"Here are the 10 key takeaways:
1. Traditional ethics rules still apply online.
2. Assume everything you write online will become public.
3. Use social media to engage with readers, but professionally.
4. Break news on your website, not on Twitter.
5. Beware of perceptions.
6. Independently authenti
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cate anything found on a social networking site.
7. Always identify yourself as a journalist.
8. Social networks are tools not toys.
9. Be transparent and admit when you’re wrong online.
10. Keep internal deliberations confidential." (Executive summary)
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"Effective communication strategies will differ depending on whether you are communicating to influence change, engage or mobilise communities, share information, or raise profiles. Influencing change relies on engaging key audiences in dialogue that is relevant, context-specific and backed up by ro
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bust evidence. Communities can be mobilised by providing platforms for debate — for example through networks or coalitions — and building the capacity of marginalised actors to participate. Communication for sharing information ensures good flows of clearly presented, robust information in an accessible and engaging way. By ensuring a match in how you present your identity and how you are perceived by key audiences, communication for profile raising can help build trust and credibility." (Policy pointers, page 1)
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"The adoption of a quality-management system by a media organization (radio, TV, newspaper, magazine, online or other) is strictly voluntary. It should be a strategic decision taken by senior management with the support of staff. The aim of such a system is to make sure that a media organization is
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managed in such a way as to meet the highest quality standards in the following areas: service to its users (audience / readership) and the general public; service to the society in which it operates, notably by promoting the open flow of information essential in a democracy; service to other important stakeholders, including staff, advertisers, subcontractors, shareholders, civil society associations, journalists' unions, public authorities." (Introduction, page 8).
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"This position paper distinguishes three 'corner sections' which can be considered of fundamental importance for the development of a sustainable media sector: the legal and regulatory environment, professional capacity (both managerial, technical and journalistic), and a sound and sustainable econo
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mic base. In addition, it differentiates between five contextual frames: authoritarian states, conflict and post-conflict countries, fragile democracies in the early stages of democratisation, stagnating democratisation processes and new democracies in the process of consolidation. Depending on this context, the paper provides recommendations for media support. According to the general conclusions (page 28) "there is a strong preference to develop a programme of projects that support all three corner sections as it is the combination of all three that best supports a media environment capable of promoting democracy, human rights and development." (commbox)
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"This tool can be used in different places and for different types of advocacy, and helps CAFOD and our partners to think about the wider context of their work as well as their achievements. The levels are cumulative, and require partner organisations to think through the reasons why they might be c
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lassed at one level or another by providing anecdotal evidence in each case. The tool does not prescribe which elements to emphasize in any given level. Organisations may find elements of their work in more than one box but are asked to best approximate their level on a yearly basis." (Page 1)
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"The paper is divided into two parts: Part One describes a methodology for designing an M&E system. This covers a number of stages from defining the scope and purpose of the system to its eventual roll out. However, it does not cover the implementation of the M&E system. Part Two addresses many of t
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he technical issues that need to be considered when designing M&E systems for complex organisations. The information in Part Two may be useful to M&E system designers whether or not the basic methodology in Part One is followed." (Page 1)
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"The production of paper is both resource intensive and highly polluting. According to the U.S. Department of Energy, the pulp and paper industry is the third-largest industrial consumer of energy and the fourth-largest emitter of greenhouse gases among manufacturers. According to the U.S. Environme
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ntal Protection Agency, the industry is third among industrial sectors in the release of toxic chemicals to air and fourth in the release of toxic chemicals to water. In the United States, environmental regulations are fairly well enforced; such enforcement is not guaranteed in other countries, particularly developing countries, where more and more paper is being made. Most paper is not recycled and is instead thrown out, making up a third of the municipal waste stream. As the paper deteriorates in landfills, it releases methane, a greenhouse gas with 23 times the heat-trapping power of carbon dioxide. According to the U.S. EPA, municipal landfills are the largest source of human-related methane emissions, and a significant share of these emissions is generated by the decomposition of paper. Conscientious publishers will want to do all they can to minimize the harmful environmental effects of publication printing. Aside from simply printing less - which will happen as more publications go digital - publishers should do three things: Maximize recycled content; Maximize use of certified virgin fibers; Choose greener production." (Page 1)
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"Community broadcasters are united by six guiding principles. We will work to:
1. Promote harmony and diversity and contribute to an inclusive, cohesive and culturally-diverse Australian community
2. Pursue the principles of democracy, access and equity, especially for people and issues not adequate
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ly represented in other media
3. Enhance the diversity of programming choices available to the public and present programs that expand the variety of viewpoints broadcast in Australia
