"Das Fernsehen ist angesichts des digitalen Wandels und allgegenwärtiger Bewegtbildinhalte einer existentiellen Bewährungsprobe ausgesetzt. Nur die Neuentwicklung von Geschäftsmodellen und Formaten, die echte „Originals“ darstellen, kann das langfristige Überleben der Sender sichern. Gleichz
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eitig gilt es eine systematische Technologie-Früherkennung und Implementierung zu betreiben. Der Band stellt ein geeignetes Innovations- und Veränderungsmanagement vor, um professionelle Content-Kreationen und Technologie-Lösungen qualitäts-, termin- und kostengerecht bereitzustellen. Dabei wird besonders den Möglichkeiten zum kreativen Arbeiten Rechnung getragen. Denn Kreativität ist am Ende entscheidend für den Erfolg im TV-Markt." (Verlagsbeschreibung)
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"The media sector in Kyrgyzstan is heavily dominated by the government through both ownership and funding. The government funds a large pool of state-owned media companies, including newspapers, radio broadcasters and the public service operator KTRK. According to our estimates, the government spent
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some US$ 7.6m in the media in 2018, more than 75% of which was accounted for by the state budget allocation for KTRK. On top of that, in a move aimed at gaining loyalty of media outlets, it is believed that the government is using state-owned companies, mainly banks and mining firms, or other public institutions, to fund more media. The value of these contributions is not publicly available. According to our calculations, and interviews with experts and journalists carried out for this report, we estimate the value of government funding in the media to be upwards of US$ 10m, which is equivalent to roughly half the value of the advertising market in Kyrgyzstan. Such an overly dominant position of the government in the media harms the country’s journalism in many ways. First, most of the media that relies on government cash is biased in its reporting. KTRK, one of the most influential broadcasters in Kyrgyzstan thanks partly to its nationwide coverage, is a devoted promoter of state policies and rarely provides alternative points of view. More than a third of KTRK’s airtime is filled with state propaganda, recent studies showed. Second, the government’s intervention in the media has a distorting effect on the market, discouraging investments and stymieing innovation and experimentation. Besides government funding, a major source of revenue for the media is the informal financing, comprising ad hoc contributions made by people or companies to media outlets as a way to buy their allegiance [...] Philanthropy remains the sole source of support for independent media. However, its contribution is a pittance compared to the other sources of media funding. The philanthropy funding in the Kyrgyz media during the past decade, some US$ 6.1m, is less than two-thirds of the state spending in one year alone." (Page 4)
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"Media Development Investment Fund (MDIF) is a not-for-profit fund that provides affordable debt, equity, and quasi-equity financing as well as technical assistance to independent media companies in countries where the free press is under threat [...] As of December 31, 2018, MDIF has provided more
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than $172 million in financing and technical assistance grants to 115 independent media companies, primarily small and medium enterprises (SMEs), across 40 countries. As the only global investment fund for independent news media, MDIF presents several insights for others considering blended finance in the media sector – or in other sectors that face significant investment barriers: While blended finance is not a panacea for financing the SDGs, it can still support private sector development for less commonly targeted SDGs; Fit-for-purpose vehicles can be used to unlock specific pools of investment capital; It can be difficult for ‘first-time fund managers’ to raise commercial capital – even those with a relevant track record; The larger ticket sizes required to attract investors can be challenging to reconcile with impactful investment sizes; Blended finance offers a unique opportunity to align incentives for development impact and financial returns." (Executive summary)
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"Dieses Buch gibt konkrete Anleitungen und Tipps für Selbstlernende und diejenigen, die sie dabei unterstützen. Ausgangspunkt ist das Format Barcamp, dessen Vorbereitung und Durchführung Schritt für Schritt beschrieben wird. Im zweiten Teil des Buchs werden 10 weitere Formate für die Selbstfort
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bildung in kompakten Steckbriefen vorgestellt." (Verlagsbeschreibung)
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"Managing Outcomes is its generous contribution to our community, building on over ten years of experience with Outcome Mapping (OM). AGEH have taken the tools and principles of Outcome Mapping and adapted them to their institutional context, using the elements that work best for them, and offering
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a number of different tools to complement the original OM tools. While AGEH have developed this approach for their own projects and those of their partner organisations, Managing Outcomes offers an opportunity for learning and discussion for the Outcome Mapping Learning Community. In particular, Managing Outcomes includes a section on situation analysis which helps lay a clear foundation for project planning and it provides a detailed guide for monitoring, reflection and self-evaluation. Through these additions, AGEH has distilled many practices and innovations in planning, monitoring and evaluation that have arisen since Outcome Mapping was first developed." (Foreword, page iv)
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"This publication presents the basics of researching, planning, monitoring and evaluating Communication for Development (C4D) interventions, and offers guidance on how such interventions can be used to address violence against children (VAC). It covers the stages of the C4D programme cycle, emphasiz
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ing the role of research and strategic planning in achieving results." (Overview, page 6)
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"Our research suggests publishers should invest in capabilities to engage in constant testing and experimentation in digital — to build engagement among digital audiences and ultimately convert engaged readers into paying subscribers. For commercial and for-profit models in particular, publishers
