"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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"Das Fernsehen ist angesichts des digitalen Wandels und allgegenwärtiger Bewegtbildinhalte einer existentiellen Bewährungsprobe ausgesetzt. Nur die Neuentwicklung von Geschäftsmodellen und Formaten, die echte „Originals“ darstellen, kann das langfristige Überleben der Sender sichern. Gleichz
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eitig gilt es eine systematische Technologie-Früherkennung und Implementierung zu betreiben. Der Band stellt ein geeignetes Innovations- und Veränderungsmanagement vor, um professionelle Content-Kreationen und Technologie-Lösungen qualitäts-, termin- und kostengerecht bereitzustellen. Dabei wird besonders den Möglichkeiten zum kreativen Arbeiten Rechnung getragen. Denn Kreativität ist am Ende entscheidend für den Erfolg im TV-Markt." (Verlagsbeschreibung)
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"This document describes the performance improvement process and IREX’s principles that underlie performance improvement. It offers guidance on the performance improvement process itself, starting with identifying performance outcomes, conducting performance gap assessments and analyses, developin
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g and implementing performance improvement solutions, and continuing to evaluate organizational performance. This document provides guidance for IREX staff on how to go through a performance improvement process with partners that is genuinely participatory, inclusive of a broad range of perspectives, and driven by the partner. This ensures that the partner organization achieves its outcomes and meets the needs of all constituents, particularly historically marginalized groups such as women, youth, and people with disabilities." (Introduction, page 3)
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"This praxis note suggests some possible ways to harness YouTube in support of civil society development. Firstly, it examines the ways in which YouTube might be used. Secondly, there are suggestions of particular clips that INTRAC staff and others have found useful." (Page 2)
"Strategic Planning for Nonprofit Organizations, Third Edition, offers a conceptual framework and detailed process suggestions for strategic planning by nonprofit organizations. For readers of one of the first two editions, much will look familiar, but much is new as well. The logic and flow of the
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process are the same, but we have broken out the middle section into a few more specific steps. In particular, we have added more detailed guidance on developing the program strategy and business model. The book is the product of the authors’ experience as planning and organization development consultants. The concepts, process design, and language presented here have been shaped by our strategic planning work with hundreds of nonprofit organizations. Many of the worksheets and approaches to formulating strategy were developed while working with individual clients in response to particular situations. Our approach is informed by the work of many published authors and dozens of colleagues, including in particul ar the wisdom and experience of our colleagues at CompassPoint Nonprofit Services, where we both worked for many years. We hope that this book provides you with a practical approach that is comprehensive, without being either overly complex or unduly simplistic. The user-friendly tools and techniques will help you put the framework into action. Those who have experience with strategic planning will find the book a useful refresher and a one-stop source book of fundamental concepts and techniques; those without such experience will find it a valuable introduction to what strategic planning is—and is not—and how to make the best use of the process." (Preface)
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"The Guide presents principles, minimum standards and best practices, business processes, references and tools deemed important for effective, efficient, and sustainable organizations. The Guide consists of ten chapters that cover the key functional areas of most organizations. Each chapter (and ind
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eed each step and process within each chapter) can be used as a stand-alone document. With the exception of Chapter 3, Health and Human Services Regulations, the chapters in the Guide can be used by many different types of organizations, in many sectors (such as agriculture, health, peacebuilding, water supply, nutrition, education, or environment.) CRS offers the Guide as an adaptable tool which may be used to develop new, or strengthen existing, policies, processes and practices." (About the guide, page 7)
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"Real-life practice is poorly understood and undervalued as a distinct professional domain. Written by practitioners, this innovative publication is designed to make capacity development more professional and increasingly effective in achieving development goals. Practical illustrations draw on expe
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riences from the civic, government and private sectors. A central theme is to understand capacity as more than something internal to organisations. This book shows how capacity also stems from connections between different types of actor and the levels in society at which they operate. The content is crafted for a broad audience of practitioners in capacity development: consultants, managers, front-line workers, trainers, facilitators, leaders, advisors, programme staff, activists, and funding agencies." (http://www.snvworld.org/en/Pages/CapacityDevelopment.aspx, 24.3.2011)
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"This overview article introduces the topic of capacity and capacity development (CD), noting the vagueness and multiplicity of definitions and approaches. It presents the model of capacity developed by the European Centre for Development Policy Management (ECDPM) study, and reviews our evolving und
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erstanding of CD. Brief summaries of the contributions to the symposium highlight the main findings and key points. The contents of the symposium include four country cases—Pakistan, Tanzania, Brazil, and Papua New Guinea (PNG)—and one conceptual piece on CD in fragile states. Several common themes emerge: the benefits of viewing capacity and CD through systems lenses, the salience of the politics of CD; and the need to change how donors and capacity builders approach the practice of CD." (Summary)
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"This guidebook offers instructions for strengthening the organisation of community radio stations, in order to improve their effectiveness and efficiency. The all-embracing essentials of community radio station management, ie, governance and programme/financial/technical management, are discussed i
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n detail. Aspects of these organisational tasks are human resource plans, resource mobilisation, fundraising, accounting, maintenance of equipment and the determination of a clear broadcasting policy. But not only advice for practical matters is given: The publication further discusses the underlying mission, vision and goals of organisations, which are viewed as not sufficiently thought through by many community radio stations, yet crucial for their survival. The guidebooks' step-by-step lists, tables and forms, in part taken from existing community radio stations like Radio Sagarmatha in Nepal, are particularly useful, as they show how theoretical and abstract manuals can be turned into practice." (commbox)
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"Church-based development organisations are distinct from secular NGOs. They have particular organisational features. These are the source of their potential value added, but also their major challenges. Good organisation development (OD) needs to be tailored to these specific contextual characteris
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tics. But faith-based OD goes even further. It integrates the faith of the client and in some cases the consultant to promote change." (Page 2)
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