"This toolkit is unique in the sense that it is designed as a one-stop-shop practitioner’s guide to setting up and maintaining – what the Zimbabwe Association of Community Radio Stations (ZACRAS) defined as – best practices for managing healthy and sustainable community radio stations, which a
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re deeply rooted in the communities where they operate. With this handbook, one can understand the essential ingredients for building a healthy community radio station from scratch. At the same time, it provides important troubleshooting information to existing community radio stations. The handbook outlines in detail the nature and form of healthy community radio stations: how their governance structure should look like; how they should be staffed and managed; what infrastructure and financial management systems have to be in place; how to produce good quality programming; and how to ensure real community participation in all aspects of their daily work." (Foreword)
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"There are currently 280 community broadcasting services (275 community sound and 5 community television services). According to AC Nielsen and All Media and Products Survey (AMPS) data, community broadcasting services collectively take up an audience share of 6.3 million people in South Africa. How
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ever, this has not necessarily translated into advertising revenue, for example Community TV has a 9.5% reach but only yield an advertising spend less than 1%. Likewise, Community radio reaches 25%2 of the population but only receives 2% of the advertising spend. At face value this can be attributed to the profile of the community sector’s audience, that is, this sector does not deliver audiences that are attractive enough to advertisers to derive revenue that is comparable to commercial and public broadcasting services. However, factors contributing to the success of the community broadcasting sector are more complex. The study highlights the fact that the community broadcasting sector’s challenges emanate from a lack of corporate governance, management capacity and revenue diversification strategies. There is also a limited concerted institutional support, capacity building and funding strategies for community broadcasting in South Africa. Currently the Authority ‘s regulation of corporate governance, financial accountability and community participation is limited. Given the time and resources expended on addressing compliance challenges associated with this sector, it may be necessary for the Authority to consider Regulations or guidelines to address these shortcomings." (Executive summary)
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"This study examines the challenges of good governance for community radio stations. It does this by exploring how volunteers, managers and members of the Boards of Directors at four community radio stations in Ireland view governance issues. The article finds that there are three key requirements f
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or effective governance in the context of non-profit community radio stations. First, participants described the importance of the Board’s leadership role in acquiring expertise in specific, necessary areas, such as finance, human resources and compliance. The Board was also seen to require a capacity to generate positive relationships between the station and its constituent communities. Second, participants outlined a number of practices that proved useful in achieving positive internal relationships between the Board, the volunteers and management. Third, participants described how a collectively shared ethos of community radio was useful in overcoming potential divisions by generating a shared sense of the organization for its members. The findings highlight the need for further research and analysis of the organizational uniqueness and consequent governance requirements of community media." (Abstract)
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"The Institutionalizing Social Accountability of Community Radio in Nepal project sought to strengthen the institutional capacity of community radios to promote social accountability and represent the interests of their constituencies. Its intended outcomes were to: 1) improve internal governance, o
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versight, financial and operational management of 100 community radios; and 2) have community radios across Nepal actively promote transparency, equity and social accountability [...] Project impact is difficult to assess. ACORAB made good efforts to collect output and some results-level data, such as the pre and post training tests and the post-workshop check to see how many stations had improved their policies. It also undertook the CR status review which served as a project baseline. But this was not repeated, nor was any data collected on what the stations then achieved with their updated policies, trained staff and public hearings. There is no market research on CR programming so no data is available on the size and nature of their audience or on the impact of their efforts. From the anecdotal information gathered, however it is likely that this project resulted in an increased number of public hearings with a broader range of stakeholders than would have otherwise been the case and that these hearings resulted in improvements to their communities and residents." (Executive summary, page 1-2)
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"La presente tesis presenta un panorama de la problemática particular de los medios audiovisuales sin fines de lucro y de la radiodifusión comunitaria en particular. Desde la perspectiva de la Economía Política de la Comunicación (EPC) analiza aspectos vinculados a la industria de la radiodifus
