones in broadcasting, and concluding at analyzing the pitfalls and problems in advance, as against other PBS on earth. This is solely a qualitative review based on textual examination.
Key Words
Public Service Broadcasting, Doordarshan, AIR, Prasar Bharati, SITE, Propaganda, BBC, CNN, LPG Insurance plan, Satellite Television, Carnegie document
Introduction
For many in India, television still means Doordarshan, the only real visual Consumer Service Broadcasting in India. The emergence of tv in India in 1959 kindled several potential customers of earning the medium a facilitator of general public education and interpersonal service since, in a country like India, a open public broadcasting can play a very vital role in eradicating illiteracy and cultural superstitions taking into consideration the multi-religious and multi-cultural populace it holds. The thought of a open public service broadcaster, as against the dominant American model of market-driven commercial broadcaster, is of utmost importance for an easy developing country like India, where it must accommodate diverse audience, culture and dialect. Having accessible to 92% of inhabitants, the objectives of Doordarsshan as an active communal commentator and guide is quite noticeable. Open public service broadcasting in its ideal form is driven by a sincere eyesight of providing accessible, diverse, impartial and high-quality content to residents. But this concept is losing surface, as 24 hour satellite television channels changing the entertainment and educational need and perceptions of people to a greater extend which cause the tapering demarcation between commercial and open public service broadcasting in India. However, when you compare with the other open public service broadcasters on earth like BBC, ABC, and CBS, Indian general public service broadcasting rarely get talked about in International discourses. Something that can have made revolutions in cultural upliftment and every sectors of interpersonal life is attempting to get audience and their attention. Tv set in India, which celebrated its 50th year of life in India, present several concerns for Prasar Bharathi, the autonomous body ruling the public service media- AIR and Doordarshan, to rethink their strategies and programme quality. The proliferation of satellite commercial broadcasters made the road even punitive for the public broadcasters whose major source of financial income is principally the government account. However recently, Doordarshan is again supplying a ray of desire that it could make changes as a general population broadcaster, however the revolution is very much indeed gradual. That is evident in some of its liaison and joint venture with private stations in broadcasting programmes like Satyameva Jayate. The rationale for the inability of open public broadcasting runs from politics patronage, bottlenecks to economic climate and lethargic attitude towards broadcasting.
Television as a sociable educator- a short undertaking
Even though experiments in television set broadcasting were initiated through the 1920s in US and Europe, the Ministry of Information and Broadcasting was hesitant to simply accept the demand from the educational organizations, politicians, industrialists and the middle-class in urban areas for the intro of tv set in India (Kumar, 2000). The government felt that television set is only an extravagance that is not affordable for a region like India, which is merely in its genesis to attain economically stable. However, in 1958, Philips exhibited the television set usages in an exhibition at New Delhi, the administrative centre of India, who also put forward an offer to provide Indian federal with low cost transmitters. UNESCO's give of $20, 000 for the purchase of community receivers together with United Says' offer of some equipment was least undesirable for the Ministry, which provided a green signal to it with an experimental basis. But the sole purpose was to examine what a system like television can do to developmental programmes and formal education in India. On September 1959, under the section of AIR (All India Radio), a Tv Centre was set up in New Delhi, having low ability transmitter, the number of which was only 40 Kilometers around Delhi. Unlike today, television set was not an integral part of every home, but it was provided at about 180 'teleclubs', situated around New Delhi. Communal education programmes started out to be telecasted twice weekly each of 20 minutes period. The programs were moderate, advising open public about some hygienic activities. The Federal Republic of Germany helped in establishing a movable studio at New Delhi and, on 1965 august, apart from these public education programmes, entertainment and information programs were introduced. By 1967, the duration of the service was risen to 3 hrs and the number of transmitter too was expanded to 60 Kilometers encompassing more areas achieving to neighboring state governments like Haryana and Uttar Pradesh. The most important program was 'Krishi Darshan' (1967) with the aid of Team of Atomic Energy, the Indian Agricultural Research Institute, the Delhi Supervision and their state Government authorities of Uttar Pradesh and Haryana.
