Media and Development - RNW - Radio Netherlands Worldwide

Media and Development
The role and importance of
international cooperation
for the media sector in
developing countries.
Future Search Conference
Hilversum, the Netherlands
5 & 6 June, 2008
RNTC
www.rntc.nl

Development of media
Media for development
www.rntc.nl

Foreword
Lem van Eupen
General Manager RNTC
In 1968 RNTC was established by Radio Netherlands Worldwide and the
Netherlands Ministry of Foreign Affairs to strengthen media in developing
countries. Established as an institute for international education, RNTC has
developed over the years into a centre of excellence in the field of media,
education and development.
On the occasion of its 40th anniversary, RNTC invited stakeholders in the
field of media and development for a two-day conference, held in Hilversum
on June 5-6, 2008, on “Media and development: future scenarios for
international cooperation”.
The conference was set up according to open space methodologies such as
Future Search and Appreciative Inquiry, thus providing an interactive and
participative environment for the participants. Over sixty professionals
from broadcast media in the North and the South, NGOs working in the field
of media and communication, government agencies and policymakers,
donors and development partners, educational institutes and training
organisations, gathered in different sessions and brought in their
knowledge and experience to draw up inspiring scenarios for the future.
They came from all over the world: all in all from 30 different countries,
including 23 developing countries and countries in transition.
This report is an attempt to give a reflection of the vibrant discussions
and exchange of knowledge and experience during the two days of
the conference. We provide some background information about the
methodology used, and we describe the key themes that came up in the
different sessions. The cartoons included in the report are an artistic
impression of the topics that were raised during the working sessions.
Partnership, interactivity, mutual learning and participation have been
key words in the work of RNTC since its inception in 1968. The conference
illustrated this.
It was an active and inspiring two days which produced ‘a portfolio of ideas’,
shared experiences and common values, cross-cutting contacts and fertile
soil for future international cooperation. For most participants the process
was an exciting adventure, which not only brought them new knowledge
and ideas, but also introduced them to a new participative methodology of
planning and learning.
It is our sincere wish that, using the positive energy that was generated
by this conference, we can make these dreams come true in the decade to
come.

4
Media and development
Introduction to the theme
CHAPTER 1
According to estimates, around 1 billion people are living at the margins of survival
on less than US$1 a day, with 2.6 billion – 40 percent of the world’s population –
living on less than US$2 a day. These people lack the basic needs for a minimum
standard of well-being and life, such as food, shelter, clothing, and safe drinking
water. Even more people suffer from what can be called ‘social poverty’, the lack of
access to information, education, health care, or political power. This may lead to
dependency and social exclusion, a diminished capacity to participate in society or
to develop meaningful connections with other people.
Governments alone cannot address the challenges of development – an active and
vibrant involvement of citizens and civil society is required to diminish poverty, to
resolve conflicts and to build peace, to ensure citizen participation in governance,
and diversity within societies.
Media play a fundamental and
nurturing role in development. They
Media can inform and educate
can inform and educate people –
equipping them with the tools to make people – equipping them with the
informed decisions and to improve
tools to make informed decisions
their lives. They can offer a platform for
dialogue and debate, where voices are
and to improve their lives.
heard, ideas exchanged and opinions
formed. They can help foster social
cohesion and bridge gaps between
different groups in society. They can support the creation of an environment for
transparency and responsive governance in which accountability is promoted and
corruption counteracted.
Media and Development | Chapter 1 Introduction to the theme 5

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Both in developing countries as well as in countries in the North, governments,
non governmental organisations, media organisations and individual programme
makers are involved in projects and programmes focusing on strengthening the
role of media in development. Cooperation, often on an international level, is
essential in this.
What are the dreams and needs of media and development organisations both in
the North and in the South? What are the lessons learned? How can we draw upon
those lessons and benefit from it to design appropriate and innovative initiatives in
the field? What can international cooperation contribute to realise this?
In the two day participatory conference organised by RNTC these questions
were raised and discussed. Current themes were identified and were translated
into future scenario’s. At the end of the two days, six action plans were made to
strengthen the role of media and development and to stimulate international
cooperation.
Media and Development | Chapter 1 Introduction to the theme 7

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Methodologies and process
The Methodologies Used: Future search and Appreciative inquiry
CHAPTER 2
RNTC chose to combine two methodologies that are used in open space settings
for the purpose of this conference: Future Search and Appreciative Inquiry. Both
methodologies are used to facilitate interaction in large groups, ensuring that
everyone has the opportunity to contribute and to articulate their point of view.
Future Search methodology is often used by RNTC in the first stage of a project to
bring all the stakeholders together, generate broad support and create a common
understanding of the roles and responsibilities of the different stakeholders.
Appreciative Inquiry is a particular way of asking questions and envisioning the
future that fosters positive relationships and builds on the basic strengths and
goodwill in a person, a situation or an organisation. By doing so, it enhances the
capacity for change.
More background information about these methodologies can be found in the
appendix to this report.
The facilitators for the conference were Kees Jan Bender and Han Rakels, both of
whom have extensive experience in working with open space methodologies and
are – through their involvement with RNTC in the past - familiar with the context of
media and development.
The Process
The process adopted at the conference followed the four stages of Discovery,
Dream, Design and Destiny defined in the methodology of Appreciative Inquiry (see
appendix) as the 4D cycle:
Discovery:
The process began by asking the participants to tell stories about their experiences
of success and relate these stories to their dreams for the future. The storytelling
set out to capture individual experiences and aspirations in order to build and
Media and Development | Chapter 2 Methodologies and process 9

