"This brief offers a simple one-page tool for thinking about the theories of change that underlie public policy advocacy strategies. It first presents the tool and then offers six questions that advocates, and funders working with advocates, can work through to better articulate their theories of ch
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ange. The tool—labeled the advocacy strategy framework—has several advantages over more familiar linear box-and-arrow theory-of-change tools: As advocacy is not predictable or linear, the tool does not force linear thinking; it offers a place to start, rather than a blank page; it helps advocates to think more specifically about audiences—who is expected to change and how, and what it will take to get them there; while theories of change often consider advocacy strategies in isolation of other efforts, this tool helps to think about how other advocates (like-minded or in opposition) are positioned; it prompts thinking about useful tactics and meaningful interim outcomes." (Introduction, page 1)
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"This book offers eight orienting insights about network building; each one frames a separate chapter, backed by case studies, illustrations, and how-to information.
1. Know the Network Difference. Networks have unique capabilities for achieving social impact that distinguish them from other forms o
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f social organizing, and generative social-impact networks are particularly suited for addressing complex problems.
2. Design Thoughtfully. Social-impact networks can be thoughtfully designed from the start; you don’t have to fly blind.
3. Connect, Connect, Connect. The foundation of generative social-impact networks is the connectivity of its members to each other, which can be cultivated by network weavers.
4. Anticipate a Network’s Evolution. A generative network’s capabilities, complexity, and potential for impact increase as the connectivity of its members deepens and the structure of their connectivity evolves.
5. Enable and Adapt. The growth and development of established social-impact networks depend on managing a set of inevitable challenges. 6. Assess to Improve. Monitoring and assessing a social-impact network’s condition and performance is the basis for improving its impact.
7. Revisit Design. Making an existing network more generative, with more engaged members and impact, requires resetting of key design decisions to boost members’ connectivity.
8. Be Network-Centric. In addition to skills and knowledge, network builders hold a distinct net-centric point of view with its own rules.
The flow of chapters traces the life cycle of network building, from designing start-up networks to managing established networks, assessing their performance, and resetting their design to boost performance. With each chapter building on material in previous chapters, the book is designed to be read from front to back. But we’ve organized the table of contents so that you can find the particular topics that are on your need-to-know-now list." (Introduction, pages 10-11)
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"A lively debate on (community) radio sustainability took place on the LinkedIn platform, with more than 200 people, from all continents, sharing and discussing simultaneously in English, French and Spanish. The debate was initiated in April 2014 by the communication consultancy CAMECO, run by its t
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eam of professionals with supporting translators, and coordinated by the authors of this article for ten days." (Abstract)
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"This article is interested in the extent to which various social actors in the Durban network society, such as civil society, corporations and the state, shape public information and perception in their own interests regarding environmental discourse. Empirical evidence presents viewpoints from key
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social actors and a local case study. The article compares the urban regional and case study analyses, and highlights the complex relationship between various social actors and the numerous avenues used to shape public information and perception. While corporations causing pollution mainly serve as barriers to civil society using the media effectively to highlight environmental injustices (e.g. through corporate media sponsorships, media intimidation), this is further complicated by limitations within civil society and media outlets to influence media discourse (e.g. limited financial/human resources, individualized leadership, media remuneration issues). Alongside these limitations, and the power of government and corporations, the influence of media discourse and perceptions regarding industrial risks are also dependent upon successful horizontal and vertical networking between civil society actors." (Abstract)
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"Gutes verbreiten, statt neu erfinden – das spart Zeit, Geld und Kraft und ist der beste Hebel, um mit einer Idee viel zu bewirken. Der Transfergedanke, also die systematische Verbreitung eines bewährten Projekts, ist noch längst nicht überall angekommen. Aber es tut sich was. Eine stetig wachs
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ende Community glaubt, dass gute Ideen nur wachsen können, wenn Wissen weitergegeben und -entwickelt wird. So trafen sich im Laufe des vergangenen Jahres über 500 Projektmacher und Förderer aus allen Teilen Deutschlands auf vier openTransfer CAMPs, diskutierten über Herausforderungen beim Projekttransfer, gaben Erfahrungen weiter und lernten voneinander. Viele dieser Impulse wurden als Beiträge auf der Plattform www.opentransfer.de veröffentlicht und so allen zugänglich gemacht. Dort kann jeder Wissen teilen, kommentieren, weiterdenken und mithelfen, gute Ideen ganz groß zu machen. 87 dieser Beiträge von 56 Autoren liegen nun als E-Book vor. Die freie Weitergabe und Zirkulation dieses Wissens ist nicht nur erlaubt, sondern auch explizit gewünscht. Die erfolgreichen Transfer-Geschichten, Herausforderungen und ganz praktischen Tipps in diesem Buch sollen Ihnen bei der Verbreitung Ihres Projekts helfen. Alle Ideengeber, Projektinitiatoren, Engagierten und Förderer sind eingeladen, Teil der Community zu werden." (Editorial, Seiten 8-9)
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"In its political support the Commission will encourage enlargement countries to make legislation more supportive of the media. It will also promote the involvement of media and civil society in the pre-accession process, including in the formulation, implementation and monitoring of sector strategi