The great man and visionary behind the broadcasting development in India is Dr. Vikram Sarabhai, the mind behind the Indian Space exploration, who assumed that satellite television set system could generate further reach to sociable and economical developments and make the communication system in India more potential(Singhal & Rogers, 2001). As per his eye-sight, a National Satellite television Communication Group (NASCOM) was established in 1968. It advised a broadcasting system where communication satellites and ground founded microwave relay transmitters will be utilized. Accordingly, in 1969, Division of Atomic Energy signed an arrangement with NASA for the loan of the satellite free of cost for each year for a pilot test task called SITE (Satellite television Instructional Television Experiment) which became popular on August 1975. The service used NASA's ATS- 6 satellite television to broadcast programmes directly through the dish to the receivers or community models installed at academic institutions (through globe transmitters) at 2400 villages, pass on over six state governments- Bihar, Madhya Pradesh, Orissa, Rajasthan, Andhra Pradesh and Karnataka. The programs on education, agriculture, health insurance and family planning, were broadcasted four hours per day from earth channels at Delhi and Ahmedabad. Programs were designed and produced by AIR with the aid of government associates, academicians and social personnel at productions in Delhi, Hyderabad and Cuttack. To add with it, ISRO too create its own Music- Visual instruction Division to plan and produce programmes according to routine. Of these four hours, one and a half period was targeted at children of primary and pre-primary schools. Because the satellite had only 1 video route and two Audio tracks channels, programmes could be sent only to two synchronized dialects with same picture (Kumar, K. J; 2000) - hence 22 minutes every day in Telugu, Kannada, Oriya and Hindi languages. Even though programmes relating to agriculture, family planning, health insurance and education experienced some influence on the public, it didn't made a profound tag in the societal and educational development in India. A SITE analysis Studies was instituted by the look Fee and Space Request Centre, Ahmedabad who figured there were no appreciable profits in the adoption of agricultural procedures or family planning methods. Technologically too, SITE came across many problems. By first month itself, half of it receivers were out of order giving valuable learning experience for software and hardware folks of the mass media. But despite its inability, SITE was the most ambitious step used by the united states in the tv set broadcasting.
Nuances with Other Community Broadcasters
John Reith, the first Director Basic of BBC opined that broadcasting should not be influenced by market factors, but should be reflecting high ethnic standards. As a result a license payment system was launched in order to make finance for the financial activities of BBC also to increase their responsibility towards the general public. Until the emergence of other private and satellite tv channels, advertisements were mysterious to BBC. But even though the competition enhanced on the list of broadcasters upon commercials, BBC almost relied on certificate payment as their main earnings source. Because of the fear of public protest, care is obviously given to adhere to their policies and accountability to their visitors. Today BBC has branched into different channel catering to al parts of the socity like BBC Reports, BBC Entertainment, BBC Knowledge CBeebies etc. BBC Learning, an online forum for everyone age groups spans an array of activities - from programs and resources for Institutions and the Open up School to educational interactive programs like terminology learning, specific subject classes etc. It offers high quality learning resources on tv set, radio and online.
In America, Firm of Consumer Broadcasting (CPB), a non-profit organization created in 1967, financing People Broadcasting Service (PBS) and National Community Radio (NPR), is vested with the responsibility of general public service broadcasting. Even though considered as a market driven broadcasting, the quality and the role performed by way of a non-profit broadcasting company is worth conferring. It really is engaged generally in the creation, acquisition, syndication or dissemination of educational and social television set or radio programs and it fits the needs of the general public. It really is written in their Broadcasting Congressional Declaration Insurance policy that the development of programming that involves creative risks and that addresses the needs of unserved and underserved people, specifically children and minorities (http://www. cpb. org/aboutpb/act/). Despite the fact that institutional set up is quite a lot like Prasar Bharathi, program quality and diversity is matchless.
In Japan too, like India, broadcasting began as a general public operation by Nippon Hoso Kokkai (NHK) in 1926, however the 'social duties' are identified in the broadcasting laws. The idea of 'self-regulation', 'sociable duties' and 'general public interest dependence on media' are as key ideas to achieve the harmony between liberty of speech and expression and sociable order under the liberal and democratic system (Kishore, 2003). The earnestness and sincerity of open public broadcasting is visible in the NHK Business Report which says,
We target at Broadcasting that is trustworthy and approachable. We will always be aware of the audience, use new media such as the Internet, and set up two way communications by absorbing many views, and reflecting them in the items. In view of the modern of multiple press in the 21st century, we will endeavor to fortify the basis of general public broadcasting by improving the bond with the audience. (NHK Public Website)
Even though general public service broadcasting of radio in India were only available in the BBC model of transmitting, tv set didn't maintain this status quo. Doordarshan, since its inception, relied on administration fund and later on in commercials, even though permit was in currency until 1985. As said early, the control of broadcasting was completely vested upon government and therefore left no chance of public dedication. By 1985, in the fantastic television growth, advertising revenues allowed the abolition of license fees on tv set enabling the enlargement of Doordarshan services. Committees appointed at different period, experienced diverse views on the control of PBS in India. Ashok Chanda Committee (1966) advised for an institutional change to liberate the rigid financial and administrative methods of the government because corresponding to them it is not possible for a creative medium like broadcasting to flourish under a plan of departmental regulations. Like BBC, it urged for a company set up by an Act of Parliament. But B. G Varghese Committee suggested an autonomous Trust called Akash Bharati which should be self-employed, impartial and autonomous, also under an Take action of Parliament.
