"This publication allows community radio stations to assess their performance regarding: community participation and ownership; radio governance structures and procedures; radio programme structure; radio station management; financial management and resource structure; as well as networking. Using a
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detailed scoring system, the manual provides a comprehensive list of indicators that categorises assessed stations into four groups: evolving, progressing, performing and model community radios. It considers the issues that are at the heart of community media: public accountability, community representation, locally relevant programming, diverse funding, and due acknowledgement of staff, including volunteers. The manual is clear and concise providing a sound basis for the task it describes. Tailored to the needs of community radios in Nepal, not every single indicator may apply to stations in other countries. Nevertheless, the scoring methodology can easily be adapted to other contexts." (CAMECO Update 4-2009)
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"This guidebook offers instructions for strengthening the organisation of community radio stations, in order to improve their effectiveness and efficiency. The all-embracing essentials of community radio station management, ie, governance and programme/financial/technical management, are discussed i
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n detail. Aspects of these organisational tasks are human resource plans, resource mobilisation, fundraising, accounting, maintenance of equipment and the determination of a clear broadcasting policy. But not only advice for practical matters is given: The publication further discusses the underlying mission, vision and goals of organisations, which are viewed as not sufficiently thought through by many community radio stations, yet crucial for their survival. The guidebooks' step-by-step lists, tables and forms, in part taken from existing community radio stations like Radio Sagarmatha in Nepal, are particularly useful, as they show how theoretical and abstract manuals can be turned into practice." (commbox)
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"This is an introduction to the collective marketing strategy with a regional and thematic emphasis on Nepalese community radio stations. In this publication, airtime is viewed as the "product" that all community radio stations sell, and which builds a link between them, as well as their mutual aim
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to contribute to the social progress of their communities. Hence, this publication suggests building partnerships to support each other in various contexts, eg, by sharing programmes on topics like immunisation, which are relevant for many radio stations, or by assisting each other in finding sponsorships or advertisers. The term "collective" refers to partnerships of Nepalese community radio stations amongst each other, either on a national or a regional level, or amongst those who have something else in common, although partnerships can also be built by community radio stations and commercial radio stations. The text includes an explanation of the principles of social marketing, and considers its specific features in relation to community radio. The desired structure and the underlying principles that follow this strategy are also discussed. All in all, the publication can inspire radio activists who wish to improve the programmes and the promotion of their radio stations by building a network with others." (commbox)
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"This is an overview of strategic planning tools designed for Nepalese community radios. In plane language, it introduces to the basics of strategic planning, situation and stakeholder analysis, long-term vision and guiding principles, identification of risk factors, definition of indicators and the
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implementation of strategic planning. Many graphs and tables illustrate and facilitate the use of the different concepts, as well as the concrete example of a strategic plan in the annex. Every issue is treated quite briefly, so maybe reading this manual will not be enough to really start a strategic planning process. Nevertheless, it serves the purpose of an introduction quite well." (CAMECO Update 3-2009)
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"1. There has been remarkable growth in both private and non-for-profit radio in Nepal since 1997: 216 licenses had been issued as of July 2007 with 78 FM stations broadcasting; of 93 licenses issued to non-profit groups, 31 were operational as of May 2007.
2. To its detriment, the FM radio sector h
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as and continues to be largely unplanned and unmanaged. There is technical congestion in the capital region and high redundancy of licensed services, even in some rural areas; there are major policy gaps and limited means to ensure accountability of broadcasters. The current system of regulation does little to promote a diversity of services or to ensure that broadcasters meet public needs or address national development priorities.
3. The application and practice of community radio principles is remarkably inconsistent. Many stations are community radios in name only. Community radio in Nepal is poorly defined and there is no policy framework to guide the development of the sector. Of particular concern are issues of limited ownership, ‘capture’ by the elite, poor representation of community groups, particularly on gender, caste and ethnic lines. There is a risk that community orientation and the focus on public interest programming will be weakened.
4. In spite of gaps, Nepal’s community radio sector possesses a certain maturity and sophistication. There are a large number of stations, increasingly coordinated. There are excellent practices in programming and community participation, many of which are being replicated. There are resource centres and support organizations with high capacity, both private and non-profit. There is an active national association of community stations." (Key findings, page 4-5)
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