# Protecting Independent Media for Effective Development PRIMED is a 3-year programme to support the provision of public interest media in Bangladesh, Ethiopia and Sierra Leone, which began in October 2020. ## Welcome The GFMD Secretariat uses this space to manage GFMD's involvement as a technical partner in PRIMED - [Protecting Independent Media for Effective Development](/#what-is-primed). In this resource space, you will find meeting reports, learning briefings and other project documents and information related to our work. {% hint style="info" %} For the latest news and updates from GFMD go to {% endhint %} {% hint style="success" %} To stay up to date with GFMD media policy initiatives, sign up for our [MediaDev Insider newsletter](https://gfmd.us2.list-manage.com/subscribe?u=8319290829244f21c232b3830\&id=642f35c243). {% endhint %} ## What is PRIMED? The *Protecting Independent Media for Effective Development (PRIMED)* consortium is working with media partners in [**Bangladesh**](/#bangladesh), [**Sierra Leone**](/#sierra-leone) and [**Ethiopia**](/#ethiopia) – three very different contexts – on editorial development, training and support to build resilience to political and economic pressures. {% hint style="success" %} Our research and evaluation across this project will build on the *PRIMED* consortium’s existing extensive knowledge, and further the media development sector’s understanding of what works in creating sustainable independent media. {% endhint %} {% hint style="danger" %} This work has never been more urgent: the economic impacts of the COVID-19 pandemic have intensified pressure on public interest media outlets around the world, even as their critical public role becomes even more clear as the antidote to a raging ‘info-demic.’ {% endhint %} ## What is the problem that PRIMED addresses? {% hint style="info" %} Public interest media are vital to open, just societies. They provide citizens with reliable news and information, hold the powerful to account and provide a platform for debate. {% endhint %} {% hint style="success" %} Trusted, inclusive, free and pluralistic media are a critical part of healthy information ecosystems that support effective and inclusive governance. They are essential to achieving the UN Sustainable Development Goals. {% endhint %} {% hint style="danger" %} Yet in many parts of the world, public interest media are in retreat, under threat at both the individual outlet level and at the media environment level. {% endhint %} {% hint style="warning" %} At the individual outlet level, public interest media are subject to intense financial pressure. Globally, business models have been eroded by digital disruption, which has seen changing consumption patterns and advertising revenues migrate away from traditional print and broadcast media. The economic impact of COVID-19 has intensified this pressure, particularly in the Global South. Challenges at the environmental level include government pressure through restrictive legislation and regulation, violence against journalists and diminishing trust in media. {% endhint %} ## How will PRIMED tackle these challenges? PRIMED will address the challenges to public interest media at both outlet and environment level. * It seeks to build the resilience of media to political and economic pressures that are undermining viability. * It supports the development of information ecosystems that enable a better flow of trusted public interest media content in three countries with different media environments: [Bangladesh](/policy-learning/updates/bangladesh), [Ethiopia](/policy-learning/updates/ethiopia) and [Sierra Leone](/policy-learning/updates/sierra-leone). * Gender equality and inclusion will be integrated across the programme. ![](https://gfmd.info/gfmd-content/uploads/2020/11/Picture-1.png) We are supporting media partners to develop stronger audience insights and more professional and relevant content, more efficient production, and broader offerings across multiple, revenue-generating platforms. This approach makes the case for media in the public interest as key to economic viability, contributing to a future in which media outlets may be financially independent and less prone to co-option. ## **What countries will PRIMED operate in?** * [Bangladesh](/policy-learning/updates/bangladesh) * [Ethiopia](/policy-learning/updates/ethiopia) * [Sierra Leone](/policy-learning/updates/sierra-leone) ## **Why those countries?** [Bangladesh](/policy-learning/updates/bangladesh), [Ethiopia](/policy-learning/updates/ethiopia) and [Sierra Leone](/policy-learning/updates/sierra-leone) were selected for the diversity of their media environments. They represent different market sizes and face varying degrees of challenges around media restrictions, political will and economic conditions. {% hint style="success" %} This will enable PRIMED to apply a wide range of interventions, both well-established and innovative, in different contexts. {% endhint %} Not all consortium partners’ approaches are relevant in all countries. Consequently, different combinations of partners will work in each country providing only the most relevant type of support. The project will prioritise support to media outlets that are “independent” and already have a clear public interest remit. However, if few such media can be identified in a country, the programme will identify media organisations providing some public interest content and seek to strengthen and expand that element within the larger organisation. Each country has developed its own targeted approach and programme implementation will be led by local teams. ## **What will PRIMED do in each country?** ### Bangladesh In **Bangladesh**, where rapid economic progress toward lower-middle-income status has not been matched by growth in public-interest media, *PRIMED* is working with the sector overall to help improve ethical standards and support local coalitions to advocate for media freedom. {% hint style="success" %} We are supporting media partners to develop stronger audience insights and more professional and relevant content, more efficient production, and broader offerings across multiple, revenue-generating platforms. {% endhint %} This approach makes the case for media in the public interest as key to economic viability, contributing to a future in which media outlets may be financially independent and less prone to co-option. ### Ethiopia In [**Ethiopia**](/policy-learning/updates/ethiopia), *PRIMED* supports efforts to establish a new public interest media tradition in a country that has been witnessing a democratic transition but remains fractured along political, economic and ethnic lines. PRIMED is helping to build technical expertise, professional editorial standards, and stronger institutional and financial foundations to help develop existing media partners into public-interest models. ### Sierra Leone In **Sierra Leone**, where the lively and diverse media scene is in economic crisis, and rarely a source of trusted and impartial information, *PRIMED* provides intensive support to selected media outlets to improve professional standards, audience understanding and operating models and skills. Amid attempts to introduce independent media regulation, PRIMED helps to inform, support and moderate dialogue among sector stakeholders to help shape legislative, regulatory and legal processes toward a more independent, and more trusted and impartial, media environment. ## Who is involved? PRIMED is implemented by a consortium of media support organisations with expertise in different aspects of media and development. Led by [BBC Media Action](https://www.bbc.co.uk/mediaaction/our-work/media-development/PRIMED-project), core consortium partners include: * [Free Press Unlimited](https://www.freepressunlimited.org/en) * [International Media Support](https://www.mediasupport.org/) * and the [Media Development Investment Fund](https://www.mdif.org/). Further support is being provided by: * [Global Forum for Media Development](https://gfmd.info/) * and [The Communication Initiative](https://www.comminit.com/global/category/sites/global). ## Who funds PRIMED? PRIMED is funded by the UK's [Foreign, Commonwealth and Development Office](https://www.gov.uk/government/organisations/foreign-commonwealth-development-office). * *Read BBC Media Action's November 2020* [*press release*](https://www.bbc.co.uk/mediaaction/our-work/media-development/PRIMED-launch-release) *formally launching the project.* * *And BBC Media Action's* [*press release*](https://www.bbc.co.uk/mediaaction/our-work/media-development/PRIMED-release) *from the UK- and Canada-hosted Global Conference for Media Freedom conference in July 2019.* # Media viability (Feb. 2022) The International Media Policy and Advisory Centre (GFMD IMPACT) hosted a session on media viability and sustainability at the Global Conference for Media Freedom in Tallinn, Estonia (9 Feb 2022) ## PRIMED at GFMD IMPACT convenings One of the objectives of [PRIMED programme ](https://projects-primed.gfmd.info)is to create and share learning about what media support works and what doesn't in different country contexts - specifically, which strategies are most effective and which factors are most important in contributing to improved media viability and resilience in the settings covered by the programme (see [PRIMED Policy and learning strategy](https://www.comminit.com/global/content/protecting-independent-media-effective-development-primed-policy-and-learning-strategy)). GFMD is supporting this objective as a technical partner in the PRIMED project by providing platforms such as GFMD IMPACT donor, media development practitioner and academia meetings and [literature review and resource pages](https://impact.gfmd.info/meetings/mfc-estonia/sustainability-feb-2022#literature-review) where PRIMED consortium and its partners can share and exchange knowledge and learnings. Members of PRIMED consortia took part and contributed to the [GFMD IMPACT session on media viability and sustanability in Tallin, Estonia](https://impact.gfmd.info/meetings/mfc-estonia#a-sustainable-and-viable-future-for-journalism-designing-effective-interventions) presenting: * [**PRIMED Viability Learning Brief**](https://projects-primed.gfmd.info/donor-practitioner-convening/media-viability-feb.-2022#primed-viability-learning-brief) * [**MDIF's work in developing capacity of media organisations**](https://projects-primed.gfmd.info/donor-practitioner-convening/media-viability-feb.-2022#mdifs-contribution-in-what-we-know-from-practice-section) * [**IMS's use of Action research as a viability strategy for media development**](https://projects-primed.gfmd.info/donor-practitioner-convening/media-viability-feb.-2022#imss-contribution-in-the-what-we-know-from-research-section) * [**FPU's work in media viability support** ](https://projects-primed.gfmd.info/donor-practitioner-convening/media-viability-feb.-2022#fpus-contribution) ## [A sustainable and viable future for journalism – designing effective interventions session ](https://impact.gfmd.info/meetings/mfc-estonia#a-sustainable-and-viable-future-for-journalism-designing-effective-interventions) The International Media Policy and Advisory Centre (GFMD IMPACT) hosted [a session on media viability and sustainability at the Global Conference for Media Freedom in Tallinn, Estonia (](https://impact.gfmd.info/meetings/mfc-estonia#a-sustainable-and-viable-future-for-journalism-designing-effective-interventions)9 Feb 2022). The session brought together media development donors, practitioners and academics to review the latest evidence on how donor support to journalism and media can effectively respond to the evolving challenges of media sustainability and viability. The event was hybrid and gathered over 40 participants in person and had over 700 views on Youtube. {% embed url="" %} **Meeting organisers:** Centre for International Media Assistance ([CIMA](https://www.cima.ned.org)*),* Global Forum for Media Development ([GFMD](https://gfmd.info)) **Co-conveners:** Ministry of Foreign Affairs of the Kingdom of the Netherlands ([BZ](https://www.government.nl/ministries/ministry-of-foreign-affairs)), Swedish International Development Cooperation Agency ([Sida](https://www.sida.se/en)), United Kingdom Foreign Commonwealth and Development Office ([UK FCDO](https://www.gov.uk/government/organisations/foreign-commonwealth-development-office)), United Nations Educational, Scientific and Cultural Organization ([UNESCO](https://en.unesco.org)) ## **PRIMED Consortia learning and knowledge sharing** ### Introduction Ahead of the learning meeting at the Global Conference on Media Freedom in Estonia on 9 February we put together a [literature review](https://impact.gfmd.info/meetings/mfc-estonia/sustainability-feb-2022?utm_source=IMPACT\&utm_campaign=e034e3467c-EMAIL_CAMPAIGN_2019_05_15_11_42_COPY_01\&utm_medium=email\&utm_term=0_fd04d4dcf7-e034e3467c-) to help guide and frame the discussion. Mira Milosevic, Executive Director of GFMD, sumarised the relevant literature on media sustanability and viability, including references to PRIMED programme and the work of PRIMED consortia members (BBC MA, IMS, FPU and MDIF). {% hint style="info" %} See the introduction and relevant resources overview presented by Mira Milosevic in the video below. {% endhint %} {% embed url="" %} Mira Milosevic, Executive Director of GFMD, sumarised the relevant literature on media sustanability and viability {% endembed %} ### [PRIMED Viability Learning Brief](https://impact.gfmd.info/resources/research-reports/sustainability-viability#viabilitylearningbrief) During the presentation, Milosevic referenced [PRIMED Viability Learning Brief](https://impact.gfmd.info/resources/research-reports/sustainability-viability#viabilitylearningbrief) which summarises the main strategies and approaches embraced by media development actors seeking to tackle the challenges associated with media viability. > ***There is no common understanding about the definition of “viability”, which goes under several names, including “media sustainability”, “financial/ economic sustainability”, “business viability”, or “media resilience”.** -* [PRIMED Viability Learning Brief](https://impact.gfmd.info/resources/research-reports/sustainability-viability#viabilitylearningbrief) ### MDIF's contribution in [What we know from practice](https://impact.gfmd.info/meetings/mfc-estonia#what-we-know-from-practice-12.35-13.10) section In the section [**What we know from practice**](https://impact.gfmd.info/meetings/mfc-estonia#what-we-know-from-practice-12.35-13.10)**,** Patricia Torres-Burd, Managing Director, Media Services, [**Media Development Investment Fund**](https://www.mdif.org) spoke about MDIFs 25 years of experience in capacity building of media organisations, shared sucess stories and considering risk in desiging support for media organisations. {% hint style="info" %} See Patricia Torres-Burd's contributuon to the session in the video below. {% endhint %} {% embed url="" %} Patricia Torres-Burd, Managing Director, Media Services, **Media Development Investment Fund** spoke about MDIFs experience in capacity building of media organisations\
{% endembed %} ### **IMS's contribution in the** [What we know from research? ](https://impact.gfmd.info/meetings/mfc-estonia#what-we-know-from-research-13.10-13.45)section Clare Cook, Business Viability Advisor at **International Media Support** spoke about Action research as a viability strategy for media development in the [**What do we know from research**](https://impact.gfmd.info/meetings/mfc-estonia#what-we-know-from-research-13.10-13.45) part of the meeting. {% hint style="info" %} Watch Clare's contribution to the session in a video below. {% endhint %} {% embed url="" %} Clare Cook, Business Viability Advisor at **International Media Support** spoke about Action research as a viability strategy for media development {% endembed %} Clare also prepared a more in depth video on Action Research as a Viability Strategy for Media Development for GFMD IMPACT's sustanability literature review and resorcues pages. For all interested in IMS's work in viability you can find the video below: {% embed url="" %} ### **FPU's contribution** **Free Press Unlimited** (FPU) seeks to support media viability by supporting macro-level conditions through means such as carrying out advocacy and supporting collaborations that improve the enabling environment. It also seeks to support diversification of media outlets’ income streams. {% hint style="info" %} FPU prepared this video to support GFMD IMPACT's session on media sustainability at the Global Conference for Media Freedom on 9 Feb, 2022. {% endhint %} {% embed url="" %} # Theories of change & impact measurement (March 2021) GFMD's role as a technical partner in PRIMED includes convening donors, media development practitioners and researchers. On March 15th [GFMD IMPACT](https://impact.gfmd.info/) brought together over 80 donors and funders, journalism support and media development practitioners and researchers to address some of the biggest questions facing our sector: * How do we design programmes that have a real impact? * And how should we measure impact? * How do we ensure evidence and research is gathered and shared so that it is genuinely useful for our sector? The meeting was co-convened by GFMD the Swiss Agency for Development and Cooperation (SDC) and the Center for International Media Assistance (CIMA). {% embed url="" %} As one of the meeting’s participants noted: > *“We really need to share knowledge and learning about what works and what doesn't and to catalogue that knowledge so that we can get better results and be able to articulate those results.”* The meeting heard three case studies where donors, academics, and practitioners spoke about their collaborative approaches to learning, evaluation, and the effectiveness of their work. ### [**1 -Theories of change in media and governance programmes**](https://impact.gfmd.info/meeting-reports/march-2021/theories-of-change-media-governance) Based on a study examining the use and perceptions of theories of change and result chains by donors and media assistance groups, the meeting discussed how to refine and improve how they are conceived and operationalised. {% embed url="" %} ### [**2 - PRIMED - Protecting Independent Media for Effective Development**](https://impact.gfmd.info/meeting-reports/march-2021/primed) Looking at how a consortium of partners and multiple country teams can effectively develop learning questions and knowledge sharing mechanisms, and how this has been incentivised by the programme’s structure and metrics for success. {% embed url="" %} ### [**3 -Measuring the impact of investigative reporting**](https://app.gitbook.com/@gfmd/s/impact/meeting-reports/march-2021/impact-investigative-reporting) Presenting and discussing the case study of the Organised Crime and Corruption Reporting Project (OCCRP), who are pioneering using accountability as the basis for measuring impact: illicitly acquired funds returned to the public sphere; civic, government, and corporate actions; resignations and sackings; official investigations; arrests, indictments, and sentences. {% embed url="" %} ## The PRIMED case study The PRIMED case study was presented by * James Deane, [BBC Media Action](https://www.bbc.co.uk/mediaaction/) * Abir Awad, [BBC Media Action ](https://www.bbc.co.uk/mediaaction/) * Justin Williams, UK [Foreign, Commonwealth and Development Office ](https://www.gov.uk/government/organisations/foreign-commonwealth-development-office) {% embed url="" %} > “One of the principal rationales and objectives of the programme - is to really work collaboratively, work in-country, and with this very broad group of collaborators internationally, to work out what media strategies that really work and work worth continuing to invest in. And what are the ones that are not worth investing in?” ## PRIMED’s learning questions The case study presented the PRIMED consortium's approach to learning and knowledge sharing: One of the first activities of the PRIMED consortium was to develop 14 learning questions in consultation with organisations in the target countries [Bangladesh](/policy-learning/updates/bangladesh), [Ethiopia](/policy-learning/updates/ethiopia) and [Sierra Leone](/policy-learning/updates/sierra-leone) (plus two “learning countries” Zambia and Iraq). ‌A summary of each question -- why it has been identified as a priority, what kinds of learning are designed to be generated and how that will be crystallised and communicated -- can be found here: [PRIMED learning questions](https://app.gitbook.com/@gfmd/s/impact/resources/case-studies/impact-measurement-evaluation-learning/primed-learning-questions). {% embed url="" %} ## Criteria for the learning questions > "First of all, will they be useful to policymakers or practitioners both within but also especially beyond the programme and to really inform future media development practise? And if it’s not relevant on the ground, then is it relevant at all? And that’s a key second principle." The PRIMED consortium's criteria for the learning questions considered: * How they would build on and contribute to the sector's evidence-base * The feasibility of answering them clearly ## PRIMED breakout group discussion The PRIMED breakout group discussion: * Heard feedback and ideas on the PRIMED learnings questions from academic and media development practitioners from outside the consortium. * Identified clear areas for collaboration and knowledge sharing beyond the consortium. * Debated the relationship between media development and other development goals, which was raised in the first case study on ["Theories of change in media and governance programmes"](https://impact.gfmd.info/meeting-reports/march-2021/theories-of-change-media-governance) {% hint style="info" %} Read the full report of the breakout meeting [here](https://impact.gfmd.info/meeting-reports/march-2021/primed#breakout-group-discussion). {% endhint %} {% embed url="" %} ## Feedback from those who attended the PRIMED breakout group Of those who answered the post-event survey, who attended the PRIMED breakout group: {% hint style="success" %} 100% wanted to attend another event on this subject {% endhint %} {% hint style="success" %} 75% rated the quality and effectiveness of the structure of the meeting as Good {% endhint %} {% hint style="success" %} 100% rated the speakers, chairs and rapporteur as good or excellent {% endhint %} {% hint style="success" %} 75% rated the relevance of themes and topics discussed good or excellent {% endhint %} > *“Global South media development approaches; donor information and learning systems (what are they?)”* - International media development organisation > *“Would love to hear media outlets talking about what impact means to them.”* - International media development organisation > *“The notion of impact raises the question of the absence of impact and obsolete intervention methodologies. Could practitioners, scientists and donors agree on a typology of interventions that can be assumed today to have had little or no impact?”* - Academic/ researcher > *“PRIMED's findings from learning questions would be really interesting--testing our assumptions about what indicators do (or don't) help us get at outcomes and/or impact.”* - Donor/Funder > *“Case studies of support for innovative and specialized reporting.”* - Academic/researcher {% hint style="info" %} For more detailed feedback about the meeting visit: {% endhint %} {% embed url="" %} # Policy & learning updates Policy & learning updates from the Protecting Independent Media for Effective Development (PRIMED). ## [Inclusion, Issue 04 (April-June, 2022)](https://sacmid.asia/wp-content/uploads/2022/08/INCLUSION-SACMID-Bulletin-4TH-ISSUE.pdf) ***South Asia Center for Media in Development (SACMID)*** {% hint style="info" %} The full report is available [here](https://sacmid.asia/wp-content/uploads/2022/08/INCLUSION-SACMID-Bulletin-4TH-ISSUE.pdf). {% endhint %} Introduction & Method Media reports cover current issues and events, provide information to the general people for interpretation, mobilize their idea and reshape the culture and the society. Media can play an important role in promotion of gender equality by breaking the patriarchal gender stereotypes. But most of the time they portray women as a sexual object or portray according to society's common gender norm. SACMID is monitoring different media contents of Bangladesh to investigate the representation of men and women in media. It will help to decrease gender discrimination and also contribute in bringing gender equality in media by revealing the gender situation of media in Bangladesh. This 'Inclusion report of South Asia Center for Media in Development (SACMID) has shown that women are portrayed as the victims of sexual or physical violence when they are the subjects of the news items. A disproportion between male and female representation in all types (print, electronic, online) of media has been found. 