In the wake of LPG Policy itself, there have been uprisings from the part of administrators and officials to free the public broadcaster from the clutches of political administration. The demand for autonomy for the broadcast advertising was getting increasing support. Even though the National Leading Government released the Prasar Bharati Monthly bill in the first Parliamentary procedure in January 1990 to give autonomy to broadcast media, the Invoice was retained quiescent until 1997. Witnessing the proliferation of satellite channels, convinced that privatization would be the refreshing factor, federal waved green signal to the Function on Sept 1997. Thus the Prasar Bharathi Board came into existence under whose guidance and guidance general public service broadcasting survive till day. The major disadvantage was the inability to place the Prasar Bharati Costs into power when it was handed in 1990, that was the important time, so when it was handed, it became too past due, as the marketing scene became crowded with private satellite broadcasters, where Doordarshan became only cacophony. By inspecting the history of other general public broadcasters of the world, it is apparent that India probably may be the only broadcaster that delayed the identification and formation of independent general population service broadcaster, even although facility and service commenced generations before. It needed almost four years to make Consumer Broadcasting freed from the clutches of Government plan, but as it is shaped as an function of Parliament, it still prevails under federal consent and mercy.
At the original stage, programs were only in British and Hindi. Later, after Varghese Committee suggestions a three- tier system of broadcasting was presented- National, local and local- catering to diverse culture and vocabulary. At the moment Doordarshan operated by way of a network of 1400 terrestrial transmitter that cover almost 91% of population having 10 Country wide Channels, 41 Regional and Express Systems and two International Channel (DD Bharati, DD India). Even though AIR too come under the same governance of Prasar Bharati, they absolutely lack politics coordination between them, making both work like individual entity.
Amidst the Satellite tv Boom!
The introduction of colour tv prior to the Asian game titles was an appreciating step used by the broadcasting ministry. However the sale of TV models too soared as people wish to watch the game titles form their drawing rooms itself. But the Indian market was still dwindling due to its insurance plan of 'personal reliance', closing gates to the rest of the world in fear of cultural imperialism. This was in fact the optimum time for Doordarshan to stamp its existence as a liable general public broadcaster by telecasting everlasting developmental tales. However, as a result of LPG (Liberalization, Privitization and Globalization) Insurance policy in 1991, CNN was the first private channel to use in India through the live coverage of Gulf battle in 1991. Subsequently, Celebrity TV managed by the multimedia mogul Murdoch continued air using its four channels. It had been a thunder struck for the public broadcaster Doordarshan since the newly came stations focused more on entertainment and refreshing programs, whether Doordarshan was still dwindling on determining its role. While Doordarshan as a mass medium possessed succeeded enormously with development support communication in the beginning and reached away to marginalize areas with local content in far-flung areas of the country, it had failed frantically in its agenda of cultural development and communication, when the rapid inflow of satellite television channels and foreign programmes conquered the small screens.
Doordarshan responded to the proliferation of satellite television stations through two veneer- increasing the number of stations and restructuring the items. Hence, its four second channels working in Delhi, Bombay, Madras and Lucknow functioning their regional services, were merged into a single national channel known as DD2 or DD Metro, which considered be a natural entertainment channel with soap operas, film structured programmes, sit-coms, game shows etc. Down the road in the subsequent a few months, the coverage of the new route was extended to include 18 more places which now reach at almost everywhere in India. The DD 1 continued to be under the banner of development coding, along with the news bulletins, for which it was presented in 1959. To be able to contend with the growing recognition of STAR Tv set and Zee Television set, Doordarshan began a 24 hr satellite movie channel through INSAT 2B, dubbed 'Movie Team', displaying Hindi and English hit movies. However the channel was abolished four years later since its viewership dropped because of its regular broadcasting of flop movies and its own repeated telecasts. DD 3, a channel launched for current affairs and arts, also passed on off with politics interruptions. Amidst all of this strange, Doordarshan now sustains 10 National stations, about 40 regional stations and two international broadcasting. Nevertheless, regardless of the advantages of new stations and programs, Doordarshan is still not able to reclaim the legacy that it enjoyed couple of years before the release of satellite programs. By 1996, there were almost 20 satellite tv and cable channels vying up for advertisements for their survival apart from status broadcaster, which only increased by 2001 to occupy almost 250 programs, there by splitting the advertising earnings radically, affecting the state of hawaii broadcaster depending upon commercials as well.
