"The Principles for Digital Development serve as a compass for those working to promote sustainable and inclusive development in today’s complex digital landscape. Using these Principles as a starting point, policymakers, practitioners, and technologists will be better equipped to ensure that all
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people can benefit from digital initiatives and from the broader digital society. Originally developed in 2014, the Principles are officially endorsed by more than 300 organizations, including donors, international organizations, and civil society organizations. During the first decade (2014-2024), they widely influenced funder procurement policies and the design and implementation of development programs. In 2024, the Principles were updated in consultation with a diverse set of individuals and organizations. Through this effort, the community expressed the need for the Principles to better reflect that people today largely interact with technology outside of development programs. Today, all people – even those who do not yet have access to or use technology – live in societies that are increasingly shaped by digital ecosystems that can bring both immense benefit and immense harm. Therefore, the refreshed Principles recognize the need for radical inclusion and local ownership; elevate issues arising from the generation and use of digital data; emphasize that open approaches to innovation can support the realization of the nine Principles; and intentionally speak to the original audience while resonating further with the full diversity of individuals and organizations that exert power over the design, deployment, and governance of digital systems and solutions. The Principles are mutually reinforcing, as they emphasize the actions needed to ensure no one is left behind in an increasingly digital world." Ultimately, when designing and implementing a policy, solution, system, or intervention, endorsers of these Principles commit, at minimum, to do no harm, and at best, to ensure their work maximizes the agency of people and communities to drive their own development. To achieve these objectives, each endorser will define how these Principles can be operationalized in their work, sphere of influence, and specific initiative. " (Introduction)
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"The Recommendation on Information Integrity was adopted by the OECD Council on 17 December 2024 on the proposal of the Public Governance Committee (PGC). The Recommendation aims to establish a wide-ranging and applicable policy framework for Adherents to address threats posed by information manipul
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ation and to put in place measures that promote information integrity in line with the universal human rights of freedom of opinion and expression." (Page 3)
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"The below principles seek to reinvigorate international support to media and the information environment. They aspire to encourage current development co-operation providers to increase levels of financial and other forms of assistance and to improve the relevance and effectiveness of their existin
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g support to preserve, protect, and promote public interest media and information integrity. Official development assistance (ODA) can be essential to address the major challenges facing the global information environment. The principles presented here may guide development co-operation providers’ endeavours to respond to the challenges laid out in the preamble. The principles are supported by a non-exhaustive, indicative list of practical, concrete ways to operationalise each principle. The first principle on ‘do no harm to public interest media’, is intended as a minimum standard which all development co-operation providers are expected to respect. The other principles are more ambitious, seeking to function as a guide and an inspiration to development co-operation providers to increase the relevance and effectiveness of their support.
1. Ensure that assistance does no harm to public interest media [...]
2. Increase financial and other forms of support to public interest media and the information environment, in order to strengthen democratic resilience [...]
3. Take a whole of system perspective on supporting the media and information environment to make support more relevant, effective and sustainable. Consider the media and information environment as a development sector in itself, a critical part of efforts to promote and protect democracy, human rights, gender equality and development as well as a sector which can support implementation of other development goals [...]
4. Strengthen local leadership and ownership, empowering media partners as well as other actors in the information environment such as civil society organisations and online content creators to meaningfully participate in policies and programmes [...]
5. Improve co-ordination of support to the media and information environment, both among donor agencies and between development and diplomatic efforts to support media freedom, especially in contexts of crisis [...]
6. Invest in knowledge, research, and learning [...]" (Page 8-11)
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"When used effectively and responsibly, artificial intelligence (AI) holds the potential to accelerate progress on sustainable development and close digital divides, but it also poses risks that could further impede progress toward these goals. With the right enabling environment and ecosystem of ac
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tors, AI can enhance efficiency and accelerate development outcomes in sectors such as health, education, agriculture, energy, manufacturing, and delivering public services. The United States aims to ensure that the benefits of AI are shared equitably across the globe." (Executive summary)
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"The evaluation principles identify the Adaptation Fund’s values, norms, and global best practice to guide evaluation practice. The Evaluation Policy introduces seven evaluation principles (see Figure 2) to reinforce the Fund’s values, niche, and the Paris Agreement to guide evaluation practice.
