"Le présent document de stratégie fournit, sur la base de l’analyse situationnelle, le cadre logique des interventions, délimite les domaines stratégiques, précise les objectifs tant généraux que spécifiques et les résultats attendus des différentes activités qui seront programmées. Il
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passe en revue les cibles, les comportements que l’on attend d’elles et les canaux qui vont être utilisés pour délivrer à chaque type de cibles des messages et des argumentaires spécifiques. La réussite de sa mise en oeuvre nécessite l’engagement de tous les acteurs." (Conclusion, page 110)
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"Seven years since the establishment of the Digital Defenders Partnership by the Freedom Online Coalition, the challenges to Human Rights and Internet Freedom globally have mounted, while the movements in their defence remain diverse, creative, and resilient. In this context, DDP has evolved to beco
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me a flexible and effective ally in the ecosystem of support to these movements, expanding our programme of support from emergency funding to include creative and innovative projects aimed at supporting and respecting this diversity, creativity, and resilience. In the coming strategic period, DDP will focus on the consolidation and expansion of the aspects of our work considered to be of most value by our allies and beneficiaries: Incident Emergency Response; Sustainable Protection Support; Facilitation and Community Building. We will do this by increasing clarity and transparency in how we work; facilitating and actively promoting collaboration within the ecosystem; further deepening our support for local and regional capacities; and establishing mechanisms for learning and sharing best practices. All of this with the aim of ensuring that the Internet and digital technologies remain a fundamental force for positive change - free, open and accessible to those on the front lines of that change." (Executive summary)
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"The International Association of Women in Radio and TV (IAWRT) is in the process of transformation. After 20 years, IAWRT’s main donor, FOKUS, Norway, realigned its mandate to the New Norwegian Foreign policy. This development steered IAWRT to revisit its purpose and objectives and chalk out an a
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ctionoriented strategy." (Page 2)
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"CFI est l’agence française de développement médias. CFI inscrit au cœur de son action la jeunesse, le numérique avec ses nouveaux canaux de diffusion, ainsi que l’égalité entre les femmes et les hommes, principes qu’elle s’attache à transcrire au travers de ces différents programme
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s. Si la question de l’égalité entre les femmes et les hommes est prise en compte par l’agence depuis 2011, et notamment dans son contrat d’objectifs 2018-2020, elle est amenée à monter en puissance, au regard du rôle fondamental que jouent les médias dans la transmission des valeurs et la représentation des identités. C’est pourquoi CFI s’engage à développer une politique spécifique en la matière. La présente stratégie est une déclinaison de cette volonté, qui lui permet de formaliser son action, d’afficher des objectifs plus précis et plus ambitieux, ainsi que des indicateurs qui faciliteront son suivi et sa mise en œuvre. Par cette stratégie, l’agence se fixe comme objectif de mener une politique ambitieuse et volontariste en matière d’égalité professionnelle entre les femmes et hommes salariés, et de faire du genre une priorité transversale dans la mise en œuvre de ses actions, traduisant ainsi l’ambition portée par la France de promouvoir l’égalité entre les femmes et les hommes." (Avant-propos)
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"The overall goal of WACC’s programmes is to ensure that all its activities, projects and advocacy are focused on promoting, implementing and supporting the communication rights of all, especially the poorest, most excluded and most vulnerable people and communities. This goal will be realised thr
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ough three main programme initiatives: (1) Advocacy for communication rights, (2) Capacity-building for projects promoting and strengthening communication rights, and (3) Building bridges, networks and partnerships. These initiatives will be supported through a focus on strengthening operational systems and resources, particularly (1) fund development (2) communication and (3) collaboration and relationships." (Page 9)
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"2016 marks a new phase for Free Press Unlimited. The funding cycle of the Dutch Co-financing for development (MFS) ends in 2015. Free Press Unlimited was active in 5 alliances set up under that system, representing roughly one third of its annual turnover. In 2016 a new long term grant from the Dut
