"Media centres around the world are facing the same challenges in ensuring long-term sustainability after “start-up” funding from donors ceases. In order to overcome these challenges, a number of centres have pioneered innovative approaches for ensuring financial and institutional viability and
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credibility, thus allowing them to successfully evolve into stable expert institutions within their media landscapes. It is in this context that in October 2006 International Media Support (IMS) invited a number of media centres and other institutions from Southeast Europe, West and East Africa, South and Southeast Asia and the Middle East to a workshop to share lessons learnt and identify approaches for addressing common challenges. These centres were asked to join the workshop because they represent perspectives and experiences from all over the world, thus offering the chance to pool diverse knowledge and experiences. In undertaking this workshop, it was recognised that all media centres are unique. The participating institutions represented media centres at differing stages in their development and performing varied roles, from lobbying for media policy reform to providing training opportunities and producing media publications. Nevertheless, despite these differences, there are considerable similarities and therefore scope for sharing knowledge. As an outcome of the workshop, the best practices discussed and defined by the participants have been collated in this handbook, which is being published jointly by IMS and the participating media centres. I hope that this publication is a useful tool for media centres of all designs and orientations, in further strengthening their options for achieving financial self sustainability." (Introduction, page 5)
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"This book presents practical ways to build financial management capacity in an international development context (although much of it applies to any non-profit organisation). It describes best practice in the specific tasks of financial management – for example, planning and budgeting and financi
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al controls. It gives examples of how groups and organisations build their own capacity. It also considers what leadership teams can do to guide their organisation’s long-term direction (an activity sometimes called ‘governance’) and it describes other financial management aspects that can be built into an organisation’s structure. It is written for non-government organisations (NGOs), larger community-based organisations (CBOs), and charities." (Introduction)
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"This book provides the first comprehensive examination of the issues and politics of NGO accountability across all sectors and internationally. It offers an assessment of the key technical tools available including legal accountability, certificat
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ion and donor-based accountability regimes, and questions whether these are appropriate and viable options or attempts to 'roll-back' NGOs to a more one-dimensional function as organizers of national and global charity. Input and case studies are provided from NGOs such as ActionAid, and from every part of the globe including China, Indonesia and Uganda." (Publisher description)
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"The Ghana Book Trust is an NGO and book donation organization that promotes literacy, library development, and the supply of locally published and imported books to rural schools and libraries in the urban areas. Its works in partnership with CODE
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and the Sabre Foundation. This is its latest report and covers activities for the 2005-2006 periods, and also includes an overview of various CODE projects in Ghana." (Hans M. Zell, Publishing, Books & Reading in Sub-Saharan Africa, 3d ed. 2008, nr. 1386)
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"This toolkit is a resource for everyone working in emergency situations caused by natural disasters. It is designed to help programme managers from UNICEF, UN agencies, NGO partners and government personnel to prepare, plan, implement and monitor
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behaviour change communication initiatives supporting health, hygiene and child protection efforts in emergencies." (Introduction)
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"This manual offers a basic description of a new method of developing journalistic skills to cover elections, and provides some essential information about elections and reporting responsibilities and techniques. Although it can be used in a wide range of elections, referenda and other votes around
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the world, it is specifically designed as a tool for coaching journalists in countries marked by conflict, or countries in the midst of a transition to democracy. The manual, as you will see, is foremost intended for those persons – we call them coaches – who are assisting in skills development. It is a handbook for those who are doing the coaching, or providing the training. But the information about elections and reporting is also meant to be passed on to reporters, editors and managers who are developing their skills. So the information here is to be shared, copied and used as journalists’ guidelines, as much as possible.
