"The Startup Guide is our attempt to curate the information and tools we think are essential to launch an independent newsroom and leading a successful enterprise well beyond startup. The areas of focus include business planning, audience development, revenue generation and nonprofit management. All
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to support those who want to start a sustainable nonprofit news organization." (https://inn.org/research/guides/startup-guide)
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"This book is about how to grow an independent media business, and we are perfectly aware that news publishing these days is not for the faint of heart [...] We ask: Is there a media business approach that is not primarily focused on the needs and wants of an advertiser, a funder or the journalists
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in the newsroom, but instead aims to meet the needs of all the individuals within the community served? Assuming there is, how does a news enterprise capture some of the value created for that community? We have three reasons to believe these are the right questions. First, social actors need reliable, decision-grade information and insight to thrive, and at our best, that’s exactly what we provide. Second, we are neither alone nor unique in the challenges we face – and firms in adjacent industries, confronted with similar forces, can and do succeed. Finally, in our work with hundreds of news enterprises in the US, Europe, Middle East and Asia, we have seen success stories within and outside traditional journalism. It can be done." (Introduction, page 8)
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"To ensure that mobile solutions are designed inclusively in humanitarian contexts, it is important that target users are involved as co-creators of the future they want. A human-centred design approach is one way to ensure that users’ perspectives are fully integrated into programme design. This
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approach is also useful for work involving marginalised populations, including refugees and people with disabilities, as these populations tend to have fewer opportunities to voice their experiences and influence decisionmaking processes. At the same time, they face complex systemic challenges. To shape solutions that will effectively address these challenges, their perspective is absolutely critical. Human-centred design research methodologies are well suited to the challenge because they bring the perspective of this end user to the forefront. This report documents the human-centred design process used in a project conducted in 2020 in Nairobi, Kenya. It includes research tools that can be used in other contexts, as well as the adaptations that were made to research tools to ensure they were inclusive. These are documented in the two page spreads below: Location Mapping, User Journeys, Communication Mapping, Future Me and Daily Diaries. These tools are followed by the main lessons learned, and recommendations for others who want to implement a similar process. More research should be conducted to better understand the experiences of people with disabilities in humanitarian contexts." (Executive summary)
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"The paper explores what news companies with reader revenue models are doing through structured interviews with 26 media executives from 15 news organisations. Some of these outlets run digital subscriptions. Others have reader revenue models with a less transactional value proposition. Most of them
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are based in Spain and the United Kingdom. Some are based in other European countries such as Denmark, Sweden, Italy and France. The paper doesn’t analyze either the virtues of different pay models or the price of the offerings of every particular newspaper. Its main goal is to explain the strategies news outlets are applying to deal with the profound changes required by a subscription business in the hope that some could be used by other news organisations elsewhere." (https://reutersinstitute.politics.ox.ac.uk)
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"The Design Thinking Toolbox explains the most important tools and methods to put Design Thinking into action. Based on the largest international survey on the use of design thinking, the most popular methods are described in four pages each by an expert from the global Design Thinking community. If
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you are involved in innovation, leadership, or design, these are tools you need. Simple instructions, expert tips, templates, and images help you implement each tool or method: quickly and comprehensively familiarize yourself with the best design thinking tools; select the appropriate warm-ups, tools, and methods; explore new avenues of thinking; plan the agenda for different design thinking workshops; get practical application tips." (Publisher description)
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"This paper presents a new set of indicators to assess the viability of news media at a time when the discussion about the survival of quality media is omnipresent, while systematic, fact-based strategies to tackle the problem are omni-absent. As digital transformation is sweeping through the media
