الصحافة

Either through fundraising or support from organisations such as GSK.

N/a

The program associates at the National Writing Project will support us. The directors, consultants, and staff at the New York City Writing Project, which is housed in the Institute of Literacy Studies at Lehman College will continue to support us. In reality, we are peers who support each other, we are Teachers Teaching Teachers, and our network is strong!

An important obstacle for Meedan’s first cross language news project was the highly complex codebase of the original site. This made it difficult to update and add features to the platform, which hindered the development process. Since 2010, however, Meedan has been working on creating cross-language web spaces based on the Drupal platform. Drupal is an open source content management system that allows modular development, making it easy to develop and integrate new features into a platform without compromising core functionality. Drupal’s community ethos also allows and encourages us to share any modules with anyone wishing to deploy or build on the work we’ve done.

At Meedan we aspire to drive change in the way the internet functions as a network for ideas. We believe that language is the biggest barrier to global knowledge exchange, and our mission is to tackle this head on through the development of online translation workflows. Meedan Swift will not only be fully bilingual, but will integrate translation solutions that will help translate citizen voices across Arabic and English. We also believe in the power of community, and an active and engaged community will be a central pillar of the digital newsroom.

Although Meedan Swift is designed for use in a media context, we believe that an online cross-language platform that empowers communities to gather round resource curation and translation is an invaluable and innovative tool, whether it be in a context of citizen journalism, open education resources, religious texts, academic abstracts, business localization efforts - the list could go on. Because all technology developed will be open source, whether Meedan Swift fails to gain traction or is a hit, other creative minds can adapt our ideas and work to find their own solutions.

Meedan Swift has received start up funding from the Swedish International Development Agency, with grant applications that would expand the project’s scope and impact also being considered by major funders. These grant applications are in close collaboration with leading international media outlets that would help expand the project to a global media audience. SIDA’s support over a 3 year period, means that the project will be scaled up to involve more media partners and wider training programs in more countries in the Middle East. With leading media publications using Meedan Swift tools and training for news gathering and publishing, the project could become self-supporting, either as a paid service provided for publishers or as a media services project syndicating content to publishers.

Phase 1 partners with Al-Masry Al-Youm, who will work using the tools we develop and publish Meedan Swift content in print and online. AMAY will provide office space for the project in their Cairo newsroom, ensuring that Meedan Swift is housed at the very heart of Egypt’s media community. Meedan has engaged tech non-profit Ushahidi as a technology partner, to work collaboratively on Swift River, which will be developed as the digital newsroom platform. Meedan’s training partner for the project is Noha Atef, representing Birmingham City University.

Meedan Swift requires journalistic and editorial staff, community managers, a training manager, a translation manager, front-end UI/UX developers and back-end developers. Journalists and editors will ensure that the community-journalism driven content meets the highest journalistic standards. The community managers and translation manager will manage communities of volunteer journalists, editors and translators who have been trained by the training manager and his/her team.

Finding testers for mobile tools can be time-consuming. While there are volunteers available among our various networks, in many cases, it is best to have journalists test the tools in the field. Our partnership with Al Jazeera English affords us the opportunity for testing and feedback among a large, innovative, and international media company.

The beauty and benefit of new media and mobile tech in journalsm is exactly this: it shifts constantly. New tools are developed as citizens increasingly contribute and access content via mobile platforms and as reporting environments change due to infrastructure, access, and conflict. Mobile Journalist on an SD Card is strategically poised to adapt by identifying and adding new tools as they become available. We are agile and mobile.

If site visits, downloads, or interest in Mobile Journalist on an SD Card is low, we will explore alternative delivery options and formats. Part of the plan going forward is to engage with other newsrooms and media organizations around the world, which will also help reach new audiences. Further, as we translate and update content, our target market grows. Future iterations of Mobile Journalist on an SD Card may involve audio or video delivery or hands-on training events.

Our initial support has come from contracts, foundations, and the United States Government as well as from individual donors. Our earned income stream has included consulting projects and we are now exploring large-scale paid trainings for organizations and individuals to scale our reach and revenue.

Mobile Journalist on an SD Card is a joint project from the Mobile Media Toolkit and Al Jazeera English. The Toolkit is a free resource from MobileActive.org, funded by the Knight Foundation. Since launch, the Toolkit has been viewed 5000 times from 125 countries/territories. Al Jazeera English is a respected and innovative international media company broadcasting to 220 million households in more than 100 countries. The Al Jazeera Network has more than 3,000 staff members across the world, including more than 400 journalists from more than 60 countries.

