"Our remit was to look for innovative media outlets that are producing high-quality news, that are technologically innovative and that might actually survive financially. Accordingly, we spent three months interviewing media innovators around the w
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orld and reading what others have written on the subject. This report is divided into seven sections: 1) this introduction, 2) our main findings, 3) two sets of recommendations, one for the media development community and another set for people starting a media outlet, 4) an “Innovation Index” listing practices that we found around the world, 5) a description of our methodology, 6) a review of practitioner reports we read, 7) write-ups describing 35 media outlets, based on interviews we conducted [...] We were inspired and encouraged by what we saw. All over the world, independent media outlets are innovating and overcoming obstacles. Globally, start-ups are demonstrating the drive to take risks for the sake of a good idea. The challenges facing these outlets—and the innovations employed to tackle them—broadly fall into four categories: editorial, business, distribution and security. Operating with agility, media start-ups are finding creative ways to gather and disseminate information. In India, Gram Vaani uses a mobile phone social network to connect the rural poor and circumvent legislative prohibitions on radio broadcasting. In Zimbabwe, The Source survives in the repressive media climate by focusing on business journalism. Oxpeckers in South Africa uses geomapping to report on rhino poaching. Crikey in Australia has built a successful business model based on soliciting tips and scandal from the same audience it reports on and Kenya’s African SkyCAM deploys drones to avoid negotiating with police for access to disaster zones [...] Instead of finding a clear model for what works, we found confirmation of many things we knew or suspected. Independent media outlets vary in size, ambition and model. Few have fully succeeded, while many do one thing well, which typically reflects the founder’s particular strength—usually in journalism or technology [...] Most media outlets we found are small, run by a few full-time staff supplemented by volunteers and freelancers, and supported by a combination of grants, donations and haphazard business endeavors. The leaders at most organizations we interviewed were motivated by a desire to produce high-quality journalism rather than meet particular financial or audience goals." (Executive summary, page 5-7)
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"In today’s climate in the media industry, reporters are expected to cover a broad range of issues. They no longer have the luxury of concentrating on a small piece of a larger puzzle, and at times, they may feel as if they need a better understanding of the background information before moving fo
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rward. Covering eight different topics, this book is not intended to provide reporters with in-depth information on any single topic. It is, instead, intended to provide the necessary building blocks on a variety of themes, and to assist journalists in seeing each story they tackle through a variety of ‘lenses’. This book is also based on a belief that a holistic approach to reporting is important in today’s media industry. The links between the economic recession, poverty, food insecurity, water issues, rural issues, xenophobia, gender issues and children’s issues cannot be emphasised enough." (Introduction)
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"The summary of findings for this study is drawn from extensive research conducted in the form of questionnaires and focus groups. The aim of the study was to assess the level at which community radio stations in
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Africa are involved in programming of content on sustainable development themes/ topics. Investigations conducted through the study indicate that in general, community radio stations are still struggling with producing content on sustainable development. One of the reasons is the lack of understanding and distinction of what sustainable content is especially in the specific context of the different communities. Findings however also indicate that despite challenges faced by the sector, community radio stations are making some efforts to produce programmes on sustainable content although they are also faced with challenges on identifying and working with relevant stakeholders for content development. This report makes specific recommendation on how community radio stations can improve on sustainable programming." (Executive summary of findings, page 5-6)
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"While there are many trainers offering curricula in radio, this curriculum focuses on the management aspect of community radio. Many people in organisations focus their commitment and energy on the delivery side of the organisation and neglect the task of building the organisation and its people. W
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hen things go horribly wrong, as they so often do, there is much talk of lack of dedication and commitment. People get disillusioned and drop out. The failure in non-profit organisations often has nothing to do with a lack of commitment, and everything to do with a failure of management. Organisations need to be managed properly so that they grow and succeed. Radio station managers need to understand how organisations work, and how they develop and change. They need to manage the people and the resources, as well as the programming, to build a successful radio station. This training curriculum is aimed at building radio station managers' understanding of organisations and of the management role. While there is management training available, it tends to be aimed at commercial stations. Community radio, with its emphasis on community participation and volunteer involvement, has its own management issues. This curriculum was developed specifically for community radio stations - drawing on the experience of community radio stations in South Africa." (Introductory comments, page 1)
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