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industry, marking the death knell of traditional business models, new answers are needed. Based on its Media Viability Model, DW Akademie has developed a framework that allows media managers, media development experts, and academics to assess individual media outlets or entire information ecosystems in a practical, solution-oriented, and tailor-made way. The Media Viability Indicators (MVIs) look at five societal dimensions that influence the functioning and quality of news media: economics, politics, content and expertise, technology, and the community they are serving. They allow for gathering data and evidence sorely needed for more effective and substantiated strategies. The MVIs also aim to develop a common language about what media viability actually means and enhance the discussion on what needs to be taken into account when talking about the future of news media." (Page 1)
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"Dieses Handbuch trägt den aktuellen Stand der wissenschaftlichen Auseinandersetzung mit dem Thema Fundraising in Deutschland, Schweiz und Österreich zusammen. Erkenntnisse und Kennzahlen werden praxisorientiert aufbereitet. Ausgewiesene Experten, die sich sowohl wissenschaftlich als auch praktisc
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h mit zentralen Fragen der Mittelbeschaffung auseinandersetzen, teilen ihre Erkenntnisse zu strategischen und operativen Fragen des Fundraising bei Privatpersonen, Unternehmen und Stiftungen. Für die zweite Auflage wurde das Handbuch um Beiträge zu aktuellen Themen wie CSR, agile Führung, Digitalisierung und insbesondere im Bereich Online-Fundraising erweitert." (Verlagsbeschreibung)
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"Los medios de comunicación comunitarios en Ecuador, dentro de la lógica de desarrollo social, han creado experiencias de producción y comercialización de productos comunitarios. Estas actividades permiten obtener ingresos económicos destinados al fortalecimiento técnico, administrativo y fina
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nciero de estos medios; además, generan puestos de trabajo, dinamizan la economía, democratizan los espacios comunicacionales, visibilizan las realidades sociales, económicas y políticas de los territorios. Este manual presenta 8 experiencias de medios comunitarios de la Red CORAPE que han trabajado en un proceso de sostenibilidad. Además, muestra varias estrategias que aportan al posicionamiento de los medios en el ámbito de la comunicación y al fortalecimiento del sector comunitario." (Contratapa)
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"Die neuen Möglichkeiten der Digitalisierung werden von vielen Organisationen bislang nicht ausreichend genutzt. Die Ergebnisse zeigen dafür vier wesentliche Erklärungen: Einseitiges Digitalisierungsverständnis: a) Digitalisierung wird in 86% der gemeinnützigen Organisationen als Mittel der Arb
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eitserleichterung, d.h. der effizienten und transparenten Bewältigung von organisationsinternen Aufgaben verstanden. Demgegenüber stehen nur 47% an Organisationen, die in der Digitalisierung auch die Möglichkeit sehen, ihre gesellschaftliche Wirkung zu steigern. b) Potenziale digitaler Schlüsseltechnologien werden nicht erkannt: Einige wenige innovative Organisationen im dritten Sektor zeigen zudem bereits anschaulich, wie digitale Schlüsseltechnologien ihre Arbeit bereichern und die gesellschaftliche Wirkung steigern können [...] c) Mehr Investitionen erforderlich, insbesondere in den Faktor „Mensch“: Eine erfolgreiche digitale Transformation endet nicht bei der Übersetzung von Daten vom Analogen zum Digitalen, sondern erfordert zusätzliches Wissen, Kompetenzen und Strukturen, um eine Organisation in letzter Konsequenz „digital zu denken“. Dafür braucht es Investitionen. Unsere Ergebnisse zeigen allerdings, dass die Höhe der ITBudgets bei 47% der NPOs stagnieren. Alarmierend ist vor allem, dass nur 8% der derzeitigen IT-Investitionen in das IT-Personal fließen, wohingegen 59% für Hard- und Software eingesetzt werden [...] d) Alte und neue Hindernisse bremsen die Digitalisierung: Ein seit jeher bekanntes und chronisches Problem im dritten Sektor sind die oft knappen personellen und finanziellen Ressourcen, was im Falle der Digitalisierung wichtige Investitionen verhindert. Die Problematik, erforderliche Ressourcen aufzubringen, in Kombination mit der Schwierigkeit, sich relevantes Wissen anzueignen, zeigt: Nur 14% des dritten Sektors sind gut positioniert, um sich erfolgreich zu digitalisieren." (Executive summary, Seite 6-7)
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"Design thinking is more than just a new, one-off method of innovation. It is about establishing an innovation-friendly climate in companies and organizations for the long-term. To achieve this, an interdisciplinary team of authors has composed this "recipe book" that can be practically applied to y
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our everyday business life. This book is for all who intend to understand and practice the design thinking method in the most rapid and uncomplicated way. The first part describes in depth what this method is all about. The second part of this comprehensive book offers you a step-by-step guide to practically apply design thinking. The subsequent sample cases show how to put theory into practice. The authors have gained their expertise in design thinking from both academic and scientific theory, and from countless long-term implementations at companies in various industries. Benefit from this rich knowledge and start becoming innovative today. This book will show you how it's done." (Publisher description)