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This is to ensure high quality fit-for-purpose evaluation processes and products, and to support processes of effective application of practical lessons and recommendations for achieving the aspirations of the Fund. The Adaptation Fund's 7 Evaluation Principles [are]: relevance and utility; credibility and robustness; transparency; impartiality and objectivity; equitable and gender-sensitive inclusivity; comlementarity; complexity sensitive and adaptive." (Page 3)
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"The Media Viability Manifesto (MVM) provides an urgently needed common framework for joint action from the global media development community. Its aim is three-pronged: To foster conceptual clarity, to strengthen strategic collaboration between multiple stakeholders, and to align practical implemen
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tation in the field of Media Viability. The MVM is the culmination of input from 152 individuals from 55 countries and 86 organizations. It paves the way for more systematic exchange and learning, and for more strategic and coordinated action. To solve the multi-faceted journalism crisis, we need to work together." (Page 1)
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"El Manifiesto sobre la Viabilidad de los Medios de comunicación (MVM, por sus siglas en inglés) proporciona un marco común, urgentemente necesario, para la acción conjunta de la comunidad mundial de desarrollo de los medios. Su objetivo es triple: fomentar la claridad conceptual, reforzar la co
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laboración estratégica entre las diferentes partes interesadas y adaptar la implementación práctica en el ámbito de la Viabilidad de los Medios de comunicación. El MVM es la culminación de las aportaciones de 152 personas de 55 países y 86 organizaciones. Prepara el camino para un diálogo y un aprendizaje más sistemáticos, y para una acción más estratégica y coordinada. Para resolver la polifacética crisis del periodismo, tenemos que trabajar juntos." (Página 1)
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"Le Manifeste sur la viabilité des médias (MVM) établit un cadre commun, dont le besoin est urgent, pour une action conjointe de la part de la communauté mondiale du développement des médias. Son objectif est triple : Promouvoir une vision claire, renforcer la collaboration stratégique entre
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les parties prenantes et coordonner la mise en oeuvre pratique dans le domaine de la viabilité des médias. Le MVM est le fruit des contributions de 152 personnes provenant de 55 pays et de 86 organisations. Il offre une opportunité d'échange et d'apprentissage plus systématiques, et promeut une action plus stratégique et mieux coordonnée. Pour surmonter la crise multiforme du journalisme, il est impératif de travailler ensemble." (Page 1)
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"Les principes ci-après ont pour but de redynamiser le soutien international aux médias et à l’espace de l’information. Ils visent à encourager les fournisseurs de coopération pour le développement actuels à accroître leurs niveaux d’assistance (notamment financière) et à améliorer
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la pertinence et l’efficacité de leur soutien existant dans le but de préserver, protéger et promouvoir les médias d’intérêt public et l’intégrité de l’information. L’APD peut être déterminante pour relever les grands défis auxquels est confronté l’espace de l’information mondial. Les principes présentés ici peuvent aider les fournisseurs de coopération pour le développement à trouver des solutions aux difficultés exposées dans l’introduction. Chaque principe s’accompagne d’une liste indicative non exhaustive de modalités de mise en oeuvre pratiques et concrètes.
Le premier principe, qui consiste à ne pas porter préjudice aux médias d’intérêt public, est considéré comme un minimum que tous les fournisseurs de coopération pour le développement sont censés respecter. Les autres principes, plus ambitieux, ont vocation à servir de guide et d’inspiration aux fournisseurs précités en vue d’accroître la pertinence et l’efficacité de leur soutien.
1. Veiller à ce que l’aide ne porte pas préjudice aux médias d’intérêt public. [...]
2. Accroître le soutien, notamment financier, en faveur des médias d’intérêt public et de l’espace de l’information afin de renforcer la résilience démocratique [...]
3. Adopter une perspective systémique globale du soutien aux médias et à l’espace de l’information afin que celui-ci soit plus pertinent, plus efficace et plus durable. Considérer les médias et l’espace de l’information comme un secteur du développement à proprement parler, un élément essentiel des efforts visant à promouvoir et protéger la démocratie, les droits humains, l’égalité des genres et le développement, ainsi qu’un secteur qui peut aider à la mise en oeuvre d’autres objectifs de développement [...]
4. Renforcer le leadership et l’appropriation au niveau local, en donnant aux partenaires des médias ainsi qu’aux autres acteurs de l’espace de l’information (comme les organisations de la société civile et les créateurs de contenus en ligne) les moyens de participer de manière constructive aux politiques et aux programmes [...]