'Inclusion' is a part of the PRIMED (Protecting Independent Media for Effective Development) global project in Bangladesh, where SACMID is the local partner of FPU in Bangladesh, working to improve gender sensitivity among Bangladeshi media outlets and to increase the gender diversity of their contents. Moreover, SACMID is also working on capacity building of the journalists and awareness raising of the concerned media-house authorities at a later stage of the project. PRIMED is a project under a global consortium of BBC Media Action, Free Press Unlimited, International Media Support and Media Development Investment Fund, supported by FCDO. SACMID, being the partner of FPU in Bangladesh has been engaged in PRIMED project from April 2021. SACMID has developed a gender monitoring tool through month long consultation with FPU and on the basis of existing GMM (Gender Media monitoring) tools which constitutes 16-19 variables. For sampling, PRIMED committee has pre-selected three media houses through background research (media-outlet assessment), these are Bangla Tribune, Jamuna Television and Gramer Kagoj. Later SACMID has selected three outlets of the same category as non-PRIMED samples to see whether any changes happen after interventions of PRIMED project. ## Gender learning brief (October, 2022) #### PRIMED {% hint style="info" %} The full report is available [here](https://www.bbc.co.uk/mediaaction/documents/primed_learning-brief_gender_r023.pdf). {% endhint %} > This learning brief aims to summarise key issues, evidence and trends on media and gender and help PRIMED partners identify opportunities to empower women as both media consumers and content producers as well as to amplify the voices of women in the media. It explores the links between improved gender equality in the workplace and the sustainability and viability of the media (**a business case of gender equality**). The brief also considers content formats which can promote gender equality in the public sphere and examines the role of self-regulation in ensuring that women are more **fairly represented in media outputs**. **Main takeaways** *Key Challenges:* * Women are poorly represented in media content * Media perpetuate stereotypes * Women lack access to information : the digital gender divide * Women are under-represented in the media sector *Solutions*: * "There should be enough women at the entry and middle levels of a company to select from and promote in order for there to be parity at the most senior, decision-making levels." * **The role of media in changing gender norms**: *"Media can share a wider variety of roles and behaviours pertaining to different sexes."* * **Business and management models can change gender equality**: *"Increased gender diversity appears to have a positive effect on financial performance, talent retention, innovation, reputation, team performance and motivation."* * **Successful strategies to increase gender equality in the workplace**: *"a better diversity climate and an inclusive leadership style can reduce turnover, increase employee satisfaction and engagements, and improve the performance of diverse teams."* ## [The role of media: Driving change towards the SDGs (September, 2022)](https://www.mdif.org/wp-content/uploads/2022/09/MDIF-The-role-of-media-Driving-change-towards-the-SDGs.pdf) **Media Development Investment Fund (MDIF)** {% hint style="info" %} The full report is available [here](https://www.mdif.org/wp-content/uploads/2022/09/MDIF-The-role-of-media-Driving-change-towards-the-SDGs.pdf). {% endhint %} The aim of the short report: *"But the transformative power of media goes beyond our experience. Evidence of the media’s impact is well-documented and has been studied by scholars in communication, political science, sociology, anthropology and psychology, among other fields, from research on media effects and influence to work on the role of the media in development and democracy. In the following brief, we encapsulate those findings and present the relationship between media and the United Nations’ Sustainable Development Goals (SDGs).* *As the struggle to achieve Agenda 2030 takes on ever greater urgency, the role of independent media in achieving the SDGs is crucial. Not only are independent media specifically included in SDG 16 (public access to information is included in Target 16.10), but they also support the attainment of other SDGs, acting as a precondition for progress and a multiplier that amplifies the change"* ## [Public Funding for Private Media in the MENA Region (April, 2022)](https://www.bbc.co.uk/mediaaction/documents/primed-research-public-funding-for-media-mena-zaarour.pdf) #### BBC Media Action, PRIMED- Sarah Zaarour {% hint style="info" %} The full report is available [here](https://www.bbc.co.uk/mediaaction/documents/primed-research-public-funding-for-media-mena-zaarour.pdf). {% endhint %} This research paper is *"aimed at fostering an enabling environment for media investment and at exploring new ways of supporting independent media. Combining desk research and interviews, it examines national funding mechanisms for private media in the five selected countries, and gives a general assessment of their role in promoting viable, independent, and diverse media."* ## [The Advertising Industry in Sierra Leone: A Critical and Comprehensive Analysis (April, 2022)](https://www.bbc.co.uk/mediaaction/documents/primed-research-advertising-industry-in-sierra-leone-abdulai.pdf) #### BBC Media Action, PRIMED- EMMANUEL SAFFA ABDULAI {% hint style="info" %} The full report is available [here](https://www.bbc.co.uk/mediaaction/documents/primed-research-advertising-industry-in-sierra-leone-abdulai.pdf). {% endhint %} *"The commercial advertising industry in Sierra Leone is in a parlous state –* *unstructured, uncoordinated and unregulated. The shambolic nature of the industry stems from three major shortcomings – a lack of policy regulation, a limited market, and poor professional practices. Existing policy which exists only at the level of the Independent Media Commission (IMC) - the body tasked with regulating the media, public relations and advertising practices in accordance with the Independent Media Commission Act, 2020 – is limited to ethical considerations. Just one section (Section 4) of the Media Code of Practice is dedicated to the advertising industry."* ## [The Political Economy of the Media in Sierra Leone and the Potential for Private-Sector Investment (April, 2022)](https://www.bbc.co.uk/mediaaction/documents/primed-research-political-economy-media-bangura.pdf) #### BBC Media Action, PRIMED- IBRAHIM BANGUARA {% hint style="info" %} The full report is available [here](https://www.bbc.co.uk/mediaaction/documents/primed-research-political-economy-media-bangura.pdf). {% endhint %} *"The report presents a contextual analysis of the media sector in Sierra Leone: the stakeholders; the financial motivation and incentives for their engagement; and the political and economic factors that influence media independence and viability. It also examines the business climate in Sierra Leone, and the current scope of private investment in the media sector. Additionally, it provides a brief analysis of the legal and structural constraints to the development of a sustainable market as well as the opportunities unlocked by the legal reform processes enacted by the state."* ## [Indirect and Direct Subsidies for Media: The European Experience (April, 2022)](https://www.bbc.co.uk/mediaaction/documents/primed_research_european_experience_direct_and_indirect_subsidies-zivkovic-leakovic.pdf) #### BBC Media Action, PRIMED- MILAN F. ZIVKOVIC, KAROLINA LEAKOVIC {% hint style="info" %} The full report is available [here](https://www.bbc.co.uk/mediaaction/documents/primed_research_european_experience_direct_and_indirect_subsidies-zivkovic-leakovic.pdf). {% endhint %} *"This report presents four models of direct media subsidies in Europe: from Serbia, Croatia, Sweden and the European Union as well as an overview of reduced VAT rates for newspapers, digital publications and periodicals in EU countries and Serbia. In recent years, the value of direct state aid for media has been questioned, while indirect subsidies, such as tax exemptions, have been the model preferred by governments and welcomed by media owners. This is especially the case with reduced VAT rates, which have been introduced in all EU Member States and beyond."* ## [The Search for Sustainable Local Media: Tools and Models (April, 2022)](https://www.bbc.co.uk/mediaaction/documents/primed-research-search-for-sustainable-local-media-kruger.pdf) #### BBC Media Action, PRIMED- FRANZ KRUGER {% hint style="info" %} The full report is available [here](https://www.bbc.co.uk/mediaaction/documents/primed-research-search-for-sustainable-local-media-kruger.pdf). {% endhint %} *"Governments need to create an appropriate legal framework. Among other things, the specific position of local and community media needs recognition and protection. Measures should be put in place to curb the abuse of media power, such as prohibiting media ownership by politicians and other partisan individuals and groups. In many jurisdictions, laws curb media monopolies. Broadcast licensing should be in the hands of a visibly independent body, with clear and transparent rules and processes."* ## [Government and Industry-led Initiatives to Support the Development of the Media Market: Case for Kenya (April, 2022)](https://www.bbc.co.uk/mediaaction/documents/primed-research-joint-media-initiatives-kenya-mwangi.pdf) #### BBC Media Action, PRIMED- HARON MWANGI {% hint style="info" %} The full paper is available [here](https://www.bbc.co.uk/mediaaction/documents/primed-research-joint-media-initiatives-kenya-mwangi.pdf). {% endhint %} This paper focuses on government and media initiatives that address the viability challenges in Kenya. It explores the instances and circumstances under which the media community in the country has worked closely with the government to implement media reforms through new legislation and related policies. ## [Brave New Media Podcast](https://projects-primed.gfmd.info/policy-learning/podcasts#brave-new-media) #### PRIMED The new Brave New Media Podcast sheds light on different media outlets from across the world with the purpose of highlighting the hardships that they have had to overcome, as well as expert advice on how to make the media ecosystem in general healthier. {% hint style="info" %} The Brave New Media podcast episodes are available [here](https://brave-new-media.simplecast.com/episodes). {% endhint %} ## [Panel event: Media funding models in Sierra Leone](https://projects-primed.gfmd.info/policy-learning/updates/sierra-leone#panel-event-media-funding-models-in-sierra-leone) #### Online and at the World Press Freedom Day Global Conference 2022 {% hint style="info" %} Register for the online panel [here](https://en.unesco.org/commemorations/worldpressfreedomday). {% endhint %} This session will explore whether Sierra Leone serves as a glimmer of hope in an otherwise bleak outlook for government support to media, especially in the Global South. Further information on panelists and the discussion is available [here](https://projects-primed.gfmd.info/policy-learning/updates/sierra-leone#panel-event-media-funding-models-in-sierra-leone). ## [Gender and media viability: making a business case for diversity (March, 2022)](https://impact.gfmd.info/resources/articles/thematic-reporting#gender-and-media-viability-making-a-business-case-for-diversity-march-2022) #### MDIF- MAGDALENA SKRZYPEK {% embed url="" %} In light of International Women's Day, [this article](https://www.mdif.org/gender-and-media-viability/) highlights *"the relationship between gender and media business performance"* and the *"media innovations from around the world that champion women."* The article is divided into the following sections: women as a primary target, serving the female audience, diversity within newsrooms and leadership, gender and reader revenue, gender-based harassment, partnerships and institutional funding, branded content revenue, gender and events business, a collaboration around gender topics, and a way forward. ## [Media Viability Workshop (Feb. 2022)](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022) The Building Viability: Strategies and Approaches for Media Organizations Workshop was held from February 1-2, 2022 by the Media Development Investment Fund. The two-day workshop included interventions from [Ethiopian](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#building-media-businesses-in-ethiopia), [Bangladeshi](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#bangladesh-viability-through-digital-transformation) and media organisations, as well as from [BBC Media Action](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#sierra-leone-bbc-media-action-improving-programming-as-a-pathway-to-media-viability), the [Media Advisory Services (MAS)](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#beyond-primed-what-other-lessons-can-we-learn) and [MDIF](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#lessons-from-myanmar-public-service-announcements-and-other-ways-to-support-media-viability). Case studies from [Tanzania](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#case-study-building-audiences-in-tanzania) and [Central America](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#gender-and-viability-business-coaching-case-study-from-central-america) were also presented. Included themes are: [organizational resilience](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#wazema-radio-ethiopia-organisational-resilience), the [monetisation of credible content](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#addis-zeybe-online-platform-ethiopia-monetisation-of-credible-content), [diversifying audiences](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#addis-maleda-newspaper-ethiopia-diversifying-audiences), [transition into digital news](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#gramer-kagoj-newspaper-bangladesh-transition-into-digital-news), and [gender and inclusion](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#gender-and-viability-business-coaching-case-study-from-central-america), among others. ## [Free Press Unlimited talking about their work on media viability (Feb. 2022)](https://www.youtube.com/watch?v=XxB6hHmvCc8\&list=PLqgJQ3MLUMEGxqNrIWtTbULHSBlWYnaq8\&index=2)
{% embed url="" %} Free Press Unlimited produced this video to support GFMD IMPACT's session on media sustainability at the Global Conference for Media Freedom on 9 Feb, 2022. {% endembed %} ## [Coalitions for Change - workshop and materials (August -September 2022)](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change) > *"Coalition-building is a complex set of moving parts that is, to a large extent, hostage to the vagaries of the given political, economic and social landscape – and multiple factors over which international organisations have limited influence or control. There are no shrink-wrapped solutions or off-the-shelf frameworks; success relies on an in-depth understanding of the local operating environment as well as trust-based relationships with key stakeholders.",* Michael Randall, article *"*[*The ultimate stress test for international support*](https://www.mediasupport.org/blogpost/the-ultimate-stress-test-for-international-support/)*".* The article analyses the PRIMED workshops where participants, showcased several examples of successful coalitions which have been steered – and, in two cases, initiated – by international partners. {% hint style="info" %} More about the [PRIMED Coalitions for change workshops ](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change)is avalable in the PRIMED learning section [here](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change), including [full report](https://drive.google.com/file/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view), overview, [case studies](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change#case-studies), transctripts and [additional resources](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change/resources). {% endhint %} > #### ***"It's not about forming an institution- but a platform upon which the collective good is advanced."***** Tabani Moyo, workshop participant, MISA Zimbabwe, former chair of the Media Alliance of Zimbabwe** #### {% embed url="" %} ## [ARTICLE - Strategies for public interest media confronting the Covid-19 pandemic: Building business around content (June 2021)](https://www.mdif.org/strategies-for-public-interest-media-confronting-the-covid-19-pandemic-building-business-around-content/) {% embed url="" %} This article produced by MDIF and BBC MA is a set of practical recommendations to public interest media responding to the business challenges presented by Covid-19. The recommendations are addressed to media leaders and senior editors as they consider their organisations’ financial and editorial responses to the pandemic. They draw on the experiences of media in countries where PRIMED consortium partners work and set out practical steps that public interest media have found helpful as they navigate the crisis management phase of the pandemic and prepare themselves for the new reality that will follow. The recommendations to public interest media include: * **Cut costs; hoard cash** * **Keep searching for revenue** * **Report in the public interest** * **Use your content to drive your business** * **Your team is not immune** * **Planning for the future** {% hint style="info" %} For more details read the [full article here.](https://www.mdif.org/strategies-for-public-interest-media-confronting-the-covid-19-pandemic-building-business-around-content/) {% endhint %} ## [BLOG - Media Viability: Tackling Big Tech (May 2021)](https://kq.freepressunlimited.org/2021/05/media-viability-tackling-big-tech/) #### **Free Press Unlimited - MICHAEL PAVIČIĆ** {% embed url="" %} 2020, and 2021 thus far, have proven to be an interesting time for those who are interested in the many challenges news media and journalists face in their attempts to become or remain independent and financially sustainable. The dominant position of Big Tech companies such as Google and Facebook vis-a-vis the news media industry is increasingly being scrutinised by governments across the globe through legislative and regulatory measures. By disseminating media content for free on their platforms and monetising this content by scooping up advertising money through a business model with zero-sum outcomes for print and online media outlets, the financial viability of independent news media and journalism have been seriously eroded by tech platforms, Google and Facebook in particular. Admittedly, the lack of advertising income and failing business models are hardly the only big problem for the future of journalism. Other big problems include media capture by self-interested political and business elites to control and gag a critical press. Impunity for crimes against journalists. Repressive laws and regulatory capture. Decreasing trust in media through the spread of mis- and disinformation and the attack on independent journalism through populist demagoguery. {% hint style="info" %} Continue reading the blog [here](https://kq.freepressunlimited.org/2021/05/media-viability-tackling-big-tech/). {% endhint %} ## [WORKING PAPER - Pathways to media sustainability in a broken market - Is independent media a public good and is public subsidy to support it realistic? (April 2021)](https://www.bbc.co.uk/mediaaction/publications-and-resources/policy/briefings/primed-pathways-media-sustainability-april-2021) #### BBC Media Action - JAMES DEANE {% embed url="" %} In the first working paper in a series from our project Protecting Independent Media for Effective Development (PRIMED), author James Deane assesses whether fresh approaches to public subsidy might help support independent media in low- and middle-income settings. {% hint style="info" %} Download the PDF here: [Working paper 1: Pathways to media sustainability in a broken market \[1.38MB\]](http://downloads.bbc.co.uk/mediaaction/pdf/primed-pathways-media-sustainability-april-2021.pdf) {% endhint %} ## [PRESENTATION: PRIMED case study at GFMD IMPACT meeting (March 2021)](https://app.gitbook.com/@gfmd/s/projects/~/drafts/-MZS6DzRPeCGWEfd7-TI/donor-practitioner-convening/donor-practitioner-convening) {% content-ref url="/pages/-MYuFdX\_65F2k2\_hITB5" %} [Theories of change & impact measurement (March 2021)](/donor-practitioner-convening/donor-practitioner-convening) {% endcontent-ref %} ## [Learning questions (March 2020)](https://app.gitbook.com/@gfmd/s/projects/~/drafts/-MZS6DzRPeCGWEfd7-TI/policy-learning/learning-questions) {% content-ref url="/pages/-MYElb9RchIgr9XKM3li" %} [Learning questions](/policy-learning/learning-questions) {% endcontent-ref %} ## [CASE STUDY: Supporting independent radio in Zambia (Feb. 2021)](https://www.bbc.co.uk/blogs/bbcmediaaction/entries/7626aa17-d98e-4c99-8f06-1639de612c23) #### BBC Media Action Zambia - VANESSA MWEEMBA {% embed url="" %} ## [CASE STUDY - Al Mirbad: A platform for the people](https://www.bbc.co.uk/mediaaction/where-we-work/middle-east-and-north-africa/iraq/al-mirbad-press-viability) #### BBC Media Action {% embed url="" %} ## [CASE STUDY - Lion Mountain Radio: Improving health amid uncertainty](https://www.bbc.co.uk/mediaaction/where-we-work/africa/sierra-leone/lion-mountain-radio) #### BBC Media Action {% embed url="" %} ## Policy and learning strategy (Sept. 2020) {% embed url="" %} ## Programme approach and glossary (Oct. 2020) {% embed url="" %} ## Theory of change (Oct. 2020) {% embed url="" %} ## Communications summary (Oct. 2020) {% embed url="" %} ## Ethiopia audience survey (2020) [BBC Media Action ](https://www.bbc.co.uk/mediaaction)Ethiopia has conducted an audience survey to understand media usage and perceptions of media to inform the development of project activities and support partners to understand their audience better. 