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ch Ministry of For eign Affairs will start, coinciding with the formation of Free Press Unlimited’s new strategy. The organisational strategy already foreseen in the Multi Annual Strategic Plan (2013 – 2017) has gained clarity, substance and body in 2015. Last year, besides the aid-development cycle and the existing larger projects for Youth and Media and the Sudan, large projects have been developed for Syria, a growing technology portfolio, as well as the Russian Language Area. The organisational strategy is paired with a thematic focus, build around 5 themes and for all these themes a Theory of Chance has been defined. The themes are: 1. Safety for Journalists; 2. Media and Accountability; 3. Journalism in Conflict Areas; 4. Gender and Media; 5. Children, Youth and Media. To execute the new strategy and operational these new themes, it is also necessary to have a suitable and matching Planning, Monitoring and Evaluation (PME) system in place within the organisation. Free Press Unlimited believes that PME should also have a learning aspect incorporated. Therefore, we have devised the MEAL system. MEAL stands for Monitoring and Evaluation for Accountability and Learning. Planning, of course, will be an essential part as well. The preparation for this adjusted PME-system is in full process with implementation starting as of January 2016. This new system will be used for all Free Press Unlimited’s projects as well as for the partners we work with. More information about MEAL can be found in chapter 6." (Management Summary, page 3)
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"The Union of Tanzania Press Cubs, UTCP, is an umbrella organisation, which supports a total of 28 local Press Clubs all over the country. The organisation describes its vision as: “A democratic Tanzania fully embracing a free, independent and robust media”, and the mission is formulated as: “
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To create an environment that enables strong, efficient and effective Press Clubs in Tanzania which eventually contribute towards a democratic and just society.” The evaluation concludes that the UTPC does have the potential to contribute to a democratic development in Tanzania as described in the vision and mission statements. It is the only member based media organisation with a national coverage." (Back cover)
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"The TMF Strategic Plan for 2012 – 2015 provides the background, objectives and approach of TMF’s work in its second phase. Lessons from the pilot phase (2008 – 2012) have led to changes in TMF’s grant strategy, but the objective remains the same: to increase the quantity and quality of inve
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stigative and public interest journalism that better informs the public, contributes to debate and thereby increases public demand for greater accountability across Tanzania." (www.tmf.or.tz, May 26, 2014)
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"The present Program of activities is informed by the AMARC Africa Strategic Plan of Action adopted in 2009 for the 2011 to 2014 period. Its strategic objective is to empower poor communities through implementation of their right to access to communication and exercise their freedom of expression in
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order to promote social justice, sustainable, democratic and participatory human development. OBJECTIVE 1: Advocacy and research to promote and defend policy, legal anregulatory frameworks that enable community media to operate. OBJECTIVE 2: Knowledge sharing and capacity building for community media sustainability. OBJECTIVE 3: Contents and social action campaigns to reinforce the social, developmental and humanitarian impact of community media. OBJECTIVE 4: Gender equality and women’s rights. OBJECTIVE 5: Institutional and network development." (Executive summary, pages 3-4)
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"Acacia’s mission is very straightforward; it is to support research on ICTs that improve livelihood opportunities, enhance social service delivery, and empower citizens while building the capacity of African researchers and research networks. Towards that end, Acacia has identified three core res
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earch themes that will serve as a broad framework for the program. They are: People Empowerment: Understanding the individual and social changes that Africans are experiencing that are being brought about through the use of ICTs. Social Service Delivery: Research on how ICTs can help African governments with limited resources to more effectively deliver services to their citizens. Economic Development and Opportunity: ICTs in Africa are transforming both formal and informal economies. This theme explores the broader impact of ICTs on social and economic growth in Africa. Within each of these thematic areas, three or four key research issues have been targeted for investment. Acacia will support research networks (some existing and some emerging) that will pursue these areas of inquiry." (Executive summary, page 1)
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"This paper isn’t a “traditional” policypaper, but a policy and action programme. It describes both the context and the general policy outline for Hivos (chapter 1-4) and concrete targets and strategies (chapter 5-7). These targets are formulated for four years; the year 2000 is a starting yea
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r. Hivos.com is the responsible desk for the execution of the programme. Hivos.com is for the time being the structural continuation of the “Hivos into Cyberspace 2000” project. During the period 2000-2004 ICT will be considered a policy priority, because of its relevance for Hivos. Besides, ICT is of crosscutting importance for all sectors and regions Hivos works in. For that reason ICT will be “mainstreamed” – integrated - as much as possible within the regular programme." (Preface)
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