"This Guide complements the Practical Guidance Note on Right to Information, which provided guidance on approaches for designing and implementing programmes in this area. It builds on this knowledge, and focuses on the monitoring and evaluation of those programmes, paying particular attention to the
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use of appropriate indicators, including gender and pro-poor indicators. It outlines the basic principles of programme evaluation, but concentrates on assessing outcomes. It outlines four broad areas of right to information that must be considered in any context for a thorough evaluation. These are: (1) the legal regime for the right to information; (2) the implementation of right to information legislation by government; (3) the use of right to information by the general public and civil society; and (4) the use of right to information by marginalised group. It then suggests questions for each area, and derives from these typical baseline assessment features, outputs and outcomes." (Abstract)
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"This paper looks at the structure and functioning of public information departments in peacekeeping operations, and at the relationship between the departments and the United Nations Department of Peacekeeping Operations (DPKO) and the Department of Information (DPI) at Headquarters in New York. Wh
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ile recognizing that information strategies vary from one mission to another and are dependent on individual mission mandates, the paper addresses the organizational structures that determine mission information strategies and policies general to all missions. The paper takes as a case study the role of the public information department in the United Nations Interim Administration Mission in Kosovo (UNMIK), with a particular focus on public outreach by UNMIK’s radio and television units. Recognizing that each peace mission is different in scope and mandate, and that Kosovo is characterized by an unusual degree of UN control and authority, the paper contends that lessons may nevertheless be extrapolated from the UNMIK experience that are relevant to UN missions elsewhere in the world and to communication strategies in post-conflict environments in general." (Executive summary)
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"The fact that people are not well-informed about the EU is well documented. In the new member states taken as a whole, a Eurobarometer survey showed that at the time of the referenda (Autumn 2003) 60% of the population felt not very well or not at all informed about the enlargement process, while 5
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6% said the same for their own country’s accession process. In the pre-existing member states (EU15), on the eve of enlargement 69% of the population said they were not very well or not at all informed about enlargement. Eurobarometer also found that less than a third of people in the EU as a whole (EU25) knew in 2003 that the Convention on the Future of Europe was producing a draft Constitutional Treaty, and in 2004 - as preparations for national ratifi cation were under way - that only a similarly low proportion could say they felt well or rather well informed about the draft Constitution. These proportions are very close to the proportion of people who say they feel informed about the EU. In Spring 2005 Eurobarometer asked “how much do you feel you know about the EU, its policies, its institutions?” with each respondent giving a self assessment on a scale of 1 (low) to 10 (high). Th e average was 4.4, with only 29% claiming to be at least fairly well informed (scale 6 to 10)." (Summary, page 5)
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"Progress on Public Service Broadcasting (PSB) is more likely to occur when there is collaboration with others; where there are strategic opportunities; when UNESCO uses project funds to reward progressive policy change; where there are staff in the field who are committed to PSB; when there is foll
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ow-up and follow-through on activities; where UNESCO has a long-term perspective. The case study from Afghanistan (Appendix D) supports the view that collaborative programming has the potential to achieve much more than UNESCO could do alone. Collaboration is essential for large, long-term initiatives since UNESCO has limited funds available within the CI sector’s regular budget for PSB. UNESCO’s collaboration with UNDP in central Asia and its positioning of PSB within the UNDAF appears to have resulted in a positive influence. This is evident in Kyrgyzstan, for example, which developed a progressive broadcasting law that brought the country closer to a PSB model. UNESCO’s recent experiences in Malawi and Afghanistan demonstrate that significant movement towards PSB is possible in countries that are undergoing democratic reform. Post-conflict and failed states in transition can be fertile grounds for PSB but sustainable reforms are difficult to achieve within UNESCO’s planning cycle. UNESCO and its partners need to undertake thorough risk assessments in such countries before investing heavily. Cambodia illustrates one of UNESCO’s successful strategies for influencing change. UNESCO used IPDC funds to lever concessions from the Cambodian government. With IPDC as a carrot, UNESCO was able to persuade the government to introduce a new policy on editorial independence for broadcasters. As noted earlier, UNESCO’s greatest strength is its staff. In regions with knowledgeable and committed staff, it has had the largest volume of projects and made the most progress towards PSB. In contrast, where field officers have had little knowledge or interest in PSB, progress has been marginal." (Lessons, pages 25-26)
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"Since 2001, UNESCO has established more than 87 Community Multimedia Centres (CMCs) in over 22 developing countries in Asia, Africa and Latin America and the Caribbean with major funding provided by the Swiss Agency for Development and Cooperation (SDC). The evaluation describes the initiative's ma