Mobile Journalist on an SD Card has a rock star staff who bring expertise and proven success.

Katrin Verclas is the co-founder of MobileActive.org. She was a 2009 TED Fellow, a 2010 fellow at the MIT Media Lab, and was named by Fast Company one of the most Influential Women in Tech

Melissa Ulbricht is a journalist with MobileActive.org and reports on the role of mobile technology in social change. She is project lead for the Mobile Media Toolkit.

Cynara Vetch is part of the Mobile Team with Al Jazeera, based in Doha, Qatar.

One strength of Mobile Journalist on an SD Card is our ability to tap into a dedicated and passionate network of people using mobile tech for social change. Between MobileActive.org, SaferMobile, and the Mobile Media Toolkit, we have a large, diverse audience around the world with mobile and media expertise. Al Jazeera English contributes to this strength with its own cadre of 21st century reporters and even larger audience network. For other mobile-based initiatives, we are able to offer content, tools, case studies, and connection to our network of experts.

A lack of development resources meant that, previously, an open source newsroom software was not a possibility. Any resources the organisation had were invested into the development of Newscoop which already had professional users. Sourcefabric was launched in late April 2010 with generous start up funding, which allowed us to plan our core activities well into the future and begin Superdesk development.

If traditional media companies, and especially mid-size or small ones, are to survive, they have to be ready for any eventuality in the industry. Superdesk opens up management thinking to emerging platforms. It makes any media operation multi-platform by default (with nearly unchanged staff). It increases productivity, decreases processing time of news events, provides an ultimate insurance policy against diminishing returns on any platform (e.g. print) and taps the full content-generation capacity of a media organisation.

Firstly, interoperability with Sourcefabric's other open source software products for media organisations will be built into Superdesk as standard, meaning that should the idea fail to gain traction, our other software would 'inherit' the features.

Secondly, given that the codebase is open source, the project could also be given over to 'the community' to maintain - allowing adaptation and improvement to take place on that basis.

Thirdly, once the product is developed, enterprise-level modules and features can be developed for major media, meaning that even if wide-scale adoption does not take place, project-by-project integrations can take place, with appropriate resources being budgeted for in a bespoke fashion.

Sourcefabric and Superdesk will have three key revenue streams:

1) Start-up funding. Generous start-up funding in April 2010 has allowed for dramatic expansion over three years and the implementation of a business plan to maintain financial sustainability.

2) Partnerships and donors. Sourcefabric is working with a number of partners throughout the world who fund specific media projects. This funding is often used to develop the tools being used (like Superdesk) and then the improvements are committed into the public versions of the software.

3) Software as a Service (SaaS). Paid hosting and support for our software will become a significant revenue stream in 2012. Our first SaaS programme's infrastructure will pave the way for Superdesk SaaS and launches in October 2011.

Sourcefabric was formerly known as CAMP (the Center for Advanced Media-Prague), initially founded by the Media Development Loan Foundation in 1998. It is now an autonomous organisation that has partnerships throughout the word with various donors, NGOs and media development bodies. Recent project partners include the Open Society Initative For West Africa and IREX Media. A private Swiss foundation is providing Sourcefabric with its core funding currently.

Sourcefabric has a team of over 35 employees based in offices in Prague, Berlin, Cluj, Minsk, Toronto and Guatemala. Their roles range from development, to quality assurance, to administration, to client liaison, project management and communications.

All have significant experience in their field, many have been involved in journalism previously - all are passionate and dedicated to supporting independent media worldwide.

Sourcefabric would be committed to becoming active in the Changemakers space and would commit significant resources in the form of media expertise, global journalistic and news enterprise contacts, collaborative research or idea-sharing and mentorship for young developers or journalists interested in this field.

In return Sourcefabric hopes to gain further exposure for the work it is doing, and specifically for Superdesk, access to a greater range of news organisations that could benefit from the project. Funding, collaboration and networking opportunities with other NGOs, media projects and news agencies would be welcomed.

We are still in the idea stage. We don't foresee any infrastructure issues. We think the biggest challenge is creating a good user experience and this can be mitigated by interaction design and rapid prototyping processes.

We see that the trends in the media sector have gone from centralized generated and mainstream distributed knowledge to a model where citizens are contributors of the journalistic process but the information is still built and curated by centralized entities. This next step we propose, involves a complete de-centralized process where each citizen can play any role ranging from reporting, validated and extending shared knowledge which can then be shared with the rest of the world.

