"The message matrix facilitates local stakeholder groups and community members to take an active, empowered role in content development for an educational communication programme. The method enables active participation of target audiences and stakeholder groups in the identification, analysis and r
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esolution of problems affecting the community. Use of the matrix underscores the significance of proactively and vigorously involving all stakeholders and leveraging their wealth of knowledge and experience. The message matrix helps to ensure that key messages of the programme — its core learning objectives — originate from people themselves rather than from outside experts or policy makers. Likewise, it helps to ensure that communication programmes are developed within proper cultural frameworks and in ways that engage stakeholders throughout and across the process of programme design, from setting overall objectives to framing key messages. The use of the matrix — for example, in a programme design workshop — anchors a participatory and consultative process that addresses existing and desired knowledge, attitudes and practices. The matrix helps to identify, analyse and classify audience behaviour, making it easier to provide relevant, well-defined and practicable solutions in the form of positive behaviours and demonstrable benefits that will motivate listeners to take action." (Pages 99-100)
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"The European Commission has begun to integrate a political economy approach throughout the project cycle. This guide tailors the political economy approach to the media development sector specifically. Using a political economy media matrix (PEMM) as its basis, it explains how to integrate the PE a
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pproach throughout the programme cycle." (Background, page 4)
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"This publication responds to the increasing need for organisations to think and plan strategically about managing and using their information and knowledge resources in an efficient and effective manner. Lack of strategy for information and knowledge management was identified as a major gap when CT
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A conducted a series of needs assessment studies across the ACP regions to gain an insight into the needs and capacities of various actors in the agricultural and rural development sector. Further gaps were observed due to lack of information sharing and dissemination approaches within institutions, making it difficult for organisations to learn lessons from past practices and effectively plan, monitor, and evaluate their activities. The studies covered hundreds of agricultural and rural development (ARD) institutions and consultations were held with senior policy-makers and planners from a wide crosssection of institutions. The need to help organisations develop and implement an information and communication management (ICM) strategy emerged as the top priority, which bodes well with CTA’s current emphasis on integrating knowledge management (KM) with ICM, as reflected in its new strategic plan. Based on a thorough review of what had been done in this area, CTA embarked on the development of two publications – a Facilitator’s guide and a User’s manual – in collaboration with ICM and KM practitioners. The exercise involved writing, organising regional methodology validation and training of trainers workshops in the Caribbean, Pacific, Southern, West and Eastern Africa. The manuals are the output of a highly collaborative and consultative process aimed at filling a clearly identified need. The manuals stress the importance of teamwork, consultation and getting the buy-in of all stakeholders who will be affected by and involved in the actual crafting of the ICKM strategy. They examine implementation, monitoring and evaluation issues with useful tips and tricks." (Foreword, page vii)
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"The main purpose of the first Wage Indicator Global Wage Report – Gender Pay Gap in Journalism is to compare international and gender wage differentials for the journalist workforce. In addition to wages comparison, other important areas of journalists’ employment are studied, namely: (a) emplo
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yee benefits, (b) working hours, (c) satisfaction with various aspects of job, (d) and satisfaction with life as a whole. Some of the main findings include: (a) Median gross wages of journalists range from 458 international dollars ($) in Indonesia to 3705$ in Germany across the studied countries (b) In 14 out of 16 studied countries male wages dominate female wages. In fact, male wages exceed female wages in all 16 studied countries as soon as we account for the differences in characteristics between men and women, that is, calculate equivalent pay gaps for comparable men and women. (c) Equivalent pay gap (accounting for differences in characteristics), disadvantaging female journalists, is largest in Belgium (-25%), Indonesia (-22%) and the Netherlands (-20%); the smallest equivalent pay gaps are observed in the Czech Republic (-5%) and Brazil (-9%)." (Executive summany)
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"A Guide to Assessing Needs offers a much broader perspective than many texts on project management or evaluation. It presents needs assessment within a results framework that applies to international development projects equally as well as to a variety of other contexts. An exceptionally wide range
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of data collection and decision-making tools are presented, along with descriptions of the purpose and rationale for each tool, its strengths and weaknesses, the process through which it is implemented, and tips for success. The book is a user-friendly reference manual, offering information for selecting among the diverse approaches to achieve results. The authors bring together tools and techniques from diverse disciplines so that even experienced professionals are likely to find many new approaches for collecting information and guiding decisions." (Back cover)
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"Governments and donor agencies are under increasing pressure to show hard evidence that their interventions are effective and good value for money. Anti-corruption is a challenging field in this regard, with few evidence-based models to draw upon, so both the design and the evaluation of programmes
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need to be supported by good analytical frameworks. The theory of change (ToC) approach focuses on how and why an initiative works. Constructing a ToC enables government and donor staff to identify the logic underpinning their programmes and clarify how interventions are expected to lead to the intended results. The paper presents a user-friendly five-step methodology for building a theory of change for a programme or project. It highlights the importance of preconditions, factors that must be in place for the intervention to work as intended, distinguishing between those preconditions that can be addressed by the programme design and those that cannot. Finally, the paper provides general and sector-specific guidance based on case studies of programms in three areas: anti-corruption authorities, civil society work, and public sector reforms." (Abstract)
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"The SuBMoJour study has mapped journalistic startups in nine countries. It has created an online database detailing the business models of journalistic startups that are deemed sustainable (www.SuBMoJour.net) and this accompanying narrative report. The study supports research to date that online en