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Destiny
“How to empower,
learn and adjust/
improve?”
Sustaining
Appreciative Inquiry “4D Cycle”
Discovery
“What gives life?”
(The best of ‘what is’)
Appreciating
Affirmative
topic choice
Design
“What should be
the idea?”
Co-constructing
Cooperider and Whitney
Dream
“What might be?”
(What is the world
calling for?)
Envisioning results
reinvent community, sharing and learning from best practices and collective
wisdom, and identifying valuable themes in Media and Development.
Dream:
In the Dream phase the participants explored “what might be”, their hopes and
dreams for their work, their working relationships, their organisation, and the world
at large. It was a chance to engage in thinking big, thinking out of the box, and
thinking beyond the boundaries of what had been in the past.
Design:
In the Design phase the participants had to make choices about “what should
be” within an organization or system. This was a conscious re-creation or
transformation, through which such things as systems, structures, strategies,
processes and images will become more fully aligned with the positive past
(Discovery) and highest potential (Dream).
Destiny:
The aim of the Destiny phase was to initiate a series of inspired actions that would
support ongoing learning and innovation - or “what will be”. It focused specifically
on personal and organizational commitments and paths forward, resulting in an
array of changes and action plans.
Media and Development | Chapter 2 Methodologies and process 11

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Identification of main
themes in media and
development
CHAPTER 3
DISCOVERY
Gathering professionals from different countries and continents, different
positions in both media and (non) governmental organizations and different social
backgrounds, the conference combined people with a wealth of experience and
expertise in media and development. The first stage of the conference was aimed
at sharing these experiences and learning from them.
The participants in the conference interviewed each other about the successes
they had experienced in their careers in the field of media and development. What
was the key to this success? What were their aspirations for the society they live
in? And what role can media play in realizing these? The individual stories were
shared in mixed groups, thus identifying best experiences and lessons learned.
Based on the stories of success the following topics were identified as valuable in
the field of media and development:
1. Social change, inclusion and diversity
Media can break down social barriers and stereotypes and facilitate social change.
They offer a platform for dialogue and change which is accessible for the entire
community.
In order to play this role, all members of society need to be involved in this dialogue
and a basic respect for diversity of voices is crucial. Media should give special
attention to those who are living in the margins of society and are excluded from
formal and informal influence, such as homeless, refugees, women, children,
economically deprived people. Their stories and opinions should be heard and seen
in the media. Storytelling is an important mechanism to empower people and get
unheard stories told.
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2. Education and awareness
In many countries in the world education is still a privilege, accessible for a
relatively small percentage of the population. One out of every six people in the
world is illiterate and one out of five children in developing countries lacks any
form of education.
In the fight against poverty, education is an important instrument. One of the
Millennium Development Goals is that in 2015 all children will have access to
basic education. Media can play a role of importance in achieving this. Educational
programmes for children on radio and television can be an effective form of
education in situations where there are not enough teachers or schools available.
Radio and television stations can also offer informative programmes for adults
who had no former access to education on themes such as health, farming or
parenting. Media offer a relatively cheap and accessible channel for the transfer of
knowledge.
3. Children and young people
In many developing countries, almost half of the population is under 20 years
of age. Being the next generation, they are crucial for development. In social
structures and in decision making however, there is no role and place for children
and young people. Their position and their needs are often not recognized and
respected by decision makers.
Media can raise issues concerning children and young people, offer them a
platform to voice their point of view and empower them to actively take up a role in
their community.
4. Community empowerment
Media are more and more a global industry, where information is produced in a
central place and distributed worldwide to be broadcast in many countries. In
this global ‘information industry’ there is a need for communities to identify their
local information needs and assess its potentials. This can be a starting point for
very successful and popular media productions. At the same time local media can
play an important role in empowering local populations and civic groups. Small
is beautiful. Small changes on the local level can, when interconnected, evoke a
national or even international movement of social change.
5. Long-term effects
When starting up projects in the field of media and development, it should be
taken into consideration that it takes time and effort to really benefit development.
Short term projects might offer easy success, but tend to have no long-term effect
in reaching development goals. Organisations working in the field of media and
development should share their experiences on monitoring and evaluating their
projects and on what is sustainable. In a way, they should stimulate donors to
stop imposing their own agenda and recognise the needs and priorities of their
development partners. Local partners gain more by projects that acknowledge and
value long-term impact rather then short term goals.
6. Mutual learning, cooperation and networking
In the 21st century, development cooperation aims to be a well balanced process,
where partners in the North and South participate from positions of equality in
order to achieve a shared goal. Mutual learning is of primary importance in this
process; twinning, networking and the creation of local partnerships are useful
instruments. New media can facilitate balanced North-South and South-North
directed learning.
7. Innovation: technology and attitude
The rapid technological developments have a tremendous influence on all aspects
of life. The digital technology has made the production of radio and television
cheaper and easier, and by using new platforms such as internet and mobile
telephones, even the distribution is ‘democratised’. This offers a huge potential for
media and development, such as allowing civil society-based media, using new
platforms and consequently resulting in a mix of civil and professional journalists
and independent thinking.
It is a pitfall to believe that technology will bring the solution. As in radio and
television, also in new media and new technologies people are the crucial factor.
To allow media professionals and non-professionals to use the potentials of
technological innovations to the max, it is necessary to invest in training and
education. A change of technology will not work without a change in (professional)
attitude. The new technology offers a chance for independent groups to create
their own platform. But this will not work without people who have learned to think
and act independently and responsibly on this new platform.
Media and Development | Chapter 3 Identification of main themes in media and development 15

