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Radio Comunitaria:Radio Comunitaria:Radio Comunitaria:Radio Comunitaria:Radio Comunitaria:

In PIn PIn PIn PIn Practice:ractice:ractice:ractice:ractice:

WSIS:WSIS:WSIS:WSIS:WSIS:

Philippines:Philippines:Philippines:Philippines:Philippines:

Gestión IntegralGestión IntegralGestión IntegralGestión IntegralGestión IntegralManaging a CrisisManaging a CrisisManaging a CrisisManaging a CrisisManaging a CrisisMeeting of Christian PartnersMeeting of Christian PartnersMeeting of Christian PartnersMeeting of Christian PartnersMeeting of Christian PartnersGood News on Music VideosGood News on Music VideosGood News on Music VideosGood News on Music VideosGood News on Music Videos

MEDIAFORUM 4/2003 2

Good News onGood News onGood News onGood News onGood News onMusic VideosMusic VideosMusic VideosMusic VideosMusic Videos

The taste of the pie is in the eating, so we say. Inthe same way, music videos are better viewedthan read about. Be that as it may, the good newsabout music videos is too important to keep pri-vate, too useful not to be shared. For there is somuch more to the music video than meets theeye.

Producing music videos came as a happy discoveryto Jesuit Communications (JesCom) in thePhilippines, given a prolific and vibrant musicsection in Jesuit Music Ministry, and anexperienced in-house video production team insearch of a medium to communicate with theyouth. With original Filipino Jesuit music being

sung in churches all over the Philippines and inFilipino communities abroad, and with thepopularity of MTV (music television) among younggenerations everywhere, it was most natural –

even obligatory – for JesCom to venture intoproducing its own music videos.

The obvious purpose of music videos is themarketing of music. Record labels are known tospend a fortune on them because they are theequivalent of commercials for music. But just asthey are a marketing tool, music videos are an artform. In fact, they have become the showcase ofgreat talent and creativity in video production.For JesCom, music videos make good marketingfor our original music. But they also serve a greaterpurpose. They evangelise.

For every music video that we produce, we sendout copies at our expense to various national TVnetworks, with a letter that explains our “gift”and our permission for them to use the musicvideo in their programming as they see fit. Theresult? Our music videos have become convenientand worthwhile fillers of gaps in the dailyprogramme. The majority of the local networksbroadcast our music videos several times a day,when programming is slow. A top network

By Peter Pojol, SJBy Peter Pojol, SJBy Peter Pojol, SJBy Peter Pojol, SJBy Peter Pojol, SJ

* Fr. Peter Pojol SJ acts as director of JesuitCommunications Foundations (JesCom) in Ma-nila, Philippines (For more information aboutJesCom, see the institutional profile in MEDIA-FORUM 2-3/2003, p.46)

A scavenger picks something to eat at the open garbage dumpsite in Payatas, location for the MV of How Lovely Is Your Dwelling Place

Although in most countries in the SouthernAlthough in most countries in the SouthernAlthough in most countries in the SouthernAlthough in most countries in the SouthernAlthough in most countries in the Southernhemisphere, young people form a largehemisphere, young people form a largehemisphere, young people form a largehemisphere, young people form a largehemisphere, young people form a largegroup or even the majority of the population,group or even the majority of the population,group or even the majority of the population,group or even the majority of the population,group or even the majority of the population,the Church normally does not pay too muchthe Church normally does not pay too muchthe Church normally does not pay too muchthe Church normally does not pay too muchthe Church normally does not pay too muchattention to how they can be addressedattention to how they can be addressedattention to how they can be addressedattention to how they can be addressedattention to how they can be addressedspecifically. The specifically. The specifically. The specifically. The specifically. The Jesuit CommunicationsJesuit CommunicationsJesuit CommunicationsJesuit CommunicationsJesuit CommunicationsFoundationFoundationFoundationFoundationFoundation has made it one of their prio- has made it one of their prio- has made it one of their prio- has made it one of their prio- has made it one of their prio-rities to reach young people according torities to reach young people according torities to reach young people according torities to reach young people according torities to reach young people according totheir specific way of life and style of commu-their specific way of life and style of commu-their specific way of life and style of commu-their specific way of life and style of commu-their specific way of life and style of commu-nication. One of them is to spread Christiannication. One of them is to spread Christiannication. One of them is to spread Christiannication. One of them is to spread Christiannication. One of them is to spread Christianvalues with the help of music videos.values with the help of music videos.values with the help of music videos.values with the help of music videos.values with the help of music videos.