2,000 interviews were conducted in March 2020, in 5 regions of the country (Amhara, Oromia, Tigray, SNNP, Addis Ababa). # Bangladesh This page will feature research and learning from the PRIMED programme's activities in Bangladesh. ## BACKGROUND In **Bangladesh**, where rapid economic progress toward lower-middle-income status has not been matched by growth in public-interest media, *PRIMED* is working with the sector overall to help improve ethical standards and support local coalitions to advocate for media freedom. *PRIMED* is supporting media partners to develop stronger audience insights and more professional and relevant content, more efficient production, and broader offerings across multiple, revenue-generating platforms. This approach makes the case for media in the public interest as key to economic viability, contributing to a future in which media outlets may be financially independent and less prone to co-option. ## [Media Viability Workshop (Feb. 2022)](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#bangladesh-viability-through-digital-transformation) The Media Viability Workshop presented how the Gramer Kagoj transitioned their business model into digital as a response to the needs raised by the COVID-19 Pandemic. The panel included an introduction to the media landscape in Bangladesh, as well as the newspaper as a whole. # Ethiopia This page features research and learning from the PRIMED programme's activities in Ethiopia. ## BACKGROUND In **Ethiopia**, *PRIMED* supports efforts to establish a new public interest media tradition in a country that has been witnessing a democratic transition but remains fractured along political, economic and ethnic lines. *PRIMED* is helping to build technical expertise, professional editorial standards, and stronger institutional and financial foundations to help develop existing media partners into public-interest models. ## [Media Viability Workshop ](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#building-media-businesses-in-ethiopia) The Media Viability Workshop Diverse perspectives from media organisations in Ethiopia. The discussed themes are: [organisational resilience](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#wazema-radio-ethiopia-organisational-resilience), [monetisation of credible content](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#addis-zeybe-online-platform-ethiopia-monetisation-of-credible-content), the [diversifying of audiences](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#addis-maleda-newspaper-ethiopia-diversifying-audiences), and the [restructuring of the marketing and sales departments](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#arts-tv-ethiopia-restructuring-the-marketing-and-sales-department). The panel included interventions from Arqaw Ashine, Managing Editor and Founder of Wazema Radio, Abel Wabella, Managing Director of Addis Zeybe, Michael Girma, Business Development Manager at Addis Maleda, and Dula Tessema, CEO of ARTS TV, among others. ## [Covid-19 and the media: A pandemic of paradoxes](https://www.mediasupport.org/publication/covid-19-and-the-media-a-pandemic-of-paradoxes/) #### International Media Support - p80 {% embed url="" %} > ***Ethiopia: New freedoms to be consolidated*** > > *World Press Freedom Index: 99/180†* > > *Ethiopia is not coloured red on the World Press Freedom Index map for the first time since the five-colour designation was adopted in 2013. As soon as he became prime minister in 2018, Ahmed Ali released numerous detained journalists and bloggers. In 2019, he won the Nobel Peace Prize. Ethiopia’s new authorities have restored access to more than 200 news websites and blogs that had been blocked for years, and Ethiopian TV stations abroad now work freely. However, this initial progress has not been institutionalized and journalists worry that the winds of freedom might be just a passing breeze. Draconian press legislation – including the 2009 terrorism law widely used to detain journalists – has still not been amended. On the contrary, Ethiopia’s repressive arsenal of rules and regulations has been reinforced by a law on hate speech and disinformation adopted in early 2020 during a wave of intercommunal violence. This law stipulates heavy fines and prison sentences and is worded ambiguously to allow maximum leeway of interpretation. The intimidation and brief arrests of journalists, plus several Internet cuts, have only boosted concern about a return to the repressions of the past. One military general has threatened reprisals against media outlets that “tarnish the reputation of the armed forces”.* ## PRIMED LEARNING RESOURCES ## [Supporting public interest media in Ethiopia (May 2021)](https://www.bbc.co.uk/blogs/bbcmediaaction/entries/27349b9e-e706-4757-9576-d9c231db6fd8) #### BBC Media Action Ethiopia - MIHRET ASCHALEW {% embed url="" %} ## BBC Media Action Ethiopia Audience Survey (2020) [BBC Media Action ](https://www.bbc.co.uk/mediaaction)Ethiopia has conducted an audience survey to understand media usage and perceptions of media to inform the development of project activities and support partners to understand their audience better. 2,000 interviews were conducted in March 2020, in 5 regions of the country (Amhara, Oromia, Tigray, SNNP, Addis Ababa). This report available for download below is an account of the major findings of the survey. {% file src="/files/-MOkot1DJcVc67FmVvqH" %} ## FROM OUTSIDE THE PRIMED CONSORTIUM ## [Uprooting hate speech: The challenging task of content moderation in Ethiopia (April 2021)](https://www.cima.ned.org/blog/uprooting-hate-speech-the-challenging-task-of-content-moderation-in-ethiopia/) **Center for International Media Assistance - YOHANNES ENEYEW AYALEW** {% embed url="" %} # Sierra Leone This page will feature research and learning from the PRIMED programme's activities in Sierra Leone. ## BACKGROUND In **Sierra Leone**, where the lively and diverse media scene is in economic crisis, and rarely a source of trusted and impartial information, *PRIMED* provides intensive support to selected media outlets to improve professional standards, audience understanding and operating models and skills. Amid attempts to introduce independent media regulation, *PRIMED* helps to inform, support and moderate dialogue among sector stakeholders to help shape legislative, regulatory and legal processes toward a more independent, and more trusted and impartial, media environment. The government has recently struck down a criminal libel law, replacing it with an Independent Media Commission which some fear could be used to silence media houses who voice opposition to the ruling party. In this environment, public interest media which are impartial and sharing trusted information are even more important. ## EVENTS ## [Sierra Leone **National Media Viability Investment Conference**](https://www.bbc.com/mediaaction/our-work/media-development/primed-project/sierra-leone-conference) The Sierra Leone National Media Viability Investment Conference happened from April 21-22, 2022 and included speakers including Sierra Leone's President Julius Maada Bio, as well as various stakeholders from both the public and private sectors. It responded to how media cannot survive on commercial revenue alone in resource-poor settings, and are in constant need for subsidies, tax breaks, and more encouraging environments for investors to support them, as well as greater transparency from governmental institutions. The Conference's primary goal was to explore the options and create a national action plan for Sierra Leone, in which public interest media is strengthened. In order to do this, a series of presentations were featured, including the following: * [Public funding for private media in the Middle East and North Africa](https://www.bbc.co.uk/mediaaction/documents/primed-research-public-funding-for-media-mena-zaarour.pdf) * [The advertising industry in Sierra Leone: A critical and comprehensive analysis](https://www.bbc.co.uk/mediaaction/documents/primed-research-advertising-industry-in-sierra-leone-abdulai.pdf) * [The political economy of the media in Sierra Leone and the potential for private-sector investment ](https://www.bbc.co.uk/mediaaction/documents/primed-research-political-economy-media-bangura.pdf) * [Government and industry-led initiatives to support the development of the media market: Case for Kenya](https://www.bbc.co.uk/mediaaction/documents/primed-research-joint-media-initiatives-kenya-mwangi.pdf) * [Indirect and direct subsidies for media: The European experience](https://www.bbc.co.uk/mediaaction/documents/primed_research_european_experience_direct_and_indirect_subsidies-zivkovic-leakovic.pdf) * [The search for sustainable local media: Tools and models](https://www.bbc.co.uk/mediaaction/documents/primed-research-search-for-sustainable-local-media-kruger.pdf) {% hint style="info" %} Information on the conference is available [here](https://www.bbc.com/mediaaction/our-work/media-development/primed-project/sierra-leone-conference). {% endhint %} ## [Panel event: Media funding models in Sierra Leone](https://www.bbc.com/mediaaction/our-work/media-development/primed-project/wpfd-22-event) #### May 2, 2022- 13:15- 14:10 UYT/ 17:15- 18:10 BST {% hint style="info" %} Register for the online panel [here](https://en.unesco.org/commemorations/worldpressfreedomday). {% endhint %} This panel will be held both online and in-person at the World Press Freedom Day Global Conference 2022 in Uruguay. It will present the journey of Sierra Leone's government and media sector towards the National Action Plan on media. Furthermore, the country's growing need for international support to public interest media. It will be moderated by Guy Berger, from UNESCO, and the panelists are: * Mohamed Rahman Swaray, Minister of Information and Communications of Sierra Leone * Dr. Mamoud Tarawallie, Country Director for bBC Media Action Sierra Leone * Yeama S Thompson, Director General, Sierra Leone News Agency (SLENA) * Jaime Abello Banfi, Director General, Fundación Gabo * Sheeta Vyas, Founding Executive Director, International Fund for Public Interest Media (IFPIM) ## CASE STUDY ## [Media Viability Workshop](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022#sierra-leone-bbc-media-action-improving-programming-as-a-pathway-to-media-viability) The Media Viability Workshop presented how the BBC Media Action has been working in Sierra Leone to improve programming, as a pathway towards media sustainability. The panel included interventions from Maha Taki, Senior Advisor for Media Development, Isac Sessay, Programme Manager, and Abir Awad, Projects Director. ## ARTICLES ## [The Advertising Industry in Sierra Leone: A Critical and Comprehensive Analysis (April, 2022)](https://www.bbc.co.uk/mediaaction/documents/primed-research-advertising-industry-in-sierra-leone-abdulai.pdf) #### BBC Media Action, PRIMED- EMMANUEL SAFFA ABDULAI {% hint style="info" %} The full report is available [here](https://www.bbc.co.uk/mediaaction/documents/primed-research-advertising-industry-in-sierra-leone-abdulai.pdf). {% endhint %} *"The commercial advertising industry in Sierra Leone is in a parlous state –* *unstructured, uncoordinated and unregulated. The shambolic nature of the industry stems from three major shortcomings – a lack of policy regulation, a limited market, and poor professional practices. Existing policy which exists only at the level of the Independent Media Commission (IMC) - the body tasked with regulating the media, public relations and advertising practices in accordance with the Independent Media Commission Act, 2020 – is limited to ethical considerations. Just one section (Section 4) of the Media Code of Practice is dedicated to the advertising industry."* ## [The Political Economy of the Media in Sierra Leone and the Potential for Private-Sector Investment (April, 2022)](https://www.bbc.co.uk/mediaaction/documents/primed-research-political-economy-media-bangura.pdf) #### BBC Media Action, PRIMED- IBRAHIM BANGUARA {% hint style="info" %} The full report is available [here](https://www.bbc.co.uk/mediaaction/documents/primed-research-political-economy-media-bangura.pdf). {% endhint %} *"The report presents a contextual analysis of the media sector in Sierra Leone: the stakeholders; the financial motivation and incentives for their engagement; and the political and economic factors that influence media independence and viability. It also examines the business climate in Sierra Leone, and the current scope of private investment in the media sector. Additionally, it provides a brief analysis of the legal and structural constraints to the development of a sustainable market as well as the opportunities unlocked by the legal reform processes enacted by the state."* ## [The Political Economy of the Media in Sierra Leone and the Potential for Private Sector Investment (April, 2022)](https://www.comminit.com/media-development/content/political-economy-media-sierra-leone-and-potential-private-sector-investment) #### PRIMED, BBC Media Action- Ibrahim Banguara {% embed url="" %} *"This research paper presents a contextual analysis of the media sector in Sierra Leone, describing the key stakeholders and the financial motivation for their engagement, as well as the political and economic factors that influence media independence and viability. It also examines the current scope of private investment in the media sector and makes recommendations that could contribute to strengthening public interest in Sierra Leone."* ## [Lion Mountain Radio: Improving health amid uncertainty](https://www.bbc.co.uk/mediaaction/where-we-work/africa/sierra-leone/lion-mountain-radio) #### BBC Media Action {% embed url="" %} > Lion Mountain Radio is struggling to survive, because support from advertising has gone into freefall. Local businesses that once would have advertised their products and services are now closing up because of the economic downturn associated with the pandemic. And their entertainment broadcasts, which also earned advertising dollars, have succumbed to a national curfew and ban on large gatherings. > > The station has laid off half of its staff, because it was impossible to pay their salaries. And so far, support from outside donors has been the difference between survival and going off-air. BBC Media Action and other donors have helped the station pay for fuel to run the generator that allows the radio station to operate during frequent power cuts, and to allow their remaining journalists to cover stories effectively. > > Lion Mountain’s journalists have also been trained in BBC Media Action’s Lifeline broadcasting approach, to ensure their audience is receiving the information they need and trust during the pandemic. # (Iraq & Zambia) ## CASE STUDIES ## IRAQ - [Al Mirbad: A platform for the people](https://www.bbc.co.uk/mediaaction/where-we-work/middle-east-and-north-africa/iraq/al-mirbad-press-viability) #### *BBC Media Action* *The experience of Al Mirbad is providing a foundation for learning in PRIMED -* [*Protecting Independent Media for Effective Development*](/)*.* {% embed url="" %} > When the coronavirus pandemic hit Iraq in spring 2020, Radio Al Mirbad was forced to scale back its general programmes and divert their attention to the new challenges. > > The pandemic has brought several challenges, including significant loss of sources of income. The pandemic has had an impact on international donors, on whom Al Mirbad has also relied for much of its funding. The supplementary income from advertising (never more than 20% of its US$1m annual running costs at the best of times) has also dried up. > > “We are on a knife edge now - if we have no funding by next spring, we will have to stop operations,” says Nihad (al JaberiRadio Al Mirbad's editor). > > “But I’d rather shut down than accept tainted money from partisan sources.” > > “Donors should take note that cutting that lifeline off means cutting down or ending this incredibly positive role that the media can have, especially in a context that is so fragile and transitional as Iraq.” > > Iraq’s economy is not sufficiently developed to offer sufficient sources of commercial funding. The tradition of public subsidies without editorial interference from government does not exist. > > “Independent funding guarantees Al Mirbad’s ability to operate impartially and serve the public’s right to information,” says Nihad. “Without it there is no independence.” ## [ZAMBIA - Supporting independent radio in Zambia (Feb. 2021)](https://www.bbc.co.uk/blogs/bbcmediaaction/entries/7626aa17-d98e-4c99-8f06-1639de612c23) #### BBC Media Action Zambia - VANESSA MWEEMBA *Radio Waves is funded by the Swedish International Development Co-operation Agency (Sida).* *BBC Media Action’s work in Zambia is providing a foundation for learning in* [*PRIMED - Protecting Independent Media for Effective Development*](/policy-learning/updates)*.* {% embed url="" %} > Now that Zambia is deep in a second wave of COVID-19 infections, our local radio partners face even more complex challenges. > > Advertising has dropped even more as small businesses fight to survive and larger ones redirect their spending. And small production teams are trying to continue their programmes while keeping themselves safe, working on rotation and spending more on telephone and Internet when they cannot interview people in person. In one case I know of, a radio station had to pause production when its entire production team tested positive! > > But I also know small radio stations are making a difference in their communities. Before joining BBC Media Action, I was one of their mentees, at a radio station in the south of the country. So I understand how critical these voices are in providing important information that people need for their day-to-day lives, as well as platforms for debate and discussion. # Articles Articles from the Protecting Independent Media for Effective Development (PRIMED). ## [Remotely Accessing the Field and Building Trust with Distant Sources. Perspectives from Ethnographic Research and Journalism Practice (July, 2022)](https://globalmediajournal.de/index.php/gmj/article/view/220) #### GLOBAL MEDIA JOURNAL: GERMAN EDITION- Laura Gianna Guntrum, Mira KeBler, Jignesh Patel, Anna Varfolomeeva {% embed url="" %} *"Journalists and ethnographic researchers, such as anthropologists, sociologists or media scholars, have comparable ways of establishing initial contacts with people from their fields of interest. Due to the ongoing COVID-19 pandemic and consequential travel restrictions and social distancing, it has become increasingly difficult to access a field. Taking inspiration from social anthropologist Ulf Hannerz (2004, p. 226), who compared journalists and anthropologists as “neighboring groups engaged in a somehow parallel pursuit,” this article explores what researchers may learn from practitioners who conduct research without being on-site."* ## [Media Ethnography in China- Ethics, Access and Interviews in a Non-Western Context (July, 2022)](https://globalmediajournal.de/index.php/gmj/article/view/218) #### GLOBAL MEDIA JOURNAL: GERMAN EDITION- Tianyu Zhang {% embed url="" %} *"This paper is based on my PhD thesis about the production culture of Chinese entertainment. I will discuss the challenges I faced during my fieldwork in China and will reflect on a general level on how to access this non-western field for doing media ethnography."* ## [How "Insiders and Outsiders" Perceive Media Development Work. Reflections on Their Relationship and Cooperation (July, 2022)](https://globalmediajournal.de/index.php/gmj/article/view/219) #### GLOBAL MEDIA JOURNAL: GERMAN EDITION- Mira KeBler {% embed url="" %} *"It appears to be essential to reflect different perspectives for doing media development work in contexts where foreign actors are not insiders. Here, their outside views on the needs of supported countries and on how to work together can be difficult for implementing projects, especially for actors on-site on which this article focuses."* ## [Public Funding for Private Media in the MENA Region (April, 2022)](https://www.comminit.com/media-development/content/public-funding-private-media-mena-region) #### PRIMED, BBC Media Action- Sarah Zaarour {% embed url="" %} *"This research paper examines national funding mechanisms for private media in five Middle East and North Africa (MENA) countries and gives a general assessment of their role in promoting viable, independent, and diverse media."* ## [The Search for Sustainable Local Media: Tools and Models (April, 2022)](https://www.comminit.com/media-development/content/search-sustainable-local-media-tools-and-models) #### PRIMED, BBC Media Action- Franz Kruger {% embed url="" %} *"This paper looks at the challenge of sustainability faced by local media serving regional and metropolitan audiences, including marginalised communities, in Africa and other parts of the Global South. It considers the role of public policy in supporting these outlets and enabling them to access diverse income streams such as advertising, government subsidies, cross-subsidisation, and community support."* ## [Government and Industry-led Initiatives to Support the Development of the Media Market in Kenya (April, 2022)](https://www.comminit.com/media-development/content/government-and-industry-led-initiatives-support-development-media-market-kenya) #### PRIMED, BBC Media Action- Haron Mwangi {% embed url="" %} *"This paper explores a range of initiatives that show how the media in Kenya is working closely with the government to reform media law and policy. It focuses on reforms that have been implemented over the last decade and, in particular, those that sought to improve media viability in the local market. Based on the experience of the Kenyan media, the study also offers a list of recommendations that could be useful to other countries who are seeking solutions to media viability."* ## [The Political Economy of the Media in Sierra Leone and the Potential for Private Sector Investment (April, 2022)](https://www.comminit.com/media-development/content/political-economy-media-sierra-leone-and-potential-private-sector-investment) #### PRIMED, BBC Media Action- Ibrahim Banguara {% embed url="" %} *"This research paper presents a contextual analysis of the media sector in Sierra Leone, describing the key stakeholders and the financial motivation for their engagement, as well as the political and economic factors that influence media independence and viability. It also examines the current scope of private investment in the media sector and makes recommendations that could contribute to strengthening public interest in Sierra Leone."* ## [Indirect and Direct Subsidies for Media: The European Experience (April, 2022)](https://www.comminit.com/media-development/content/indirect-and-direct-subsidies-media-european-experience) #### PRIMED, BBC Media Action- Milan F. Zivkovic, Karolina Leakovic {% embed url="" %} *"This research report presents four models of direct media subsidies in Europe - from Serbia, Croatia, Sweden, and the European Union (EU) - and offers an overview of indirect subsidy in the form of reduced value-added tax (VAT) rates for newspapers, digital publications, and periodicals in EU countries and Serbia. The focus is, however, mainly on the experiences and methods of allocating selective direct media subsidies in each of the case studies in an effort to identify strategies for creating more viable public interest media."* ## [The Advertising Industry in Sierra Leone: A Critical and Comprehensive Analysis (April, 2022)](https://www.comminit.com/media-development/content/advertising-industry-sierra-leone-critical-and-comprehensive-analysis) #### PRIMED, BBC Media Action- Emmanuel Saffa Abdulai {% embed url="" %} *"This research paper explores the role of the commercial advertising industry as a key source of revenue for media in Sierra Leone. It looks at patterns and trends in the industry and offers recommendations to enhance the advertising industry in the country."* ## Learning Article on Digital Attacks #### MDIF {% file src="/files/sHEgQKgqwlSOKMwtnakq" %} In light of this year's World Press Freedom Day theme of Journalism Under Digital Siege, the MDIF prepared an article explaining how digital attacks are becoming more prevalent to silence media. Tactics range from cyberattacks and using regulatory agencies and licensing bodies by governments, to denial-of-service attacks and illegal surveillance. ## [Gender and media viability: making a business case for diversity (March, 2022)](https://impact.gfmd.info/resources/articles/thematic-reporting#gender-and-media-viability-making-a-business-case-for-diversity-march-2022) #### MDIF- MAGDALENA SKRZYPEK {% embed url="" %} In light of International Women's Day, this article highlights *"the relationship between gender and media business performance"* and the *"media innovations from around the world that champion women."