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8. Core values and conduct
With the emergence of new media and the advent of non-media professionals in
media, there is a growing need to discuss core values in journalism and programme
making. In a world with growing sources of information, there is a substantial
need for media who want to contribute to development to be well balanced,
objective, reliable and credible, to double check information and sources. Media
need to distinguish and safeguard the boundaries between political activism and
journalism, to be trustworthy for their audiences. Non-media professionals should
be aware that it is important to meet basic requirements.
A global dialogue on core (journalistic) values and professional conduct is necessary.
These eight themes were discussed in a plenary session.
It was stressed there that the identified themes are interconnected. A solid
strategy for media and development should preferably not single out one theme,
but follow a holistic approach, taking into account all the identified themes.
It was noted that the theme of ‘freedom of expression and information’, which
normally plays an important role in discussions about media in developing
countries, was not one of the themes discussed. Participants also observed that
the issue of funding and the donor dependency of media in developing countries
was not mentioned at all, while the basic reality still is that projects can only be
realised when donor money is available.
Media and Development | Chapter 3 Identification of main themes in media and development 17

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Future scenarios and
aspirations about media
and development
CHAPTER 4
DREAMING
In mixed groups participants were invited to create future scenarios, in which the
themes are fully present and expressed in their best form. People were stimulated
to be creative and innovative, to be unlimited in the creation of their dreams for
the world of media and development. The groups were asked to formulate an
aspiration statement that encompassed their vision for media and development
and to present all this in a creative way to the plenary.
The following scenario’s and aspirations were presented by the groups:
1. Innovative technologies + value based professionalism = social change
“We strongly believe that innovative technologies combined with the right attitude
(values and conduct) and professionalism will lead to new platforms for dialogue,
which will support social inclusion and social change”.
This is sketched in the “rebus” below:
2. Hearing untold stories
“Our dream is to create a platform for dialogue that does not yet exist, but which
draws out the many stories that are left untold. This platform enables a two-way
process, using existing social structures & connecting them with the media.
Through filtering (formally and informally), by teaching communities, and by
information processing (recording means) the stories would come to their full
right.”
Media and Development | Chapter 4 Future scenarios and aspirations about media and development 19

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3. The wheel of change
“We believe in media as a facilitator of social empowerment. As a platform for
the exchange of ideas and opinions, based on core values such as independence,
integrity and accountability, media can contribute to mutuality and diversity.
Continuous learning, creativity and innovation will keep the wheel going…”
4. In the year 2020…
“…media is a facilitator for development through reliable, relevant, and affordable
information to its stakeholders.
The audience is receptive to this...
….media organizations are capable to choose and absorb relevant technological
innovations, relevant to the organization and their audience’s needs. Organizations
will be able to say no….
….Radio Netherlands Worldwide, Deutsche Welle, BBC, RNTC will participate in
courses designed and implemented by the Nigerian, Cameroonians and Srilankan
counterparts = Complementary knowledge sharing…”
5. We achieve success by ensuring that….
· “Children & young people (& other marginalized groups in society) have access
to & are able to use media actively to express their views & become agents of
change.
· In all countries of the world there are strong professional independent media
that are prepared to tackle the challenges of the new age.
· We can convince donors to stop imposing their own agenda and recognize the
needs and priorities of their media development partners.”
Media and Development | Chapter 4 Future scenarios and aspirations about media and development 21

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6. The ideal project…(just 1 condition)
“The ideal project is unconditionally funded, free to set out its own terms, without
a donor defining in advance the terms. It is about providing street children all over
the world with the new technologies of mobiles and internet, teaching how they
can use them. The children are free to use the mobiles and internet connections as
they want: for documentation, for recording, for publishing etc.
We believe this will create new innovative ways how they can use these
technologies. This will empower, create social participation.
The only condition would be that the learning outcomes are documented, so that
citizens can effectively use appropriate innovative methods and technologies to
produce media which help creating social change.”
7. Stop the fossilization
“We dream about youth & community for empowerment (for example on public
health issues) with journalists as professional moderators for story telling, with
mutual learning through platforms, networks, partnerships and broad stakeholder
participation for consensus building processes. In other words: let us start
teaching media professionals the concepts of development!”
8. Think big, act small
“We believe in the change at individual level and the power of small,
interconnected changes to gradually build the critical mass which will make the
difference for media to be socially responsible & accountable, independent and
inclusive.”
Media and Development | Chapter 4 Future scenarios and aspirations about media and development 23

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Media and Development | Chapter 5
Reflections on the dreams
and aspirations
Implications for current
and future practices
CHAPTER 5
The future scenarios presented a panoramic view of the aspirations and dreams
the participants share about media for development. They were not meant to
function as action plans or concrete goals for a near future. Their value was in the
reflection of positive ideas that form a source of inspiration. Although it might not
be possible to realise the ultimate dream, it is possible to set steps in the desired
directions.
Using the motto “Own, don’t moan” participants were invited in the next session
to reflect in stakeholder groups on the presented scenarios and to find out what
they care about. What points of inspiration and consideration are of interest to you
and your group’s focus? On what points could you as a professional and from your
position make a difference? What are the implications for your current practice?
What would you need to change in order to set steps toward the future you dream
of?
In this chapter we report the main conclusions of the stakeholder groups. Since the
group of representatives from educational institutes was rather small, they joined
another stakeholder group of their own choosing.
1. Media Education and Training Organizations,
developing countries & countries in transition:
“We were most inspired by ideas concerning innovation, whereby they consider
education and training as critical and fundamental. We were also stirred by the
idea of enhanced independence from donor aid. An important insight for us is
to concentrate on small changes to eventually achieve a big impact. Getting the
untold and unheard stories out and working with children and young people are
two areas we need to develop.”
Implications for current and future practices 25

