"Using detailed checklists, the authors explain the stages of a typical consultancy, paying close attention to the practical, ethical, financial, and legal aspects of the process. Drawing on their own extensive experience and a wide-ranging survey of international NGOs and freelance consultants, the
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y discuss how to develop more effective working relationships with all the relevant stakeholders, including donors, partners, programme managers, local staff, and local communities. They also show how development agencies can manage particular consultancies in order to promote long-term learning and thus improve the general quality of their programmes." (Oxfam website)
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"The idea of capturing, storing and sharing knowledge so as to learn lessons from the past and from elsewhere – overcoming the boundaries posed by time and space – is far from being a new one. In recent years, a growing movement has emphasised the improved application of knowledge and learning a
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s a means to improve development and humanitarian work. The movement has led to the widespread adoption of learning and knowledge-based strategies among the range of agencies involved in such work, including donor agencies, multilaterals, NGOs, research institutes, and the plethora of institutions based in the South, including national governments, regional organisations, and indigenous NGOs. This guide is aimed at staff working in all such organisations. There are 30 tools and techniques contained here, divided into five categories: i) Strategy Development; ii) Management Techniques; iii) Collaboration Mechanisms; iv) Knowledge Sharing and Learning Processes; and v) Knowledge Capture and Storage. Many of these tools are simple and trying them out requires nothing more than the desire to try something new, and the drive to ‘get on and do it’. Undertaking them effectively requires effective – sometimes advanced – facilitation and communication skills. Here, we have aimed to provide comprehensive accounts of how to apply such techniques, with a focus on the requirements of potential facilitators." (Introduction, page 2)
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"From all that has come before it should be all too clear that starting up and developing a small independent community newspaper takes considerable tenacity. There is a general perception in this sector that the value of these publications often goes unacknowledged. Shirley Govender of the Southern
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and Soweto News summarises how many of independents in this research appear to feel: “No one takes you seriously as an independent publisher…[we] feel that disadvantage is running through our veins.” In every single newspaper’s case study at least one person says they are in the industry for the love of it. Most are stoic regarding challenges they face. Some are more independent than others. Many form good and often interesting symbiotic partnerships to share resources and people-power. Some report on contentious issues, most do not. The majority use their newspapers in ways that work towards building a better life for themselves and the communities they serve. But few have the time and know-how to access and engage with media development agencies. And fewer still have the time and expertise to represent the voice of small community publications in the battle against unfair competition, inequitable practices and marginalisation." (Conclusion, page 114)
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"¿Es posible lograr que en la Redacción de una empresa periodística convivan los conceptos de calidad y creatividad con los de eficiencia y productividad? ¿Son aplicables en las Redacciones las herramientas tradicionales de gestión de empresas? De estos interrogantes parte el autor para analiza
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r las particularidades del trabajo en un medio de comunicación y proponer herramientas para que editores y periodistas mejoren su gestión. “Estamos convencidos –sostiene Jornet– de que la independencia económica de un medio es esencial para lograr independencia editorial. Y que las redacciones tienen mucho para aportar en este camino”. Y agrega: “No se trata de convertir al periodista en un burócrata ni olvidar que la principal misión de un editor es pensar el mejor producto para la sociedad a la que se dirige. Se trata, sí, de aprovechar las herramientas de gestión para mejorar nuestro trabajo en las redacciones”. El libro se dirige básicamente a directores periodísticos, jefes de Redacción, editores generales o de secciones, productores, jefes de servicios informativos y coordinadores de noticias en medios gráficos o audiovisuales. Pero también a cronistas o redactores que deseen tener una visión más amplia del proceso editorial; a estudiantes de periodismo que se preparan para el ejercicio profesional; a quienes se vinculan con las redacciones desde otras áreas de los medios de comunicación o desde organizaciones civiles o gubernamentales." (Resumen)
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Beschreibt alle gängigen Fundraising-Methoden und gibt Anleitung zur praktischen Umsetzung. Mit zahlreichen Beispielen aus der Praxis: u.a. Greenpeace, Deutsche Welthungerhilfe, WWF, Deutsche Herzstiftung.
"Communities of practice (CoPs) provide people with a desire to address, discuss, and share their knowledge on a particular topic or issue with the means to do so. The USAID Knowledge for Development Strategy identifies such communities as vital to allowing USAID to reach its full knowledge-sharing
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capacity and improve its business process. We recognize that creating and maintaining a community requires dedication and direction. USAID’s 'Communities@USAID Technical Guidance' was developed to assist in this process. Designed to be an easy “how to” manual for those launching and sustaining a community, the guidance steps you through the process from beginning to end." (Preface)
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"Participatory research design appears as an attractive option in the study of community media organisations. It puts the generation of the research question, the design of data collection methods, and the analysis of the results in the hands of the researched. This approach can demystify the resear
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ch process and can be an empowering experience. But, as I found out with my doctoral research, the researcher needs to carefully assess an organisation’s capacity to undertake do-it-yourself research, because, when things go wrong, this approach can also reveal conflicts within an organisation, as well as give rise to tension resulting from the divergent needs of the researcher and those of the researched. This paper describes the troubles that arose during fieldwork conducted at a community radio station, how these unexpected events forced a reformulation of the research question, and how this eventually led to an improved theoretical insight." (Abstract)
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