* The article is divided into the following sections: women as a primary target, serving the female audience, diversity within newsrooms and leadership, gender and reader revenue, gender-based harassment, partnerships and institutional funding, branded content revenue, gender and events business, a collaboration around gender topics, and a way forward. # Workshops # Gender Learning Brief (Webinar, Oct. 2022) On October 20, 2022 at 2 pm CET, Free Press Unlimited hosted a webinar to introduce the Global Gender Learning Brief. The Learning Brief researches the current key challenges women in the media face globally as evidenced by the literature review and knowledge of the media sector practices, and explores the links between improved gender equality in the workplace and the sustainability and viability of the media (a business case of gender equality). The Learning Brief also summarises a number of the possible solutions to the identified issues. Free Press Unlimited hosted the discussion about the findings with the media practitioners, independent journalists, media development and advocacy organisations. The Learning Brief was published within the framework of **the Protecting Independent Media for Effective Development (PRIMED)** project, a three-year programme to support public interest media in Bangladesh, Ethiopia and Sierra Leone. {% hint style="info" %} The full report is available here. {% endhint %} {% file src="/files/8QcnTPEx9jYaTCtVoeHa" %} > This learning brief aims to summarise key issues, evidence and trends on media and gender and help PRIMED partners identify opportunities to empower women as both media consumers and content producers as well as to amplify the voices of women in the media. It explores the links between improved gender equality in the workplace and the sustainability and viability of the media (**a business case of gender equality**). The brief also considers content formats which can promote gender equality in the public sphere and examines the role of self-regulation in ensuring that women are more **fairly represented in media outputs**. **Main takeaways** *Key Challenges:* * Women are poorly represented in media content * Media perpetuate stereotypes * Women lack access to information : the digital gender divide * Women are under-represented in the media sector *Solutions*: * "There should be enough women at the entry and middle levels of a company to select from and promote in order for there to be parity at the most senior, decision-making levels." * **The role of media in changing gender norms**: *"Media can share a wider variety of roles and behaviours pertaining to different sexes."* * **Business and management models can change gender equality**: *"Increased gender diversity appears to have a positive effect on financial performance, talent retention, innovation, reputation, team performance and motivation."* * **Successful strategies to increase gender equality in the workplace**: *"a better diversity climate and an inclusive leadership style can reduce turnover, increase employee satisfaction and engagements, and improve the performance of diverse teams."* # Media Viability Workshop (Feb. 2022) The Building Viability: Strategies and approaches for media organisations two-day workshop, held from February 1-2, 2022, was convened by the Media Development Investment Fund. ## [SESSION 1: FEBRUARY 1, 2022](https://us02web.zoom.us/rec/play/N88HYNVNLDq3OSUbgrDI4O6DQCWh08mIAkM6He3Ay3JZeN4gMWJE1ijOIPc6WUd5cVi7vunVWwRXwkY2.NuM0a8LbPEFWa1Hd?continueMode=true&_x_zm_rtaid=dl17Z20cRfaXot46Ov9Q5A.1645174787012.b910d1f9bcee03de42ede68fe0b3ef3e&_x_zm_rhtaid=810) {% hint style="info" %} The password to access [this recording ](https://us02web.zoom.us/rec/play/N88HYNVNLDq3OSUbgrDI4O6DQCWh08mIAkM6He3Ay3JZeN4gMWJE1ijOIPc6WUd5cVi7vunVWwRXwkY2.NuM0a8LbPEFWa1Hd?continueMode=true&_x_zm_rtaid=dl17Z20cRfaXot46Ov9Q5A.1645174787012.b910d1f9bcee03de42ede68fe0b3ef3e&_x_zm_rhtaid=810)is: workshop#1 {% endhint %} ## What have we learned from PRIMED? In this first session of the Workshop, Peter Whitehead, Director of Communications, and Behailu Shiferaw, Programme Manager for Ethiopia at the [Media Development Investment Fund (MDIF)](https://www.mdif.org/), began by welcoming participants and introducing the agenda for the workshop. ## Building media businesses in Ethiopia ### [Wazema Radio](https://wazemaradio.com), Ethiopia: Organisational resilience Argaw Ashine is the Managing Editor and Founder of [Wazema Radio](https://wazemaradio.com), an online independent media site established in 2015. He highlighted the following points in his presentation: * Wazema Radio was established for the Ethiopian diaspora- it is an exiled media organisation due to the uncertain political situation in Ethiopia. * So far, Wazema has developed a management structure, as well as a launched a journalism development programme, among others. * Wazema currently has 12 new formats in progress, and reviewed its mission and vision. * Wazema determines story treatments and media formats using the **"Update me, Educate me, Give me perspective" system.** * Wazema Radio would like MDIF's help to move from being an exiled media organisation, to being established in Ethiopia, and to develop Wazema's impact and visibility. {% hint style="info" %} Argaw Ashine's full presentation is available below. The presentation video is available [here](https://us02web.zoom.us/rec/play/bgGLoT2oP_ztitt2ULZsXYvyGalVCHPdbcrDC1EkjM7_vKbVPjyQmm4t_ZD8CpnXEUHNLmgR_RBcr-IH.DcEO0SHKlx647dIW?continueMode=true&_x_zm_rtaid=E1vmOFkrT7WA_nevAzKP2g.1645029925010.cb9e36e42bcfbc3189f128e66cbee646&_x_zm_rhtaid=367), from minutes 5-20. The password to access [this recording ](https://us02web.zoom.us/rec/play/bgGLoT2oP_ztitt2ULZsXYvyGalVCHPdbcrDC1EkjM7_vKbVPjyQmm4t_ZD8CpnXEUHNLmgR_RBcr-IH.DcEO0SHKlx647dIW?continueMode=true&_x_zm_rtaid=E1vmOFkrT7WA_nevAzKP2g.1645029925010.cb9e36e42bcfbc3189f128e66cbee646&_x_zm_rhtaid=367)is: workshop#1 {% endhint %} {% file src="/files/EG8pO2Jm6IzSAXaWDeGp" %} ### [Addis Zeybe](https://addiszeybe.com) online platform, Ethiopia: Monetisation of credible content Abel Wabella, Managing Director of [Addis Zeybe](https://addiszeybe.com), presented the 'Monetisation of credible content' panel. Addis Zeybe is a digital news outlet that focuses on urbanization and professionalism. It publishes content from Ethiopia, and beyond, daily. After a printed newspaper became unsustainable, the business model was shifted to a digital-only platform. Wabella made the following points: * PRIMED has improved the situation in Ethiopia by encouraging audience, digital, and revenue development, as well as improving organisational management. * Addis Zeybe currently faces a number of **challenges:** ranging from **a lack of organizational structures** that support the content generation cycle to an unstable political situation, **a lack of available skilled staff**, and **a lack of revenue-generating streams** besides grants. * MDIF has helped Addis Zeybe through scripting grant applications, consulting the managing director, editors, and social media manager on the general organization's operation, and **capacity-building of the newsroom**, among others. * Addis Zeybe has been able to **monetize their YouTube channel** while generating 1.2 million views, 256.8 watched hours, and gaining 21,100 subscribers, as well as earning $4,000 in revenue. * Addis Zeybe currently uses HaqCheck as a fact-checking mechanism. * Addis Zeybe is working on producing high-quality content to attract advertising, organizing live events to generate income, and considering revenue-diversifying options. {% hint style="info" %} Abel Wella's full PowerPoint presentation is available below. His video presentation is available [here](https://us02web.zoom.us/rec/play/bgGLoT2oP_ztitt2ULZsXYvyGalVCHPdbcrDC1EkjM7_vKbVPjyQmm4t_ZD8CpnXEUHNLmgR_RBcr-IH.DcEO0SHKlx647dIW?continueMode=true&_x_zm_rtaid=E1vmOFkrT7WA_nevAzKP2g.1645029925010.cb9e36e42bcfbc3189f128e66cbee646&_x_zm_rhtaid=367) from minutes 24- 40. The password to access [this recording ](https://us02web.zoom.us/rec/play/bgGLoT2oP_ztitt2ULZsXYvyGalVCHPdbcrDC1EkjM7_vKbVPjyQmm4t_ZD8CpnXEUHNLmgR_RBcr-IH.DcEO0SHKlx647dIW?continueMode=true&_x_zm_rtaid=E1vmOFkrT7WA_nevAzKP2g.1645029925010.cb9e36e42bcfbc3189f128e66cbee646&_x_zm_rhtaid=367)is: workshop#1 {% endhint %} {% file src="/files/xY62uy7LlQgW4B06nT5o" %} ### [Addis Maleda](https://addismaleda.com) newspaper, Ethiopia: Diversifying audiences Michael Girma, Business Development Manager at [Addis Maleda](https://addismaleda.com/), presented the 'Diversifying Audiences' panel. [Addis Maleda](https://addismaleda.com/) is an Amharic-language newspaper that focuses on news and analyses of socio-economic and political affairs published weekly on Saturdays by CHAMPiON Communications. It is distributed widely across Addis Ababa and to different degrees across the country. Its digital platforms on its [website](https://addismaleda.com/), and on Facebook, Twitter, Youtube and Telegram are dedicated towards developing new media implementation mechanisms. They have recently garnered support from BBC Media Action and the MDIF through PRIMED project. Girma made the following important points: * BBC Media Action has supported Addis Maleda in their Afaan Oroomo and Af Soomaali translation efforts, as well as through technical and editorial support. * The MDIF has supported Addis Maleda through the strengthening of organizational capacities and digital engagement in the areas of audience, digital, and revenue development. Additionally, the MDIF has supported the company by bringing core editorial and sales staff into the team. * Being **a trilingual news organisation** poses challenges going from a lack of marketing personnel that speak Afaan Oroomo and Af Soomaali, to concerns for independence when working with government bureaus and circulation limitations. * Addis Maleda **is seeking to expand ad create original content in two languages rather than translating from Amharic**. They're also seeking to employ journalists from other regions, and ensure financial stability to ensure viability. * There has been **an increase of 181% on website views,** going from a monthly average of 16,600 views per month during the first quarter of 2021, to 46,600 views in the fourth quarter. * An estimated 2.38 million people were reached though Facebook in the fourth quarter of 2021 with 301 posts. * Being a digital platform has drawbacks like others using content without being authorized, and **the three languages being unsupported by Facebook and Google Ad-Sense.** * Next steps for Addis Maleda include increasing revenue streams and engagement and producing audio and audiovisual content. {% hint style="info" %} Michael Girma's full PowerPoint presentation is available below. The video presentation is available [here](https://us02web.zoom.us/rec/play/bgGLoT2oP_ztitt2ULZsXYvyGalVCHPdbcrDC1EkjM7_vKbVPjyQmm4t_ZD8CpnXEUHNLmgR_RBcr-IH.DcEO0SHKlx647dIW?continueMode=true&_x_zm_rtaid=E1vmOFkrT7WA_nevAzKP2g.1645029925010.cb9e36e42bcfbc3189f128e66cbee646&_x_zm_rhtaid=367) from timestamps 44:00 to 1:04:52. The password to access [this recording ](https://us02web.zoom.us/rec/play/bgGLoT2oP_ztitt2ULZsXYvyGalVCHPdbcrDC1EkjM7_vKbVPjyQmm4t_ZD8CpnXEUHNLmgR_RBcr-IH.DcEO0SHKlx647dIW?continueMode=true&_x_zm_rtaid=E1vmOFkrT7WA_nevAzKP2g.1645029925010.cb9e36e42bcfbc3189f128e66cbee646&_x_zm_rhtaid=367)is: workshop#1 {% endhint %} {% file src="/files/Zcqv38gQsEqQzTGOyLCG" %} ### ARTS TV, Ethiopia: Restructuring the marketing and sales department Dula Tessema, CEO of ARTS TV presented his panel alongside Genet Tadesse, Marketing Director. ARTS TV is a television channel that includes programming on entertainment and news based in Addis Ababa. It was launched in 2018 with the purpose of having a politically neutral television station with an Africa-centric perspective. The following important points were made: * The organizational structure of ARTS TV has been was updated on Jan. 29, 2022, and is made up primarily by the CEO, and the departments of administration and finance, sales and marketing, program manager, the news editor-in-chief, and the CTO and COO. * ARTS TV is a program-heavy organisation. * The sales and marketing department has been updated recently. Some of the new structural additions are a marketing manager, a sales and research support employee, and a social media manager. * The most recent investment of ARTS TV has been their presence on social media. They have not hired a social media manager yet, but are planning to do so in the near future. {% hint style="info" %} Dula Tessema and Genet Tadesse's full PowerPoint presentation is available below. The video presentation is available [here](https://us02web.zoom.us/rec/play/bgGLoT2oP_ztitt2ULZsXYvyGalVCHPdbcrDC1EkjM7_vKbVPjyQmm4t_ZD8CpnXEUHNLmgR_RBcr-IH.DcEO0SHKlx647dIW?continueMode=true&_x_zm_rtaid=E1vmOFkrT7WA_nevAzKP2g.1645029925010.cb9e36e42bcfbc3189f128e66cbee646&_x_zm_rhtaid=367) from timestamp 1:06:40 to 1:21:21. The password to access [this recording ](https://us02web.zoom.us/rec/play/bgGLoT2oP_ztitt2ULZsXYvyGalVCHPdbcrDC1EkjM7_vKbVPjyQmm4t_ZD8CpnXEUHNLmgR_RBcr-IH.DcEO0SHKlx647dIW?continueMode=true&_x_zm_rtaid=E1vmOFkrT7WA_nevAzKP2g.1645029925010.cb9e36e42bcfbc3189f128e66cbee646&_x_zm_rhtaid=367)is: workshop#1 {% endhint %} {% file src="/files/JBGC7kRYCag3uvoKbpDo" %} ## Bangladesh: Viability through digital transformation ### Gramer Kagoj newspaper, Bangladesh: Transition into digital news #### Media Landscape in Bangladesh Araf Siddique, Media Training Officer at BBC Media Action described the media industry situation in Bangladesh as booming, with a diverse group of television and radio programmes and shows. The market has been traditionally dominated by television and newspapers, and media activity has been concentrated on the capital. However, coverage in rural areas is patchy. Additionally, the revenue base to sustain daily publications is inadequate, and many are unprofitable or turn to government advertising. As such, many newspapers are owned or aligned with politicians. This makes self-censorship common. New technology has made information-sharing easier, and now most of the population owns a cellphone. Facebook is massively popular, and cable has made international TV channels accessible. #### Activities in Bangladesh The Gramer Kagoj (The Village Paper), was launched in 1999 in Jessore, but also circulates in rural areas. 42,000 copies circulate daily, and sells more copies that the next 10 Jessore newspapers put together. It is the only local news paper not aligned with a politician or political party. Recently, the pandemic reduced the advertising income and sales have fallen, which prompted the shortening of the paper from eight pages to four. The pandemic and the changes in audience behaviour because of the rise of the internet compromise a threat to the sustainability of the newspaper. As such, the Gramer Kagoj launched a website where it publishes more than 100 stories daily, and includes an e-paper tool. The Kagoj has also started producing video news summaries, and a Facebook page. The Gramer Kagoj is an effective approach to the transition into digital news. There has been incredibly good engagement in the new platforms, but there are still areas for improvement, going from television skills, technology, a more effective organizational structure that considers sustainability, and becoming more acquainted with their online audience. As such, PRIMED and BBC Media Action has been helping Gramer Kagoj to enhance their television skills, reporting and editing, as well as introducing new sustainable systems and methods, among others. Three conditions for success were also shared: momentum, continuity, and a champion. #### Perspective from Gramer Kagoj Editor Finally, Mobinul Islam, the Editor of the Gramer Kagoj highlighted how BBC Media Action has been helping through **upgrading the skills of staff on digital creation and production, as well as supporting them in getting now sources of income and the creation of a new branding.** {% hint style="info" %} The full PowerPoint presentation is available below and the recording is available [here](https://us02web.zoom.us/rec/play/bgGLoT2oP_ztitt2ULZsXYvyGalVCHPdbcrDC1EkjM7_vKbVPjyQmm4t_ZD8CpnXEUHNLmgR_RBcr-IH.DcEO0SHKlx647dIW?continueMode=true&_x_zm_rtaid=E1vmOFkrT7WA_nevAzKP2g.1645029925010.cb9e36e42bcfbc3189f128e66cbee646&_x_zm_rhtaid=367) from timestamp 1:36:00 to 1:56:29. The password to access [this recording ](https://us02web.zoom.us/rec/play/bgGLoT2oP_ztitt2ULZsXYvyGalVCHPdbcrDC1EkjM7_vKbVPjyQmm4t_ZD8CpnXEUHNLmgR_RBcr-IH.DcEO0SHKlx647dIW?continueMode=true&_x_zm_rtaid=E1vmOFkrT7WA_nevAzKP2g.1645029925010.cb9e36e42bcfbc3189f128e66cbee646&_x_zm_rhtaid=367)is: workshop#1 {% endhint %} {% file src="/files/TmfYGpV6qigRXaHLMcKF" %} ## Sierra Leone, BBC Media Action, Improving programming as a pathway to media viability BBC Media Action, led by Maha Taki, presented their partnership programmes in Sierra Leone. Isac Sessay, Programme manager at BBC Media Action, began the intervention by explaining that BBC Media Action is currently working with Classic Radio, Voice of Kono and the Sierra Leone Broadcasting Corporation, among others. Their main focus at the moment is improving programming by building on previous structures and already existent technical skills to create inclusive, engaging and interactive programming, as well as improving the inclusivity and relevance of audiences by promoting the understanding of their needs. One of the ultimate goals is to increase the representation of women and adapting content accordingly. Further on, BBC Media Action has increased mentoring and training, especially in the areas of script development and writing, presentation and production skills, recording and editing, practices in gender-inclusive media and public interest programming, among others. Abir Awad, Projects Director then continued by stressing that the work of the BBC Media Action in Sierra Leone at the moment serves the people, in order to encourage more investment. {% hint style="info" %} The full PowerPoint presentation is available below. The full video recording is available [here](https://us02web.zoom.us/rec/play/bgGLoT2oP_ztitt2ULZsXYvyGalVCHPdbcrDC1EkjM7_vKbVPjyQmm4t_ZD8CpnXEUHNLmgR_RBcr-IH.DcEO0SHKlx647dIW?continueMode=true&_x_zm_rtaid=E1vmOFkrT7WA_nevAzKP2g.1645029925010.cb9e36e42bcfbc3189f128e66cbee646&_x_zm_rhtaid=367), from timestamp 2:19:57 to 2:40:00. The password to access [this recording ](https://us02web.zoom.us/rec/play/bgGLoT2oP_ztitt2ULZsXYvyGalVCHPdbcrDC1EkjM7_vKbVPjyQmm4t_ZD8CpnXEUHNLmgR_RBcr-IH.DcEO0SHKlx647dIW?continueMode=true&_x_zm_rtaid=E1vmOFkrT7WA_nevAzKP2g.1645029925010.cb9e36e42bcfbc3189f128e66cbee646&_x_zm_rhtaid=367)is: workshop#1 {% endhint %} {% file src="/files/AaYdAc384h4zEZGymzA9" %} ## [SESSION 2: February 2, 2022](https://us02web.zoom.us/rec/play/RNOaoPU8iE8pbpoW5GwChqq6PHRm6wZAGyWX15BgvdZBvlCPjZgp64-OO7dVfohQ0sOhMT8Sj6ee1mMD.77rntkvbeFRSBn7s?continueMode=true&_x_zm_rtaid=dl17Z20cRfaXot46Ov9Q5A.1645174787012.b910d1f9bcee03de42ede68fe0b3ef3e&_x_zm_rhtaid=810) {% hint style="info" %} The password to access [this recording](https://us02web.zoom.us/rec/play/RNOaoPU8iE8pbpoW5GwChqq6PHRm6wZAGyWX15BgvdZBvlCPjZgp64-OO7dVfohQ0sOhMT8Sj6ee1mMD.77rntkvbeFRSBn7s?continueMode=true&_x_zm_rtaid=dl17Z20cRfaXot46Ov9Q5A.1645174787012.b910d1f9bcee03de42ede68fe0b3ef3e&_x_zm_rhtaid=810) is: workshop#2 {% endhint %} ## Beyond PRIMED: What other lessons can we learn? Patricia Torres-Burd, Managing Director at the Media Advisory Services (MAS) department, from the Media Development Investment Fund began Day 2 of the Media Viability Workshop by introducing her area of work. The Media Advisory Services works as an in-house agency within MDIF, supporting projects through technical support. Torres-Burd highlighted the following important points: * MAS works specifically in audience development, technology, management and operations, financial management, and corporate governance, among others. * MAS stresses the importance of revenue business development, as it is extremely challenging in many parts of the world. Corporate governance is also highlighted. * The resilience of the projects MAS works with is highlighted as crucial to make *"the magic happen."* * Collapsing revenues have continued, making digitalization crucial. * Management and HR have been dealing with the stress of trying to keep their media organisation afloat in light of these collapsing revenues. * A lack of understanding of media organisation's audiences has been identified as prevalent. Thus, research is crucial in order to best serve the audience needs. * Audience-specific content is very important. * Many media organisations have been adapting to the COVID-19 pandemic using audience understanding and tools such as Google Analytics, Facebook Audience Insights and surveys, among others. * [The Membership Puzzle Project ](https://membershippuzzle.org/)has a membership guide and handbook information that is accessible to all media organisations who might be interested. * Market research and analysis is important, but it is challenging because media organisations might be affected by the political, social and economic situation of their countries. * A map for media organisations was also presented with the following core pillars: business opportunities, new audiences, data and audience metrics, and long-term relationships. ![](/files/QkHGVM0KoqRv1bmtci7y) *"I was very moved by not only the openness by all parties, the coaches and the projects that we're working with, but also all the projects that we're working with. Because the media organisations in Ethiopia, Sierra Leone and Bangladesh are doing the heavy lifting."* {% hint style="info" %} The full PowerPoint presentation is available below. The presentation recording is available [here](https://us02web.zoom.us/rec/play/tsAkdok2nIlha5iCURiGJ6sT1dAk-QHN59BsfIbRybXqBXr6W9ACIG2tphx7WqZpu87EBGlTHXFZozx8.vEdaQIZFGlBUTgyc?continueMode=true&_x_zm_rtaid=3c6CB6M7R0SbIKf-cjIPbA.1645088790672.5d1223df626eef1fb4c4ae519e62571b&_x_zm_rhtaid=438) from timestamp 00:01:00 to 00:36:35. The password to access[ this recording](https://us02web.zoom.us/rec/play/RNOaoPU8iE8pbpoW5GwChqq6PHRm6wZAGyWX15BgvdZBvlCPjZgp64-OO7dVfohQ0sOhMT8Sj6ee1mMD.77rntkvbeFRSBn7s?continueMode=true&_x_zm_rtaid=dl17Z20cRfaXot46Ov9Q5A.1645174787012.b910d1f9bcee03de42ede68fe0b3ef3e&_x_zm_rhtaid=810) is: workshop#2 {% endhint %} {% file src="/files/tKZOatmN14lhuJmxBoIR" %} {% hint style="info" %} Patricia Torres-Burd also led a **Question and answer session**. The English version is available [here](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022/questions-and-answers-session). The Spanish version is available [here](https://projects-primed.gfmd.info/policy-learning/workshops/media-viability-workshop-feb.-2022/sesion-de-preguntas-y-respuestas). {% endhint %} ## Lessons from Myanmar: Public Service Announcements and other ways to support media viability Tessa Piper, MDIF's Programme Director for Southeast Asia, joined the conversation and made the following relevant points: * MDIF works in the region through the Myanmar Media Programme and the Southeast Asia Technical Assistance Initiative. Through these programmes, the MDIF works with 20 mostly news-based organisations. Limited support is also provided for 20 smaller media organisations. * COVID-19 halted advertising opportunities that media organisations depended on. * In Myanmar, a military coup also halted media companies. However, almost all partners have continued to operate both from the ground and from exile. * The Myanmar PSA initiative began as a response to the hardships that emerged from 2020 onwards. It provided the public with reliable information about COVID-19, and media organisations with provisional revenue. PSAs were published in a variety of formats, from cartoons, pamphlets, and even songs. * PSAs had not been explored much prior to the Myanmar PSA initiative. {% hint style="info" %} The full PowerPoint presentation is available below. The presentation recording is available [here](https://us02web.zoom.us/rec/play/tsAkdok2nIlha5iCURiGJ6sT1dAk-QHN59BsfIbRybXqBXr6W9ACIG2tphx7WqZpu87EBGlTHXFZozx8.vEdaQIZFGlBUTgyc?continueMode=true&_x_zm_rtaid=3c6CB6M7R0SbIKf-cjIPbA.1645088790672.5d1223df626eef1fb4c4ae519e62571b&_x_zm_rhtaid=438) from timestamp 01:38:44 to 01:58:20. The password to access[ this recording](#session-1-february-1-2022) is: workshop#2 {% endhint %} {% file src="/files/mzktdM31NAExXeEH2pJf" %} ## Case study: Building Audiences in Tanzania Maha Taki from BBC Media Action, as well as Halima Kassim, Senior Mentor for Tanzania, Anna Bwana, Country Director for Ethiopia, and Pandael Omari, Partnerships Development Manager, took the stand to explain their work in Tanzania. BBC has been working in Tanzania for 10 years, with an office established in 2012. It has supported over 50 media partners. {% hint style="info" %} The full PowerPoint presentation is available below. The presentation recording is available [here](https://us02web.zoom.us/rec/play/tsAkdok2nIlha5iCURiGJ6sT1dAk-QHN59BsfIbRybXqBXr6W9ACIG2tphx7WqZpu87EBGlTHXFZozx8.vEdaQIZFGlBUTgyc?continueMode=true&_x_zm_rtaid=3c6CB6M7R0SbIKf-cjIPbA.1645088790672.5d1223df626eef1fb4c4ae519e62571b&_x_zm_rhtaid=438), from timestamp 02:08:03 to 02:33:18. The password to access [this recording ](https://us02web.zoom.us/rec/play/RNOaoPU8iE8pbpoW5GwChqq6PHRm6wZAGyWX15BgvdZBvlCPjZgp64-OO7dVfohQ0sOhMT8Sj6ee1mMD.77rntkvbeFRSBn7s?continueMode=true&_x_zm_rtaid=dl17Z20cRfaXot46Ov9Q5A.1645174787012.b910d1f9bcee03de42ede68fe0b3ef3e&_x_zm_rhtaid=810)is: workshop#2 {% endhint %} {% file src="/files/vpXDEqcgBw8VHQ18RFEF" %} ## Gender and viability: Business coaching case study from Central America Larissa Buschmann, Programme Coordinator for Gender and Media, and Paloma Lainz, Project Officer at Free Press Unlimited (FPU) presented their 'Gender and viability: Business coaching case study from Central America'.They made the following important points: * There are three business coaching processes: environmental, organisational, and team. * The Case Study includes: the incident, the development of a gender and inclusion policy, and protection in the form of its implementation. * Transparency is a key aspect of the development of a gender-equal policy. * Participatory processes make the development of gender-inclusive policies more successful. * A **Gender and Inclusion Policy** has the following key characteristics: Analysis, legal environment, issues, gender and inclusion committee, and car roles and processes. * The ideal **Gender and Inclusion Committee** has the following characteristics: participants (director, external advisor, representative of staff), a structure, a monthly meeting, and the allocation of 2% of the annual budget of the media outlet to the Committee. {% hint style="info" %} The full PowerPoint presentation is available below. The presentation recording is available [here](https://us02web.zoom.us/rec/play/tsAkdok2nIlha5iCURiGJ6sT1dAk-QHN59BsfIbRybXqBXr6W9ACIG2tphx7WqZpu87EBGlTHXFZozx8.vEdaQIZFGlBUTgyc?continueMode=true&_x_zm_rtaid=3c6CB6M7R0SbIKf-cjIPbA.1645088790672.5d1223df626eef1fb4c4ae519e62571b&_x_zm_rhtaid=438), from timestamps 02:50:00 to 03:15:00. The password to access[ this recording](https://us02web.zoom.us/rec/play/RNOaoPU8iE8pbpoW5GwChqq6PHRm6wZAGyWX15BgvdZBvlCPjZgp64-OO7dVfohQ0sOhMT8Sj6ee1mMD.77rntkvbeFRSBn7s?continueMode=true&_x_zm_rtaid=dl17Z20cRfaXot46Ov9Q5A.1645174787012.b910d1f9bcee03de42ede68fe0b3ef3e&_x_zm_rhtaid=810) is: workshop#2 {% endhint %} # Questions and answers session The session on media viability and sustainability at the Global Conference for Media Freedom was followed by a questions and answers with Patricia Torres-Burd. {% hint style="info" %} A Spanish version of this Q\&A is available [here](https://projects-primed.gfmd.info/donor-practitioner-convening/media-viability-feb.