5. Améliorer la coordination du soutien aux médias et à l’espace de l’information, à la fois entre les organismes donneurs et entre les initiatives de développement et les efforts diplomatiques visant à promouvoir la liberté des médias, en particulier dans les contextes de crises [...]
6. Investir dans la connaissance, la recherche et l’apprentissage." (Page 8-11)
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"The impact framework is a set of tools and guidelines that helps to define targets for, track, and assess the impact of activities under the supported media projects in a clear and organised way; it can also be used for other media projects. Its methodology embraces a user-centric approach, links p
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roject activities to key performance indicators (KPIs) and outcomes, and helps to identify and collect data from the beginning to the end of the projects. The impact framework also allows the programme’s media outlet teams to assess risks, track projects’ progress towards established targets and, if necessary, correct their course in a timely fashion." (Page 3)
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"Esta investigación tiene como objetivo determinar indicadores clave para evaluar la capacidad de transparencia, autorregulación y participación de los usuarios, las tres dimensiones de la accountability. Se adoptó un triple punto de partida metodológico: revisión sistemática de literatura so
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bre indicadores de accountability y sus características, un mapeo de medios de referencia con indicadores de accountability, y evaluación de medios. Se obtuvo un sistema de 11 indicadores clave para medir y establecer comparaciones entre sitios web de medios de comunicación y determinar si satisfacen las tres dimensiones clave de la rendición de cuentas y los elementos asociados. Dicho sistema puede ser aplicado en múltiples escenarios para fomentar un periodismo de calidad." (Resumen)
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"This electronic publication about smart education strategies for building the resilience of education and training systems in the postpandemic environment provides a framework to develop appropriate policy and strategy in existing and emerging forms of schooling, higher education, technical and voc
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ational education, and training (TVET), adult education and lifelong learning, including formal, nonformal and informal educational environments. While the discussion takes a historical view, it is also forward-looking and future-oriented. It hopes to contribute to ongoing, evolving conversations and debates on appropriate smart education policy development. The publication reviews the status of smart education policies in 10 countries. It includes 15 case studies within the six policy themes: infrastructure, curriculum and pedagogy, digital education resources and platforms, skills and competencies, governance, management and administration, and partnership. A policy template and a mechanism for monitoring and evaluating smart education policy implementation included in the publication would help the UNESCO Member States adopt smart education policies and strategies." (Back cover)
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"This set of questions offers a framework for buyers to use when evaluating the offerings of different online sample providers. It updates and replaces the 2012 ESOMAR publication, 28 Questions to Help Buyers of Online Samples. The questions identify the key issues to consider, introduce consistent
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terminology, explain why each question should be asked, and note the issues buyers should expect to be covered in an answer. The intended use of these questions is that they form a basis for a conversation between buyer and sample provider, rather than simply being used as a checklist to compare offerings across providers. The questions do not cover B2B samples, nor do they attempt to cover specific requirements for different types of research such as pricing, new product development, ad testing etc. When online access panels were first introduced in the 1990s, the model was relatively simple: a buyer provided sampling specifications to a panel owner who drew a sample (from that panel). Over the intervening 25 years, online sample selection has changed in two fundamental ways. First, buyers can now access a a broader set of sources that now includes participants in loyalty programmes and rewards communities within “Get Paid To’ sites, customer lists, intercepts from offer walls, affiliate networks, social media, and other platforms, as well as traditional panels that may or may not be owned by the provider. Second, buyers have the option to access these sources directly via self-service tools, rather than relying on a sample provider to generate the sample on their behalf. There have been other important changes as well. Online research has become truly global and mobile devices have become a common data collection platform. The use of online samples has broadened beyond surveys to include qual/quant applications, communities, passive data collection, and so on. Concerns about privacy and data protection have led to a much-changed regulatory environment that imposes new requirements on both sample buyers and sample providers. Quality assurance techniques have become increasingly sophisticated. As a consequence, the number of issues that buyers must consider when choosing a sample provider has increased substantially." (Purpose and scope, page 3)
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"This Code of Practice serves as a statement that GFMD members are committed to maintaining the highest standards of integrity, governance, financial transparency and accountability while furthering the GFMD’s mission. Adopting and adhering to this Code of Practice serves as an ethical charter for
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the activities and operations of GFMD members, as well as an internal guideline for the application of GFMD values and mission. The GFMD member’s Code of Practice takes inspiration from the Code of Ethics as adopted by the World Association of Non-Governmental Organisations." (Page 1)
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