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vironments offer the necessary market characteristics for niche journalistic sites and content production. There is a rich and diverse set of media case studies in the database, all with their unique interpretation of serving communities or reportage. The study was carried out across 12 months with a team of international researchers. Where it was hard to evidence entirely new revenue sources, it was however possible to find new ways in which revenue sources have been combined or reconfigured. Most of the 69 case studies have diversified their income to include more than one revenue source. As such, there is potential innovation in new business models by way of combining revenue sources in new and interesting ways to make their sites profitable in the long term. Some sites, particularly those born to support products, which were very much of the net, have rebundled or recombined revenue streams in relatively innovative ways." (Conclusion, page 116)
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"Many different educational and training sessions focusing on science journalism have been offered to journalists in Africa in the past decades. However, there is still insufficient quality reporting on health, environment, technology and science. We propose a new, flexible and needs-oriented concep
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t for the professionalization of journalists. Its main elements are peer-to-peer mentoring and building of professional associations using online tools for training, networking and journalistic research, a combination of approaches and an in situ delivery. It has been put into practice through the Science Journalism Cooperation (SjCOOP) project in Africa and in the Middle East." (Abstract)
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"This publication puts deep-rooted community ownership at the heart of sustainability and real impact of community radios. Jallov focuses on core processes to reach the most adequate realization of a station according to the specific needs and context of the community. Based on her rich hands-on-exp
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erience, she provides examples illustrating processes of preparation, establishment, and building of long-term sustainability and empowerment, as well as the provision of an enabling environment. Practical advice ranges from planning needs assessments and strategic plans to managing partnerships and practising community-based impact assessment. Written in a clear, straightforward way, 'Empowerment radio' does an excellent job in providing guidance both on conceptual and practical aspects of community radio broadcasting." (CAMECO Update 2-2012)
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"The Community Radio Support Centre (CRSC) at the Nepal Forum of Environmental Journalists (NEFEJ) assessed the performance of 15 community radios based on the Community Radio Performance Assessment System (CR-PAS) in 2012. The assessment was a first full-fledged test after a successful piloted the
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system in 2011. The radio stations were provided with organization development (OD) support to address to the findings of the pilot assessment. The OD support provided the stations with advice and mentoring on improving their structures, systems and processes to meet the requirement of community radios [...] None of the 15 stations scored enough to be included in ‘model community radio’ category, three qualified as ‘performing’, four as progressing, two as evolving, and six as ‘endeavoring’. If the previous assessment is taken as the baseline then the overall performance of the stations increased - from 44 to 48 - in six months and after the OD input. There has been an upward movement of the stations in terms of categories, as shown by reduction of number of stations in the endeavoring category and increase in the performing category. This suggests that frequent assessments such as this can encourage the stations to improve performance." (Executive summary)
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"Anyone working with community radio in one way or the other longs for a recipe on how to ensure long-term sustainability. Such a recipe does not exist. But there are a number of important factors that are crucial for sustainability - and a related number of traps on the way it is easy to fall into
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which will effectively undermine long-term sustainability." (Page 2)
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"Community radio is considered as an intervention strategy of choice for deepening participation and community ownership. Donors have funded a proliferation of community radio projects in the Global South, prompted by stories attesting to the power of radio as a tool for social change. The evidence
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suggests that beyond empowering communities, community radio can catalyse behaviour change and impact positively on wider development outcomes. In practice, the record has been mixed, with sustainability a critical challenge. A recent evaluation found that radio stations created through top-down initiatives tend not to survive when external funding dries up. Where such stations do survive, their purpose often becomes different from what was originally intended. Only in a handful of cases have previously aid-dependent radio stations become sustainable. Informed by insights from practitioners, and evaluation reports and scholarly literature, this article draws some emerging lessons." (Abstract)
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"This third module focuses on elaborates on the various aspects of human resources management such as evaluation and training, compensation for employees, communication and conflict prevention among staff members. The guide provides practical suggestions and guidance on how to motivate staff, how to
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handle conflicts and how to coordinate communication at the station." (Introduction)
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"This Module IV focuses on the particular characteristics of community radio stations and how these different features influence the way one determines programming. The first section examines ownership questions and the different forms of collaboration between the radio station and the community. Th
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e second section of the module provides insight into the preparation of a programming schedule and its importance. In addition, the module contains a sample programming plan, which can be adapted as necessary to help the senior management better structure their programmes, coordinate with the station’s producers and journalists, and manage the expectations of their audience." (Introduction)
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"This second module focuses on two main aspects of managing community radio stations. First, it examines the governing bodies of a station and gives succinct descriptions of each body’s function and structure as it relates to the governance of the radio. The second section of this module serves as
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a guide for human resources management. It presents the roles and responsibilities involved for each staff- and volunteer position, and gives an overview of the recruitment process for new personnel." (Introduction, page 2)
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