-2022/sesion-de-preguntas-y-respuestas). {% endhint %} ### **Why connecting with audiences is vital for viability** Patricia Torres-Burd, Managing Director of MDIF’s Media Advisory Services, ran a workshop session on the “First steps towards viability” for independent media in challenging environments as part of PRIMED, a UK-funded initiative supporting media in Ethiopia, Bangladesh and Sierra Leone. The session focused on the importance of media understanding their audience and using that insight to build relationships and revenues. In a Q\&A follow-up to the session, Torres-Burd provides further thoughts on how independent media can better connect with their audience. ### **Why is understanding your audience fundamental to running a news business?** A news business provides a product with its own specific make-up of news and information. That product is then presented to the audience, who is the news brand's consumer. As in any business, not having a thorough understanding of your customer/consumer will lead to inefficiencies, missteps in audience engagement and difficulties in growth and impact. Tracking audience data will allow a newsroom to understand their consumer better and interact with them. In addition, this information can provide an excellent launchpad for growth that combines the ability to attract a new audience/consumers while ensuring retention of the loyal base. ### **What are the benefits of audience research? Can you give an example of it being done well?** It is vital to understand the traffic and habits of those that read/visit your content. If they are only staying for a couple of seconds, they have most likely not found anything that serves them. If they do remain longer, are they finishing certain types of pieces? Can you then guide them to other similar content within your site? The news world, for the most part, experienced a COVID bump in traffic, and those who retained these new consumers were media organisations that were active audience listeners – they provided crucial information for their community that lasted beyond the bump and created loyalty. It is about properly informing and delivering value to the community you serve. Many MDIF clients carefully follow their audience habits and have introduced added content (by testing specific genres) to create this “added value proposition”. In several examples, beyond critical COVID information, many of these newsrooms began to offer services such as educational resources for parents, government programme links for small businesses and even reading and film recommendations. The pandemic drastically changed how people consume news and those media that adapted and adjusted their newsroom priorities have been able not only to retain their base audience but, in many cases, have also seen impressive growth. ### **How does a media organisation really listen to its audience?** There are many options, both free of charge and paid tools. The choice really depends on how the data will be interpreted and, most importantly, utilised. It is not enough to say we have X number of unique visitors; the news editorial leadership must set audience engagement as a priority part of their strategy. There is also the issue of capacity – who is responsible for measuring this data and providing useful metrics that the news teams can use? As we know, SEO plays a critical role in the titles of content and way beyond. I should clarify that SEO and specific metrics will always vary and that they are particular to each organisation. There are media entities with tremendous impact and reach who serve their communities extensively. There are also much smaller audiences that make up the core of media that is just as important in the region or community they cover, providing critical information that those readers (large or small) can use in their daily lives. I would add that ensuring there is a loyal base that is well served and can then grow is pivotal. Many media, unfortunately, are focused on metrics such as the top of the funnel in monthly unique visitors and do not understand the critical importance of the loyal user. It is this much smaller but so important sector that defines the real base of your consumer/customer/audience. ### **Can you give some examples of how media have worked well with their community?** One of the reasons I love working at MDIF is that we support media whose mission it is to serve. They work diligently to create value and trust to inform their readers. We saw so many of them rise to the occasion during the pandemic – I will name a few here, but all of them did. **RTV21 in Kosovo**, a television and digital platform media organisation, went far beyond mobilising its community during COVID and especially in the first couple of months. The leadership provided space and time (paid) for their staff to help others in a manner of their choosing. RTV21's staff not only volunteered to help but also found purpose. An especially important side effect of this was that the needs, questions and concerns of those they helped provided incredible value to the newsroom and company as they worked to inform people in Kosovo. Other examples included: **The Daily Maverick in South Africa**, which immediately pivoted their highly successful in-person events to online. They quickly realised that people were desperate for information and conversations and needed to be able to ask questions of those in power. Their first webinars or Zoom events included government and health officials talking about the pandemic measures for the country. They later began to include subjects for small businesses that were impacted. This and the other examples helped them to better serve their community by providing vital information that was changing minute by minute. **Red Acción in Argentina** connected community callouts to those who needed help with those who could offer it. They matched people who could cook, deliver or help in some other way to those who were struggling. In turn, the team created a way for people to come together and positively impact their communities. They motivated and connected people as well as helped mobilise them to action. **In Ecuador GK**, a digital news site, helped people to mourn those they lost. The country was amongst the hardest hit by the pandemic and relatives had trouble recovering their loved ones' remains. GK provided a space for people to add images, pictures, memories and record a special tribute to them. It provided a way of respect, connection, support and remembrance of the tragedy of the pandemic and served as a form of closure when funerals and normal traditions were not possible. ### **How can auditing your audience strategy support viability?** Auditing your audience strategy can help viability, and how it does depends on the viability strategy of the organisation. Without an audience deep dive and audit, any organisation would be hard-pressed to effectively decide if a membership or subscription model or any other product introduction will work for them. Likewise, a media organisation cannot ask their audience to support them with payment if they don’t have a very cohesive understanding of the consumer base. A keen understanding of many of the areas mentioned earlier and much more will provide growth opportunities. For example, if readers remain on your site – and on one specific content genre – does it make sense to think about and test a newsletter in that genre? The opportunity to have them engage is right there, with a properly placed newsletter subscription call to action. This is one example – we know from industry data that newsletters, when executed properly, can provide remarkably high percentages of engagement return. If the relationship is built properly and the product is evaluated, designed and delivered with the consumer in mind, it can and will lead to substantial conversion in audience, engagement and support (membership) or subscriptions. Other examples will include a better definition of the value proposition your organisation offers, how and when to deliver it, and in doing so identify the best ways to further engage with the audience. These will lead to better planning in content verticals, newsletters, webinars, podcasts, etc., and will provide opportunities for reaching new audiences, increasing impact and scale that translates into revenue. ### **What types of small collaborations can be effective with other media and non-media?** The value of collaboration depends on the type or emphasis of the news and information any media organisation produces. There may be collaborations that focus on an urgent need and impact tailored to be more in the pacing of singular efforts/initiatives, or opportunities may present themselves that are better suited to long-term cooperation. Partnering with other media increases efficiency through shared costs, it can also provide exposure to talent as well as expertise and news leads beyond the media outlet’s current reach. Some of the very well-known collaborations include the famous Panama Papers and more recent Paradise Papers, which would not have been possible without extensive cooperation. Smaller but just as important efforts may include two separate media organisations partnering to cover any range of issues by sharing efforts and knowledge. The communities they serve in their respective regions or countries will benefit from such a partnership. The formula for any collaboration will vary but should be centred on bringing expertise to inform readers and providing strength in reporting and reach, translating to impact. There are also client-based partnerships where an entity will support certain informative efforts without any editorial input. We have seen examples where a bank has supported a series of financial education segments geared at women and young entrepreneurs. However, there needs to be great caution when working with a brand to ensure that they are not just selling a service, for example a bank could be a sponsor but not advertising their credit card or a product. ![](/files/qSdixtl4t6wjRKnLYAFY) ### **Please explain the 4-sector chart** This chart applies to a need for media, anywhere in the world, to have a thorough understanding of the market they serve, including market statistics for audience, demographics, access to print, radio, tv and digital, and also a definition of the competition and what economic, political and cultural barriers are present. Pricing of the market does not only apply to advertising (programmatic, platform specific, banner or direct) but also staffing and capacity of delivery. The latter includes staff retention which is a problem around the world. \ One of the most problematic statements is, "we have no competition". That is insanity. In today’s media landscape, content is delivered in a multitude of manners, when and where people want to consume it and, in many cases, instantly. Everyone has competition! ### **Business Opportunities** Having a clear picture of the market you serve requires time, patience, research and asking many questions of your constituency, partners and even competitors. It is work that will result in creative manners in which to overcome obstacles and find new business opportunities. ### **Data & Audience Metrics** At the same level of importance is when a media organisation has taken the time to have a thorough understanding of their community or the audience they want to serve, they will be better able to provide them with daily information, as we have seen in the pandemic and the current crisis, in times of critical needs. In addition, the ability to accurately measure the data available from the audience/consumers will translate into better engagement AND business opportunities. ### **New Audiences** The same process of audience analytics will also allow for identifying a sector of the community that is not consuming your news or content. Is it possible to attract them? What do they consume? Where are they? What do they need? How can you increase your audience reach and at the same time stay true to your mission and your current loyal readers? If your site suddenly sees an increase in traffic, are you able to retain them? If not, why not? These points are all very strategic in nature and will help create a momentum for steady growth. ### **Long-term Relationships** Any relationship, business, engagement, or partnership is built on trust. Understanding the above points will help leadership plan for the future, while at the same time protecting their relationships with audience, clients, grantors or investors. In closing, a great focus is placed on the business of media and how to reach sustainability. If media is to continue its critical role in serving communities and providing access to information to empower – they must survive. There is no one recipe that fits all. Each media, organisation, region and country are vastly different, as are the audiences they reach. Yet we can and should learn from those who are innovating and introducing immensely powerful manners to add value to the lives of those they serve. # Sesión de preguntas y respuestas La sesión sobre viabilidad y sostenibilidad de los medios en la Conferencia Global para la Libertad de los Medios fue seguida por una sesión de preguntas y respuestas con Patricia Torres-Burd. {% hint style="info" %} La versión de esta sesión de preguntas y respuestas está disponible en Inglés [aquí](https://projects-primed.gfmd.info/donor-practitioner-convening/media-viability-feb.-2022/questions-and-answers-session). {% endhint %} ### **¿Por qué conectar con audiencias es vital para la viabilidad?** Patricia Torres-Burd, Directora Gerente de los Servicios de Asesoría de Medios de MDIF, (MAS) dirigió una sesión de taller sobre los "Primeros pasos hacia la viabilidad" para los medios independientes en entornos desafiantes como parte de PRIMED, una iniciativa financiada por el Reino Unido que apoya a los medios de comunicación en Etiopía, Bangladesh y Sierra Leona. La sesión se centró en la importancia de que los medios entiendan a su audiencia y utilicen esa información para construir relaciones e ingresos. En un seguimiento de preguntas y respuestas a la sesión, Torres-Burd proporciona más información para los medios independientes que buscan conectarse con su audiencia ### **¿Por qué la comprensión de su audiencia es fundamental para dirigir un negocio de noticias?** Un negocio de noticias proporciona un producto con su propia composición específica de noticias e información. Ese producto se presenta a la audiencia, que es el consumidor de la marca de noticias. Como en cualquier negocio, no tener una comprensión profunda de su cliente / consumidor conducirá a ineficiencias, pasos en falso en la participación de la audiencia y dificultades en crecimiento e impacto. El seguimiento de datos de audiencia permitirá a una sala de redacción comprender mejor a su consumidor e interactuar con ellos. Además, esta información puede proporcionar una excelente plataforma de lanzamiento para crecimiento que combina la capacidad de atraer a una nueva audiencia / consumidor al mismo tiempo que garantiza la retención de la base leal. ### **¿Cuáles son los beneficios de la investigación de audiencias ? ¿Puede dar un ejemplo de que se está haciendo bien?** Es vital comprender el tráfico y los hábitos de consumo de aquellos que leen / visitan su contenido. Si solo se quedan un par de segundos, lo más probable es que no hayan encontrado nada que les sirva. Si permanecen más tiempo: ¿Están terminando ciertos tipos de contenido? ¿Puedes entonces guiarlos a otro contenido similar dentro de tu sitio o a otro producto que ofreces? El mundo de las noticias, en su mayor parte, experimentó un aumento de búsqueda para información y consume de noticias y tráfico durante COVID. Los que retuvieron a estos nuevos consumidores fueron organizaciones de medios que sirvieron y sirven como oyentes activos de audiencia: proporcionaron información crucial para su comunidad que duró más allá de este evento mundial y quienes crearon lealtad. Se trata de informar adecuadamente y entregar valor a la comunidad a la que se sirve. Muchos clientes de MDIF siguen cuidadosamente los hábitos de sus audiencias y han introducido contenido (probando géneros específicos) para crear esta "propuesta de valor agregado". En varios ejemplos, más allá de la información crítica de COVID, muchas de estas redacciones comenzaron a ofrecer servicios como recursos educativos para padres, enlaces de programas gubernamentales para pequeñas empresas e incluso recomendaciones de lectura y películas. La pandemia cambió drásticamente la forma en que las personas consumen noticias y aquellos medios que adaptaron y ajustaron sus prioridades de redacción han podido no solo retener a su audiencia base, sino que, en muchos casos, también han experimentado un crecimiento impresionante. ### **¿Cómo** **escucha realmente una organización mediática a su audiencia?** Hay muchas opciones, tanto gratuitas como de pago. La elección realmente depende de cómo se interpretarán los datos y, lo que es más importante, como se utilizarán. No basta con decir que tenemos X número de visitantes únicos; el liderazgo editorial de noticias debe establecer la participación y relación de su audiencia como una parte prioritaria de su estrategia. También está el tema de la capacidad: ¿Quién es responsable de medir estos datos y proporcionar métricas útiles que los equipos de noticias puedan usar? Como sabemos, el SEO juega un papel crítico en los títulos de contenido y mucho más allá. Debo aclarar que el SEO y las métricas específicas siempre variarán y que son particulares para cada organización. Hay entidades de medios con un tremendo impacto y alcance que sirven a sus comunidades ampliamente. También hay audiencias mucho más pequeñas que conforman el núcleo de los medios que son igual de importantes en la región o comunidad que cubren, proporcionando información crítica que esos lectores (grupos grandes o pequeños) pueden usar en su vida diaria. Agregaría que garantizar que haya una base leal que esté bien servida y que luego pueda crecer es fundamental. Muchos medios, desafortunadamente, se centran en métricas como la parte superior del embudo en visitantes únicos mensuales y no entienden la importancia crítica del usuario leal. Es este sector mucho más pequeño pero tan importante el que define la base real de su consumidor / cliente / audiencia. ### **¿Puede dar algunos ejemplos de medios que han trabajado bien con su comunidad?** Una de las razones por las que me encanta trabajar en MDIF es que apoyamos a medios cuya misión es servir. Trabajan diligentemente para crear valor y confianza para informar a sus lectores. Vimos a muchos de ellos estar a la altura de las circunstancias durante la pandemia, nombraré algunos aquí, pero todos lo hicieron. RTV21 en Kosovo, una organización de medios de televisión y plataforma digital, movilizó a su equipo mucho más allá de ofrecer noticias críticas para su comunidad durante COVID y especialmente en los primeros meses. El liderazgo proporcionó espacio y tiempo (pagado) para que su personal ayudara a otros de la manera que eligieran. Todos podemos relacionarnos con sentirnos asustados, vulnerables y querer ayudar a los demás. El personal de RTV21 no solo se ofreció como voluntario para ayudar, sino que también encontró un propósito. Un efecto secundario especialmente importante de esto fue que las necesidades, preguntas y preocupaciones de aquellos a quienes ayudaron proporcionaron un valor increíble a la sala de redacción y a la compañía mientras trabajaban para informar a la población de Kosovo. Otros ejemplos incluyen: **The Daily Maverick** en Sudáfrica, que inmediatamente cambió sus exitosos eventos en persona a formato virtual. Rápidamente se dieron cuenta de que la gente estaba desesperada por información y conversaciones y necesitaba poder hacer preguntas a los que están en el poder del país. Sus primeros seminarios web o eventos de Zoom incluyeron funcionarios gubernamentales y de salud que hablaron sobre las medidas de la pandemia para el país. Más tarde comenzaron a incluir temas para pequeñas empresas que se vieron afectadas. Este y los otros ejemplos les ayudaron a servir mejor a su comunidad al proporcionar información vital que estaba cambiando minuto a minuto. **Red Acción en Argentina** conectó las llamadas de la comunidad con aquellos que necesitaban ayuda con los que podían ofrecerla. Emparejaron a las personas que podían cocinar, entregar o ayudar de alguna otra manera con aquellos que estaban luchando. A su vez, el equipo creó una forma para que las personas se unan e impacten positivamente en sus comunidades. Motivaron y conectaron a las personas, así como ayudaron a motivarlas a la acción. En Ecuador, el **sitio de noticias digitales GK** ayudó a las personas a honrar y respetar a los que perdieron. El país fue uno de los más afectados por la pandemia y los familiares tuvieron problemas para recuperar los restos de sus seres queridos. GK proporcionó un espacio para que las personas agregaran imágenes, recuerdos y grabaran un tributo especial a ellos. Proporcionó una forma de respeto, conexión, apoyo y recuerdo de la tragedia de la pandemia y sirvió como una forma de cierre emocional cuando funerales y tradiciones normales no eran posibles. ### **¿Cómo puede la auditoría de su estrategia de audiencia apoyar la viabilidad?