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in achievement: 'The CMCs are accepted by and fully integrated into the communities and can in many cases be sustained beyond the pilot phase without core operating grants. The effort and funding that UNESCO has channeled into this transformative initiative have been exceeded by the hard work and commitment of the CMC staff and the communities where they are based. Among other key findings, the evaluators clearly acknowledge the contribution of CMCs to local development, noting that longer term benefits are already being realized within individual communities, such as the gradual removal of barriers to social inclusion, the stimulation of poverty alleviation through access to knowledge of better health, resource management, agriculture practices and the creation of new livelihoods opportunities. CMCs are also recognized as critical tools for local communities to mediate changes brought on by globalization and the advent of new technologies: The CMC role in fostering cultural resilience. The capacity of a community to retain critical knowledge and at the same time adapt to external influences and pressures - is particularly remarkable. In addition to an extensive review of documentation, the evaluation used field research, interviews, questionnaires, an online survey, and case studies to review the CMC initiative, a flagship activity of UNESCO's Communication and Information Sector. Equitable and expanded access to ICTs is promoted in many ways, such as subsidized training for those with special requirements and/or marginalized groups; close work with schools, small businesses and the independent sector; or the provision of information to more remote communities through radio, says the evaluation report. The evaluation also points out challenges faced by the CMC initiative, including the strategic use of CMC networks as delivery mechanisms for development services, from projects and programmes of UN agencies and national governments to those of local civil society groups. Many challenges relate to sustainability of local facilities in low-income and least-developed localities. As CMCs depend on volunteers for the delivery of training, radio programming and other services, they face difficulties in finding appropriate incentives for volunteers and struggle with managing volunteer turnover. Another challenge consists of opportunities for networking and staff development, which to date have been limited. Evaluators point out the need for CMCs to learn from and access expertise more easily and systematically from each other in order to be sustainable. Enabling national policy environments are very important for the development and sustainability of CMCs. Sudden changes in national policies on connectivity charges can destabilize CMCs and broadcast licensing restrictions or restrictions on press freedom can prevent CMCs from being able to broadcast freely and to a broader constituency, says the report." (UNESCO website)
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"Media have contributed significantly to the escalation of violent conflicts, but also have a strong potential for contributing to peace building and conflict transformation. The sooner the first steps are taken towards changing the existing media the cheaper and more efficient this process will bec
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ome. The need for boosting the rapid deployment is evident. The brief suggests the establishment of a rapid deployment facility bridging crisis-, mid- and long-term media and communication strategies. Whether the hosting organisation should be UNDPI, OCHA UNDP, UNESCO, or the secretariat of the new Peace Building Commission depends on a continued analysis and discussion among the stakeholders." (Summary)
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"The present study of the UNESCO International Programme for the Development of Communication (IPDC) is a follow-up of an evaluation of the Programme undertaken in 2002. The purpose of the study is to assess the efficiency of the reforms that have been undertaken since 2002. The study is mainly a de
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sk study based on relevant project and organisational documents of IPDC and the Communication and Information Sector (CI) in UNESCO. In addition, the team interviewed relevant resource persons." (Executive summary)
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"This Toolkit on Procurement of Communication Activities is intended to help World Bank staff and client governments procure communication services in accordance with World Bank procurement guidelines. Communication activities do not always fit within the simple procurement distinction of works, goo
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ds and services. We have developed this toolkit to provide guidance on how to align them with the policies and procedures of the World Bank Procurement Guidelines. In preparing this toolkit, we identified specific features of communication-related activities that differ substantially from other activities procured under World Bankfinanced projects, and reviewed relevant documentation from most projects implemented in the past five years that included one or more communication components. We also interviewed many communication specialists, task team leaders and procurement specialists involved in projects with communication components, as well as local representatives and managers in the implementing agencies and with communication industry representatives. This toolkit identifies procurement issues implementing agencies commonly face in designing communication components and provides suggestions on how to mainstream communication components into project design, procurement planning and implementation." (Foreword)
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"This paper derives from a seminar on Media Development and OSCE field missions, which was organised by Press Now and the Netherlands Helsinki Committee, and hosted by the Netherlands Foreign Ministry in The Hague on 16 June 2005. These remarks convey the summary thoughts and practical recommendatio
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ns that emerged at the seminar, together with our own conclusions as moderators of the event. They amplify the analysis and recommendations offered in Press Now’s 2004 report on media development by selected OSCE missions. Introduction: OSCE missions have done excellent work in media development. At the same time, limited resources have not always been well used. Lessons can be learned from the experiences of a decade and turned into practical proposals. Missions are affected by many variables largely or even fully beyond their control, including but not limited to their mandates, the situation in their host countries (political, military/security, economic, cultural), the level of international interest in their activity, and their staffing. Nevertheless, we believe it has been demonstrated again and again that media development – apart from its importance in its own right – is also a litmus test of a host government’s commitment to other democratisation and liberalisation efforts, and an enabler of such reforms." (Conclusions, page 6)
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