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MEDIAFORUM 4/20033

broadcasts our music videos regularly at sign-onand sign-off. Our music videos (MVs) also appearfrequently on The Filipino Channel on US cable.

For all this we have received a constant stream ofpositive feedback from viewers everywhere,religious or not. Truly, because of the lyrics of thesongs and the accompanying visuals which areopen to religious sentiments and values, our musicvideos have become vehicles for evangelisation.Therefore, all airtime these MVs get is freeevangelisation. What could be better?

At JesCom, we also compile our music videos intovolumes meant to accompany group or individualprayer. Entitled Prayers Wrapped in Songs, eachmusic video comes with a guide for reflectionconsisting of a suggested theme, scripture reading

and reflection questions. Facilitators of shared-prayer groups have consistently expressed theirappreciation for such tools.

Of course, it goes without saying that quality mustbe our top concern, if we want networks to air ourmusic videos. Thus, producing music videos hasgiven us the opportunity to collaborate withestablished directors and cinematographers in thelocal industry. We must also be aware of how somenetworks are allergic to openly religious material.Subtlety is a great virtue in the task of penetratingthe mainstream.

In terms of video content, the concept of a musicvideo can be as simple as featuring the artistsperforming the song. But we have found it muchmore powerful and useful to weave into the visuals

a story line which can then be a forum or venuefor tackling social or religious issues.

For instance, for the song All Shall Be Well wefocused on children with cancer and their hopefor a future. How Lovely is Your Dwelling Placeinvolved filming the community living at theinfamous garbage dump in Payatas. Pauwi Na(Going Home) will highlight Filipinos workingabroad (migrant workers). Pananagutan (SocialResponsibility) used footage of the People Powerrevolution and plays up nationalism. (This lastone earned us the local Catholic Mass Media Awardfor Best MV in 2001.)

We believe music videos can be effective tools forevangelisation. Theirs is a contemporary genre thatawaits the growth of a Catholic Christian presence.

One of the cancer patients featured in the All Shall Be Well Music Video, focusing on children with cancer and their hope for a future. All fotos by Jesuit Communications Foundation

MEDIAFORUM 4/2003 4Hacer radio implica gestionar la emisora,Hacer radio implica gestionar la emisora,Hacer radio implica gestionar la emisora,Hacer radio implica gestionar la emisora,Hacer radio implica gestionar la emisora,descrubiendo que también una emisoradescrubiendo que también una emisoradescrubiendo que también una emisoradescrubiendo que también una emisoradescrubiendo que también una emisoracomunitaria es una empresa – una empresacomunitaria es una empresa – una empresacomunitaria es una empresa – una empresacomunitaria es una empresa – una empresacomunitaria es una empresa – una empresasocial. Dirigir y administrarla no significasocial. Dirigir y administrarla no significasocial. Dirigir y administrarla no significasocial. Dirigir y administrarla no significasocial. Dirigir y administrarla no significalimitarse al tema de la sostenibilidadlimitarse al tema de la sostenibilidadlimitarse al tema de la sostenibilidadlimitarse al tema de la sostenibilidadlimitarse al tema de la sostenibilidadeconómica, sino definir la radio tambiéneconómica, sino definir la radio tambiéneconómica, sino definir la radio tambiéneconómica, sino definir la radio tambiéneconómica, sino definir la radio tambiéncomo proyecto político y comunicacionalcomo proyecto político y comunicacionalcomo proyecto político y comunicacionalcomo proyecto político y comunicacionalcomo proyecto político y comunicacionalen su contexto social y cultural. Ernestoen su contexto social y cultural. Ernestoen su contexto social y cultural. Ernestoen su contexto social y cultural. Ernestoen su contexto social y cultural. ErnestoLamas, uno de los responsables del ProyectoLamas, uno de los responsables del ProyectoLamas, uno de los responsables del ProyectoLamas, uno de los responsables del ProyectoLamas, uno de los responsables del Proyectode Gestión de AMARC América Latina yde Gestión de AMARC América Latina yde Gestión de AMARC América Latina yde Gestión de AMARC América Latina yde Gestión de AMARC América Latina yCaribe describe las diferentes dimensionesCaribe describe las diferentes dimensionesCaribe describe las diferentes dimensionesCaribe describe las diferentes dimensionesCaribe describe las diferentes dimensionesa considerar “para hacer la radio quea considerar “para hacer la radio quea considerar “para hacer la radio quea considerar “para hacer la radio quea considerar “para hacer la radio quefinalmente queremos”.finalmente queremos”.finalmente queremos”.finalmente queremos”.finalmente queremos”.