** Auditar su estrategia de audiencia puede ayudar a la viabilidad/ sostenibilidad, y cómo lo hace depende de la estrategia de lo mismo de parte de esa organización. Sin una inmersión profunda de datos de audiencia y una auditoría, cualquier organización tendría dificultades para decidir de manera efectiva si un modelo de membresía o suscripción o cualquier otra introducción de productos funcionará para ellos. Del mismo modo, una organización de medios no puede pedir a su audiencia que apoye en forma financiera si no tienen una comprensión muy cohesiva de su base de consumidores – que quieren, cuando y como. Una comprensión profunda de muchas de las áreas mencionadas anteriormente y mucho más, proporcionará oportunidades de crecimiento. Por ejemplo, si los lectores permanecen en su sitio, y en un género de contenido específico: ¿Tiene sentido pensar y probar un boletín informativo (newsletter) en ese género? La oportunidad de hacer que participen está ahí, con una llamada de acción de suscripción (al newsletter / otro producto) correctamente colocada. Este es un ejemplo : sabemos por los datos de la industria que los newsletters, cuando se ejecutan correctamente, pueden proporcionar porcentajes notablemente altos en medidas de conversión. Si la relación se construye correctamente y el producto se evalúa, diseña y entrega teniendo en cuenta al consumidor, puede conducir y conducirá a una conversión sustancial en audiencia, compromiso y soporte (membresía) o suscripciones. Otros ejemplos incluirán una mejor definición de la propuesta de valor que ofrece su organización, cómo y cuándo entregarla, y al hacerlo, identificar las mejores formas de interactuar aún más con la audiencia. Esto conducirá a una mejor planificación en verticales de contenido, boletines/ Newsletter, seminarios web, podcasts, etc., y brindará oportunidades para llegar a nuevas audiencias, aumentando el impacto y la escala que se traduce en ingresos. ### **¿Qué tipos de pequeñas colaboraciones pueden ser efectivas con otros medios y no medios?** El valor de colaboración depende del tipo o énfasis de noticias e información que produce cualquier organización de medios. Puede haber colaboraciones que se centren en una necesidad urgente y un impacto adaptados para estar más en el ritmo de esfuerzos / iniciativas singulares, o pueden presentarse oportunidades que se adapten mejor a cooperación a largo plazo. La asociación con otros medios aumenta la eficiencia a través de costos compartidos, también puede proporcionar exposición al talento y contactos potenciales de experiencias y noticias más allá del alcance actual del medio de comunicación. Algunas colaboraciones muy conocidas incluyen los famosos Panamá Papers y los más recientes Paradise Papers, que no habrían sido posibles sin una amplia cooperación. Los esfuerzos más pequeños, pero igual de esenciales, pueden incluir dos organizaciones de medios separadas que se asocian para cubrir cualquier gama de temas mediante el intercambio de esfuerzos y conocimientos. Las comunidades a las que sirven en sus respectivas regiones o países se beneficiarán de dicha asociación. La fórmula para cualquier colaboración será variada, pero debe centrarse en aportar experiencia para informar a los lectores y proporcionar fortaleza en la presentación de informes y el alcance, lo que se traduce en impacto. También hay asociaciones basadas en el cliente en las que una entidad apoyará ciertos esfuerzos informativos sin ningún aporte editorial. Hemos visto ejemplos en los que un banco ha apoyado una serie de segmentos de educación financiera dirigidos a mujeres y jóvenes empresarios. Sin embargo, debe haber mucha precaución al trabajar con una marca para asegurarse de que no solo están vendiendo un servicio, por ejemplo, un banco podría ser un patrocinador, pero no anunciar su tarjeta de crédito o “vender” un producto. ### **Por favor, explique el gráfico de 4 sectores** ![](/files/qSdixtl4t6wjRKnLYAFY) Este gráfico se aplica a la necesidad de que medios de comunicación, en cualquier parte del mundo, tengan una comprensión profunda del mercado al que sirven, incluidas las estadísticas de ese mercado par: audiencia, demografía, acceso a la prensa, radio, televisión y plataformas digitales, y también una definición de la competencia y qué barreras económicas, políticas y culturales están presentes. Los precios del mercado no solo se aplican a la publicidad (programática, específica de la plataforma, banner o directa), sino también a la dotación de personal y la capacidad de entrega. Este último incluye la retención del personal, que es un problema en todo el mundo. \ Una de las afirmaciones más problemáticas es: "no tenemos competencia". Eso es una locura. En el panorama actual de medios de comunicación, el contenido se entrega de muchas maneras, cuándo y dónde las personas quieren consumirlo y, en muchos casos, al instante. ¡Todos tienen competencia! ### **Oportunidades de Negocio** Tener una imagen clara del mercado al que se sirve requiere tiempo, paciencia, investigación y hacer muchas preguntas a su electorado, socios e incluso competidores. Es un trabajo que se traducirá en maneras creativas en las que superar obstáculos y encontrar nuevas oportunidades de negocio. ### **Métricas de datos y audiencia** Al mismo nivel de importancia es cuando una organización mediática se ha tomado el tiempo para tener una comprensión profunda de su comunidad o de la audiencia a la que quiere servir, estará en mejores condiciones de proporcionarles información diaria ~~y~~, como hemos visto en la pandemia y crisis actual, en tiempos de necesidades críticas. Además, la capacidad de medir con precisión datos disponibles de la audiencia / consumidores se traducirá en un mejor compromiso y oportunidades de negocio. ### **Nuevas audiencias** El mismo proceso de análisis de audiencia también permitirá identificar un sector de la comunidad que no está consumiendo sus noticias o contenido. ¿Es posible atraerlos? ¿Qué consumen? ¿Dónde están? ¿Qué necesitan? ¿Cómo puede aumentar el alcance de su audiencia y, al mismo tiempo, mantenerse fiel a su misión y a sus lectores leales actuales? Si su sitio de repente ve un aumento en el tráfico, ¿Puede retenerlos? Si no, ¿Por qué no? Todos estos puntos son de una naturaleza muy estratégica y ayudarán a crear un impulso para un crecimiento constante. ### **Relaciones a largo plazo** Cualquier relación, negocio, compromiso o asociación se basa en confianza. Comprender los puntos anteriores ayudará al liderazgo a planificar para el futuro, al mismo tiempo que protege sus relaciones con la audiencia, clientes, otorgantes o inversores. Para terminar, se pone un gran foco en el negocio de medios de comunicación y cómo alcanzar la sostenibilidad. Si los medios de comunicación quieren continuar su papel crítico en el servicio a las comunidades y proporcionar acceso a la información para empoderar, deben sobrevivir. No hay una receta que se adapte a todos. Cada medio, organización, región y país son muy diferentes, al igual que las audiencias a las que llegan. Sin embargo, podemos y debemos aprender de aquellos que están innovando e introduciendo modales inmensamente poderosos para agregar valor a las vidas de aquellos a quienes sirven. # Coalitions for Change (Aug/Sept 2021) This learning brief by Michael Randall and published by PRIMED presents the findings of an online workshop held from August 30 to September 3, 2021 and organized by the International Media Support. {% hint style="info" %} The full learning brief is available [here. ](https://drive.google.com/file/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing) {% endhint %} The purpose of the learning brief is to share the lessons learned with stakeholders who benefit from the PRIMED programme, as well as other participants of the media development community. > #### *"It's not about forming an institution- but a platform upon which the collective good is advanced."* Tabani Moyo ### [Coalitions](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/coalitions) Coalitions are temporary alliances of different actors with a variety of interests and affiliations looking to achieve common goals through collective action and advocacy. This learning brief presents the unique abilities of coalitions to fundraise and advocate, explains why coalitions are needed in the media development sector, and highlights the best way to start a coalition. The report covers the architecture of coalitions, the considerations that should be taken into account when assembling coalitions, the most effective leadership structures, and details how although there is no linear evolution that coalitions should follow, there are certain actions that coalition members can take, from incorporating an incremental approach to using analytical tools, to ensure that the evolution is successful. Finally, this section of the report also addresses the support from the international community in terms of how effective it is for international agents to collaborate with local media development organisations. The full summary of these sections is available [here](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/coalitions). {% hint style="info" %} The full report is available [here](https://drive.google.com/file/u/2/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing), and these themes are discussed on pages 4- 8. {% endhint %} ### [Methods, tools and techniques ](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/methods-tools-and-techniques) The workshop participants highlighted different techniques for the capacity-building of coalitions: * Research and monitoring * Stakeholder consultations * Direct advocacy * Exchanging experience * Legal analysis and drafting * Media programming * Public engagement * Support mechanisms Additionally, key areas for upskilling include training in engagement and advocacy, consultancy in governance and project management, and awareness-raising of international norms and best practice models. The full summary of this section is available [here](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/methods-tools-and-techniques). {% hint style="info" %} The full report is available [here](https://drive.google.com/file/u/2/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing), and this section is included on pages 9-10. {% endhint %} ### [Sustainability](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/sustainability) Because most media and civil society collaborations lack the vision to naturally integrate sustainability into their vision. However, including sustainability is linked to a coalition's relevance, and thus must be considered. The following are some of the suggestions that the learning brief highlights to naturally include sustainability in a coalition's planning: * Borrowing from existing structures instead of trying to build new structures from the ground up. * Diversifying sources of income. * Sharing responsibilities among coalition members. The full summary of this section is available [here](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/sustainability). {% hint style="info" %} The full report is available [here](https://drive.google.com/file/u/2/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing), and this section is included on pages 10-11. {% endhint %} ### [Common Challenges ](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change/common-challenges) The most commonly mentioned challenges that coalitions face are: * Building trust with governments stakeholders. * Managing competing agendas. * Maintaining momentum. * Steep learning curve. The full summary of this section is available [here](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/common-challenges). > *"Coalitions need to be nurtured and requre a lot of diplomacy and tact to bring people together around a common agenda, not least because collaboration doesn't come naturally to media in volatile and often highly-competitive environments."* {% hint style="info" %} The full report is available [here](https://drive.google.com/file/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing), and this section is included in pages 11-12. {% endhint %} ### [Theory of Change ](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/theory-of-change) The Model of Theory of Change presented maps out a generic sequencing, drawing together multiple approaches and intervention models. It is unlikely that any one coalition would cover all the activity strands depicted, going from strategic development and capacity-building, to technical assistance and advocacy. The graphic is included [here](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/theory-of-change), and on page 14 of the full learning brief, available [here](https://drive.google.com/file/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing). ### [Case Studies ](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/case-studies) In the making of the learning brief, six case studies were highlighted: * Coalition Building for Press Freedom in Somalia * Media Alliance of Zimbabwe * Pakistan Journalists' Safety Coalition * Media Freedom in Zambia * Declaration on Media Freedom in the Arab World * Media Advocacy Coalition, Republic of Georgia The summary of the coalitions' objectives, activities, and outcomes is available [here](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/case-studies). The case studies are also included in the learning brief, as well as the lessons learned from each of the coalitions. The full document is available [here](https://drive.google.com/file/u/2/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing). ### [Resources](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/resources) In addition to the learning brief, the PRIMED workshop compiled three view interviews with Adnan Rehat, Maha Taki, and Tabani Moyo, as well as two interview transcripts with Dr. Haron Mwangi and Jane Chirwa. The video interviews and the summary of the transcripts are available [here](https://projects-primed.gfmd.info/policy-learning/updates/coalitions-for-change-collective-action-better-media-ecosystems/resources). The full transcripts are available [here](https://drive.google.com/file/d/1IX4fpjQAM7etwgfPu5K0oSYFJY1n33dL/view?usp=sharing). # Coalitions #### Architecture of Coalitions Although there isn't a solution applicable to all cases, as the architecture of a coalition depends on the target area and themes being addressed, a focus on inclusivity gives coalitions greater credibility and coherence. Such inclusivity can be achieved by: * Involving actors who represent specific identity groups suck as women and minorities. * Identifying diversity-related angles to themes addressed by the coalition. * Communication platforms and materials are targeted at different groups based on their needs, among others. #### Key findings: when assembling a coalition * Ensuring diversity. * Building credibility. * Maximising convening power. * Including people in positions of influence. #### Leadership Coalitions can be led in various ways, from single organisations to individual members assuming the leadership. Clear communication is also essential for securing commitment, and can be underpinned by regular meetings and public engagement that promotes transparency. Clear leadership is fundamental especially when international development partners are involved in building coalitions, as they should avoid rigid approaches and instead foster equal partnerships. #### Evolution Although there is no predetermined developmental process that coalitions should follow, leaders usually do prefer to start small and build their efforts gradually. However, other coalitions' evolution is determined by the pace and scale of the project in question. Analytical tools can also be used to ensure that the evolution can be shaped by empirical evidence, thus creating the basis for the development and initiation of core activities. > *"An effective strategy should probably incorporate an incremental approach, whereby you start with quick wins, tackling issues that you know can move in the right direction in a relatively short space of time."* PRIMED Workshop Participant As coalitions move forward and make higher-level impact, they should incur in strong monitoring, evaluation and learning (MEL) in order to justify their decisions, adjust strategies and motivate coalition members, as well as reporting back to stakeholders. #### Support from the international community It is recommended that media development agencies initiate and nurture actions and then coalition members take ownership and set the agenda. This is because although international agencies have considerable and valuable expertise and experience, coalition members should feel empowered to define and influence the support they receive from international partners in order to fully reflect their needs. In addition to coordination, coalition members must also be ready to negotiate and demand better coordination from international partners. The most common complaint was the rigidity of international donors, which led to many donors only working with coalitions if the activities were time-bound and focused on swift results. Further, there is also a concern of coalitions becoming donor-dependent. > *"The current 'programmatic' funding model by donors- where funds are earmarked for specific purposes and activities, with no room for adjustment or variation to respond to emerging challenges and realities outside the programme- is a deterrent to building coalitions and collaborations."* PRIMED Workshop participant #### Key findings on the value of media development agencies * Training and technical assistance support advocacy. * Knowledge-sharing facilitation. * Access to external experience. * Improving donor coordination to avoid duplication of effort and explore synergies. #### Key findings on the essential attributes of successful coalitions * Understanding of the context. * Mutual trust. * Open engagement. * Local ownership. * Shared vision. * A focus on measurable results. # Methods, tools and techniques There are various techniques, as highlighted by the PRIMED workshop, that build the capacity of coalition members, facilitate dialogue among stakeholders, and advocate for positive change. #### Research and monitoring Aimed at getting an in-depth understanding of the issues to be addressed, and using this insight to determine the appropriate intervention logic. #### Stakeholder consultations There must be consultation among stakeholders who are directly affected in order to secure consensus around immediate priorities and effective approaches. #### Direct advocacy Meetings, roundtables and conferences that bring together different stakeholders should take place in order to establish different solutions to challenges. #### Exchanging experience Consultancy, training, and peer-to-peer exchanges allow stakeholders to benefit from others' learning experiences. #### Legal analysis and drafting Efforts to improve media legislation and regulation have often been led by collaboration among stakeholders while drafting legal texts, drawing on external and internal expertise. #### Media programming Media coverage of specific themes and subjects can lead to decision-makers being held accountable for their actions or inactions. This can also lead to support among civil society actors and will help in shaping public opinion. #### Public engagement Including the public can be crucial to a coalition's success. Tow halls, meeting and petitions are all ways in which coalitions can actively engage the public. #### Support mechanisms There is value in providing sustained moral support to media outlets and practitioners. Meetings, discussions, as well as formal mechanisms like helplines and peer-to-peer support mechanisms and platforms are effective in supporting journalists. #### Key findings on areas to upskill * Training in engagement and advocacy. * Consultancy in governance and project management. * Training in fund-raising and grants. * Awareness-raising of international norms and best practice models. # Sustainability Sustainability is a crucial aspect of a coalition's relevance, as well as shifting sands of stakeholder agendas. However, many coalitions fail to consider sustainability as a key pillar. > *"Most media and civil society collaborations lack the vision to effect lasting societal change. They are driven by short-term activities, largely funded by donors, that rarely provide for sustained transformative plans and activities. Thus, most coalitions have failed to see themselves as agents of enduring change."* Dr. Haron Mwangl, former CEO of the Media Council of Kenya. #### Considerations for the sustainability of a coalition: * Borrowing from existing sustainable structures and mechanisms. * Avoiding extraneous administrative structures when not mission critical. * Diversifying sources of income. * Sharing responsibilities and tasks among coalition members, instead of completely relying on a coalition leader. * Seek synergies with other similar programmes. #### Key findings on barriers to sustainability * Donor dependence. * Cop-opting of civil society leaders by government. * Reliance on traditional engagement and communication methods. * Waning interest among key stakeholders. # Common challenges #### Building trust with government stakeholders Coalitions must find ways of persuading government stakeholders to cede political ground and adopt recommendations, which some stakeholders might see as a challenge to their authority. Thus, trust-building is imperative and tied to openness, transparency, and constant engagement. #### Managing competing agendas Because coalitions bring together stakeholders from media and civil society, competition in terms of agendas and donor funding is prevalent among members. However, managing these differences and agendas is possible through tact and diplomacy, as well as insights to identify common interests among differing parties. #### Maintaining momentum Maintaining momentum can be complicated because it depends on the coalition's ability to achieve and document short-term outcomes and progress towards long-term goals. It is important, however, to consider momentum to prevent stakeholders from losing interest, as well as maintaining the coalition's focus. #### Steep learning curve It is necessary to equip coalition members with the necessary skills to implement core activities and deliver measurable results. Thus, it is important to assess the starting point for each coalition member, and prepare the required learning materials. # Theory of Change The Theory of Change proposed by the Coalitions for Change learning brief maps out different approaches and intervention models for coalitions to use. ![](/files/ohjNar5T8B20Ot2DWzDn) # Case Studies The Coalitions for Change workshop highlighted six examples of coalitions in action, what they achieved, and what was learned. {% hint style="info" %} This is a summary of case studies included in the learning brief. The extensive explanation and exploration of each of them are available [here](https://drive.google.com/file/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing), from pages 16 to 27. {% endhint %} ## Case study 1: Coalition Building for Press Freedom in Somalia The "No News is Bad News" programme ran from 2016 until 2020, funded by the Dutch Ministry of Foreign Affairs and implemented by Free Press Unlimited. It aimed to work with local media outlets, journalists' associations and COSs to help developed the legal framework for a free, gender-equal and independent media sector in Somalia. The following were some of the key outputs: * Common advocacy strategies developed with media organisations and CSOs. * Helplines for women and men journalists. * Joint declaration on the safety of journalists, signed by 40 judges and journalists. #### Activities Capacity-building activities focusing on journalism, ethics, gender equality and media advocacy were the primary activities. The M4Women campaign, as well as successful negotiations with the government and peace council facilitated discussions all stemmed from these activities. #### Oucomes Increased trust, collaboration and information sharing between local partners, and between the media and civil society organisations, as well as greater engagement between media, civil coviety, government officials, security forces and the judiciary are among the key outcomes of this coalition in Somalia. The full list of lessons learned is available on page 17 of the report found [here](https://drive.google.com/file/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing). ## Case study 2: Media Alliance of Zimbabwe The Media Alliance of Zimbabwe (MAZ) was a response to the shrinking democratic space in Zimbabwe and increased cases of violence against media. The coalition fostered unity within the media community, and currently acts as the platform for joint campaigns and advocacy interventions, as well as a coordination mechanism for prioritising the issues to be addressed. The following are some key achievements: * Securing constitutional provisions guaranteeing media freedoms in the country. * Breaking the monopoly of the Zimbabwe Broadcasting Corporation, and promoting plurality. * Establishing self-regulatory mechanisms. #### Activities MAZ brought together local media stakeholders annually to drive engagement around the target issues, as well as leveraging the expertise from within its membership group to foster an enabling environment for independent media. Additionally, it petitioned the government to secure measurable improvements. #### Outcomes A better regulared and safer working environment for journalists, increased cooperation between media and security forces to improve journalists' safety, as well as greater plurality in the media sector are among the key outcomes of the MAZ coalition in Zimbabwe. All the outcomes, as well as the lessons learned are available on page 19 of the report found [here](https://drive.google.com/file/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing). ## Case study 3: Pakistan Journalists' Safety Coalition The Pakistan Journalists' Safety Coalition (PJSC) was created in 2019 by the International Media Support as a response to Pakistan being selected as one of the five pilot countries of the UN Plan of Action (UNPA) on the Safety of Journalists and Issues of Impunity. Its initial goals were to get the issue of journalists' safety to the national agenda, as well as to lobby for specialized legislation on the safety of journalists to address flaws in the justice system. The following are some key achievments: * Unprecedented understanding of the links between the safety of journalists, free media and strengthened democracy. * Development of the first legislation on the safety of journalists in Pakistan's history. #### Activities The PJSC used collaborative advocacy to establish a national agenda. Additionally, the IMS encouraged coalition members to draw on customised toolkits to establish key goals and priorities. Finally, media owners, managers, workers and media development agents were brought together to run joint action campaigns. #### Outcomes Broad-based support from stakeholders to key actors were mobilised, as well as consensus was prioritized in the coalition's action decisions, and special legislation on the safety of journalists was developed. The lessons learned are available on page 21 of the report, which can be found [here.](https://drive.google.com/file/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing) ## Case study 4: Media Freedom in Zambia After the Media Ethics Council of Zambia and the Zambia Media Council failed to act as voluntary self-regulatory mechanisms, efforts to create a system of legally-backed media self-regulation started. These efforts were supported by MISA Zambia, Free Press Initiative, Editor's Forum, Panos Institute Southern Africa, and BBC Media Action, among others. > *"Ownership comes when people fully participate and they feel part of something. We have guidelines and standards that we abide by and we wanted people to come together and speak with one voice while we provided technical expertise and guided the rest of the group. MISA took a back seat for that reason."