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ión sonora y su regulación, el mercado publicitario y las audiencias. Aborda, además, aspectos específicos de la Ley de Servicios de Comunicación Audiovisual que tienen impacto en el sector sin fines de lucro. Se exponen allí las principales tensiones, divergencias y acuerdos sobre las problemáticas del acceso a las licencias, la sostenibilidad, el trabajo y las incumbencias profesionales históricas de la radio. Por último, propone un análisis más profundo sobre los modos organizativos, administrativos, económicos y de resolución del trabajo sobre 10 emisoras del Área Metropolitana de Buenos Aires." (Resumen)
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"Das von uns unter anderem vorgestellte Qualitätsmodell QMB (Qualitätsmanagement in Bürgermedien) beinhaltet beispielsweise die Aufforderung zu definieren, welche Vision den Sender oder das Radio leitet. Wie stellt man sich in der Redaktion „gelungenes Radio“ vor? Eine spannende Frage, die vi
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ele interessante Antworten bringt. Diese Auseinandersetzung mit Qualität endet nicht, Qualität ist nie fertig, denn Qualität verändert sich. Die Verständigung muss also immer wieder stattfinden. Wie haben sich die Rahmenbedingungen (zum Beispiel die Anforderungen und Bedürfnisse der Hörer) verändert? Was bedeutet das für die Definition von gelungenem Radio? Im Praxisbericht zum Modell QMFBplus weist die Autorin Colleen Sanders, darauf hin, dass es zu den vordringlichsten Aufgaben gehört, diesen Verständigungsprozess sinnvoll in den Alltag zu integrieren." (Seite 12)
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Provides indicators of performance along 9 parameters: 1. Content Generation and Programming; 2. Policies and Guidelines; 3. Volunteers; 4. Technology: Access and Management; 5. On-Air Standards of Broadcasting; 6. Governance; 7. Feedback and Grievances; 8. Content Sharing and Networking; 9. Revenue
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Generation and Financial Accountability. Themes such as participation, inclusion, gender, and capacity-building cut across the 9 parameters.
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"Objetivos de este manual: Facilitar herramientas prácticas que aporten a mejorar la gestión y la sostenibilidad de proyectos de comunicación popular a través de medios (especialmente radio, pero también gráfica y TV); Aportar y poner en debate ideas, nociones, conceptos y miradas diversas sob
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re la gestión y sostenibilidad de medios comunitarios en la actualidad y en distintas etapas históricas; Poner en contexto la situación de los medios comunitarios en el escenario más general del sistema de medios argentino, en relación con otras formas de propiedad y de gestión: medios públicos estatales (escolares, universitarios, municipales, provinciales, nacionales), medios públicos no estatales (iglesia católica y pueblos originarios) y privado-empresariales." (Página 4)
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"This publication is a diagnostic tool for a "health check" or assessment of the sustainability of community radio stations. The check includes five areas: mission and governance of a community radio station; management and staffing; infrastructure and finances; programming; and community involvemen
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t. Core aspects of these five areas are succinctly described in the first part of "The healthy community radio station". The second part provides checklists of ten factual questions (which require a simple yes/no answer) and two qualitative questions for each of the five sectors, and proposes combining the "checklist scores" and "judgement scores" to get an overall picture of the "health" of a given radio station. Also included are guidelines for focus group discussions. This publication is highly recommended, both because of its convincing concept of five "pillars" of community radio sustainability and its practical approach." (CAMECO Update November 2013)
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"To be successful and sustainable, community broadcasters need all or at least some of the following: a favourable regulatory framework; comprehensive and meaningful participation mechanisms for the communities they serve; effective management and governance structures. From 18-19 March 2013 communi
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ty broadcasters in Namibia and members of their communities discussed aspects of community participation, governance and station management. The meeting was jointly organised by the media project of the Friedrich-Ebert-Stiftung (FES), fesmedia Africa, the Deutsche Welle Akademie and UNESCO. The following is a compilation of the key issues identified in group work and in the input by resource people from South Africa and Kenya." (Introduction)
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"Das von uns unter anderem vorgestellte Qualitätsmodell QMB (Qualitätsmanagement in Bürgermedien) beinhaltet beispielsweise die Aufforderung zu definieren, welche Vision den Sender oder das Radio leitet. Wie stellt man sich in der Redaktion „gelungenes Radio“ vor? Eine spannende Frage, die vi