We fail fast. We would not go on for 2 years before realizing that the idea needs adjustments and by having a constant presence in the field we expect to learn patterns and pitfalls to help us evolve the concept.

We believe we would create a valuable source of information that could tap into media revenue streams. We would have to do the market analysis, but one could imagine paid subscriptions by mainstream media who want to ask specific questions or validate facts.

Censorship really slowed down our growth and while it is possible to bypass it, it still requires a lot of marketing and a lot of networking with the activists who make use of this platform and providing some level of training on the various ways to access this site. We're going to be implementing a way to do this much more simply, such as hosting the site at different IPs so that it gets more challenging to censor, amongst other potential solutions.

At CrowdVoice we are huge believers in the power of information-technology as we have been implementing all our solutions online and we do our best to quickly adapt to all the recent tools and platforms and integrating the ones most useful to our mission. This calls for constant iterations and improvements and building upon the existing platform, which we have been doing for many months.

There are certain things that haven't worked with the very first version of CrowdVoice, we spent weeks making a lot of changes, and we spent the months after that making even more changes until the site gains more traction and membership. We'll just continue doing that until we get closer and closer to our goals. Failure is not an option for us and this is a big idea that has already proved its significance, so if at any time we lose traction we will simply keep growing aggressively until we earn it back. It's our philosophy never to give up on a big idea.

CrowdVoice has come a long way with very little funding. When no one believed in the idea of CrowdVoice or agreed to fund it, I emptied out my life's savings to get the prototype up and running because it was a solution for a need that I really needed. Since then CrowdVoice experienced tremendous growth and Mideast Youth (the parent organization of CrowdVoice) has gotten funding from respected organizations such as the Omidyar Network. We're using the funds to sustain the growth of our projects by providing our skills to other organizations and companies for a fee, as well as building for-profit applications (such as Naseemi.com) and exploring other business models or potentially lucrative partnerships, such as the one we secured with the sports startup that is using the CrowdVoice app.

As a primary team, there's 4 of us, two of us manage user participation, one does outreach and moderation, and one does product management (taking care of hosting, development, security and product growth.) The number of volunteers however are numerous and we rely on their ongoing support by continuing to grow our community of active participants.

Referring to our four-year-experience in managing citizen journalism blog, the barrier of the success of this program is that it is difficult to persuade residents to produce and propagate information through blog continuously. Thus, there will be a mentoring team who regularly reminds, encourages, and mentors residents to produce that information. Another possible challenge is that the residents are too busy to produce information. To resolve that problem, a schedule will be made to enable residents to produce the information regularly with different topics.
Boredom will be another challenge. One of the ways is doing a shared reportage for a specific topic, which eventually will make the residents closer.

On the next decade, information technology devices (such as mobile phone & computer) and internet connection will be more affordable. This will be the chance for residents to use and utilize information technology more easily. Despite the fact that information technology becomes more affordable, residents are not capable to use it productively yet. Therefore, citizen journalism gives room and chance for residents to use it more positively, such as by producing information like texts, images, or videos.

If the idea of persuading the town's youth community to actively produce information through this citizen journalism blog failed, we will anticipate it by changing our target from the town's youth community to non-governmental organization (NGO). To date, we are quite involved with NGO because we frequently do some activities together, including information technology and citizen journalism training. The strategy and implementation pattern of the program are not too much different. However, the base is changed from the town's youth community to NGO activist community. The issues will still be varied.

For the initial phase, the program realization fund will be derived from individuals or NGO. Nevertheless, in order to make this program more interesting as well as giving some economic benefit for the citizens, a system of article payment must be built. Since the blog is managed together by the citizens, they will be responsible to pay the articles. Not only rating an article, they can also donate or become advertisers in this blog. This is a method we have not yet tried. However, it is a big opportunity to be an experiment of community media management such as citizen journalism blog.
Another funding source is advertisement, like the one in mainstream media. However, this new source will rely more on residents' small businesses by the system of reviewing their products or services.

So far we build partnership between journalists, bloggers, internet development service providers, and residents. Each partner has their own role. The journalists become the editor and primary admin of the blog. The bloggers are the blog's designer and programmer. The internet development service providers support domain and hosting. While the residents become the major contributor of the blog.
For periodic realization of citizen journalism training, with around 100 alumni since 2010 until now, we have been supported by philanthropy community in Bali.