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should become smart across a range of new strategies, including how to configure meters and rules to calibrate a mix of free and paid access. The trends we have observed across the publishers studied suggest pricing models, marketing tactics, and new approaches to audience engagement can help publishers succeed in a news environment increasingly friendly to robust digital programs. Produced through surveys of more than 500 for-profit newsrooms, this research suggests new best practices to aid publishers in increasing and sustaining digital subscriptions. This initiative complements existing research at the Shorenstein Center on Media, Politics and Public policy uncovering sustainable business models for local news and nonprofit publishers. This paper begins with recommendations for publishers to propel shifts to subscriber-focused models, how to define their news organization’s market, and how to measure engagement within that market. They are followed by a set of suggested strategies to drive a reader’s intent to subscribe, and to maintain that digital subscribership once that reader has entered a publisher’s ecosystem." (Abstract)
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"Die vorliegende Studie untersucht, wie etablierte Medienunternehmen und journalistische Neugründungen in Deutschland nutzerseitige Zahlungsbereitschaft für digitaljournalistische Inhalte besser identifizieren, fördern und abschöpfen können. Auf Grundlage einer für die deutsche Online-Bevölke
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rung repräsentativen Befragung mit rund 6.000 Teilnehmerinnen und Teilnehmern und acht vertiefenden Gruppendiskussionen gelangt die Studie zu folgenden Kernergebnissen: 1. Nutzerinnen und Nutzer zahlen am liebsten für „harten“ Journalismus [...] 2. Nutzerinnen und Nutzer wünschen sich Orientierungshilfe im Inhalte-Dschungel [...] 3. Digitaler Journalismus wird (immer noch) häufig als „Katze im Sack“ wahrgenommen [...] 4. Digitaler Journalismus ist Nutzerinnen und Nutzern zu teuer [...] 5. Nutzerinnen und Nutzer sollten in der Lage sein, vertrauenswürdigen und demokratisch wertvollen Journalismus erkennen zu können." (Executive Summary: Kernergebnisse)
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"Relying on individual contributions coordinated by social media to finance cultural production (and carry out promotional tasks) is a significant shift, especially when supported by morphing public policies, supposedly enhancing cultural diversity and accessibility. The aim of this book is to propo
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se a critical analysis of these phenomena by questioning what follows from decisions to outsource modes of creation and funding to consumers. Drawing on research carried out within the ‘Collab’ programme backed by the French National Research Agency, the book considers how platforms are used to organize cultural labour and/or to control usages, following a logic of suggestion rather than overt injunction. Four key areas are considered: the history of crowdfunding as a system; whose interests crowdfunding may serve; the implications for digital labour and lastly crowdfunding’s interface with globalization and contemporary capitalism. The book concludes with an assessment of claims that crowdfunding can democratize culture." (Back cover)
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"As capitalism faces a series of structural crises, a new social, political and economic dynamic is emerging: peer to peer. What is peer to peer (P2P)? Why is it essential for building a commons-centric future? How could this happen? These are the questions we try to answer, by tying together four o
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f its aspects: 1. P2P is a type of social relations in human networks, where participants have maximum freedom to connect. 2. P2P is also a technological infrastructure that makes the generalization and scaling up of such relations possible. 3. P2P thus enables a new mode of production and property. 4. P2P creates the potential for a transition to an economy that can be generative towards people and nature. We believe that these four aspects will profoundly change human society. P2P ideally describes systems in which any human being can contribute to the creation and maintenance of a shared resource while benefiting from it. There is an enormous variety of such systems: from the free encyclopedia Wikipedia to free and open-source software projects, to open design and hardware communities, to relocalization initiatives and community currencies." (Introduction)
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"Social media in China has not only become a popular means of communication, but also expanded the interaction between the government and online citizens. Why have some charitable crowdfunding campaigns had agenda-setting influence on public policy, while others have had limited or no impact? Based
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on an original database of 188 charitable crowdfunding projects currently active on Sina Weibo, we observe that over 80 per cent of long-term campaigns do not have explicit policy aspirations. Among those pursuing policy objectives, however, nearly two-thirds have had either agenda-setting influence or contributed to policy change. Such campaigns complement, rather than challenge existing government priorities. Based on field interviews (listed in Appendix A), case studies of four micro-charities – Free Lunch for Children, Love Save Pneumoconiosis, Support Relief of Rare Diseases, and Water Safety Program of China – are presented to highlight factors that contributed to their variation in public outcomes at the national level. The study suggests that charitable crowdfunding may be viewed as an “input institution” in the context of responsive authoritarianism in China, albeit within closely monitored parameters." (Abstract)
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"This report focuses on how digital-born news media navigate audience engagement in the context of both rapid developments in a digital, mobile, and platform-dominated media environment and significant political pressure, including the ‘weaponisation’ of social media to target and harass indepen