The remarkable move in this content orientation of Public broadcaster began when Doordarshan being unable to find programs to run 24 hour long in DD 2, leased the perfect time to private channels. Therefore MTV, the icon of western culture, conquered that opportunity, quickly moving from Legend TV to DD 2 in 1994. As Sinha (1996) opined, this decision led to a mockery of the public broadcasting as a whole as Information and Broadcasting Minister K. P Singh Deo's retorting in 1993 that social invasion by dish television set will be met with Doordarshan's indigenous programming strategy. A change from state- domination to advertise dominated system, was both unwelcoming for a public broadcasting like Doordarshan in a developing country and unavoidable as the foundation of income is usually limited to administration fund. 'Shakthiman' and 'Surabhi' primarily collected many advertisements but down the road its audience started out to be swept away by the private programs as a result of former's diminishing programme quality and repetitive themes, which resulted in the proliferation of the private programs which submit attractive and novel ideas of encoding.
Moreover, as said previously, since Doordarshan drastically failed in its explanation of development communication, amidst the dish channel trend, it failed to position itself as either a responsible general population broadcaster or a commercial broadcaster. In the interpersonal responsibility theory, the mass media has certain obligations to culture to serve its needs rather than the market. It desires journalists to answer society's need for real truth, requires an open and diverse issue on public issues, and genuine updates of current occasions. On this model, multimedia ethics is computerized because the press is free to serve its goal for the general public, instead of special interest organizations or marketers (Coleman, B; 2009). Constraints by the organizational setup of Prasar Bharatu, general public broadcasting in India needed an entirely different and therefore of a minimal development quality broadcasting (Vasanti, 2009)
'Political Broadcasting' or 'Propaganda Machine'
Realizing the probable of general population service broadcasting, BBC style of radio broadcasting was followed in India on 1930s. Since its inception and mainly after independence, it turned out under the prejudices of Congress Get together, who were ruling India for decades after self-reliance. As Jeffrey (2006) directed, after self-reliance the legacy of broadcasting came up under the control of Congress party, who put their own experiences, ideas and prejudices into multimedia policy and the majority of the policy manufacturers were hostile and ignorant towards media.
In the case of tv set, perhaps, Indira Gandhi is the first Minister who accepted the potentiality of tv for politics propaganda. By 1970, the number of television sets significantly increased as the attractiveness of both television models and Indira Federal soared. It was during the emergency period (June 26, 1975- January 1977) that great innovations occurred as far as broadcasting is known as, even though it is considered as the darkest period for print out media and for the society most importantly. By 1976, seven more transistors commenced to be controlled in different elements of India- Bombay, Srinagar, Amritsar, Pune, Calcutta (Kolkatta), Madras (Chennai) and Lucknow. As per the Chanda Commission report, tv set and Air was separated in haste making television broadcasting a separate department, recognizing the large acceptability of this new medium among the general public. It did next to nothing with regard to society and was moving away from its social responsibilities for which it was created, but making itself as a propaganda machine for the Congress Administration.
DD 3 was primarily designed as a channel dedicated to arts, dance, theatre and current affairs, but was scrapped days before its expected start in 1994 at that time Congress Best Minister, Narasimha Rao. Doordarshan planned to revamp its current affairs programme through this new route utilizing its monopoly of live broadcasting. This might have brought reliability and authenticity to its information service. However, Doordarshan being politically dominated, the survival of it was rarely possible amidst the stringent invigilation of Ministry. The Congress federal government thought that the inability of their party in the by- election in a few southern states is due to the activism of Doordarshan in current affairs, and they thought this new channel could action against them in the coming elections also. By this termination, Doordarshan lost its possibility to capture audience reliability as well as the market through its live coverage. It another 12 months, however, DD3 was re-launched with only to peter out in a few days due to financial burden according to the government. It had been only in 2003 that Doordarshn again came out with a 24 hour media channel, changing DD2. Hence Doordarshan always was expected to be politically focused on the government that decided its fate as well as failure. For instance in the post- crisis election advertising campaign, Indira Gandhi purchased the Delhi Place to display screen 'Bobby'(1974), a blockbuster film, to be able to minimize the crowd at the oppositions party's rally. As Jeffrey (2006) described amidst the envious traditions of media liberty, English speaking journalists and extending electronic industry, mid-air and Doordarshan could not mold itself into a adaptable and fast moving organization mainly because of its federal government clutches. Since its inception, public broadcasting continuous to face two major concerns - the amount administration control and the public broadcaster's stand in political discourse. Even after developing Prasar Bharathi Panel, this apprehension constant as Prasar Bharati continues to be answerable to government because the foundation of funding is from federal government.
