"This book presents practical ways to build financial management capacity in an international development context (although much of it applies to any non-profit organisation). It describes best practice in the specific tasks of financial management – for example, planning and budgeting and financi
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al controls. It gives examples of how groups and organisations build their own capacity. It also considers what leadership teams can do to guide their organisation’s long-term direction (an activity sometimes called ‘governance’) and it describes other financial management aspects that can be built into an organisation’s structure. It is written for non-government organisations (NGOs), larger community-based organisations (CBOs), and charities." (Introduction)
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"The authors present six local and independent radio stations from Africa - community radio stations, and commercial and NGO run radio stations with strong community participation - showcasing good practices for sustainability, defined as "ability of a radio station to maintain a good quality develo
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pmental broadcasting service over a period of time." Asking the question, what is it that needs to be sustained? they offer a holistic view on sustainability by examining how a radio station is embedded in its geographic, economic, infrastructural, social, linguistic and cultural context. Furthermore, the case studies consider the broadcasting environment, programme schedules, management structures and sources of income of the radio stations. Particular attention is paid to the community engagement of the radio stations and to the causes for active community involvement." (commbox)
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"Ce manuel est destiné particulièrement aux formateurs qui seront amenés à intervenir in situ dans des radios souhaitant un renforcement de leurs capacités dans le domaine de la pratique du journalisme radio ou dans celui du management. S’inspirant de cette première expérience pilote menée
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au Burkina Faso, mais également d’autres interventions initiées auprès des entreprises de presse écrite du Mali et de la République démocratique du Congo, la première section de ce manuel capitalise la méthode in situ en attirant l’attention sur ses avantages, mais aussi son caractère délicat et les précautions nécessaires à adopter par le formateur. La seconde partie constitue un outil de formation pratique au journalisme radiophonique et s’accompagne d’extraits sonores et d’exercices disponibles sur le CD-Rom ci-joint. La troisième partie propose un module de spécialisation des personnels chargés de l’administration et de la gestion d’une station de radio communautaire ou commerciale : elle s’appuie également sur des documents de référence qui seront utiles pour la mise en oeuvre concrète des recommandations." (Préface)
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"El Manual de Gestión para Facilitadores es el resultado de la sistematización de una serie de talleres impartidos al equipo de Gestión y Formación de AMARC México y a la red de radios. Estos textos recogen la mirada del Programa de Gestión de AMARC ALC pero también los aportes e impresiones
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de quienes participaron en esos talleres. No se trata de un manual exhaustivo, sino de un texto que recoge e integra diferentes miradas, conocimientos y experiencias para construir una guía de trabajo para los facilitadores que emprendan la compleja tarea de trabajar la gestión en las radios comunitarias de México. Este manual también es tan sólo un acercamiento para retomar las mejores prácticas, un punto de partida de un momento específico, ya que creemos que aún faltan muchos temas por discutir y definir como red de radio comunitarias al respecto." (Introducción)
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"Viele Medienberater haben in den vergangenen Jahren »Erfolgsstrategien« für Radioprogramme verkauft. Alle diese Strategien haben eines gemeinsam: In einigen Märkten funktionieren sie, in anderen scheitern sie kläglich. Jens-Uwe Meyer zeigt, dass es kein Patentrezept gibt, das ein Programm zum
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Erfolg führt, sondern dass jeder Markt anders, jedes Programm individuell ist. Radio-Strategien von der Stange funktionieren nicht. Das Buch wirft einen kritischen Blick auf die Media-Analyse, zeigt die Möglichkeiten und Tücken der Marktforschung auf und stellt ein Modell für die ganzheitliche Steuerung von Radioprogrammen vor. Dieses strategische Modell umfasst sämtliche Bereiche des Programms: Nur wenn Musik und Moderation, Claims und Slogans, Trailer und Promos, Senderaktionen und -promotions, strategische Programmmarken und das Wortprogramm sinnvoll aufeinander abgestimmt sind, kann ein Sender seine Ziele optimal erreichen. Das Buch stellt den Gesamtprozess der strategischen Programmplanung systematisch und verständlich dar. Es enthält Beiträge von Radiopraktikern aus Marktforschung, Programmleitung, Moderation und Beratung. Das versammelte Hintergrundwissen und zahlreiche Beispiele machen es zu einem nützlichen Ratgeber für die Programmsteuerung und -planung." (Verlagsbeschreibung)
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"This report [...] recommends that interveners take the following series of steps as they generate a strategy for media development in post-conflict zones.
Predeployment Phase: Mapping and Strategizing: map out the existing media landscape; identify the postwar condition of the media infrastructure,
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media personnel, and other resources that have survived the conflict; assess the history of state-media relations; analyze the potential market for sustainable media; create a strategy for developing media; coordinate all relevant players in media development; identify spoilers and create a plan to isolate extremist voices while elevating moderate ones; plan to establish a responsible media sector before the first postwar elections are held.
Deployment Phase: Building and Developing: build a foundation for the media sector; establish a mission-owned outlet to monitor and counter hate speech while promoting peace operations; create a representative media commission to establish media standards; create legal underpinnings for media during the transition or help the government to do so; create media outlets and develop personnel; encourage creation of a diverse array of media outlets and ensure media accessibility by different segments of the population; establish effective on-the-job training programs and mechanisms for evaluating trainees and university-based training programs; create local associations of journalists, publishers, and editors to strengthen leadership and connect local media actors to international media networks.
Exit Phase: Transitioning and Sustaining: transition to local control and ensure long-term sustainability; gradually give full control to local media leaders; ensure a robust media market in which private outlets are self-sustaining; create an indigenous mechanism to continue monitoring hate speech." (Summary)
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"Discussions on how to support sustainability of independent media generally focus on the political conditions, the legal framework and – especially in German development cooperation – on the quality of journalistic coverage. Nevertheless, economic factors are of equal importance, not only for p
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ure survival but also with respect to editorial independence and the resources available to enhance or guarantee the quality of media outlets. The German Forum Medien und Entwicklung (Media and Development) highlighted in its annual international Symposium, “Money Matters – How independent media manage to survive”, two dimensions marking economic sustainability: factors constituting a restricting or enabling media environment; factors supporting the business management of media in their endeavour to become self-sustainable." (Executive summary, page 5)
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