26
Media and Development | Chapter 5
2. Non Governmental Organisations, the Netherlands
“What interested us most was that the pallet of journalistic roles should widen into
the area of storytelling and facilitation/moderation. A second source of inspiration
was the power of technological innovation for mainstream media, they have to
start changing their way of working. An insight was how important it is to establish
close cooperation with professional media: as NGO’s become more and more their
own media, they need to get advice from professionals, in order to bring meaningful
news. If media manage to reach their audiences better and more directly, this
is an opportunity for NGO’s, whereby barriers between media and human rights
activities can be broken down.”
3. Media and development organizations, Europe
“The biggest inspiration for us was that the whole conference believes that media
can make a difference! Our reflection on that key driver is that we need to rethink
the role and image of media. A lot more innovative thinking about the way we do
things is needed. There should be more mutual learning, more facilitation, telling
the untold stories, and enabling all of this. How? New technology, new platforms
are allowing us to use the media in many different ways. Mobile, web 2.0 etc., but
all well adapted to the local setting and context.”
4. Development partners
“Our source of inspiration is you all, collectively, who work in the field, who you are,
what you do. Many donors haven’t had the opportunity to see these operations and
people in the field. This is a great opportunity. We have realised that there should
be more direct support for the core operations of media organizations. Much
donor aid goes into thematic issues, such as gender or environment, but there is
insufficient support for developing the core process. More direct contact with the
people concerned would be helpful, less micromanagement, more room and trust
for partners to manage, including the freedom to experiment and to fail.”
Implications for current and future practices 27

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5. Media, the Netherlands
“Our inspiration is that there is a new role for media and a new role for journalists.
Therefore we realise that we have to redefine that role in the coming years. We
feel we can be a facilitator to shape change. We can also be a trusted guide in the
information overload. In doing so we recognize that we need to operate on the
basis of equality, two-way communication, instead of merely giving a voice to the
voiceless.”
6. Broadcast Media Organizations, developing countries &
countries in transition
“We were inspired by the energy for mutuality in sharing expertise and experience.
It is a good and positive concept. Innovation can help by sharing knowledge. If
we reflect on how to realise this, we see that we need people who catalogue the
process as change agents, the journalist. We need to develop their capacity to be
innovative and creative.”
7. RNTC
“Our strong interest was evoked by contributions on the untold stories, which
clearly links to giving a voice to the voiceless, inclusion and diversity, human rights.
Our challenge is to search and find those stories. An insight we have is
that we constantly need to innovate and adapt and be aware of this necessity. Not
only our technologies need to innovate and change, but also our methodologies
and the way we cooperate. We need to look for new partnerships, new North-South
relationships, new ways of learning.”
Media and Development | Chapter 5
Implications for current and future practices 29

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Media and Development | Chapter 6
Exploring options and
opportunities
CHAPTER 6
DESIGN
Following the exploration of the positive experiences in the past with media and
development (Discovery) and the aspirations and potential for what could be
possible when media use their full potential for development (Dream), the next
stage in the process is to explore the options and opportunities for applicable and
realistic choices.
Starting from the themes that were identified earlier to be crucial in the field of
media and development, all participants contributed in a brainstorm session
to the making of a ‘mind map’: a spider web configuration of the world of media
and development. Trends and observations were placed in the spider map. Using
coloured dots, each participant could indicate which trends or observations were
the most important or inspiring. In the picture on the left the result of this is visible.
A schematic (and readable) figure of the map can be found at the end of this
chapter.
Six topics were elaborated in working groups, formed on the basis of shared
interest. The groups defined issues and points of action which can be taken up by
the various stakeholders in the near future:
1. New roles for media and journalists
Journalists in developing countries find themselves in a constantly fluctuating
situation in which it is not always easy to be clear about journalistic ethics and
proper conduct. For instance, when a society frees itself from political dictatorship
and enters into democracy, journalists who favor this change cannot always draw
an easy line between political activism and professional reporting. What to do with
social and political criticism of the new leaders? How to judge anti-democratic
tendencies? In a fast changing environment, is it possible to stick to the traditional
standards and ethics of professional journalism?
Exploring options and opportunities 31

Another issue is the influx of non-media professionals into the world of media.
With the rising popularity of internet, the production and publication of news
and information is quite easy for almost anybody. Internet offers a cheap and
accessible platform, and a news site can be set up almost on an individual basis.
Citizens can take up a role as journalists and report directly on issues and events
that are important to them without mediation of a journalist or the risk of being
censored. This offers opportunities for development and social change. But at the
same time it may lead to a lowering of standards and to the undermining of norms
of ethical and professional conduct. It makes it harder for audiences to be able
to distinguish media with a serious commitment to inform and educate from less
serious and reliable media.
Reliability and accountability can be served with explicit ethical norms for media
and journalists, established in a Code of Conduct. In analogy with for example the
oil industry, media houses can formulate their core values and responsibilities
towards the society they serve, set up systems for accountability and in that
respect present themselves as ‘sustainable media’.
The main points of action suggested by this group were to:
· establish and exchange best practices for ‘responsible’ media: media that
recognize their impact on society and that can be held accountable for the
consequences of their programmes and publications
· develop business models for the setting up and running of independent media
organizations in developing countries and countries in transition
· develop standards and models for ‘sustainable media’, addressing issues as
accountability and transparency, responsible reporting.
2. Involving children and young people in media
Children and young people form a vulnerable group in developing countries. They
are dependent on adults for their access to the basics of life such as food, housing
and education. Educating and informing children is important to support children
and young people to take up their rightful position in society. For the development
of communities and societies the involvement and contribution of children and
young people is vital.
Media can play a role in this by empowering young people and children. Media
should be stimulated to involve children actively in the production of programmes
and the reporting of issues: to work with children, instead of reporting about children.
32 Media and Development | Chapter 6
Exploring options and opportunities 33