Despite the abundant and highly experienced recruiting they have got, sincerity towards the duty as a public broadcaster was never performed by the officers. They are only answerable to the Parliament, never to the general public, unlike BBC. Red tapism, beurocracy and bottle necks are rampant above the corridors. Lack of transparency, both in the managerial and financial take away the reliability of Doordarshan on the list of audience. The news headlines bulletins broadcasted in DD1 AND DD Reports is premeditated in such a way that no opposition functions will get enough positive representations. This makes the programmes incomplete, unbalanced, discriminatory and subjective, in a country where there is overall freedom of appearance.
Failures within!
Public Broadcaster must be considered a powerful device of social, social and political development rather than simply an alternative consumer service. There are a few general consensuses in regards to a People Service Broadcaster despite its place of source- i) the signs must be available to all without any discrimination of caste, creed or religion, ii) the programmes should be of good quality for the public good and interpersonal enlightment considering the diverse audience and needs, and iii) it ought to be unbiased, autonomous and clear of political and religious pressure. As much the general public broadcasting of India is concerned, first criteria talked about is well executed, but back lowered in the other two.
Even before the onslaught of satellite television programs, Doordarshan was slipping into the capture of overt entertainment by concentrating on soaps like Buniyaad and Yeh Jo Hai Zindagi, film musical shows like Chitrahar, Rangoli, the perfect period which could have been properly used to make quality programmes. The chance was massive as possible regarded as a golden period of Doordarshan since it had the strong support from the part of audience whose only visual experience was through this route. As a public broadcaster Doordarshan miserably failed in utilizing this period to build a strong stand of development communication and nature of development. The invasion of mediasphere by the dish stations wouldn't have made much impact on the public broadcaster if indeed they would have made use of the monopoly these were enjoying. Following the satellite channel increase, the road was unclear and troublesome as satellite channels supported with incisive financial support and quality maintiaing individual resource began to overcome the households. Since it is not a profit and damage business like commercial channels, it does not have the requisite force for better programming.
Another major reason behind their failing is their inefficiency or laggardness in considering the several notions of development. Right up until this era, development communication is merely limited by agriculture (e. g. Karishi Darshan) and agro-related programs, though India is basically an agrarian world. Human development, cultural and cultural development and development in science and technology, industry, small scale industry etc are almost neglected. Except for only a countable programmes like Surabhi, Programme by Prof. Yaspal, World this week by Prannoy Roy, Ankom Deki by Nalini Singh etc, it isn't taking the don of an agent of cultural change in the Indian Open public sphere. Minorities, ethnics and aboriginals are not given enough representations, space, and time by the general public broadcaster, making them underrepresented. If Doordarshan has actively intervened in these regions of tribes, aboriginals, minorities etc it would have been a good opportunity for Doordarshan in the cultural reconstructions and society rebuilding.
In the area of news as well, Doordarshan has failed dejectedly as often editorial decision is vested after politics patronage. The scrapped DD3 is a reasonable example. It is not able to mould effective and powerful general public thoughts and opinions, plat form for talk and controversy and participations. For instance, News Bulletins will be the trade symbol of Doordarshan, that they boast as the perfect way of presenting current affairs to the world. The embargo imposed after DD3 when it was unveiled in 1985, created a cleft in its trip to attain matchless position as a present affairs channel. As the reprisal, Doordarshan still uses the very old traditional approach to news handling and dissemination, that seems to be mechanised and peripheral without depth or investigative which frequently looks like federal declarations and gazette. It often fails to get adequate international media and footages since it lacks cooperation's, sharing, and give and take from international information agencies and advertising groups.