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es for EU financial assistance which will be strengthened under IPA II. The Commission's financial assistance will use an appropriate mix of funding instruments to respond to different types of needs and country contexts in a flexible, transparent, cost-effective and results focused manner which also considers the administration burden for the Commission. This will include: aiming for longer term contracts, recognising that capacity building and advocacy work requires time and resources; moving away from project based support to a more flexible approach that fosters partnership and coalition building. It must also be understood that accession-related EU funding is limited in volume and time. Although having been a major donor to Media and Civil Society, the EU cannot and should not aim to fill the funding gap left as other donors exit from the region. As the enlargement countries move towards accession, the Commission will support media organisations become less dependent on international donor funding, including funding from the EU [...] "These guidelines are formulated in the form of a draft results framework. The framework contains goals and results to be achieved by developing and deploying multi-beneficiary and bilateral assistance programmes. Special attention is paid to the aspect of verification: measurable indicators (and benchmarks) are grouped according to particular results to be achieved and possible means of verification (MoV) are identified for each group of indicators. The selection of indicators and MoVs also take into consideration the cost-effectiveness and actual availability of data. Monitoring the guidelines will be supervised by DG ELARG in collaboration with the EU Delegations in the region, international organisations and networks of CSOs already active in media freedom and integrity. The collection of data will include both qualitative and quantitative assessments and will be conducted by means of surveys, peer reviews, independent assessment, etc." (Pages 4-5)
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"Independent news media, which often operate on the fringes of media markets, risk being left out completely if they are not participating whole-heartedly, and with solid knowledge and support, in these emerging arenas. They must embrace audience research as the foundation of both their business dev
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elopment—and audience development—practices. From a market development perspective, best practices around audience research deserve greater focus and resourcing in order to support partner news organizations." (Conclusions, page 19)
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"Consultancy costs can be a large budget item for many NGOs and so getting the best out of it is essential. This guide provides tips that will help you learn from good practices and avoid common mistakes. It is for staff involved in commissioning and managing consultants, particularly in programmes,
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grant management and monitoring, evaluation and learning. In this guide, the person or the organisation who is hiring a consultant is called ‘the client’. This guide is a summarised and updated version of a longer publication produced by Oxfam. It follows a sequence of steps in managing a consultancy, but each can be read as a stand-alone section." (Introduction, page 3)
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"Data quality is a cornerstone of accountability in program reporting. In the international development sector, although we are often focused on reporting, ensuring the quality of the data that we report is critical for our partners, our donors, and our beneficiaries. In addition, Data Quality Manag
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ement Plans and Routine Data Quality Assessments are both important elements of Pact’s Results and Measurement Standards. The intent of this manual is to provide guidance on how to ensure excellent data quality in all our programming. A slide set accompanying the module provides an opportunity to engage in practical exercises to test the skills outlined in this text." (Foreword)
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"This brief discusses the concept of theory of change in the broader sense of the term, while recognizing that it is sometimes defined more narrowly. A theory of change can be used for strategic planning or programme/policy planning to identify the current situation (in terms of needs and opportunit
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ies), the intended situation and what needs to be done to move from one to the other. This can help to design more realistic goals, clarify accountabilities and establish a common understanding of the strategies to be used to achieve the goals. For example, the UNICEF Strategic Plan 2014–2017 is based on a theory of change that builds on UNICEF’s comparative advantages, and encompasses identifying and scaling up effective technological, scientific and programmatic innovations; improving organizational capacity for the implementation of policies and national laws; developing the capacities of children, families and communities to act as agents of change; and working in national and global partnerships. A theory of change can also be used during implementation to identify which indicators must be monitored, and to explain to staff, funders and partners how the programme or policy works." (Page 2)
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"As advertising revenues shift to non-journalistic platforms, news organizations face financial difficulties. To safeguard pluralism and editorial competition, alternative funding sources should be considered. Policymakers can support private media organizations with mechanisms such as tax relief or
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even direct subsidies to specific media companies. Such support need not compromise media independence if safeguards such as statutory eligibility criteria are in place. Given convergence, support for private media should also be extended to online media." (Key messages)
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"Theory of change is actually a very simple concept. Throughout our work and personal lives we have aims, objectives and ideas about how to achieve our goals, but we rarely take the time to think these through, articulate and scrutinise them. All a theory of change process does is to make these assu
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mptions explicit and therefore more testable. While the idea itself is simple, the terminology around theory of change can be confusing because there are variations in the approach. In this document we use the term to refer to the broad family of approaches that all help to articulate the reasoning behind a project. This includes the CES Planning Triangle©, logic models, outcomes chains, and narratives. However, others in the field use theory of change to refer only to the outcomes chain approach. As an organisation thinking about using theory of change, the most important thing is not to get bogged down in terminology, but to use the method that suits your needs best. This guide aims to help you through your theory of change process and support you to produce something that strengthens the design and delivery of your projects, and gives you confidence in your approach to evaluation and learning." (Introduction)
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