4. Demonstrate independence in programming as well as in editorial and management decisions
5. Support and develop local arts and music
6. Increase community involvement in broadcasting.
Throughout the Codes, community broadcasting licensees are referred to as ‘we’ or ‘our’. The terms are legally binding." (Guiding principles, page 3)
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"[...] 1. As used in these guidelines, the term “crisis” includes, but is not limited to, wars, terrorist attacks, natural and man-made disasters, i.e. situations in which freedom of expression and information is threatened (for example, by limiting it for security reasons); the term “media pr
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ofessionals” covers all those engaged in the collection, processing and dissemination of information intended for the media. The term includes also cameramen and photographers, as well as support staff such as drivers and interpreters.
2. Member states should assure to the maximum possible extent the safety of media professionals – both national and foreign. The need to guarantee the safety, however, should not be used by member states as a pretext to limit unnecessarily the rights of media professionals such as their freedom of movement and access to information.
3. Competent authorities should investigate promptly and thoroughly the killings and other attacks on media professionals. Where applicable, the perpetrators should be brought to justice under a transparent and rapid procedure.
4. Member states should require from military and civilian agencies in charge of managing crisis situations to take practical steps to promote understanding and communication with media professionals covering such situations.
5. Journalism schools, professional associations and media are encouraged to provide as appropriate general and specialised safety training for media professionals.
6. Employers should strive for the best possible protection of their media staff on dangerous missions, including by providing training, safety equipment and practical counselling. They should also offer them adequate insurance in respect of risks to the physical integrity. International organisations of journalists might consider facilitating the establishment of an insurance system for freelance media professionals covering crisis situations. [...]" (Page 2)
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"This publication recommends ways to improve connectivity between the various actors working in conflict-prone settings. The ultimate goal of enhanced connectivity is to enable local populations to prevent and mitigate conflict and help rebuild their country. This report is intended for civilians as
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well as the military, the public and private sectors, and Americans as well as international and national actors. Four principles, proven true in a variety of settings and industries, form the basis of this report. If embraced, they have the potential to improve operations in conflict-prone settings: 1. Connectivity increases effectiveness. Connectivity is the capacity for individuals and organizations to interface. Connectivity allows for, but does not guarantee, frequent and meaningful interactions, which can help diverse actors develop a common operating language, plan and conduct joint exercises, and integrate operations during crises; 2. Free revealing. Openly sharing new ideas, innovations, and information is better suited to fast-paced, chaotic environments than is the traditional practice of closely managing information flows through established hierarchies; 3. Community generates content. Relying on the community to generate, share, and interpret content makes the best use of resources and minimizes constraints in conflict settings. These settings demand flexibility and adaptability on many levels. User-driven content, in which all individuals contribute information, share concepts, and evaluate resources, is the practical choice for environments with conflicting and unreliable data; 4. Lead users drive the market. By identifying and promoting the practices of lead users (those at the top end of the bell curve), the effectiveness of the entire international community can be enhanced." (Executive summary)
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"This document is a working paper, written at the request of MC-S-PSB (Group of Specialists on Public Service Broadcasting in the Information Society). Its main purpose is to describe some of the key developments and trends in media, and to address the long list of challenging and often controversia
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l issues confronting Public Service Broadcasting in coming years. A telling example of the profound nature of this change is the term broadcasting itself and its changing connotations. From its origins as a broad term covering communicative activity it is in the process of becoming merely a technical term for one of a number of distribution methods and technologies used by media companies. To avoid the risk of “Public Service Broadcasting” (PSB) being interpreted in this narrow sense of traditional terminology in this report it will be termed “Public Service Media” (PSM). What the report lacks in clear-cut answers will hopefully be compensated for by its plenitude of difficult and provoking questions. Many of them have been formulated and discussed in the course of fruitful debates with colleagues in media and academia and with members of the commissioning Group of Specialists of the Council of Europe." (Foreword, page 5-6)
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