To add with the anguish, Doordarshan broadcasted programs according with their national mandate not considering the diverse culture and linguistics of the country. When channels have become increasingly more localized and niche-casted, as Agrawal, & Raghaviah (2006) opined, one short coming Doordarshan confronted was its Delhi-centric view of India especially in news coverage. Despite the fact that having innumerable regional channels, their expert is obviously vested with the centre.
Though Doordarshan gets the largest volume of channels in its bouquet (see appendix 1), because of the lack of advancement, novelty and quality, it still left itself to be the medium of villagers and low-income people, who've no other choice, but to quite happy with the contents of the free broadcasting. 65% of inhabitants has access to satellite channels either through cable television interconnection or DTH, thanks to the technological progress, but Doordarshan is seen gravely by the remaining few. Doordarshan hasn't taken any technique to take into concerns these minority visitors by effectively activating them through informative developmental programmes as media takes on a essential role in region building as a viable channel of development communication. It had been in this idea that Rogers interpreted Diffusion of Invention theory. Media channels are more effective in creating understanding of innovations among the list of society where it'll diffuse and pass on through interpersonal communication. But this isn't made use by Doordarshan even though has amble space for proper development communication.
Even though Doordarshan got into into the marketing contest by increasing the channels number and altering its details, it was never regarded as a strong competition by other commercial channels because of its clichd and obsolete details and poor telecast and demonstration quality. The management composition and politics pressure were both main factors for the scientific backwardness of open public service broadcasting in India. Regardless of the forming of Prasar Bharathi Company, it had not been able to maintain autonomy as the management was always at the mercy of the ruling get together.
Doordarshan have the number one physical coverage on Indian Inhabitants of 92% but it miserable fails to provide these populations by using modern technologies like online broadcast, internet standard protocol television formats and OB truck broadcasts which is quite commonly utilized by commercial channels. For any tv industry whether commercial or general public broadcaster, the danger is noticeable in the proliferation of new marketing technologies like online content delivery, cultural networking sites, sites etc, where contents are up to date every a few moments. When lots of the commercial channels took the new online platform as a complimentary step somewhat than adversary by making the new systems for catering interactive relationship with audience (through their effective websites, audience forum, enquiry panel etc), Doordarshan's online presence is merely synonymous to a mere programme graph.
The reason for the scientific backwardness is situated at the idea that the concentration of Indian broadcasting since 1970s had been largely on hardware expansion, not the quality maintenance. For instance after 1982, the agenda was each transmitter a day which has now become 1400 terrestrial transmitters completely. Even though it made possible for the proliferation of tv set in rural areas, it didn't do much to increase the software techniques or quality aspects.
In 1982, P. C Joshi committee was appointed to prepare the software plan for Doordarshan- 'An Indian Personality for Television set'. The record had ambitiously uncovered the pitfalls of People broadcasting in India and experienced come up with viable alternatives. They emphasized the necessity for pros in Doordarshan and suggested to review and guide its performance. But none of the recommendations was used sincerely by the officers making the recommendations remain in newspaper by themselves. By 2009, almost all of the channels went digital, when doordarshan was still lagging behind to make any plan for such a change. Even though the finance may be meager, it is wasted upon hardware maintenance as salaries.
"The truth is that of the Rs. 5 crores a day that DD's 27 and AIR's 215 stations cost the general public exchequer, significantly less than a fourth is accounted for by programme-related costs. The rest goes on paying wages and maintaining speedily obsolete hardware. In a industry, all encoding staff in DD are over 40, get zero refresher training, and spend much of their time driving data. And there are more babus and peons than developers. Only one from every 3. 5 staffers in AIR are from programming, and one from every 5. 6 in Doordarshan. And that means you can imagine what sort of encoding those 27 plus 215 stations offer. " (Ninan, S; 2005)
By analyzing the annals of general public broadcasting, one factor is quite clear; Doordarshan was/is never incapable, but made incapable. Even when Doordarshan Kickoof ambitious tasks like SITE and Kheda, the attention to support and improve the quality of encoding is the very thing which Doordarshan lacks. For example, On 2000, Doordarshan considered BBC Resources for finalizing two agreements, one to perform an exhaustive audit of Doordarshan's specialized functions and the efficiency of its equipment value Rs 70 lakhs and the next to conduct a feasibility statement for Doordarshan to phase out its analogue transmission and go digital, with BBC agreeing to aid Rs 1. 3 crore. They maintained the target for heading digital as 2012. The choice of BBC was apparent not only being truly a right model of broadcasting but the first in European countries to go fully digital (Sarin, R; 2000). However, by 2009, almost all of the channels has gone digital even before Doordarshan made any first plan in line with the proposed job.