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ele interessante Antworten bringt. Diese Auseinandersetzung mit Qualität endet nicht, Qualität ist nie fertig, denn Qualität verändert sich. Die Verständigung muss also immer wieder stattfinden. Wie haben sich die Rahmenbedingungen (zum Beispiel die Anforderungen und Bedürfnisse der Hörer) verändert? Was bedeutet das für die Definition von gelungenem Radio? Im Praxisbericht zum Modell QMFBplus weist die Autorin Colleen Sanders, darauf hin, dass es zu den vordringlichsten Aufgaben gehört, diesen Verständigungsprozess sinnvoll in den Alltag zu integrieren." (Seite 14)
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"This article is a political economy critique that contributes to current scholarship on community radio and development by examining the question of the management of six networks from Mali, Mozambique and Uganda. This discussion argues that understanding the models and functions of management comm
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ittees will go a long way towards contributing to conversations on how community radios could achieve social, institutional, financial and ideological sustainability. The article also examines how management committees approach their work in the age of new Information Communication Technologies (especially mobile phones, computers and the Internet), and whether there is a gender digital divide within such committees. At the centre of the current discussion, therefore, is an attempt to understand the flow and contestation of power within community radio management committees." (Abstract)
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"This report presents the main findings of three regional surveys on participation at local and community radio stations in Africa, Asia, Latin America and the Pacific. The studies examined the involvement of the radio stations’ communities in programming, management, ownership and funding. Partic
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ipation of the community is an important feature of almost all stations participating in the survey. In all regions, involvement in programming is strongest. Results show that “traditional” forms of listener involvement, such as participation in talk shows or call-in programmes - which can also be found at public or commercial radio stations – are most frequent in local/community radios. Participation in management, ownership and funding are less common. Whereas the ranking of the various areas of participation is similar throughout the regions, differences exist in their importance: Latin American radios top participation in programming, but they are far below average in management and ownership. In Africa, the level of participation in financing and ownership is comparatively high. In Asia, participation in management plays a crucial role. The majority of the stations generate revenue through multiple sources. In Latin America, advertising is of primary importance, in Africa, sale of airtime and funding by foreign and local donors are relatively significant, while in Asia, governmental support plays a bigger role than in the other two continents. Lack of funds is seen as the most severe constraint for an increased participation of communities in all regions covered by the survey. An early involvement of the communities (in the planning and implementation phase) and their organisation in listeners' clubs are two factors that lead to stronger participation." (Abstract)
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"Ce rapport présente les principales conclusions de trois enquêtes régionales sur la participation dans certaines stations de radio locales et communautaires en Afrique, en Asie, en Amérique latine et en Océanie. Les enquêtes ont porté sur la participation des communautés dans la programmati
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on, la gestion, la propriété et le financement des radios. Les résultats ne sont en aucun cas représentatifs; ils fourniront cependant une base pour la poursuite de recherches plus approfondies et conduiront à une publication. La participation de la communauté est un élément important pour presque toutes les stations qui ont participé à l'enquête. Dans toutes les régions, la participation dans la programmation est la plus forte. Les résultats montrent que les formes «traditionnelles» de la participation des auditeurs, comme la participation à des talk-shows ou à des programmes interactifs – présentes également dans les radios publiques ou commerciales, sont très fréquentes dans les radios locales et/ou communautaires. La participation à la gestion, à la propriété et au financement est moins répandue. Bien que le classement des différents domaines de la participation soit semblable dans toutes les régions, il présente certaines différences dans leur importance : les radios d'Amérique latine montrent une participation particulièrement élevée dans la programmation, mais sont de loin inférieures à la moyenne au niveau de la gestion et la propriété. En Afrique, le niveau de participation dans le financement et la propriété est relativement élevé. En Asie la participation à la gestion joue un rôle important. La majorité des stations génèrent des revenus par des sources et des activités multiples et variées. En Amérique latine, la publicité est d'une importance primordiale; en Afrique, la vente de temps d’antenne ainsi que le financement par des donateurs étrangers et locaux sont deux facteurs relativement notables, tandis qu'en Asie, l'appui du gouvernement joue un rôle plus important que dans les deux autres continents. Le manque de fonds est considéré comme la contrainte la plus forte pour une participation accrue des communautés dans toutes les régions couvertes par l'enquête. Une implication précoce des communautés (dès les phases de planification et de mise en oeuvre) et leur organisation en clubs d’auditeurs sont deux facteurs qui conduisent à une plus forte participation." (Résumé)
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