"The current situation for journalism in Argentina represents a great challenge due to the continuous economic changes linked to inflation and labour precariousness. Faced with this, a phenomenon known as self-managed media has grown over the recent years, also connected to recovered media that prom
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otes innovation, providing material for use in newsrooms to produce novel content and connect with audiences. For this explorative study, based on journalists' roles and innovation, we conducted a mixed-methods design to analyse self-managed media composed of recovered, cooperatives, community, popular, and alternative media. First, a focus group was held with 10 communicators to understand their current situation; second, 60 journalists were consulted about their roles and innovations; finally, in-depth interviews were conducd with three communicators who work on self-managed media at the Community and Cooperative Media Confederation. The findings reveal the presence of innovative actions, reported by 90% of respondents, and confirm that 70% of the consulted journalists had assumed new roles in management and administration. In addition, 80% of the journalists praised community work as fostering a sense of belonging and its associated benefits regarding motivation and freedom. These sentiments were further validated by the insights shared by the three interviewees. This sense of belonging could be included in the fifth area of innovation in journalism, which centres on the social dimension." (Abstract)
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"Obwohl Journalismus eine wichtige gesellschaftliche Funktion erfüllt, gilt er in Deutschland nicht als gemeinnützig. Unser „Whitepaper“ ist ein aktueller Lagebericht zum gemeinnützigen Journalismus in Deutschland und beleuchtet anhand einer Vielzahl an Fallbeispielen, welche Chancen in Proje
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kten liegen, die statt auf monetäre Gewinne auf das Gemeinwohl abzielen. Die Medienwissenschaftler Leif Kramp und Stephan Weichert haben dazu Erfahrungen und Erkenntnisse unterschiedlicher Stakeholder eingeholt. Sie haben Protagonisten aus dem Stiftungswesen, von Non-Profit-Organisationen und aus der Medienpolitik sowie von Verbänden befragt. Die Studienautoren machen konkrete Vorschläge für Veränderungen an den regulatorischen Maßnahmen und Förderstrukturen, um Non-Profit-Journalismus den Rücken zu stärken." (Verlagsbeschreibung)
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"DW Akademie’s holistic approach to Media Viability identifies common internal practices in news organizations that decrease their financial vulnerability to crises and disasters and outlines a framework for increasing organizational resilience." (Page 1)
"This guide helps media managers identify and choose the most relevant business models and practices that fit with their missions and operating conditions. It provides a common language around core concepts of media business functions and provides links to further resources. It offers practical, str
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aightforward guidance on growing audiences and diversifying revenue sources. The guide is written through the lens of news media and is written by media managers experienced in many different contexts. It includes topical overviews, case studies, interviews, guest essays, and practical hands-on tools." (Page 6)
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"The pandemic brought to crisis point prior trends facing independent news media, whether online or offline or hybrid. While media became more important than ever for citizens as a source of reliable information in an insecure and continuously changing world, newsrooms struggled to pay their bills.
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Already under financial pressure, many independent media have had to cut staff and even close shop. Transforming this moment of crisis into a window of opportunity, however, many in the media community, officialdom, academia, civil society and the private sector are taking action. They have come up with innovative ways to strengthen viability through initiatives that produce revenue and contribute to the central mission of independent journalism. Their efforts are a source of inspiration for media enterprises all around the world. To help multiply the achievements, this UNESCO publication profiles 11 case studies that can help ensure media viability without compromising editorial independence and journalistic integrity." (Back cover)
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"It seems that it is not easy for media companies to be more diverse. But it is important. A few companies are trying to appear more diverse in public but there is still much to be done. In the United States, Europe or Germany, minority groups are underrepresented throughout. Here are some of our ke
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y findings: There is a significant lack of studies on diversity in the media industries besides studies on gender diversity; the distribution of money in the media industry is biased; the media indsutry is lacking bipoc and women; white males are defining the media industries; there needs to be diversity in management before there can be diversity in content." (Key findings, page 37-41)
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"In 0 of 17 markets [in Africa, the Middle East and Southeast Asia] did the percentage of women holding top business positions exceed 25%. The highest performer was the Philippines with 22%. In 2 of 17 markets, the percentage of women holding top editorial positions was skewed in favour of women. In
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the Philippines, 78% of Chief Editor positions were held by women, followed by Zambia with women holding 57% of the top editorial positions. In 5 of the 17 countries, zero women held the highest business position: Somalia, Rwanda, Kenya, Palestine and Jordan. In Somalia, no woman held the top editorial position as of 2022, followed by Egypt, where only 9% of the top editorial positions were filled by women." (Slide 1)