* Jane Chirwa, Project Manager at MISA Zambia #### Activities A technical working group was created and met bi-monthly. It produced consultations with media actors across the country, ending in a two-day media regulation conference in May 2019, bringing together 220 delegates. This working group also worked with international experts to develop a draft bill in support of media self-regulation. The bill had to be redrafted, and caused a split among the working group and led to government intervention, as the media "had not delivered." In December 2019, the draft bill was sent to the Ministry of Information and Broadcasting Services. #### Outcomes A Media Self-Regulation Bill was delivered to the Ministry of Information and Broadcasting Services in December 2019, which addressed issues of media professionalism, ethics and press freedom infringements. Throughout the process of the bill drafting, feedback was gathered from participants across the country. The lessons learned and the full outcomes are on page 23 of the report found [here](https://drive.google.com/file/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing). ## Case study 5: Declaration on Media Freedom in the Arab World The International Federation of Journalists has been leading a coalition of journalists' unions, human rights campaigners, and media agents from across the Arab World since 2014. The initial objectives were to adopt a Declaration on Media Freedom that sets the principles and standards for the field in the Middle East and North Africa region, as well as establish a Special Rapporteur for Media Freedom in the Arab World. Key principles include citizens' rights to information, a need for awareness including media literacy and training, and the need to protect privacy, among others. #### Activities An online consultation was carried out in 2016, which culminated with a regional consultation in Casablanca, co-organised by UNESCO. Thus, the Declaration was endorsed by different media agents. #### Outcomes Over 500 journalists, editors, media and human rights experts contributed to the creation of the Declatation, which has served as a precedent for rallying media actors across the region driving collective efforts to improve media freedom when they are threatened. Additionally, stakeholders were able to express their views through a regional platform and other exchange opportunities. The lessons learned, as well as the notable achievements, are included on page 25 of the report, available [here.](https://drive.google.com/file/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing) ## Case study 6: Media Advocacy Coalition, Republic of Georgia The Media Advocacy Coalition was established in April 2011 by 16 Georgian NGOs working towards media freedom. Its main goal is improving the media environment and safeguarding the interest of media owners and journalists through ensuring proper access to information, lobbying for improved media regulation, and monitoring the media regulatory body and the public broadcaster, among others. Its members include the TV Network, Rights Georgia, Media Club, and the Georgian Alliance of Regional Broadcasters, among others. #### Activities Activities are targeted towards raising public awareness of attacks on media freedoms and lobbying the authorities to take corrective action. Recently the Coalition has tackled the government's failure to guarantee the safety and security of media representatives during the July 2021 Pride protests, attacks on journalists and persecution by members of the Georgian Orthodox Chuch and the abduction of journalist Afghan Mukhtarli from Tbilisi in May 2017, among others. Outcomes The Coalition has acted as an inclusive forum for engagement with senior politicians, obtained convening and influencing power to address individual attacks on media freedoms, and it has ensured that key issues affecting media freedom remain in the public eye, thus holding authorities to account. The lessons learned and all the members of the Media Advocacy Coalition are available on page 27 of the report, available [here. ](https://drive.google.com/file/d/1ZMBlc2D0x-3XmB7XceqTI_OoeRtc6I7R/view?usp=sharing) # Resources These video interviews and transcripts were compiled by Michael Randall in the making of the Coalitions for Change Learning Brief. ### Adnan Rehat {% file src="/files/ByfN7BIDrOnQoUmczOJf" %} ### Maka Taki {% file src="/files/ftquYT322QIUFksRpVYQ" %} ### Tabani Mojo {% file src="/files/SMVSgeBuSo7IOvNJKwih" %} {% hint style="info" %} The full transcripts of the interviews with Dr. Mwangi and Jane Chirwa are available [here](https://drive.google.com/file/d/1IX4fpjQAM7etwgfPu5K0oSYFJY1n33dL/view?usp=sharing). {% endhint %} ### Dr. Haron Mwangi > *"Building a network with people outside our countries gives the nascent coalitions motivation to move on with change even in adverse circumstances."* {% hint style="info" %} The following interview is summarised. The full version is available on pages 3-5 of the report, available [here. ](https://drive.google.com/file/d/1IX4fpjQAM7etwgfPu5K0oSYFJY1n33dL/view?usp=sharing) {% endhint %} **What lessons does the Kenyan experience of coalition-building and media advocacy have for other African Nations?** It is not possible for the media sector alone to drive reforms, freedom of expression and democracy because most of the private media, regardless of them being interested in media freedom, are made-for-profit. A combination of human rights defenders and media organisations gives more energy to the coalition. In addition, a clear vision and focus, and the monitoring of the activities carried out are also necessary for successful coalition-building. **The challenges of building and maintaining a coalition can represent a steep learning curve for all concerned. What skills do coalition members need to acquire in order to optimise their potential and deliver real impact?** Members of the coalition must come from diverse backgrounds. Having people that are knowledgeable, competent, and committed to change in the team, as well as people who have a legal mindset, those specialised in media development and reform, and those who understand the global landscape is important. After the coalition takes action, it is necessary to re-group in order to maintain the momentum of discussion within the coalition. **Sustainability remains a challenge for media coalitions worldwide. What measures can be taken, in your view, to maximise the chances of a coalition surviving in the long term and continuing to foster the development of the local media environment?** Based on my experience with the Kenya Media Sector Working Group, a basket-funding approach where donors such as SIDA or USAID receive a single proposal from the whole industry instead of several proposals addressing the same thing can be successful. However, after the funds are received, their allocation among the members of the coalition works best if they are given depending on the different organisations' strengths. When doing this, the organisation of meetings and intervention activities is important to prevent the duplication and replication of resources, as well as to maintain the coalition's focus. **In some cases, we have seen coalitions driven by international agencies and donors. What do you see to be the most important contribution of media development agencies to advocacy initiatives?** International media development actors motivate the formation of coalitions, provide financial support, bring expertise, and facilitate network-building among local coalitions. Additionally, these actors also serve to help keep the momentum for reform. Nonetheless, it must be considered that some funds are problematic, and some actors may not be able to respond to emergencies. Some organisations, however, are very flexible and can adjust their budgets quickly. **In your paper on “Mapping Coalitions”, you say that governments may co-opt media and civil society leaders in order to silence outspoken voices. Can you explain how this co-option works and how it can be avoided?** Civil society organisations and media form a rich pool of human resources and experts in diverse fields. This is why in Kenya between 2001 and 2005, some leading organisations were appointed to various government positions. This was done to reward them for being part of the force that protested for democracy, to tap into their expert pool, and to solence civil society and allow the government to reform the economy. Between 2002 and 2011 there was no active civil society in the country. ### Jane Chirwa > *"We realize that we don't have to fight someone when they come up with a viewpoint that might be inimical to media freedom. What we have to do is to ger them to understand the repercussions of wht they are making a decision on."* {% hint style="info" %} The following interview is summarised. The full version is available on pages 6-8 of the report, available [here. ](https://drive.google.com/file/d/1IX4fpjQAM7etwgfPu5K0oSYFJY1n33dL/view?usp=sharing) {% endhint %} **MISA’s efforts to introduce media self-regulation in Zambia were supported by BBC Media Action. What do you see to be the main role of international organisations and donors in advocacy initiatives?** International organisations and donors add perspective, and contribute knowledge and expertise that we can then share among us and do things better. **The initiative has been driven by a Technical Working Group. How was the group organised and convened?** The Technical Working Group is a group of people who were chosen to assist with the development of documentation for the self-regulatory body. MISA Zambia assists them with the costs of assembling members, and accessing the expertise that can help them develop laws. They usually meet fortnightly. **Does MISA chair these meetings?** No, we have totally removed ourselves from the picture because we understand that ful ownership comes from full participation. However, we did chair the initial meetings of the Media Liaison Committee. **How have differences of opinion or conflicts within the TWG been resolved or mitigated? What action did you take to bring the process back on track?** There will always be differences of opinion, but they are managed. For instance, when MISA Zambia read the documentation for the ZAMEC bill, we said that if we have a regulation framework that means that if only media with registration can practise in Zambia, journalism as a whole will become very difficult. Thus, we got rid of the mandatory requirement for a practising licence. We also worked to tackle other legal obstacles that prevented journalists from doing their job, although we don't want to use the confrontational approach. Instead, we opt for awareness-raising and an educational approach. **How would you characterise negotiations with government officials in Zambia. Are they open to dialogue? Have you found it easy to build relationships at government level?** Going to the Constitutional Court or the Public Protector is our last resurt. Most of the time we just want to engage with them and reason with them, as to not create enemity and create a wall between the parties. We even sometimes take a back row to let others meet. **Along the way, the government and political factions made repeated attempts to derail the process. How did you establish red lines and maintain them?** We ensured that not all journalists ha to register. We explained the dangers to the Media Liaison Committee and the Technical Working Group and they agreed with our determination. We reached an agreement with the previous government on this, but we are now establishing new discussions with the new government. **What are the next steps for your work in Zambia? Are there other areas of media reform or regulation that you intend to address? Do you intend to widen the scope of your coalition?** Currently, Media in Zambia is experiencing major challenges with sustainability. Journalists' pay is very low, so people who have the right experience have jumped ship and are in public relations or in diplomatic service. The government also tends to clamp down on media houses. Thus, we are on the lookout for situations like this regarding the new government, and try to narrow them down to advocacy to encourage people to backtrack some of the bad decisions they are meaning to take. # Brave New Media podcast {% embed url="" %} {% hint style="success" %} New episodes from Season 2, featuring the stories of media in Indonesia, Tanzania and Ethiopia as they candidly discuss their distinct and sometimes contrasting approaches to serving the public interest. are available [here](https://www.bbc.com/mediaaction/our-work/media-development/brave-new-media-podcast-episodes/). {% endhint %} [Brave New Media](https://brave-new-media.simplecast.com/) is a podcast featuring journalists and editors from around the world working to remain independent while working in fragile spaces. It explores the challenges faced by the media environment and what needs to happen so that it can become a tool that contributes to the public good. In each episode, a founder of a media outlet will share their experiences and the hardships that they have encountered. The themes range from disinformation to funding and audience engagement. Experts are also included in order to determine what needs to happen to ensure that we construct a healthier media ecosystem. The first three episodes feature pioneers in public interest media from Lebanon, Ukraine, and Paraguay. The [first episode](https://brave-new-media.simplecast.com/episodes/s1-e1-brave-new-media-steps-to-independence-with-daraj) features [Daraj](https://daraj.com/en/), an Arabic-language start-up based in Beirut, one of the most censored media landscapes in the world. *Brave New Media is available on* [*Simplecast*](https://brave-new-media.simplecast.com/episodes/introducing-brave-new-media)*,*[ *Apple Podcasts*](https://podcasts.apple.com/us/podcast/brave-new-media/id1621861963)[*,*](https://podcasts.apple.com/us/podcast/brave-new-media/id1621861963) [*Spotify*](https://open.spotify.com/episode/61D9v9amNFBfF8CQ6pbNL2) *and* [*Amazon*](https://music.amazon.co.uk/podcasts/c8879be5-ee91-4c37-a467-16475a3912b3/episodes/61b1cd3c-f744-4d47-92e1-fb1afb765335/brave-new-media-introducing-brave-new-media) *(all links lead to third-party sites).* *Produced by Holy Mountain for BBC Media Action. Brave New Media is part of P*[*rotecting Independent Media for Effective Development (PRIMED)*](https://www.bbc.com/mediaaction/our-work/media-development/PRIMED-project)*, a media support consortium led by BBC Media Action.* *PRIMED is funded by the UK Foreign, Commonwealth and Development Office.* {% hint style="info" %} In this space we will publish podcast episodes. Stay tuned. Listen to the trailer for the podcast [here](https://brave-new-media.simplecast.com/episodes/introducing-brave-new-media). {% endhint %} {% hint style="info" %} Read more about PRIMED [here](https://projects-primed.gfmd.info). {% endhint %} {% hint style="info" %} Listen to Season 1 episodes [here](https://www.bbc.com/mediaaction/our-work/media-development/brave-new-media-podcast-episodes/). {% endhint %} # Season 2 Episode one takes us to Indonesia to meet [Evi Mariani](https://projectmultatuli.org/en/author/evi-mariani/), the founder of a public interest platform [Project Multatuli](https://projectmultatuli.org/en/), which found itself in direct conflict with authority when it took up the case of a woman who accused an influential civil servant of sexually abusing her children. "It truly unsettles those in power when women find their voice," she shares. Multatuli has had to cope with police harassment and cyber-attacks but has also learned the power of social mediawhen stories go viral, and the strength of solidarity between journalists and civil society groups. [Rebecca Vincent](https://rsf.org/en/rsf-appoints-rebecca-vincent-director-international-campaigns), who is the director of campaigns at reporters without borders shares her analysis of the story after. {% hint style="info" %} ### The first episode featuring Indonesian platform [Project Multatuli](https://projectmultatuli.org/en/) is available [here](https://www.bbc.com/mediaaction/our-work/media-development/brave-new-media-podcast-season2-episode-1/). {% endhint %} Episode two explores a Tanzanian radio station run by [Jacqueline Lawrence](https://www.linkedin.com/in/jacqueline-lawrence-mwakyambiki/), [Highlands FM](https://www.linkedin.com/company/mbeya-highlands-fm-radio/). Striving to reflect the concerns of rural audiences without antagonizing the authorities who possess the power to shut them down has proven to be a delicate balancing act. One some may find controversial. And we discuss Jacqueline’s story with [Alphonse Shiundu](https://africacheck.org/about/authors/alphonce-shiundu), a Kenyan journalist who works with Africa Check in Tanzania and across the east African region. {% hint style="info" %} ### The second episode, explores a Tanzanian radio station run by [Jacqueline Lawrence](https://www.linkedin.com/in/jacqueline-lawrence-mwakyambiki/), [Highlands FM](https://www.linkedin.com/company/mbeya-highlands-fm-radio/) and is available [here](https://www.bbc.com/mediaaction/our-work/media-development/brave-new-media-podcast-season2-episode2/). {% endhint %} In episode three, [Argaw Ashine](https://twitter.com/argawnmg), co-creator of the Ethiopian media platform, [Wazema Radio](https://twitter.com/Wazemaradio) – founded in exile, shares the story of his return to Ethiopia during a time of opening, only to have the door again closed. [Rashweat Mukundu](https://www.linkedin.com/in/rashweat-mukundu-8a3bb0a8/?originalSubdomain=zw), who works for International Media Support as an advisor on African media, discusses Wazema’s story with the hosts. {% hint style="info" %} ### The third episode, shares a story of the Ethiopian media platform, [Wazema Radio](https://twitter.com/Wazemaradio) – founded in exile, and is available [here](https://www.bbc.com/mediaaction/our-work/media-development/brave-new-media-podcast-season2-episode3/). {% endhint %} *Brave New Media is available on* [*Acast*](https://shows.acast.com/63c923bdebbb670011fc16da)*,* [*Apple Podcasts*](https://podcasts.apple.com/us/podcast/brave-new-media/id1621861963)[*,*](https://podcasts.apple.com/us/podcast/brave-new-media/id1621861963) [*Spotify*](https://open.spotify.com/episode/61D9v9amNFBfF8CQ6pbNL2) *and* [*Amazon*](https://music.amazon.co.uk/podcasts/c8879be5-ee91-4c37-a467-16475a3912b3/episodes/61b1cd3c-f744-4d47-92e1-fb1afb765335/brave-new-media-introducing-brave-new-media) *(all links lead to third-party sites).* *Produced by Holy Mountain for BBC Media Action. Brave New Media is part of P*[*rotecting Independent Media for Effective Development (PRIMED)*](https://www.bbc.com/mediaaction/our-work/media-development/PRIMED-project)*, a media support consortium led by BBC Media Action.* *PRIMED is funded by the UK Foreign, Commonwealth and Development Office.* {% hint style="info" %} Read more about PRIMED [here](https://projects-primed.gfmd.info). {% endhint %} # Season 1 The [first episode](https://brave-new-media.simplecast.com/episodes/s1-e1-brave-new-media-steps-to-independence-with-daraj) features [Daraj](https://daraj.com/en/), an Arabic-language start-up based in Beirut, one of the most censored media landscapes in the world. {% hint style="info" %} ### The first episode, Season 1, ['Steps to Independence with Daraj'](https://brave-new-media.simplecast.com/episodes/s1-e1-brave-new-media-steps-to-independence-with-daraj) is available [here](https://brave-new-media.simplecast.com/episodes/s1-e1-brave-new-media-steps-to-independence-with-daraj). {% endhint %} The [second episode](https://www.bbc.com/mediaaction/our-work/media-development/brave-new-media-podcast-episode-2/) features the husband-and-wife team behind Zaborona in Ukraine, Roman Stepanovych and Katerina Sergatskova. Staff at this well-known independent online media outlet have had to turn into war reporters almost overnight, documenting atrocities as they live through them, dispelling misinformation and rumours and sharing critical information, even as the rest of the world begins to lose interest. The BBC's Allan Little reflects on their experiences. {% hint style="info" %} ### The second episode, Season 1, ['](https://brave-new-media.simplecast.com/episodes/s1-e1-brave-new-media-steps-to-independence-with-daraj)[On the Frontline in Ukraine](https://brave-new-media.simplecast.com/episodes/s1-e2-brave-new-media-on-the-frontline-in-ukraine)['](https://brave-new-media.simplecast.com/episodes/s1-e1-brave-new-media-steps-to-independence-with-daraj) is available [here](https://brave-new-media.simplecast.com/episodes/s1-e1-brave-new-media-steps-to-independence-with-daraj). {% endhint %} In the [third episode](https://brave-new-media.simplecast.com/episodes/s1-e3-brave-new-media-taking-on-the-algorithms), Brave New Media heads to Paraguay to hear Jazmin Acuna’s story. Jazmin tells us about the struggles and breakthroughs of El Surti, a digital media platform that she co-founded to challenge the grip of the co-opted mainstream media over Paraguayan communities. El Surti uses striking graphic design to better reach audiences on social media. {% hint style="info" %} ### The third episode, Season 1, "[Taking on the Algorithms](https://brave-new-media.simplecast.com/episodes/s1-e3-brave-new-media-taking-on-the-algorithms)" is available [here](https://brave-new-media.simplecast.com/episodes/s1-e3-brave-new-media-taking-on-the-algorithms). {% endhint %} *Brave New Media is available on* [*Simplecast*](https://brave-new-media.simplecast.com/episodes/introducing-brave-new-media)*,*[ *Apple Podcasts*](https://podcasts.apple.com/us/podcast/brave-new-media/id1621861963)[*,*](https://podcasts.apple.com/us/podcast/brave-new-media/id1621861963) [*Spotify*](https://open.spotify.com/episode/61D9v9amNFBfF8CQ6pbNL2) *and* [*Amazon*](https://music.amazon.co.uk/podcasts/c8879be5-ee91-4c37-a467-16475a3912b3/episodes/61b1cd3c-f744-4d47-92e1-fb1afb765335/brave-new-media-introducing-brave-new-media) *(all links lead to third-party sites).