The team in this program includes program coordinators, mentors, designers, programmers, and the residents. The program coordinators will coordinate the program implementation, as well as being the main admin and editor. The mentors will work in the field more often, not only for mentoring residents in producing information but also writing as the residents' correspondent. The designers and programmers will work more on the blog's appearance and functionalities. The residents will be represented by at least two members of the town's youth community who a

We need support related to human resource enhancement because so far we mostly depend on our own experience in implementing the program, without having any formal education or training associated with citizen journalism or information technology. We need marketing or promotion support because we do not give enough consideration on those aspects. We also need other parties who are capable to do some researches related to the development of information technology, especially the citizen journalism in Bali or Indonesia.
We need network support to expand the opportunity or information access both globally or nationally. We still lack in networking support, particularly in global level. We also need free-of-charge help, especially for mentoring or consulting.

The main obstacle so far encountered in running our project is the unequal participation on the web2solidarité.org, platform. 10% of the members actively participate while 80% are only spectators. To overcome this problem we will be offering incentive policies to encourage the participation of network members in activities. An example would be to set up a category of participant commentators, and reward the commentators who are the most active participants in supporting community projects.

The future of ICT and social media will definitely focus on users and there will be a shift from ownership communities to creative communities. Our digital solidarity platform Web2solidarité.org, will operate much more on the principle of active reciprocity exchanges than on the principle of passive charity because Internet users from the South will bring much in terms of content and innovative uses for Internet users in North and vice versa.

If it becomes difficult over the next two years of project development to achieve our objectives and expected impact, we plan to deploy a sponsorship strategy by asking large foundations and the private sector to fund digital social innovation projects, in return for obtaining a label "Digital Solidarity Company (DSC)," which would promote the social responsibility of our sponsors.

The Web2solidarité project was previously funded almost exclusively by the World Digital Solidarity Agency. Membership in our platform is completely free for all members. But, as of now, we would intend to propose a fee schedule for membership for institutions and companies in exchange for promoting their ICT products and services on the network. We could also publish an electronic directory of key digital solidarity players that would provide fee-based access to full profile and contact information of the most influential members such as consultants and policy makers and to potential donors on the network.

We offer three types of partnership: a partnership for the production and editing of content and articles (targeting volunteers and journalist bloggers); a partnership for the promotion of network initiatives (targeting specialized information sites like InternetActu, collaborative participant platforms like Correspondants.org and citizen media 2.0 like Media Workshop); and finally a partnership to support community projects (targeting sponsors, international NGOs, and businesses).

We have just signed a partnership with France Volontaires to build a Digital Solidarity Volunteers Club that will contribute to organizing the network. In addition, we will recruit 50 volunteer Cyberplumes journalists or bloggers living primarily in Africa, Latin America, and Asia who will regularly publish articles and reports on the realities of the digital divide in developing countries.

Social innovation is often presented as a set of isolated micro-projects, so many concrete actions in a given territory in a limited time having a limited effect. We need human resources and practical ideas for ever innovative service, and a multi-player collaborative approach to generalize this kind of innovation by a scaling to a networking platform.

Because journalism projects have limited funding resources, raising money through foundations and government granting agencies is challenging for us but we are utilizing as many grassroots fundraising strategies that we can. If we raise fewer funds than we projected than it would mean that we would not be able to make as many documentaries for the calendar year or that we will have to find alternative methods to gather the information. We are brainstorming them currently and are always looking at ways to generate more income. If we raise fewer funds than projected our major priorities are the post-production and distribution of the interviews collected to date and small media trainings throughout East Africa.

NOR will stay abreast f changes in media distribution, the use of social networks and new tech savy ways to tell stories. We will share this information with our constituents and staff.

If NOR is unable to reach our target funding than we will work in a smaller model of operation until our goal is reached.

None on Record has been nominated for a Union Square Award, an Astraea Foundation US Fund Panel Grant, A New York Arts Council Award, CLAGGS Fellowship and a CBC Documentary Development Grant. Other funding sources that we are approaching include Atlantic Philanthropies and the Ford Foundation. We are beginning to look at funding sources that are not based in North America as well. When, None on Record has a tax status that allows for US and international funding we will be able to fund each satellite based on geographic location. Because we are building a network of private donors, we are using the grassroots model of fundraising to reach our goals.

None on Record has worked with community based organizations in Kenya (Gay and Lesbian Coalition of Kenya, Minority Women in Action and Internews), South Africa (the Gay and Lesbian Archives, Behind The Mask) and community groups in Rwanda and Senegal. We have also worked with scores of individuals by training them to document their stories.

