edition-dw-akademie-in-the-service-of-the-public-functions-and-transformation-of-media-in-developing-countries-pdf

Conclusions and Recommendationsdivisions of the organization. The middle managementbut also the general staff need to be included here.– A full process operation which includes the three mainphases of 1) preparation, 2) the change process itself, and3) securing of the results.– Intelligent interface management to broaden thetransformation process within the organization– Part projects which advance the concrete reforms in theorganization in different areas. Depending on the specificsituation and strategy, the following should be takeninto consideration:– Administrative reform projects. In the past, mediadevelopment actors have often either underestimatedthe importance of administrative reforms for the overallchange process or they have shied away from them.– Strategic projects related to communication andlobbying for the transformation inside and outside theorganization: because very often the PSM staff themselvesare not aware of the new public service ideas. Andin many cases the political actors and the public at largedo not support their PSM, because they do not see andappreciate the changes that have taken place.– Reform and innovation projects in journalistic departments,newsrooms, regional offices, etc.– A framework for monitoring and evaluation of thisprocess. This should be established right at the outset.As for the latter content-related projects in newsrooms, thequestion often arises in which area to invest the available resources.This question is also relevant in smaller interventionswhere an entire transformation is not the objective. Especiallyin past years, “lighthouse” projects have been created that yieldsome impressive results and, ideally, show the other departmentsthe way.Careful consideration is needed here, on the part of all partners,as to whether it really is a good idea to change TV newsdepartments first of all. The fact that many media developmentexperts began their own careers in these environments doesnot mean that these are the best choice for their intervention.In many former state broadcasters, the TV news department is ahighly political and thus difficult section of the media to work in.If one nevertheless chooses to work with the news departments,small steps are important: The appearance of soundbites from both the opposition and government is a majorstep. Criticism of the government is difficult even in comparativelyadvanced PSM. Media development actors should moderatethe discussions on what is possible and what can be doneto improve the news.In many cases, major progress has been achieved with departmentsthat produce other formats such as public debate oreducational soap operas. Working with economic, health or environmentprograms may also be a good choice. And, last butnot least, the strengthening of regional offices and minorityprograms is often also a good possibility.The latter suggestions may also be an option if a media developmentorganization decides to work with state mediathat will most probably remain state media for some years tocome. Here it is certainly sensible to seriously consider who islikely to benefit from an intervention. In many countries, programmingfor minority groups or populations in remote areascan only be provided by state media, so in such a case cooperationmay make sense.If small private and community media exist in the regionsalong with the state media, they deserve support. This can createhealthy competition and hopefully improved content onbehalf of the people.The support for well-selected community media is alwaysan additional option. They are an alternative sector within amedia landscape, through them people are given a new voice,and civil society can put their issues on the public agenda.In situations where PSM are weak, however, communitymedia can achieve even more for their audiences. They can beprofessionalized and supported to deliver important publicservice functions. The same holds true for those small privatemedia that show a genuine interest in the people from theirregion. These existing and aspiring APSM deserve support.But this support should not be blind. An important part of themedia development work here is to identify those media outletsthat really have potential for this process, and to consideradequate and different methodological approaches.Smaller media outlets generally face numerous limitations,problems and obstacles. Media development actors can helpas consultants here – and strengthen the teams in what theywant to achieve.Capacity building needs to be revisited. Although this is thearea in which media development traditionally has a lot ofexperience and expertise, capacity building must be understoodin a much broader sense than so far. Firstly, it shouldgo beyond training. Secondly, it should go beyond journalismcapacity building to other areas such as, in particular, managementcapacity in media outlets, legal and advocacy capacityin civil society organizations. Thirdly, capacity building shouldbe part of a human resources strategy that is part of the organizationaldevelopment process.– In all media outlets continuous processes of capacitybuilding and a culture of learning are needed.– Larger media need to be supported in building andsustaining their own departments for capacity building.– Smaller organizations need to be supported in establishingsimple and basic forms of capacity building on the job. Thisis especially true for community radio stations that have toaccommodate for frequent staff changes.– On top of this, outside structures can be used, e.g., cooperationwith universities or other media. Networks for jointcapacity building and vocational training can be built.Edition DW Akademie In the Service of the Public 289