The main actions identified by this group were:
· For training organizations and NGO’s to develop a training programme on the
production of multimedia programmes with children, that addresses parents,
children and media professionals.
· For media organizations to give airtime and money to children’s groups and
groups of young people to make their own programmes
· For media organizations and NGO’s to establish a ‘board’ of young people
attached to a project or a station. These young people can act as role models for
other children in society and be the ambassadors for children’s programmes.
Based on their own experiences, the participants in this group suggested involving
media organizations from the beginning of a project. This raises the chances of
integrating youth and children’s programmes in the stations programme schedule.
Another suggestion was to form regional networks to combine local projects
and initiatives, and exchange programmes and ideas, to lobby for funds and give
information. The experts in this group offered their services as a facilitator for
groups or networks setting up new initiatives on children and media.
3. Story telling and bringing untold stories into the light
The oral tradition is at the heart of many cultures in Africa, Latin America and
Asia. Stories are the traditional platform for people to exchange ideas, share
experiences and learn. They give a framework for social values and ethics in
society. The power of stories is that they can reflect in a ‘natural environment’
existing differences in human characters, attitudes and opinions and the tensions
this can cause in a society. But it can also offer examples how to deal with these
tensions, and possible solutions for a society. In this respect, storytelling is a
potential and powerful instrument in communication for development which could
or maybe should be used more often.
Media can influence the social agenda by creating a platform where marginalized
groups in a society, such as homeless people, women, refugees, minorities, are
stimulated to tell their own stories in their own voice. These stories, told by real
people, can give a face and a voice to issues that might otherwise stay unheard
or invisible. A personal story can make abstract issues concrete. The search for
these “untold stories” is a valuable mission for media that want to contribute to
development.
34 Media and Development | Chapter 6
Exploring options and opportunities 35

For journalists and programme-makers there is a certain tension between giving
facts and telling a story, between the objectivity that is required from a good
journalist and the subjectivity that is inherent in a personal story. It would be
important to analyze the potentials of storytelling in journalism and to develop
methods and tools to train programme makers and journalists in storytelling,
without losing their professional values. In the group mention was made of a useful
method for narrative journalism developed by the Nieman Foundation (www.
nieman.harvard.edu). The Institute for the Advancement of Journalism (IAJ) in
South Africa is working on the development of a toolkit for storytelling on radio.
The group identified actions that could be undertaken to stimulate storytelling in
media:
· Examine the value of storytelling: what forms and functions are there? How can
we use it in media for development projects to inspire or inform people?
· What can be done in our everyday practice? What practices would we need to
learn or develop?
· Set up a conference or online platform to exchange successful methods and
experiences.
· Integrate stories also in the formal monitoring and reporting system to donors,
so they will be sensitized to the potential power of storytelling.
4. Mobile phones as a new medium in development
Mobile phones have in a short time become very popular in developing countries.
They are relatively cheap and available. Areas that were remote in the recent
past, now have access to mobile phone networks. This opens up a huge potential
in communication strategies. Mobile phones can be used for more services then
making person to person calls. They can be used for market information, financial
services, information services and even education. And at the same time a modern
phone is also a camera, which can be used to register events and ‘broadcast’ the
image immediately on an electronic platform.
The group of experts that gathered around this theme, identified several options to
use the mobile phone in development related projects:
· As a 24/7 platform for production, consumption, sharing, discussing and
creating messages and images.
· As an ‘anarchistic’ medium pur sang, which provides individuals with a cheap
and easy technology to produce their own news and information
36 Media and Development | Chapter 6
Exploring options and opportunities 37

