1 Expanded version April 2013 - Unesco

of implementation in the concerned communities; creating specific knowledge that will facilitate
the implementation in the years to come.
The monitoring strategy developed during the current year constituted an essential activity to track
progress towards results. It targets both listeners and radio stations and, most importantly,
involved local radio stations themselves for them to internalise the habit of seeking feedback. A
primary evaluation by Field Officers suggests that there is an ongoing change of mindsets,
especially on gender equality issues and on the role of local radios as social service providers.
Correspondents’ role in local radios is of paramount importance for the achievement of results. To
select and maintain a fruitful network of correspondents – avoiding high turnover – trainings were
conducted both with the correspondents as well as with the radio station staff. The radio stations
managers’ capacity for engaging and motivating current and new correspondents was assessed
and improved. Outputs were created, such as contract models for volunteers and policies to
recruit and motivate a correspondent network.
The main challenges during the period under consideration related to identifying and working with
quality local partners, availability of technical infrastructure in some radio stations, and dealing
with unforeseen situations, produced by external factors, such as security concerns and staff
incapacitation. Such issues are explored in the following report on item II with the corresponding
actions taken and considerations for follow-up and improvement.
For the sake of the project’s sustainability and further transition strategy, the focus to date has
been on knowledge sharing and building capacity to manage processes, as opposed to simply
concentrating on accomplishing actions. Efforts in this area included relying on the effective
participation of the radio staff. By the time the project draws closer to its end point, the radio
stations will have built the capacities to continue or replicate these actions, even without external
assistance and outside of the project’s life span.
Networking among radio staff proved to be an efficient way to stimulate discussion and improve
learning. This aspect is being considered for training and building the envisaged online community
of practice. A public visibility strategy is being implemented, integrating online actions and public
relations interventions, and aimed at raising the project’s profile among governments, universities,
research organizations, NGO’s and private companies.
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