TANZANIA: YOU have probably heard the saying, “It’s not what you say, but how you say it.” This timeless adage captures the essence of strategic communication a vital tool for public entities seeking to engage, influence and inform their audiences.
In today’s fast-paced world, the way messages are crafted, delivered and received is critical, again, this is where strategic communication in public entities comes into play. In this regard, the success or failure of public relations efforts hinges on effective communication.
With this in mind, the Office of Treasury Registrar (OTR) is dedicated to enhancing communications of all entities under its oversight.
By building stronger communication capabilities, the OTR is determined to ensure that these entities are wellequipped to engage with the public, stakeholders and media, fostering transparency, trust and accountability.
As part of its strategic communication efforts, the OTR launched a weekly programme last year, where a designated public entity meets with editors and journalists to provide updates on government activities.
This initiative aims to enhance transparency, foster a more informed media landscape and ensure the public is kept up to date with the government’s latest actions, policies and initiatives.
In addition, the OTR has directed public entities to prioritise the publication of annual financial statements as part of its broader transparency agenda.
This move is intended to ensure that the government spending and financial management are accessible to the public, fostering trust and encouraging a culture of openness across all levels of government.
The Treasury Registrar, Mr Nehemiah Mchechu said recently that whether it is shaping public opinion, managing crises, or building community trust, strategic communication is the key that unlocks the power of effective interaction between organisations and the public.
“This timeless truth is especially powerful in the world of strategic communication, where the art of messaging goes far beyond words,” underscored Mr Mchechu.
He said in the realm of public entities, how information is conveyed can shape perceptions, influence decisions and even determine the success of policies.
Mr Barack Obama, former US President once said: “Good communication is about the ability to get people to listen to you and to understand what you’re saying.
“When you’re in public office, it’s not just about having a good idea it’s about making sure that the public knows why it’s a good idea and how it will benefit them.”
Chief Government Spokesperson, Thobias Makoba said recently that the duty to communicate properly is not optional, if public entities want to move to the next higher level.
He explained that official statistics reveal communication drives 70 per cent of an organisation’s success, while technical skills contribute the remaining 30 per cent.
Conversely, he noted that poor communication leads to a loss of 7.47 hours per employee each week. Taken together, these insights underscore the critical role of effective communication in enhancing organisational efficiency and success, while poor communication can significantly undermine productivity. “…the duty to communicate and the imperative for government to project itself to its citizens and to the world, must be a core function of every government institution,” emphasised Mr Makoba.
Proper communication ensures that stakeholders ranging from employees to government entities and the public—are kept informed throughout the transformation journey.
Mr Makoba, who also doubles as the Director of Information Services Department, said regular updates and open channels for feedback create a sense of transparency, which is vital in building trust.
It is a flat reality that when stakeholders feel informed and heard, they are more likely to support the changes, reducing uncertainty and anxiety that often accompany organisational transformations.
This ongoing dialogue can also highlight areas where additional support or resources may be needed, allowing for timely adjustments to the strategy.
As George Bernard Shaw, the renowned Irish playwright, once wisely noted: “The single biggest problem in communication is the illusion that it has taken place.”
His words remind the globe that effective communication goes far beyond merely transmitting a message— It requires that the message be received, understood and acted upon in a way that aligns with the broader goals of the organisation.
Tanzania Tourist Board (TTB) Director General, Ephraim Mafuru, recently emphasised the need for a more streamlined and efficient reporting structure to improve accountability and performance in public entities.
ALSO READ: How noisy sheets of metal, beehives keep Elephants at bay
He advocated for the avoidance of multiple reporting relationships within StateOwned Enterprises (SOEs). He cautioned that reporting to multiple superiors, it becomes challenging to determine who is ultimately responsible for decision-making, leading to ambiguity in authority.
Mr Mafuru said that effective communication would play a crucial role in the transformation of SOEs. Effective communication, he elaborated, is essential for reinforcing new behaviours and practices that emerge from the transformation.
“Clear communication will create space for performing core functions and fostering innovation, ultimately driving productivity within public entities,” he said.
Going by the McKinsey Global Institute study about the future of remote work, employees who feel included in more detailed workplace communication are almost 5 times more likely to report increased productivity.
As SOEs shift towards more innovative and efficient practices, consistent messaging about the expected changes helps to embed new cultural norms.
Ms Brenda Msangi, Chief Executive Officer of Comprehensive Community-Based Rehabilitation Tanzania (CCBRT), recently emphasised the importance of CEOs of SOEs regularly communicating the broader vision and strategic direction of the organisations they lead.
She explained that when leaders articulate the reasons for change and the expected benefits, employees are more likely to embrace new initiatives.
“This alignment helps to mitigate resistance, as employees can see how their roles contribute to the overall goals of the organisation, promoting a culture of collaboration and shared purpose,” insisted Ms Msangi.
By cultivating an environment where continuous communication is valued, SOEs can sustain momentum, ensuring that transformation efforts lead to long-term success and improved public service outcomes.
This article is prepared by the Office of Treasury Registrar