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"In June 2020, MDIF conducted a survey of 36 Myanmar media outlets to gather information about the impact of COVID-19 on their businesses between March and May. They represent a mix of national media, as well as local media from the ethnic states and regions. Their operations are of various sizes: t
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hree media have 70-150 staff, 7 have 20-69, and 26 have 1-19. All the media surveyed felt the impact of COVID-19 almost immediately. Not surprisingly, as this has generally been the experience of media worldwide, commercial revenue decline was often dramatic: half of the survey respondents reported more than a 75% drop in income. Thirty-two of the 36 respondents had advertising revenue prior to the start of the pandemic, and all of them reported that it was negatively affected. All 19 media with print products were obliged to either reduce or even halt production. In response to collapsing revenues, 31 of the 36 survey respondents instituted spending cuts between March and May including, in some cases, cutting salaries and staff. Even as they reeled from the economic impact, Myanmar media also had to adapt their working environments. All the media surveyed quickly instituted work from home practices or else established social distancing in their offices and provided protective equipment for their staff. At the same time, more than half of the media reported having to contend with safety and security challenges. These came in the form of restrictions on movement, websites being blocked, on and offline surveillance, staff harassment and arrests. In common with media in other countries, one bright spot in this bleak picture has been audience growth. MDIF’s survey found that almost all media saw both their digital audiences, and audience engagement, increase. This had a positive knock-on effect for the media, with 30 respondents reporting that during this period they were able to strengthen their digital skills and knowledge due to the increased focus on their online content. The good news that 21 of the 31 respondents that sought emergency funding during the survey period obtained it, is tempered by the reality that the impact of COVID-19 has been deep and will be long lasting. The future for media in Myanmar is precarious." (Introduction)
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"It has been widely agreed that national platforms for Communication and Community Engagement (CCE) are essential for making progress toward greater participation and accountability in humanitarian response. A policy paper describing this in detail was produced by the CDAC Network in 2016, supported
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by our How-To Guide for organisations interested in establishing such platforms. By ‘platforms’, the network refers to innovative coordination mechanisms that bring together community engagement activities and sit within, or influence, overall response leadership. These ensure community engagement efforts are coordinated, systemic and locally-led. This Status Update February 2020 outlines the context, leads, donors and challenges and opportunities of 23 national and regional platforms in 22 countries that are currently operating." (CDAC website)
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"The Coordinadora de Medios Comunitarios, Populares y Educativos de Ecuador (CORAPE) is the biggest network of community media in Ecuador, and since 2016 has been the main partner of DW Akademie in that South American country. Between 2016 and 2019 the two organizations implemented a project finance
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d by the German Ministry of Economic Cooperation and Development (BMZ), with the aim to strengthen the work of community media in Ecuador in the provision of access to information to vulnerable populations, especially in indigenous languages. One central line of this project was the financial sustainability or viability of community media, which has historically been one of the greatest problems for this sector. The economic viability of community media worsened during the course of the project because of economic and political changes in the country: the fall in oil prices and state restructuring made necessary by the fiscal crisis caused a drastic reduction in advertising income for community media. The project was designed with the participation of CORAPE members, leading to the definition of four focus areas of media viability (advertising; projects and entrepreneurship; partnerships and alliances; production and programming) and the agreement on a series of methodological tools. A selection of eight community media outlets, which varied in their nature, organization, and sources of financing, participated in a process of self-analysis, external consultation, and peer exchanges with the goal of finding solutions to the viability of community media. In this way, they succeeded in defining a series of processes and created specialized tools that could be applied within the network, as well as to other community media in the world. This publication is divided into three chapters. The first presents background information, justification for the project, and the methodology used. The second shows the training procedures and best practices of four of the participating community media outlets. The final chapter reflects the learning outcomes of the project by recommending eight steps and tools to help community media achieve viability." (Page 7)