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"This book offers a comprehensive understanding of key concepts and terms in media economics and management and explains their applications using relevant data. Beginning with a conceptual study of media markets, industry structures, firm behaviour, public policy, production, pricing and consumption
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choices in media industries, the book uses the framework to present an in-depth examination of the management of four major media industry sectors in India: newspaper publishing, television broadcasting, film and digital media industries. It also deals with two topics relevant across media business sectors: creative industries approaches and copyright issues. The book discusses the economic forces and factors that shape the workings of media industries and institutions in India to highlight trends in a business that is rapidly evolving, highly profitable and marked by regional, linguistic, economic and cultural diversity. This volume is a step towards formalising the emerging field of media economics and management within the discipline of mass communication and journalism as an area of research and education in India." (Publisher description)
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"Richard J. Tofel, the former president and founding general manager of ProPublica, offers actionable strategies to help nonprofit newsrooms and news entrepreneurs build sustainable organizations. Drawing on his years of experience in managing and running a nonprofit newsroom, Tofel shares how to: d
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raft a strong mission statement; create a business plan, devise a fundraising strategy; build a board; sustain organizational structure; and much more." (Back cover)
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"How much money do you need to start? Other than identifying a mission and an editorial vision, this is probably the most important question a would-be nonprofit news entrepreneur should ask at the outset. If you don’t ask it, you’re making the most basic error in starting a business. Moreover,
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to answer this question, you need a comprehensive initial expense budget, charting how much you’ll spend on everything from salaries to freelance to office space (if any) to benefits to photos to publishing tools to marketing and beyond. In my view, it’s a mistake to begin operations without at least 18 months of spending on hand, and two years is even better. This is hard, and quite likely daunting."
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"The road to creating a successful corporate culture in the new hybrid work era is lined with landmines, but it is also loaded with new opportunities for more diverse, more motivated, and more talented workforces. Financial sustainability was already a dicey challenge pre-Covid. Companies producing
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undifferentiated content for unengaged audiences on the back of display advertising were doomed in the long run. That long run was shortened to a matter of months. The companies that were already diversified were able to adapt and diversify further, bolstering streams that were working (subscription-driven newsletters), pivoting on streams that had to change (live events to virtual events), and adding new or enhancing existing streams that fit the moment (e-learning, clubs, and ecommerce). Publishers who were already creating unique content found readers willing and eager to pay for it. Readers reacted positively to long-form journalism, while also finding utility in quick-hit, information-packed short-form pieces and graphic-only content. Video in all its glories - searchable, animation, personalised, live, interactive, social media (TikTok), etc. - flourished. Some print publishers, while taking the expected hit from newsstand shut-downs, pivoted to a strategy of increasing quality and price while decreasing frequency, and they found ready, hungry, and growing audiences. Other print publishers leveraged the print media's reputation as a trusted source of information to drive subscriptions and sales of one-off topical publications. In a world awash in misinformation, readers have shown a willingness to pay for information they know they can trust. Audiences also began to reward media companies who engaged in and promoted their sustainable activities by voting with their subscription payments and donations for corporate environmental responsibility." (Executive summary, page 4)
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"The INN Index is the most comprehensive study of the state of nonprofit news. Since 2018, the Institute for Nonprofit News has conducted this annual Index survey of its nonprofit news organization members to evaluate the staffing, business models, financials, and editorial focus of newsrooms in the
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growing movement of public service journalism." (About the index)
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"Aprende a desarrollar productos y medios informativos con foco en la audiencia y su sustentabilidad económica." (https://propulsorio.com)
"The Solutions Journalism Revenue Project (SJRP), which ran between February 2020 and February 2021, aimed to explore how a diverse range of newsrooms could leverage solutions journalism to generate revenue. Among the questions the project sought to answer were: Can reporting on responses to social
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problems help newsrooms attract financial backers and contribute to their economic sustainability? Is there a business case that supports this journalistic practice? Over the yearlong project, we gathered both quantitative and qualitative evidence indicating that producing solutions journalism can help news organizations bring in revenue. We are particularly heartened by this outcome given the extraordinary challenges faced by newsrooms across the industry this past year, including COVID-19 and urgent news issues, such as the movement for racial justice and the presidential election, that demanded significant attention from already stretched newsroom staff. Our partner newsrooms’ dedication to experimenting with and keeping the focus on solutions journalism is testimony to its value in advancing their revenue objectives and larger goals of serving communities with a different approach to producing information that is in the public interest. The takeaways below reflect results from SJN’s work, both with the 12 U.S.-based newsrooms that formed the yearlong SJRP cohort and with numerous other newsrooms we’ve worked with outside the cohort where data and insights are relevant to this report." (Introduction, page 1)