· As a tool to alert people in case of danger, calamities or natural disasters
· As a tool in education and training: e-learning could evolve in m-learning.
· As a tool in targeted audience surveys
The technology of mobile phones is relatively young and is innovating almost daily.
It would be good to exchange experiences and learn, especially from young people,
how this technology can be used to its full potential.
Media and development organizations could set up platforms and develop
partnerships with mobile phone operators. Training and instruction should be
offered to enable people to make full use of their phone.
5. Collaboration and networking, mutual learning: twinning
The experts in this group focused on ‘twinning’ as a method for collaboration
that fosters mutual learning and stimulates networking. It offers great potential
for media and development. Twinning is in essence a two way process, in which
co-workers from twinning organizations exchange positions for a certain period,
thus transferring knowledge and experience to one another. It can be done through
South-North twinning, but also through South-South networking. A strong example
of the potential of twinning is given by Zamcom, a media training organization in
Zambia, with their partner organization IAJ in South Africa.
To set up a successful twinning between organizations, it is necessary to take the
following steps into account:
· identify the (learning) needs of an organization
· identify what can be offered to the partner in terms of knowledge and
experience
· identify potential partners for twinning that are available in your professional
environment
· establish a clear structure for twinning projects, such as a memorandum of
understanding and a mutually agreed work plan
6. Educating donors
In the current practice of media and development, it is a reality that external
funding is needed to develop projects and programmes. Government agencies and
donor organizations are crucial partners for media organizations and NGO’s using
media for development. Most of these donors are unfamiliar with the world of
media, its potential for development and its needs for support.
A constructive dialogue between donors and media & development organizations
can contribute to an enabling environment for media and development.
Each donor organization has its own objectives and targets and has to be
accountable, both upwards (to their boards and/or parliament) and downwards (to
their beneficiaries and/or citizens).
Measurable and tangible results are required to safeguard their credibility and
their position. It is not easy to find measurable indicators for the impact of media
and development projects.
Media and development organizations should give more attention to the needs
of the donor and invest time and effort in developing good indicators for impact
assessment. Qualitative indicators should be developed, in combination with
quantitative indicators. Media and development organizations can combine and
share their knowledge and experiences in this.
At the same time, for donor organizations it could be helpful to have an ear and eye
open to the real needs of media and development organizations.
For example, many donors tend to fund the production of series of programmes,
while the media organization would benefit more from an investment in their
capacity building programme. Short term projects are more popular with donors
than projects and programmes aimed at mid term or long term results, while it is
clear that sustainability is better served by the latter.
The procedures of donor organizations are very complicated and require a lot
of paperwork. Media and development organizations would benefit from easily
accessible procedures for small projects or small groups.
The group came up with the following suggestions for actions:
· A constructive dialogue between media and development organizations and
donors is necessary and should be organized on a regular basis.
· Media and development organizations should invest time and effort in
‘educating’ the donors.
· Donors should invest time and effort in field visits to media and developing
organizations. In this respect umbrella organizations can play a crucial role.
· Donors should draft clear policies and procedures, with special procedures for
small groups. Language should not be a barrier, and internet can provide easy
access.
38 Media and Development | Chapter 6
Exploring options and opportunities 39

40 Media and Development | Chapter 6
Exploring options and opportunities 41

42
Media and Development | Chapter 7
CHAPTER 7
DESTINY
Conclusions and intentions
The RNTC conference brought together a group of over 60 professionals to
discuss current issues and future scenario’s for media and development in
international cooperation. It was a unique event which enabled people to exchange
their different experiences and points of view on media and development, get
acquainted with projects from all over the world and share the lessons learned.
The participatory methodology that was used in the conference offered a
framework for creative thinking about the future, which was translated into the six
action plans described in the chapter above.
In the last session all participants reflected on their individual intentions and
possible actions to realize these plans.
For RNTC the analyses, ideas and plans were extremely valuable as input for the
organization’s strategy in the coming few years.
RNTC has identified the following priorities:
· to support (the strengthening of) responsible and responsive media in and
for developing countries and countries in transition, focusing on their public
service role and their role as agents of development.
· Within this context RNTC will concentrate specifically on participation and
diversity, development and social cohesion and on education. The concept of
‘story telling’ as an asset for development will be further developed;
· to stimulate access to media for marginalized groups, involving all stakeholders
in a multi-actor approach. Within this context RNTC will amongst other things
promote and support projects to stimulate programmes by, with and for
children and young people;
· to provide flexible and high standard education and professional training for
media professionals and tailor-made approaches with regard to organisational
and institutional development.
Conclusions and intentions 43

This conference, organised on the occasion of RNTC’s 40 th anniversary, illustrates
that by working in different countries, different regions, even different continents,
RNTC has a role to play as a broker between various organisations and individuals
working in different areas of media and development.
RNTC will (continue to) facilitate and enhance professional exchange and mutual
learning between people from and in the South.
Using its contacts and networks, as well as extensive experience in participatory
media, RNTC will support and stimulate effective, mutually beneficial and equal
collaboration between media and non-media actors to enhance the use of media
for development.
42 44
Media and Development Development | Chapter chapter 7
Conclusions and intentions 45

46
Media and Development | Appendix
Appendix – background
information about the
methodologies of future
search and appreciative
enquiry
1. Future Search
Source: www.futuresearch.net
Future Search is a large group planning meeting that brings a “whole system” into
the room to work on a task-focused agenda. It brings people from all walks of life
into the same conversation – those with resources, expertise, formal authority and
need. They meet for 16 hours spread across three days. People tell stories about
their past, present and desired future.
The conference task or theme is of vital importance and is preferably a “burning”
question or issue that evokes the passion of stakeholders in their future. Within
the scope of the conference topic, themes are identified that are supported by
various interest groups (the stakeholders in the future) and that are considered as
most critical to change. In a Future Search Conference participants discover what
they are ready, willing and able to do. Through dialogue they discover their common
ground. Only then do they make concrete action plans.
Principles
A Future Search Conference enables any group to do productive work, applying the
principles below.
“Whole system” in the room
A cross section of many interested parties (the stakeholders), which means more
diversity and less hierarchy than is usual in a working meeting, and multiple input.
Background information about the methodologies of future search and appreciative enquiry 47