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dent news organisations and individual journalists, along with their audiences. It is based on analysis of data from Participatory Action Research, including fieldwork and interviews at three news organisations in the process of actively redefining audience engagement. They are Rappler (the Philippines), Daily Maverick (South Africa), and The Quint (India) – all commercial news organisations of the Global South, whose public interest journalism has been recognised with top international industry awards. We show how these outlets, two of which – Rappler and The Quint – relied heavily on social media for distribution and audience engagement at the outset, are now faced with the risks accompanying open and social journalism at-scale, including the ‘weaponisation’ of online communities by political actors, and the frequently changing priorities of the platforms. We find that, in response to political attacks, and the risks associated with various forms of what we’re calling platform capture’, these news organisations are evolving, and are increasingly focused on forging deeper, narrower, and stronger relationships with audiences, emphasising physical encounters, investment in niche audiences over empty reach, and moving communities to action." (Publisher description)
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"This report examines how digital-born news media in the Global South have developed innovative reporting and storytelling practices in response to growing disinformation problems. Based on field observation and interviews at Rappler in the Philippines, Daily Maverick in South Africa, and The Quint
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in India, we show that all three organisations combine a clear sense of mission and a commitment to core journalistic values with an active effort to find new ways of identifying and countering disinformation, based on a combination of investigative journalism fact-checking, data and social network analysis, and sometimes strategic collaboration with both audiences and platform companies. In the process, each of these organisations are developing new capacities and skills, sharing them across the newsroom, differentiating themselves from their competitors, and potentially increasing their long-term sustainability, in ways we believe other news media worldwide could learn from. All three case organisations we examine here are digital-born, mobile-first (or in the process of becoming so), and at least in part enabled by social media in terms of audience development and reach. While smaller than their most important legacy media competitors, all have built significant online audiences across their websites and social media channels. They represent a strategic sample of leading digital-born commercial news media operating with limited resources in challenging media, political, and press freedom environments in the Global South." (Publisher description)
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"The 3+5 framework consists of three core RBM principles plus five supporting principles. Each principle has an associated set of standards that capture the essential elements of RBM for generating and using results information. The primary focus of the 3+5 framework is to enhance the availability o
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f results information and to manage adaptively through continuous learning. The 3+5 framework helps UNFPA and its partners to assess their status in terms of results-based management and to identify areas for improvement. The RBM standards are assessed on a four-point scale that is intended to provide a rating of the extent to which the RBM standard has been met." (Page 2)
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"The Handbook showcases IAWRT members’ experiences and best practices for working towards advancing gender equality in and on the media in Kenya, South Africa, Tanzania, India and Uganda." (Publisher description)
"The main learning objective for the five-module course is to become familiar with a process that uses thorough causal analysis as the foundation for creating an evidence-based TOC for development programs. Each of the five modules can be completed in one 8-hour day, including two 15-minute breaks a
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nd an hour for lunch. The modules begin with an overview of the entire TOC process, progress through recommended steps necessary to develop a final product, and conclude with ideas about how to use a TOC throughout the program cycle. Every session has a suggested duration, which you may adapt to time available and participants’ level of understanding." (Using this guide, page 2)
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"Having a refreshed, up-to-date and accurate theory of change (ToC) for each LEAP service—and the LEAP programme overall—is a priority for the LEAP Evaluation and Research team. This is because an accurate ToC is the blueprint for evaluation at service- and programme-level. While some services a
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lready have a ToC in place, taking the time to revisit and refresh your ToC is important. A ToC should be a working document; it is not meant to be static. It should evolve and develop to reflect a service’s learning and development. Our expectation is that services will either develop or refresh their ToC with our support. This is because services and service leads have in-depth knowledge about the domain(s) of early childhood development (ECD) associated with their service. Evaluators can work with services to review or develop their monitoring and evaluation approach, but first, programmes and services need to be clear about what outcomes and impact they want to achieve and why." (Page 5)
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"Engagement of key stakeholder groups in operations financed by the Asian Development Bank (ADB) promotes good governance, transparency, innovation, responsiveness, and development effectiveness. Effective engagement of stakeholder groups, including civil society, project beneficiaries, and project-
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affected people, requires the understanding and effective use of participatory tools throughout the project cycle. However, while one participatory tool may work well in one context, it may not be appropriate in another. This series of explainers provides a range of tools from which practitioners can pick and choose, according to different phases of the ADB project cycle, context, and available time/resources. Some tools may be specific to particular phases in the ADB project cycle, such as monitoring and evaluation tools, while others may be used throughout the project cycle, such as participatory assessment tools." (Stakeholder analysis, page 16)
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"Design thinking is neither rocket science nor a panacea. But it can surely help us re-image an alternative world, and to tell a different story about life. We need to break out of our own work habits and project cycles and just start doing things differently." (Page 10)