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"Esta guía reúne y explica las herramientas básicas para la gestión de las empresas periodísticas. En el ecosistema mediático, encontramos medios nativos digitales de diferente tamaño, antigüedad, y con equipos diversos. Una de las claves hacia la sostenibilidad de los medios es la gestión
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de esos equipos y el ejercicio del liderazgo. Sin embargo, es necesario, primero, sentar las bases de la organización, para luego avanzar hacia prácticas más complejas y también necesarias. Cuando nos referimos a sentar las bases de la organización, hablamos de herramientas simples y al alcance de todos que ordenan la información y el saber que circula en la entidad. Los protocolos son las herramientas por excelencia para ello. En esta guía compartimos recomendaciones para establecer protocolos en torno a cinco puntos fundamentales para toda organización: roles: cada persona en el equipo tiene una función que debe ser definida y consensuada; procesos: el trabajo sigue un flujo que debe analizarse y mejorarse cuando sea necesario; estructura: los roles y los procesos se entrelazan en un esquema que hay que explicitar; incorporaciones: cuando el equipo crece, es necesario ordenar el proceso; desvinculaciones: cuando se decide que una persona debe irse del equipo, los procesos ayudan a todos los involucrados a transitar del mejor modo esta etapa." (Introducción)
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"Esta guía reúne y explica las herramientas básicas para la gestión de las empresas periodísticas. En el ecosistema mediático, encontramos medios nativos digitales de diferente tamaño, antigüedad, y con equipos diversos. Una de las claves hacia la sostenibilidad de los medios es la gestión
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de esos equipos y el ejercicio del liderazgo. Sin embargo, es necesario, primero, sentar las bases de la organización, para luego avanzar hacia prácticas más complejas y también necesarias. Cuando nos referimos a sentar las bases de la organización, hablamos de herramientas simples y al alcance de todos que ordenan la información y el saber que circula en la entidad. Los protocolos son las herramientas por excelencia para ello. En esta guía compartimos recomendaciones para establecer protocolos en torno a cinco puntos fundamentales para toda organización: roles: cada persona en el equipo tiene una función que debe ser definida y consensuada; procesos: el trabajo sigue un flujo que debe analizarse y mejorarse cuando sea necesario; estructura: los roles y los procesos se entrelazan en un esquema que hay que explicitar; incorporaciones: cuando el equipo crece, es necesario ordenar el proceso; desvinculaciones: cuando se decide que una persona debe irse del equipo, los procesos ayudan a todos los involucrados a transitar del mejor modo esta etapa." (Introducción)
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"This guide compiles and explains the basic tools for managing journalism businesses. In the media ecosystem, there are digital native media outlets of different sizes and ages, with different types of teams. Two of the keys to sustaining those media outlets are team management and leadership. Howev
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er, before looking at these components, it is important to first build your organization on a strong organizational foundation. Only then can you move on to more difficult and necessary aspects of management. When we refer to 'building the foundation of the organization,' we are talking about simple tools, available for everyone, that organize information within the organization. Establishing protocols is the best way to achieve this organization. In this guide, we share recommendations to develop protocols for five essential aspects of your organization: roles: Each person on the staff has a role that should be clearly defined and agreed upon; processes: Workflows should be analyzed and improved when necessary; structure: Roles and processes intertwine in a scheme that should be explicit; recruitment: When the team grows, it is important to organize the process for incorporating new staff; dismissals: When it is decided that someone has to leave the team, established processes help everyone involved to more effectively handle the transition." (Introduction)
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"In early 2020 hromadske reached a crisis point. Despite many successes achieved over 7 years of existence the organization was struggling motivation was low, staff turnover was high, previously set goals seemed irrelevant or unrealistic. The path forward was unclear. From March to September 2020 hr
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omadske embarked on a journey to recreate its organizational structure, operations, planning and team management, the revenue model … basically everything related to setting and realizing goals. Such transformations are rare in the media industry. Big changes in how things are done can be perceived as an admission of past mistakes or failures something that doesn’t sit well for many managers in our image conscious industry. More importantly, media transformations over focus on the visible part the journalism. But problems in editorial are often a symptom of deeper issues. hromadske decided to “pop the hood” and dig into the organization’s engine starting from the basics. The present document aims to provide a preliminary template for other media contemplating radical change, that we hope will be further developed by other media organizations going through similar issues. It lays out the challenges we faced, what we did to resolve them, and the lessons we learned along the way. We hope it will provide some insights and guidance." (Page 1)
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