None on Record's staff is made up of program managers in various regions--East, South and West Africa and North America.This staff conducts media and technology trainings and outreach in their region. Managers are also heavily involved in fundraising for their region. Currently None on Record has a staff of four and a committed advisory board.

The project has not yet started but foreseeable barriers include:

• Lack of capacity of grassroots organisations to implement CJ activities- lack of computers, media equipment, etc.
Solution- Organise solutions (agreements with internet cafe’s, help with finding equipment donors) to improve their capacity.

• Slow uptake of disadvantaged communities to participate in CJ.
Solution- Increased knowledge exchange from empowered grassroots organisations to the local community.

A greater focus and investment in local news. This is receiving support with the new Constitution and de-centralised government. We will be able to strengthen the ability of grassroots organisations to be contributors to this demand for local information so that the voice of development may be heard.

This project can definitely drive this change and ensure local communities voices and issues are in the forefront in the media.

We could shift the focus from training grassroots organisations to training local secondary schools and tertiary training institutions. Either way, the cost savings associated with college students serving as community trainers to spread CJ in needy communities is a powerful one.

Of course we can continue to solicit for funds from other organisations and local government agencies to continue and expand our proposed programme. We may also conduct large-scale trainings for NGOs for a fee which can raise funds to support the programme.

EAMI has partnered with community FM stations such as Ghetto FM (serving Mukuru slum) and Pamoja FM (serving Kibera slum) both in terms of training of their staff and in producing radio programmes.
We have also partnered with the Nobelity Project (www.nobelity.org) in trainings for rural youth in filmmaking.

We will need dedicated and inspired students to play the lead role in spreading the skills and knowledge to the grassroots organisations. We will also use a volunteer from the EAMI staff to help coordinate the students with the organisations and to monitor them on assignment.

EAMI can provide communications training to organisations in the East African region. We also can chat about ideas every once in awhile!

El principal obstáculo fue no recurrir a los elementos claves del marketing para difundir el conocimiento del derecho de acceso a la información pública y haber insistido en un target de capacitación que no era el adecuado, no llegando a los verdaderos beneficiarios del derecho de acceso : los ciudadanos.
Pienso recurrir a diseñadores y especialistas en marketing para la construcción del kit didáctico y escolar. Los conocimientos técnicos ya existen y la capacitación irá mostrando si la combinación de ambas cosas (kits+conocimiento) son la verdadera solución

Los valoro sobremanera, son multiplicadores increíbles. Además funcionan perfecto para transmitir conocimientos a las nuevas generaciones que no tienen la costumbre de relacionarse con el formato papel, sino con las nuevas tecnologías. La solución necesita de estas innovaciones tecnológicas porque potencian el número de capacitados y la retroalimentación que pueda recibirse de ellos.

Chequear la calidad y contenido del material que se entrega ; si la capacitación es la adecuada ; si el target de capacitados se benefició o no. Hacer una encuesta luego de cada capacitación

El grueso de la ayuda económica se necesita para financiar el diseño y la compra de los kits escolares y otros materiales didácticos. Luego se destinarán recursos para financiar las capacitaciones, aunque éstas pueden desarrollarse en forma gratuita, como hasta la fecha.

Trabajo como contraparte de la Fundación Konrad Adenauer en proyectos de comunicación política (conferencias de prensa) y acceso a la información pública. Asimismo, Información Ciudadana tiene vínculos informales con ong´s como el CARI (Consejo Argentino para las Relaciones Internacionales) con quien organizamos actividades esporádicamente. Con la Universidad Católica, ADEPA (Asoc. De Empresas Periodísticas Argentinas),el Círculo de Periodistas Parlamentarios trabajamos conjuntamente en la organización de conferencias de prensa, pero sin vínculo formal.

Profesores universitarios, maestros, periodistas y abogados, con quienes ya trabajamos, así como también voluntarios que tengan conocimiento cabal de la temática o que puedan colaborar con la parte logística y quieran sumarse posteriormente.

Se necesita ampliar el financiamiento para llegar a más escuelas y universidades para capacitar más maestros, profesores y alumnos, pero sobre todo para motivarlos para realizar pedidos de información, a través de la entrega de materiales ingeniosos, y también generar una base de datos con información pública que crezca con el tiempo y facilite el intercambio. Podemos ofrecer los conocimientos técnicos y prácticos de la presentación de pedidos de información y su seguimiento en sistemas distintos como Argentina y México. Estamos acostumbrados a trabajar en red, sobre todo con las redes sociales 2.0, que multiplican la difusión de nuestra labor.