On 21 November 2001, express broadcaster, Doordarshan Television set, became main broadcasters on the sub-continent to migrate to robotic businesses. Using OmniBus' answers to automate transmitting of its two programs from its head office in New Delhi, Doordarshan Tv set has taken care of its reputation as an excellent broadcaster.
"It relies on OmniBus' powerful automation for everyone fundamental, daily habit end-to-end procedures, including management of ingest, series feeds, VTRs, scheduling and playout for both its sports activities and news programs. Without needing to increase its labor force, the station's operators enjoy optimised workflow, complete more tasks and focus on the original creative areas of journalism as a result" (Iain, W; 2004)
It also started out its DTH service in 2004 dubbed DD Direct Plus, but travelled into criticism because of its hectic charge laid upon other channels to transport them. Doordarshan's DTH platform holds 22 of its own programs, 34 private programs and 23 radio programs. The private programs questioned the reasoning behind the state broadcaster's decision to levy a charge as the venture was aimed at popularizing the Doordarshan programs by offering absolve to air service.
Hence it is noticeable that regardless of its option of all technologies, the poor maintenance and the lackadaisical procedure of management cause the sick fate of General public service broadcasting in a country like India, where tv can play an enormous role in the developmental activities and social enlightment since it protects almost 92% of people.
In America, Carnegie Committee was appointed to study about the position of public broadcasting which concluded that world has communication needs which could not be achieved by an advertising- led press system. They said general public broadcasting-"a civilized tone in a civilized community" ought to be to "know themselves, their neighborhoods and their world in richer ways". Dr. S. Krishnaswamy, an Indian based mostly media analyst, evaluating the American Carnegie manifesto says,
" in the Indian context, the government can underwrite and subsidise 90 percent of the recurring expenses in running the various programs. Sponsorship may be accepted on a limited basis for getting sponsorship credit lines- but without product advertising, in the main programs of Doordarshan. The required resource can be brought up through something of taxation where privately owned programs will pay a differential taxes to another fund in order to financing Doordarshan's proceduresthe government should think about it a societal obligation to cover hardware, renewals, wages and all such other overheads to be able to perform the autonomous broadcasting channels under Prasar Bharati successfully. . . "
The stumbling block of professionalism is the lack of coordination between All India Radio and Doordarshan which comes under the same central governance group, Prasar Bharati. Unlike other general public broadcasters of the world, there can be found no assistance, give and take or effective uses of man power of both mass media organizations. Both media organisations lack an online common plat varieties to do podcasting, blogging and web-casting. Through this they even can generate advertising, and used for marketing, that may enhance its global reach and ease of access.
Doordarshan - Heading for change
Since its source, it is blatantly linked with educational purpose and possessed at often been a tutor in neuro-scientific academics. The responsibility that it experienced shown in educational service is an envious as other open public broadcasters of the world is concerned. TV channels completely devoted to education are Gyan Darshan I, II and III where the latter is also called as 'Eklavya', a special channel for complex education. NCERT, UGC, CSIRT, DST, IGNOU's, RRLs help and cooperation helped great many ways for Doordarshan to effectively endure in the educational responsibility. Their programmes, software's, lab presentations and classroom teachings borrowed and telecasted by Doordarshan made many educational commitments fulfilled. Casual education, adult education, literacy campaigns, non school populace education etc were boosted by Doordarshan in this way. But IIT's and IIM's and Community Universities weren't given active tasks by Doordarshan as a open public broadcaster.
Just like any other open public broadcasters on earth, Doordarshan too is confronted with many challenges in today's circumstance of multiple- channel or bouquet strategy, where concern is given to entertainment programs by both audience and programs. The leads of fostering broadcasting in the public service look bleak amidst this present mediascape of sensationalism. But however Doordarshan is in anticipation of rejuvenating its broadcasting with impressive programmes and potential clients. As Doordarshan is celebrating its 50 years of 'successful' existance, Information and Broadcasting Minister Ambika Soni lauded the nationwide broadcaster for catering to remote areas neglected by private Television set channels. Soni looked for suggestions from eminent filmmakers to rejuvenate the general public broadcaster and asked stalwarts like Shyam Benegal, the eminent Director to contribute meaningfully to DD again by his outstanding works. The Corporation began to come out with rating games to establish their reign on the broadcasting. TAM, the tv set research company, has said Doordarshan not only codes the highest channel share in comparison to private systems but attracts a far greater number of viewers(see appendix 2). Nonetheless it paved the way for controversy as the calculation of viewership had not been done in the most common manner. Rather than using the week-on-week data, the TAM demonstration was guaranteed by reports and data for 31 weeks, from January 2009 till the beginning of August. Therefore, while private programs are ranked relating to regular fluctuations in rankings, Doordarshan was 'set up' as a high channel using the average rankings for these 31 weeks.