This manual stems from a Réseau Liberté journalism development programme funded by CIDA (Canadian International Development Agency). This programme to support Haitian media involves two main partners: CBC/Radio-Canada’s Institute for Training in Public Broadcasting and the Montreal-based NGO, Alternatives. After conducting several traditional training seminars to help journalists prepare to cover the 2005 - 2006 elections in Haiti, Réseau Liberté wanted to try another approach. This consisted of working with the journalists and the media outlets in their daily tasks, rather than inviting them to seminars outside their workplace. This new approach was examined and developed into a structured new methodology of media development which we call “coaching.” The methodology was supported by a handbook or manual for the coaches, covering Haiti-specific issues and election reporting generally." (Introduction)
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"There has been significant growth in media outlets. In the new regime, the relationship between the media and the government has improved greatly. For the media in Tanzania to develop, resource allocation should be considered as a priority. There is a need to look at how much the government and don
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or community are funding the development of media, and which media should be given priority. Commitment from media players is very important, as is ethical reporting that contributes to a better society. The production of local content should be increased. In order for the media truly to understand the audience and their needs, they must engage in dialogue with the public. There exists a big gap between the concentration and number of media outlets in rural vs urban parts of Tanzania. Community media should be prioritised. There is a critical need for journalists to be trained in specialist areas and in investigative journalism, and for them to understand the importance of the role they play in improving democracy. Although most media organisations have planned media activities, only a few of them have a specific annual budget set aside for such activities. To improve media planning activities there should be a specific planned budget for media activities." (Summary & conclusions, page 57)
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"The lack of a consolidated government since the fall of Siyad Barre’s regime in 1991 has led to a proliferation in the number and variety of media sources in Somalia. However, inter-factional violence and conflict has since torn the country apart, creating a difficult environment for media practi
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tioners to work in. In the self-proclaimed autonomous state of Somaliland, relative political stability and cooperation from the community has created a potentially conducive environment to media development. However, a lack of international recognition has limited access to the financial assistance needed to strengthen the media sector outside of the public domain. Changes in university curricula and international initiatives have increased training options for journalists. More and more journalists are being trained in the basic skills and ethics of journalism which, as interviewees agree, has had a positive impact on the quality and quantity of information disseminated. Steady changes in production methods and content have increased the variety of programmes on TV and radio. Poverty and lack of infrastructure have limited the spread of TV and print in Somalia. Likewise, with low levels of literacy in Somalia, radio has the greatest reach, but stations remain concentrated in Mogadishu. An important change to the industry has been the formation of various journalistic trade unions, but journalists remain amongst some of the poorest paid in the world." (Summary & conclusions, page 77)
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"The liberalisation of airwaves and emerging democratic ideals have been important variables influencing increment in FM stations, new media products, a free press and freedom of expression. Occasional problems between the government and media players arise. The recognition by government of the incr
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easing relevance and role of the media in the country is evidenced by the committal to pass both the ICT policy and Media Bill, which have already been presented to parliament. With respect to various media organizations and their operations, there have been remarkable changes towards a vibrant media. For instance, broadcast and print media are now more careful about how they package and present information in order to obtain a competitive edge. The journalism curriculum is being reviewed continually to meet arising needs, while the spotlight is slowly turning to rogue trainers. The role of the public in the media and that of the media to the public are increasingly being acknowledged. A lack of sound policy and poor journalism practice continue to be critical issues. With regards to the impact of media development initiatives, the debate regarding selfregulation versus government regulation will continue to arise, especially with the Media Bill and ICT policy." (Summary & conclusions, page 65)
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"Changes have been gradual but the watershed was 1992/4 when the airwaves were liberalised, leading to the mushrooming of media institutions especially in the broadcasting area. In the past five years, the media in Uganda has become more vibrant, more liberated and there has been more freedom of exp
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ression overall. Opening up of media space led to the proliferation of private newspapers, private radio stations and private television stations, and the introduction and eager embrace of the Internet and mobile phones by many people. The horizon of news reporting has been widened to cover East Africa and the Great Lakes Region. There has been more diversity in what the media is reporting. The media has acquired prominence as one of the four pillars of governance. Investigative journalism has been improved, but there are many draconian laws on the books. Some are active but others lie dormant and may be activated at any time. There is a recognition by the media that there is a need to move their relations with government to a level that is more professional and more engaging, rather than accusing the latter simply of control and denial of access. More people are using the media as a tool for advocacy and development. Communities now actively participate in, and influence media programmes by contributing ideas." (Summary & conclusions, page 61)
