"Highlights the relevance of radio in poor communities, its broad applicability to a range of sectoral activities such as health, rights, education, livelihoods, and conflict prevention, and identifies the need to deepen the capacity of radio broadcasters at all levels to conduct effective monitorin
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g and evaluation, so as to begin the process of developing a rigorous information and communication for development evidence base which highlights radio's - and other communications mediums - strategic contribution to the realisation of the Millennium Development Goals." (Executive summary)
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"This toolkit provides a selection of 100 participatory learning and action (PLA) tools which you can use for HIV/AIDS programmes. PLA tools are interactive activities which enable communities and organisations to learn together about a HIV/AIDS in their community, develop a plan, act on it and eval
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uate and reflect on how it went. The philosophy of this set of publications is that organisations and communities have to work as closely together as possible if they are to address HIV/AIDS successfully." (Page 6)
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"This guide is intended for people working in research and development. It introduces participatory development communication concepts, discusses the effective two-way communication approaches, and presents a methodology to plan, develop, and evaluate communication strategies to address the followin
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g questions: How can researchers and practitioners improve communication with local communities and other stakeholders? How can two-way communication enhance community participation in research and development initiatives and improve the capacity of communities to participate in the management of their natural resources? How can researchers, community members, and development practitioners improve their ability to effectively reach policymakers and promote change?" (Publisher description)
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"Every community needs a roadmap for change. Instead of bridges, avenues and freeways, this map would illustrate destinations of progress and the routes to travel on the way to achieving progress. The map would also provide commentary about assumptions, such as the final destination, the context for
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the map, the processes to engage in during the journey and the belief system that underlies the importance of traveling in a particular way. This type of map is called a "theory of change." The label theory of change is often referred to by other terms, such as pathway of change, engine of change, blueprint, logic model and theory of action. Regardless of the label, a theory of change offers a picture of important destinations and guides you on what to look for on the journey to ensure you are on the right pathway." (Introduction)
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"De plus en plus, on attend des organismes de développement qu’ils démontrent que leurs programmes résultent en des modifications significatives et durables du bien-être des bénéficiaires auxquels ces programmes s’adressent. Cependant, ces « impacts » sont souvent l’effet conjugué dâ€
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™Ã©vénements dont aucun organisme ou groupe d’organismes ne peut vraiment revendiquer la paternité exclusive. L’évaluation des impacts en terme de développement est donc problématique et de nombreux organismes s’escriment encore à mesurer des résultats qui vont bien au-delà de la sphère d’influence de leurs programmes. La cartographie des incidences part du principe que le développement est avant tout une question de rapports humains et de rapports entre les gens et leur milieu. L’originalité de cette approche tient au fait que, au lieu d’évaluer les produits d’un programme, elle s’intéresse en priorité aux modifications des comportements, des rapports, des agissements et des activités des personnes, des groupes et des organismes avec lesquels le programme travaille directement. Ce faisant, La cartographie des incidences dissipe un grand nombre des mythes qui entourent la mesure des impacts. Elle aidera un programme à préciser les intervenants qu’il vise, les changements qu’il escompte, les stratégies qu’il adopte et, de ce fait, à être plus efficace en terme des résultats qu’il obtient. Cette publication explique les diverses étapes de la méthode de cartographie des incidences et offre des renseignements détaillés pour la conception et l’animation d’ateliers. Elle contient de nombreux exemples et fiches de travail." (Description de la maison d'édition)
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"This guide considers the role of media in conflict and crisis areas, examines media projects established to provide information to affected populations in conflict situations, either during crisis or in the post-conflict period. Its four main sections discuss: Designing programmes for populations i
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n crisis; Humanitarian information programmes; Media projects for peace-building; Measuring impact: The difficult field of impact evaluation. Produced with the support of the European Commission Humanitarian Aid Office (ECHO), the guide originated from a conference in 1998 entitled Strengthening Lifeline Media in Regions of Conflict, which brought together media professionals and experts in conflict resolution to examine how media could impact on peace-building in conflict situations." (https://reliefweb.int)
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"The media can be a major force for improving the quality of government in developing and transitional countries – which is critical if opportunities for the poor and disadvantaged are also to improve. To fulfil this role the media need room to manoeuvre – tight government regulation and censors
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hip produce media which are ineffective and lacking in credibility. Too little regulation, on the other hand, may lead to the domination of commercial media ruled by advertising, to the detriment of serious content and of the interests of those without purchasing power – i.e. the poor. What is needed are policies that impose responsibilities as well as freedoms on the commercial sector, and that clarify and facilitate the role of the public service media. Effective media also need good management, and good professional and technical skills. The main purpose of this guide is to help governments and development agencies to decide whether to support the development of the media, and if so how." (Introduction, page 3)
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"The most important point for all types of workshops is that the participation of the representatives of all relevant stakeholder groups is ensured. This goes beyond mere discussion: at some stage there is always the necessity to make binding decisions. At this point, the workshop participants must
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be empowered by their respective organisations and/or groups (constituencies) to make such binding decisions (commitments concerning the use of people, materials, equipment, time, and money).
A second important point for all types of workshops is the recommended use of a team of two facilitators. Years of experience in the context of organisations in the field of development have clearly demonstrated the advantage of having two facilitators rather than only one: a single facilitator simply cannot keep track of all the details of the group processes and, at the same time, keep the discussion focussed along the lines of the previously agreed agenda. Therefore, it is essential that the two facilitators compare their perceptions in the breaks between sessions and take turns in facilitating. Their perceptions thus gain in objectivity and their activity is less influenced by the emotional and cognitive strain that group processes invariably produce.
It should also be obvious that the less the facilitators are directly involved in the project under discussion, the more efficiently they will work. The more they are "outsiders," the more impartial they can be towards the expression of (sometimes diverging) interests in the processes of discussion and negotiation that are the essence of the MAPA-PROJECT workshops. This will not only increase the trust of all participants in the results of the workshop (i.e. the project plan), it will also enhance the credibility of this plan in the eyes of outside organisations, such as a funding organisation. For the same reason it is often advisable to conduct the workshop on "neutral grounds" (i.e., in a location different from that of the organisation which will be running the project)." (Overview, page 21)
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"Ce manuel, adressé à toutes les composantes du secteur des médias (organes et entreprises de presse, associations, syndicats, journalistes ou techniciens), recense les organismes (coopérations bilatérales, multilatérales, fondations) venant en appui au secteur des médias africains sur le pla
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n financier, matériel ou méthodologique. Des fiches synthétiques présentent les axes privilégiés de travail de chacun des organismes, et des interviews de leurs principaux responsables mettent en perspective leurs actions. Enfin, un chapitre est consacré au point de vue sur l'aide à la presse de plusieurs journalistes et hommes de médias africains." (Dos de couverture)
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"In the project design and management (PDM) workshop, Volunteers and their Counterparts learn how to involve the community members in moving from their analysis to planning and implementing projects that meet their desires and needs. Some general goals of the PDM workshop for the Peace Corps include
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: 1. To reinforce the philosophy of community participation, and provide additional methodologies for involving community members in designing and implementing their own projects; 2. To enhance the Peace Corps Volunteers’ outreach capabilities; 3. To build host country national community development skills and strengthen the relationship between Volunteer and Counterpart." (Pages 1-2)
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