The development created by Hum Log in delivering public service messages by the end of every tv show by means of epilogue by renowned actor Ashok Kumar was entertaining in the history of public broadcasting in India. Nearly 25 years later, Doordarshan is again looking for a hold in broadcasting through simulcasting, a new venture of sharing programmes in multiple stations. So, Satyamev Jayate kick were only available in DD1 and Celebrity Plus simultaneously, showing that public service broadcasting can be commercially successful also. This series captured huge earnings for Doordarshan previously unseen because of it. Adhering to this form of programming, Doordarshan again is venturing into simulcasting Ramayana, an epic series in cooperation with ZEE Television. Ramayana is likely to be a mile rock for Doordarshan as it use interactive applications on sociable networking sites, there by moving in to the new mass media technology association.
Doordarshan in addition has made a decision to offer mobile tv services on the private-public collaboration (PPP) basis. It includes invited expressions of interest from prospective consultants to draw up a roadmap for execution. Doordarshan had before launched Mobile Television services over a pilot basis in parts of Delhi using the DVB-H technology from Nokia. One of the objectives for proposing the PPP model by Doordarshan is to keep terrestrial system under exclusive control of the Government-run broadcaster. But the proposed plan continues to be under conversation and controversy
"Addititionally there is as yet no quality on the technology to be utilized for the service. Though TRAI experienced suggested keeping the insurance plan technology-neutral, DD wishes to just do it with only DVB-H - a technology being advertised by Nokia. But lately Nokia sold its DVB-H network division to Wipro, bringing up doubts over the near future development of the technology. Analysts have also remarked that Nokia hasn't launched any new handset that facilitates DVB-H, that could dampen Doordarshan's proposed plan. "(Thomas, T. K & Mohanty, M; 2009)
Conclusion
From the days of 'Hum Log' and 'Buniyaad', beamed from the administration- owned Doordarshan for a limited time of the day, the television situation is now witnessing 300- plus channel, 24x 7 broadcasting, with 'Big Bosses' ruling the roost (Bapna, A; 2008). Big Problem The concept of General population broadcasting was tainted by these programs whose plan became 'broadcasting of public interest', where they improved their contents consequently. The failures of Doordarshan as far as the introduction of private stations are worried, is many faceted. One of the major shortcomings was its Start Sky Plan allowing one to operate private channels in India restricting only the foreigners to carry 49% stake. Further, it didn't take any steps to modify the amount of channels or material. It could be articulated to the economical condition of the united states when the LPG insurance policy was unveiled. The closed economical system captivated more loss rather than gain through huge licensing and import taxes. Tv set industry was one of the best businesses to get more income through commercials and marketing.
In fact, financing a general public service broadcasting system should be constitutionally assured and de-linked from the vagaries of politics change and decision-making. This detachment from the government will also expose much-needed professionalism and transparency in Doordarshan. The significant accomplishments and enhancements made till night out by Doordarshan are often overshadowed by inefficient organizational composition and systems. In fact, the greatest strengths of Prasar Bharati-its talented human resources, intensive hardware and facilities, wealthy archival programmes and countrywide network-are also its responsibility in today's organizational set-up because its increasing costs and maintenance burden are eating into its precarious costs.
Doordarshan has the second greatest terrestrial network after China's CCTV; however the position of Doordarshan continues to be in dilemma, whether a State Broadcaster or a Public Service Broadcaster. But in fact, it is both. The thought of a general population service broadcaster, as contrary to the dominant American model of market-driven commercial broadcaster, is of utmost importance for a fast growing country like India, where it experienced to serve diverse audience, culture and terminology. The biggest matter of Doordarshan will be to institute a firm financial structure such that it will get sufficient account to rejig their programs and be independent of advertisements and sponsorships. Restructuring and re-focusing Doordarshan must be considered a priority as it still performs a crucial role in public service broadcasting. The programs must try to focus on the area that is up to now not explored. In such a vast territory, with as much as forty per cent of the population moving into poverty, giving everything to advertise forces is within the last resort an abdication of responsibility (Crawley, W & Site, D; 2001).