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"The media sector has changed in recent years, mostly for the better, through the following media development processes: the 1990 Decree on the liberalisation of the broadcast sector to allow private entrants; significant increase in private radio and television, although licensing is still problema
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tic; seminars and training workshops for Cameroonian journalists supported by the donor community; introduction of a state subsidy system for private media houses, though the number and amount of such subsidies is still small; and, management change at the state television CRTV, with a new General Manager replacing one who had been in the position for 16 years." (Summary & conclusions, page 60)
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"The most relevant changes that occurred during the past five years in Sierra Leone are the results of democracy (free and fair elections in 2002) and establishing the Independent Media Commission Act (IMC) of 2000 to help deregulate the formation of new media outlets. The resilience of media practi
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tioners and others fighting for press freedom led to some of the changes. Financial support from external partners also opened up the media and helped to develop the sector. Training, repealing anti-media laws, supporting an open media market, making information communication technology (ICT) available, deregulation and civil society cooperation with media practitioners are key issues. Media development initiatives over the past five years have been remarkable. Interviewees were upbeat about future progress." (Summary & conclusions, page 69)
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"While acknowledging that the situation is not entirely ideal, most of the interviewees believed a lot has been achieved in terms of the development of the media in Mozambique over the past five years. This was mainly due to relatively stable political conditions, underpinned by a liberal constituti
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on that enshrines media freedom and the freedom of expression as fundamental rights. In as far as press freedom is concerned, the Constitution is complemented by a Press Law that the interviewees in general considered to be fair, balanced and progressive, allowing for a diversity of views that play an important role in shaping public opinion. An informed public opinion is key for a political system that is deeply rooted in the people, and is in turn the basic condition for long-term stability, which in itself leads to sustainable social well-being and economic prosperity. It was interesting to note from the interviews that there is a general awareness of the important role of the mass media in Mozambique’s development process, and in the consolidation of the country’s nascent democracy. Despite this awareness, however, and although there is understanding of the need to develop the media, the issue has not been fully exploited either by government or by the donors. (Summary & conclusions, page 60)
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"The media sector in Ghana has witnessed some dramatic, positive changes over the past few years, made possible by the promulgation of the 1992 democratic Constitution and the election in 2000 of President Kufuor’s government. All interviewees agreed that democratisation and the repeal of the Crim
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inal Libel Law have been the most important changes for the media sector, allowing for an explosion in the number of media houses in Ghana. Training was identified as the single most important media development initiative in the individual interviewees’ areas of work." (Summary & conclusions, page 57)
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"Relevant changes in Angolan media were noticed in the press. Newspapers grew the most radios grew some, but TV did not grow at all. There are few new media development initiatives known in Angola. The greatest initiative, though still not in effect, is the new Media Law. The growth of the Sindicato
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dos Jornalistas de Angola (SJA) has seen the election of new management and the organisation has become very active in empowering journalists and defending their rights." (Summary & conclusions, page 47)
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"Overall, South Africa has a relatively vibrant and developing media environment. The 15 interviewees were involved in 37 media development initiatives between them. These development initiatives comprise the following: 12 training initiatives; nine advocacy initiatives; five research initiatives; t
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hree training media initiatives; two legal support initiatives; one award initiative; one grant making initiative; one conference; and, one revenue stream generation initiative [...] Through their experiences of designing, implementing and evaluating their media development initiatives, interviewees offer the following learning points regarding success. They stress the importance of strategic and long-term planning, of working with partners where possible, avoiding dependency on donors and taking the cultural context into account [...] Interviewees praised media development initiative donors for starting to seek advice about the real needs on the ground. However, interviewees feel that donors are falling short in the following ways: the withdrawal of funding from South Africa; the duplication of initiatives; conducting the wrong training; only providing short-term funding; being too prescriptive; and, not providing for core costs. According to the participating media professionals, the strategic priorities for media development are media management training, community participation, specialised reporting training and media monitoring." (Summary & conclusions, page 99-100)
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