48
Think globally – act locally (explore the whole before fixing any part)
Future scenarios for the organization/community are put into historical and global
perspective, i.e. thinking globally before acting locally. This enhances shared
understanding and greater commitment to act. It also increases the range of
potential actions.
Future focus and common ground, rather than conflict management is the frame of
reference. That means honouring differences rather than having to reconcile them.
Self management and responsibility for action
People self-manage their work and use dialogue – not problem solving as the main
tool. That means helping each other do the tasks and taking responsibility for our
perceptions and actions.
Stakeholders
The stakeholders make up the “whole system”. They are people with authority, with
resources, with expertise, with information or with needs. The stakeholders are
not merely represented or consulted on the theme that is being considered, but
participate fully. The final action plans are in this way fully owned and agreed by all.
A group of 50-80 diverse stakeholders is optimal.
Approach
A Future Search consists of a planning phase(a), the conference itself(b) and a
follow-up(c).
a) In the planning phase, a cross section of key stakeholders come together
to decide what the needs are and what the focus for the conference should
be, what questions should be addressed and to further identify the different
stakeholders involved. An invitation list is drawn up to ensure that a good cross
section of stakeholders is represented during the conference. The planning
committee decides on dates and location of the conference and divides up the
organisational tasks.
b) The conference itself follows a methodology wherein five basic tasks are
accomplished:
Media and Development | Appendix
· The past: what got us here
People make timelines of key events in the world, their own lives, and in the
history of the future search topic. Small groups tell stories about each timeline
and the implications of their stories for the work they have come to do.
· The present: where are we now
The whole group makes a “mind map” of trends affecting them now and
identifies those trends most important to their topic.
· The present: what are we doing
Stakeholder groups describe what they are doing now about key trends and
what they want to do in the future. They describe what they are proud of and
sorry about in the way they are dealing with the future search topic.
· The future: what aspirations do we share
The participants in the various groups project their minds into the future and
describe their preferred future as if it has already been accomplished. In a
group session themes that are believed to be common ground for everyone are
identified.
· Action plans: making the future reality
Once the common ground themes are identified, people start working in self
selected groups on feasible and concrete steps that they are willing to take to
make this future happen.
c) The follow up of a Future Search Conference ideally consists of a (series of)
review meeting that brings together original stakeholders from the Conference
and interested parties. People report on what they are doing, what they are
planning and where they could use some support.
Future Search has been successfully applied in many countries and cultures.
Hundreds of conferences have been held in communities, private and nonprofit
organizations in nearly every sector. Examples may be obtained from a
comprehensive overview in the Future Search Network database.
Background information about the methodologies of future search and appreciative enquiry 49

50
2. Appreciative Inquiry
Source: www.positivechange.org
Appreciative Inquiry is an organization development methodology based on the
assumption that inquiry into and dialogue about strengths, successes, values,
hopes and dreams is itself transformational. Through human communication
(inquiry and dialogue) people can shift their attention and action away from
problem analysis to lift up worthy ideals and productive possibilities for the future.
Principles:
Appreciative Inquiry is founded on the following set of beliefs about human nature
and human organisation:
· People individually and collectively have unique gifts, skills and contributions to
bring to life.
· Organizations are human social systems, sources of unlimited relational
capacity, created and lived in language.
· The images we hold of the future are socially created and, once articulated,
serve to guide individual and collective actions.
Appreciative Inquiry was adopted from work done by earlier theorists and
practitioners and further developed by David Cooperrider of Case Western
Reserve University. It is now a commonly accepted practice in the evaluation
of organizational development strategy and implementation of organizational
effectiveness tactics.
The basic idea is to build organizations around what works, rather than trying to fix
what doesn’t. It is the opposite of problem solving. Instead of focusing your energy
on fixing the 1% that’s wrong, Appreciative Inquiry focuses on how to create more
of what’s already working.
Approach
The approach acknowledges the contribution of individuals, in order to increase
trust and organizational alignment. The method aims to create meaning by drawing
from stories of concrete successes and lends itself to cross-industrial social
activities. The process begins with the thoughtful identification of what is to be
studied - affirmative topics. The topics that are selected provide a framework
for collecting stories, discovering and sharing best practices, and creating a
Media and Development | Appendix
knowledge-rich work environment. They become the organization’s agenda for
learning and innovation.
The process itself follows 4 stages in a cyclic movement : the 4D Cycle of Discovery,
Dream, Design and Destiny.
Discovery:
The appreciative process begins by asking people to tell stories about their
experiences with success and relate these stories to their dreams for the future.
The storytelling captures individual experiences and aspirations in order to build
and reinvent community. It gives way to a sharing and learning from best practices
and a greatly enhanced organisational knowledge and collective wisdom.
Dream:
The Dream phase is an energizing exploration of “what might be:” a time for people
to explore their hopes and dreams for their work, their working relationships, their
organisation, and the world at large. It is a time for groups of people to engage in
thinking big, thinking out of the box, and thinking out of the boundaries of what has
been in the past.
Design:
The Design phase involves making choices about “what should be” within an
organization or system. It is a conscious re-creation or transformation, through
which such things as systems, structures, strategies, processes and images will
become more fully aligned with the organization’s positive past (Discovery) and
highest potential (Dream).
Destiny:
The Destiny phase initiates a series of inspired actions that support ongoing
learning and innovation - or “what will be.” The Destiny phase focuses specifically
on personal and organizational commitments and paths forward. The result of
destiny is generally an extensive array of changes and action plans.
In many cases, the 4-D Cycle provides the framework for ongoing activities. Thus,
the cycle begins again . . . and again . . . and again.
Applications:
There are a variety of approaches to implementing Appreciative Inquiry, including
mass-mobilized interviews and a large, diverse gathering called an Appreciative
Inquiry Summit (Ludema, Whitney, Mohr and Griffin, 2003). Both approaches involve
Background information about the methodologies of future search and appreciative enquiry 51

52
bringing very large, diverse groups of people together to study and build upon the
best in an organization or community.
Appreciative Inquiry has been used extensively to foster change in businesses (a
variety of sectors), health care systems, social profit organizations, educational
institutions, communities, local governments, and religious institutions.
Sources:
www.futuresearch.net
www.positivechange.org
“Building the future together” A future search conference. RNTC, 1996
“Handouts for the conference” Han Rakels and Kees Jan Bender, RNTC, 2008
Media and Development | Appendix
Background information about the methodologies of future search and appreciative enquiry 53