* *Produced by Holy Mountain for BBC Media Action. Brave New Media is part of P*[*rotecting Independent Media for Effective Development (PRIMED)*](https://www.bbc.com/mediaaction/our-work/media-development/PRIMED-project)*, a media support consortium led by BBC Media Action.* *PRIMED is funded by the UK Foreign, Commonwealth and Development Office.* {% hint style="info" %} Read more about PRIMED [here](https://projects-primed.gfmd.info). {% endhint %} # Learning questions Note: The learning questions will be adapted and the descriptions will evolve as the project progresses. (Last updated: 18 June 2021) This note outlines the principal questions which PRIMED expects to answer over its lifetime. It plans to answer these questions with clear, actionable insights capable of guiding future international and media development spending and strategy. The learning questions have been identified collaboratively across the Consortium based on: A) the principal programmatic focus of PRIMED B) the questions which media development practitioners and donors are most looking for insight into and C) the practical feasibility of answering them clearly. This overview summarises each question, why it has been identified as a priority, what kinds of learning are designed to be generated and how that will be crystallised and communicated. ## **Learning Questions:** [**Q1.** **What strategies and solutions in areas such as revenue generation, audience development, organisational management and digital development are effective in supporting the financial viability of independent media in fragile contexts? Which innovations show the most promise?** **What have we learnt from these strategies?**](/policy-learning/learning-questions#learning-question-1) [**Q2.** **Under what conditions are approaches to public subsidy worth exploring and developing in the countries this programme operates in and elsewhere in the global south? What political socio-economic conditions need to exist to explore it? Which strategies are most effective at supporting/encouraging/engaging reform-minded governments and domestic regulatory institutions in creating the most conducive conditions for media viability and resilience?**](/policy-learning/learning-questions#learning-question-2) [**Q3.** **What business and management models/organisational and team structures, competencies, and processes/ have the potential to improve gender equality in the workplace and gender sensitive programming?**](/policy-learning/learning-questions#learning-question-3) [**Q4. Which factors are most effective in enabling locally driven coalitions for change to emerge and thrive through externally supported media development efforts?**](/policy-learning/learning-questions#learning-question-4) [**Q5. What strategies are most effective in building a viable media ecosystem with media resilient outlets and public interest content continuously available for audiences?**](/policy-learning/learning-questions#learning-question-5) ## **Learning Questions Summaries** ### Learning Question 1 **What strategies and solutions in areas such as revenue generation, audience development, organisational management and digital development are effective in supporting the financial viability of independent media in fragile contexts? Which innovations show the most promise?** **What have we learnt from these strategies?** The last decade has witnessed an explosion of innovation among media organisations worldwide in seeking to find fresh models of revenue generation. That innovation has intensified as the pressures on media business models have grown as advertising has migrated to online platforms, as political co-option and the costs of journalism have increased and, over the last year, the economic impact on media of the COVID-19 pandemic has intensified. Most (but by no means all) innovation has been driven in the Global North in settings where alternative revenue models (like membership and subscription schemes, podcasts, growing online audiences, events and identifying specific niche online communities) can tap into widespread societal wealth. This question is designed to clearly and precisely identify strategies that hold most promise in the settings typified by PRIMED and, just as important, those that do not. The different organisations in PRIMED have strong and diverse skillsets and experiences to bring to bear on this question. They also have different, and potentially differing, perspectives, on how much real potential different strategies have in this area in terms of constituting truly viable business models in low income and fragile settings. Answering this question will involve examining the different revenue generations strategies available to PRIMED and other similar settings and assess which provide credible avenues for meaningful paths to sustainability in the future. MDIF will collect detailed data on the progress of several partners in Ethiopia over a period of three years and against agreed metrics and collect relevant learnings from workshops in all three countries (1 event /year/ country). BBC Media Action will work with media practitioners to collect data on their reflections and audience data on partners content over time to complement this work. It will summarise both optimistic and more critical arguments for their exploitation in the future. It will also reference some of the specific constraints and characteristics to revenue generation including inability to pay, potential information inequality and the degree of power of those with money to undercut commercial revenue generation through political cooption of media. This question will be led by the Media Development Investment Fund which is the world’s leading organisation in advising and investing in independent media with the aim of making them sustainable and profitable. Given its expertise, MDIF will disseminate practical learnings to facilitate uptake of good practices and share know-how from hands-on-work with media organisations. ### Learning Question **2** **Under what conditions are approaches to public subsidy worth exploring and developing in the countries this programme operates in and elsewhere in the global south? What political socio-economic conditions need to exist to explore it? Which strategies are most effective at supporting/encouraging/engaging reform-minded governments and domestic regulatory institutions in creating the most conducive conditions for media viability and resilience?** The notion of public subsidy of independent media is contentious even in some of the most well established democracies in the world. Consideration of a public subsidy approach in low income and politically fragile nations is for some too risky to contemplate. However, the widespread failure of the traditional advertising driven business model and the particularly acute challenges confronting media in low income countries in generating meaningful digital revenue suggest that a clear headed and creative approach to considering this approach is required. Approaching this question will be rooted in a hard headed political economy analysis of the specific countries PRIMED is working in and also an unflinching assessment of earlier public subsidy approaches. For example, the record of transforming former state broadcast organisations into independent, sustainable public service broadcasters has been a poor one. It will also be rooted in an acknowledgment that the political incentives for improving public subsidy to independent media are limited and that there is already very substantial public subsidy to media in the form of government advertising and state funding of state and commercial media aligned to governmental interests. The[standards](file:///C:/Users/takim01/AppData/Local/Microsoft/Windows/INetCache/Content.Outlook/J70TWH9P/\(https:/www.article19.org/resources/freedom-expression-state-aid-media/\)) developed by ARTICLE 19 on freedom of expression and state subsidies for media set clear legal safeguards that enable public money to fund independent media while averting threats on media freedom and independence: such safeguards will also inform the reflexion on this question. International examples of public subsidy to independent media are mushrooming, not least in the UK where the issue formed the focus of a major review by Dame Frances Cairncross. The notion that public subsidy constitutes an increasingly credible option for ensuing the survival of public interest in established democracies can spark more creative approaches to less established one and should not preclude them. Answering this question will involve a clearer definition of the different models of public subsidy that might be available, not all of which involve central government. The kinds of conditions it will examine and recommend that need to exist will not only be political but also in reference to the enabling environment (for example whether international development banks have sufficient interest in enabling media as a check on corruption and a guarantor of citizen engagement to make the issue a policy priority). {% hint style="info" %} A working Brief titled [**Pathways to Media Sustainability in a Broken Market: Is independent media a public good and is public subsidy to support it realistic?**](https://www.bbc.co.uk/mediaaction/publications-and-resources/policy/briefings/primed-pathways-media-sustainability-april-2021) has already been published to inform the work in Sierra Leone in particular. The topic will be revisited as PRIMED gets more insight from implementation as one of the Programme’s key learning questions. {% endhint %} {% hint style="info" %} MDIF and BBC MA have also produced [**an article with a set of practical recommendations** ](https://www.mdif.org/strategies-for-public-interest-media-confronting-the-covid-19-pandemic-building-business-around-content/) to public interest media responding to the business challenges presented by Covid-19. {% endhint %} {% hint style="info" %} FPU's Michael Pavičić has also produced [**a blog about Big Tech influence on financial viability**](https://kq.freepressunlimited.org/2021/05/media-viability-tackling-big-tech/) of independent news media and journalism. {% endhint %} ### Learning Question 3 **What business and management models/organisational and team structures, competencies, and processes/ have the potential to improve gender equality in the workplace and gender sensitive programming?** Gender inequality, sexual harassment and inadequate representation are long standing structural issues in media organisations all over the world. They are acute in some of the settings focused on by the PRIMED programme. PRIMED will be making significant investments in content analysis and gender analysis and it will draw on these to answer this question. Evidence of the links between improved gender representation in the workplace and improved media resilience and viability is poorly explored and this question will seek to interrogate and add to that evidence base. It will examine how improved coverage of gender issues can broaden, build and connect with audiences and whether this can improve revenue and audience trust. It will document and explore what kinds of strategies focused on improving women’s position in the workplace have translated into real and sustained progress (and which have not). It will also provide recommendations on how media support strategies in the future focused on improving media viability can integrate gender dimensions into their design from the outset. ### Learning Question 4 **Which factors are most effective in enabling locally driven coalitions for change to emerge and thrive through externally supported media development efforts?** No sustainable process of media reform or strategic intervention can be driven from outside a country. It requires effective coalitions of change to assert ownership and generate the reform or media viability process from within. In many countries, especially those with little tradition of independent media or authoritarian control, these coalitions take time to emerge. In countries with longer democratic traditions, they are often fragmented. The task of external partners is to support independent media development, not determine it. This is often easier to commit to in principle than it is to in practice given that external actors not only have greater access to funding but also have clear imperatives and pressures to deliver on that funding, which often places pressure to shape action on the ground. Furthermore, international actors are often not always aligned or coordinated making it difficult for nationally and locally generated coalitions of change to engage with them. This question will build on and document some of the best organised attempts at coalition building drawn from the experiences of other countries such as from Zimbabwe and more recently from Sudan as well as drawing on the coalition building programming within PRIMED, which particular focus on Ethiopia and Sierra Leone. The answer will provide clear practical recommendations on coalition building through case studies. It will explore what kinds of approaches are most suitable to adopt when (for example if there is a sudden political opening, such as that which existed in Sudan in 2020 compared to Zimbabwe where opportunities for media reform have been extremely limited and sporadic). ### Learning Question 5 **What strategies are most effective in building a viable media ecosystem with media resilient outlets and public interest content continuously available for audiences?** This is the overriding question which the PRIMED Consortium is designed to collectively answer over the lifetime of the project. It involves synthesising our programmatic experience, monitoring data and evidence with the learning generated from answering the rest of the questions into a macro level analysis. It will integrate analysis of the system wide issues (such as the enabling economic environment) with the specific institutional focused questions (such as which revenue generation strategies are most effective) with the policy level options for reform (such as around public subsidy). It will seek to provide guidance on how to weigh the relative importance of intervening in different areas and how to apply these conclusions in different political and economic contexts. # Partners BBC Media Action is the lead partner for PRIMED. PRIMED has four core partners and four technical partners. Find out about their roles, expertise and skills on this page. ## Lead partner ### BBC Media Action [BBC Media Action (BBCMA)](https://www.bbc.co.uk/mediaaction/) has extensive experience in supporting the development of local media in environments where media freedom is constrained. With expertise in managing complex and dynamic programmes, BBCMA is responsible for overall consortium management. From 2011-2017, it implemented a project across 14 countries, managing 157 local media partnerships. As lead for the overall research and evidence component of the programme, BBCMA’s research teams bring global leadership and excellence in audience-focused research to inform strategies and programming and to evaluate what works, what doesn’t and why. While highly contextualised, BBCMA’s programming approach typically will seek to improve the quality and standards of local partners’ content, particularly through editorial, production and management capacity strengthening, drawing on expertise from the wider BBC. Such work is often linked to broader programming at scale to improve citizens’ access to, and engagement in, constructive public debate. {% hint style="success" %} BBCMA will lead the design and delivery of production and management models for audience-focused, mass media and communication programming. Having operated in all three focal countries for more than ten years, it brings in-depth understanding and experience of the local media landscapes. {% endhint %} ## Core partners ### Free Press Unlimited [Free Press Unlimited (FPU)](https://www.freepressunlimited.org/en) helps local journalists to provide audiences with trustworthy news and information. FPU’s extensive track record in advocacy and media capacity building covers 42 countries, including [Bangladesh](/policy-learning/updates/bangladesh). Through a partnership with [BNNRC](https://bnnrc.net), a community radio sustainability strategy was published and 18 community radio stations were officially licenced. Furthermore, FPU and BNNRC delivered a fellowship project to increase the number of women working in community radio, with 72% of the women finding employment after the fellowship. {% hint style="success" %} In the PRIMED programme, FPU will lead on developing local and regional network and coalition building in South Asia, with a focus on Bangladesh, and contribute advice and learning across workstreams, including on gender equality in the media. {% endhint %} FPU is a member of [International Freedom of Expression Exchange (IFEX)](https://ifex.org) and the [World Bank’s Global Partnership for Social Accountability](https://www.thegpsa.org/who-we-are), an active member of [GFMD](https://gfmd.info), a co-founder of the [Journalists in Distress Network](https://cpj.org/emergency-response/journalists-in-distress-network/) coordinating emergency support to journalists, and advocates internationally and locally to improve journalism safety. FPU also works to support SDG 16.10 by convening regular national multi-stakeholder meetings. ### International Media Support (IMS) [International Media Support (IMS)](https://www.mediasupport.org) support to public-interest journalism in conflict affected, fragile and transitional states has benefitted over 60 countries. With more than 500 national partnerships established, IMS’s approach centres on three areas: participating in and building international and regional coalitions; linking local impact and knowledge from its country programmes to global policy and standards development; and ensuring knowledge transfer and sustained local partner involvement in global discussions. {% hint style="success" %} In the PRIMED programme, IMS leads on local and regional network and coalition building, with a focus on Ethiopia and Africa, contributes advice and learning across the consortium, and provides links to the global agenda in support of SDG 16.10. {% endhint %} Since 2002, IMS has been engaged with Ethiopian media to conduct in-depth analysis of the media environment, build the capacity of journalists and editors in public interest and digital journalism, help to establish an Ethiopian Editors Forum and strengthen the Community Radio Association. IMS’s network engagement includes media development coordination and local-global knowledge transfer via [GFMD](https://gfmd.info), a focus on the safety of journalists via [UNESCO](https://en.unesco.org) and on technology and human rights policy via the [Global Network Initiative (GNI)](https://globalnetworkinitiative.org). ### Media Development Investment Fund (MDIF) [Media Development Investment Fund (MDIF)](https://www.mdif.org) supports the business and financial sustainability of commercial media that provides the news, information and debate people need to build free, thriving societies. MDIF provides affordable financing and technical assistance around financial and business management to independent news businesses providing quality public service information in environments where access to such news and information is under threat. It draws on a network of in-house and private sector expertise to provide tailored business advice and assistance to support media viability. MDIF has provided more than $170 million in affordable financing and technical assistance in media management to 115 independent media companies and 350 projects in 40 countries. {% hint style="success" %} MDIF’s expertise will be utilised across the proposed focus countries to test and develop locally-relevant business models with individual companies and to assess opportunities that may exist for viable future investment. {% endhint %} {% hint style="success" %} MDIF will also contribute to analyses of media markets and provide technical expertise on business and financial skills for local media. {% endhint %} ## Technical partners ### The Communication Initiative (CI) {% hint style="success" %} [The Communication Initiative (CI)](https://www.comminit.com/global/category/sites/global) provides important links to grassroots media development and communication networks. {% endhint %} ### Global Forum for Media Development (GFMD) GFMD has a strong track record in facilitating coordination, knowledge sharing and convening meetings between different stakeholder groups such as intergovernmental organisations, academic researchers, industry bodies, technology companies, journalists’ associations and civil society organisations in order to examine and understand the implications of disinformation and propaganda on the local, regional and international level. {% hint style="success" %} [Global Forum for Media Development (GFMD)](https://gfmd.info) will lend their sector convening power to the consortium networks. {% endhint %} ## # Objectives The PRIMED programme has three main objectives: ### **1. Improve the capacity of participating media outlets to manage their organisations and deliver public interest content** Through a capacity-building package of business and management support tailored to each media partner and production support that strengthens audience engagement, relevance and trust**,** media will be better able to manage their organisations and deliver public interest content to their audiences. PRIMED will focus on building media capacity in areas such as audience development, revenue development, digital development and organisational management to help them to optimise revenues and improve their resilience to economic challenges, including the effects of the COVID-19 pandemic. ### **2. Better coordinated and more impactful support for and defence of media freedom** PRIMED will provide technical assistance to local partners from across the media sector to strengthen their ability to advocate for change in the media environment and better defend media freedom. It will help them to identify priorities and opportunities for media reform and seek to strengthen their ability to work together and so magnify the impact of their advocacy in areas such as legal reform and improving regulatory standards. PRIMED will help build coalitions of individuals and organisations, including those representing the interests of disadvantaged groups, who have a common interest in supporting the viability of public interest media. ### **3. Create and share learning about what media support works and what doesn’t in different country contexts** There is a shortage of evidence of what types of media support are most effective in different environments. PRIMED will generate and disseminate learnings from its interventions in the three target countries and share them across the programme and with the wider media development community. By sharing insights into the effectiveness of different types of intervention, PRIMED will contribute to a more impactful and targeted global approach to media support. Its findings will be further informed by the experiences of existing media support projects in Iraq and Zambia, where different approaches to media development have been adopted by consortium partners.