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"The aim of this proposal is to present the evolution of the digital native media in Spain in order to compare their current situation with European success stories. For that purpose, we have conducted a comparative case study between three highlighted Spanish digital native news outlets and three f
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rom other European countries. The results show a progressive shift towards a member-funded model, while news outlets try to reduce their dependence on advertising. However, the three European natives seem to be more advanced compared to the Spanish cases as these remain still dependent on advertising revenues to stand upright. Furthermore, two models of participation stand out: the user community and, in particular, the model of collaboration networks. Nevertheless, the study reveals how the analyzed European news outlets are changing the role of the reader through innovative forms of participatory interactivity." (Abstract)
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"Die vorliegende Studie stellt Nutzerinnen und Nutzer in den Mittelpunkt. Sie fragt sowohl nach den Gründen für fehlende Zahlungsbereitschaft als auch danach, warum und wofür gezahlt wird. Auch wenn die Grundtendenz einer stark ausgeprägten Gratismentalität gegenüber digitaljournalistischen In
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halten nicht überrascht, zeigt sich ein beim Musik- und Serienkonsum über die letzten Jahre erlerntes Verhalten: Nutzerinnen und Nutzer wünschen sich eine Art Netflix oder Spotify für Journalismus – zu vergleichbaren Preis- und Vertragsbedingungen. Im Sinne einer nutzerzentrierten Ausgestaltung von Paid-Content-Angeboten eröffnen die Autoren innovative Blickwinkel auf neuartige Plattformmodelle und geben empirisch basierte Handlungsempfehlungen mit Relevanz sowohl für die Wissenschaft als auch für die Medienpraxis. Die mangelnde intrinsische Motivation zur Zahlung nimmt Medienunternehmerinnen und -unternehmer in die Pflicht – egal, ob sie bereits am Markt etabliert sind oder neu gründen. Die vorliegende Studie bietet dazu eine Fülle von Ansatzpunkten." (Vorwort, Seite 5)
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"This framework lays out the multiple elements needed to successfully build and assess the performance of a national Communications and Community Engagement (CCE) Platform. These Platforms enable a broad range of government and disaster response organisations to implement coordinated communication a
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nd engagement strategies based on the belief that “information saves lives during a crisis." (Page 1)
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"The Mothers Union (MU) was beginning to feel its age. Founded 140 years ago it had grown into a social movement of more than 4 million members. But in many places their members felt it had become increasingly inward-looking and ineffective. A radically participative theory of change process, called
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MULOA (Mothers’ Union Listening, Observing and Acting), that listened to over 200,000 people in 36 countries between 2017 and 2019, helped breathe new life into this global movement. The learning from this experience has significant implications for development actors, whether faith-based or secular. MULOA showed it is possible to listen at scale. Theory of Change does not have to be a top-down, office-based, process. Participatory activities created safe spaces for mind and heart dialogue, engaging deeply with people’s emotions and faith to catalyse personal transformation. Changes in individual members catalysed major shifts in MU’s identity, strategy, structures and ways of working. It created a member-led evidence base for MU global strategy that reflected localised priorities. Together with concurrent shifts in MU governance, MULOA contributed to a genuine shift towards a more truly global and interconnected movement. Becoming a more listening, trusting and strategic organisation has since proved vital in helping MU be more agile and adaptable in responding to the COVID-19 crisis." (Introduction, page 3)
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"Our Valuing Voices ex-post research of 39 organizations’ evaluations of sustainability shows that most project results decrease (20-90%) as early as two years ex-post in addition to an Asian Development Bank study of post-completion sustainability found that “some early evidence suggests that a
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s many as 40% of all new activities are not sustained beyond the first few years after disbursement of external funding,” Most project exits are in the last quarter and sustainability handover assumptions are not validated expost. Learning from what was sustained helps us know how to exit for sustainability from the very onset of the project as compared to the typical project cycle. We encourage those tasked with funding, designing, implementing, monitoring & evaluating projects to use these longer checklists and view the full recording shared with participants. These checklists are aimed at donors/designers and implementers of foreign aid projects outcomes and impacts and can be adapted by local NGOs, national governments, private sector, academics, to create exit plans. Local participation in creating these and feedback on how well exit is going will help them sustain results." (Page 1)
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