Appendix – list of
participants
Development partners
Max Timmerman Ministry of Foreign Affairs - head Research and
Communications Division (DCO/OC)
Bernike Pasveer Ministry of Foreign Affairs - policy advisor Research
and Communications Division (DCO/OC)
Beer Schröder Netherlands Organisation for International
Cooperation in Higher Education (NUFFIC) - head
capacity building (NPT)
Vincent Wintermans United Nations Educational, Scientific and Cultural
Organization Nederland (UNESCO) - project coordinator
Geerte Wachter Prince Claus Fund - programme coordinator
Bill Orme United Nations Development Programme (UNDP) -
policy advisor
Non governmental organisation,
the Netherlands
Wilco de Jonge Press Now – director
Leon Willems Press Now - coordinator Radio Darfur
Dessi Damianova Freevoice - programme coordinator
Henny Helmich National Committee for International Cooperation and
Sustainable Development (NCDO) - director
Farah Karimi Oxfam - NOVIB - director (only Friday)
Monique Doppert Humanistisch Instituut voor
Ontwikkelingssamenwerking (HIVOS) - programme
coordinator
Francois Laureijs Institute for Communication and Development (IICD) -
programme coordinator
54 Media and Development | Appendix
List of participants 55

56
International Institutes for Education,
the Netherlands
Jan Donner Royal Tropical Institute (KIT) – director
Ben Beuming Wageningen International – head international
training
Irene Costera Meijer VU University Amsterdam / Windesheim - professor
media and civic society (Friday)
Media, the Netherlands
Ardi Bouwers Radio Netherlands Worldwide (RNW) - vice editor in
chief
Katherine Farnon Radio Netherlands Worldwide (RNW) - head policy and
strategy
Soulé Issiaka Radio Netherlands Worldwide (RNW) - head Bureau
Afrique van Radio Nederland (BARN)
Dennis van Egmond Onze wereld Media - editor
Hans Maas Media Academie - director
Maarten Brouwer Ghetto Radio
Simon Derry
Media and development organizations, Europe
BBC World Service Trust - programme development
manager
Gerda Meuer Deutsche Welle - managing director
Helmut Osang Deutsche Welle - head asian division
Johan Romare Fojo (Sweden) - programme manager
Richard Tynen Thomson Foundation - head of development (friday)
Bettina Peters Global Forum for Media Development - director
Michel Philipart Catholic Media Council (CAMECO) - programme
coordinator
Daniela Frank Catholic Media Council (CAMECO) - director
Lem van Eupen Radio Nederland Training Centre (RNTC) - general
manager
Media and Development | Appendix
Media and development network organisations
Developing countries & countries in transition
Kalinga Senevirtane Asian Media Information and Communication Centre
(AMIC) - coordinator
Gopal Guragain Communication Corner (Nepal) - director of
programmes
Tamara Kakulia Internews Georgia - coordinator
Dolphine Emali Internews Kenya - tv producer
David Rupiny Uganda Radio Network - bureau chief
Paul Ndaye L’Initiative de Formation Mobile de Radios
Communautaires (INFORMORAC) Sénégal – executive
director
Joshua Nichol Initiative For Mobile Training of Community Radio
Informotrac (INFORMOTRAC) Sierra Leone -
coordinator
Michel Aveledi Réseau des media communautaires du Bas Congo
(REMACOB), Democratic Republic of the Congo -
president
Mohan Bista Association of Community Radio Broadcasters Nepal
(ACORAB) - director general
Anne Abok Media Village (Nigeria) - director
Aloys Niyoyita de G.
Broadcast Media Organizations,
Developing countries & countries in transition
Studio Ijambo, Burundi - programme maker
Leontine Babeni Cameroon Radio and Television - producer
Treasure Durodola Federal Radio Corporation of Nigeria (FRCN) - trainer /
programme maker
Kgopotsko Ramoroka Ministry of Education, Botswana - head of educational
programmes
Jose Tembe Radio Mozambique - editor
Hugo Lew -Jen -Tai Telecuracao - general manager
Dagogo Ezekiel Hart Rivers State Television, Nigeria - general manager
Widanardi Satryatomo Astro Oásis, Indonésia - channel head
Hamim Haroon Center for Journalism, Afghanistan - training officer
List of participants 57

58
Media Education and Training Organizations,
Developing countries & countries in transition
Abel Gebeyehu Addis Ababa University, Ethiopia - lecturer
Jega Yeyatheeswaren Sri Lanka College of Journalism - lecturer
Eric Barrantes Garcia University of San Martin de Porres, Peru - professor
Jaime Abello Banfi Fundación Nuevo Periodismo Iberoamericano (FNPI),
Colombia - director
Jacob Ntshange Institute for the Advancement of Journalism (IAJ),
South Africa - manager community radio
Daniel Nkalamo Zambia Institute of Mass Communication (ZAMCOM) -
director
Tony Wilkinson
RNTC
coordinator
Leon van den Boogerd coordinator
Esther Obdam coordinator
Peter van de Pol coordinator
Cécile Hibbeln coordinator
Maarten Frissel coordinator
Carlos Cortes manager RNTC Latin America
Amable Rosario coordinator RNTC Latin America
John Russell course leader
Bernadette van Dijck
Organisation RNTC
manager RNTC Europe
Sanne Stroosnijder project officer
Afke van Dijk project officer
Wendy Vandersluis management secretary
Media and Development | Appendix
List of participants 59