En los años 90 las radios comunitarias de AméricaLatina y Caribe (ALC) dejaron de considerar„gestión“ como el acto de redactar y presentarproyectos de cooperación para sustentar lasemisoras, para comenzar a considerarlo como unconcepto amplio que expresa los métodos yherramientas para diagnosticar, planificar y evaluarlas prácticas de las radios. Así se identificaron lascuatro dimensiones sobre las que las radiosplanifican su cotidianeidad: Política Cultural,Comunicacional, Económica y Organizacional. Sedejó de considerar malas palabras a conceptoscomo „empresa“, „competencia“, „mercadeo“,„eficacia“, cruzándolas con otras más cercanas asus prácticas: „participación“, „democracia“,„diálogo“, „interlocución“.

El desafío era hacer buenas radios y además lograrel autosostenimiento integral (económico, social,institucional, político), construyendo autonomíay a la vez articulándose con otras radios yorganizaciones sociales en redes ciudadanas. Enese contexto de refundación del movimiento deradios comunitarias y populares, surge el Programade Gestión de la Asociación Mundial de RadiosComunitarias, América Latina y Caribe (AMARCALC), como respuesta a la demanda de las emisorasy de los centros de comunicación asociados, poruna parte, y del diagnóstico que indicaba que las

mayores debilidades de las radios comunitarias yciudadanas, de los centros y de las redes se dan enel terreno de la gestión.

El Programa de Gestión es un programa deformación que se define como facilitador deprocesos de comunicación y participación para latoma de decisiones en organizaciones mediáticascomunitarias y en la constitución de redes,apoyando todo ello en un proceso metodológicopolítico de planificación y gestión de procesoscomunicacionales.

De esta manera el Programa de Gestión fueestructurando servicios que buscaban respondera las diferentes necesidades. Se articuló por mediode:

a. Talleres de capacitación:a. Talleres de capacitación:a. Talleres de capacitación:a. Talleres de capacitación:a. Talleres de capacitación:

Una actividad que se brindó en diferentes paísesy en coordinación con las radios, los centros y lasredes locales, atendiendo a sus pedidos ynecesidades específicas. Estos talleres siguieronla metodología general propuesta por el Manualde Gestión de la Radio Comunitaria y Ciudadana*y fueron concebidos como procesos educativosautogestivos, con la finalidad de que losparticipantes se apropiasen de metodologías yherramientas para la toma de decisiones a partirdel diagnóstico y la planificación de procesoscomunicacionales y participativos.

b. Publicaciones de apoyo:b. Publicaciones de apoyo:b. Publicaciones de apoyo:b. Publicaciones de apoyo:b. Publicaciones de apoyo:

Entre las cuales se destaca el Manual de Gestiónde la Radio Comunitaria y Ciudadana, que sirvióde apoyo para la realización de los talleres y quepor su uso y alcance trascendió estrictamente elmovimiento de las radios dado que fue utilizadopor muchas organizaciones sociales.

c. Asesorías, consultorías y seguimientos a lasc. Asesorías, consultorías y seguimientos a lasc. Asesorías, consultorías y seguimientos a lasc. Asesorías, consultorías y seguimientos a lasc. Asesorías, consultorías y seguimientos a lasradios, centros de comunicación y redes:radios, centros de comunicación y redes:radios, centros de comunicación y redes:radios, centros de comunicación y redes:radios, centros de comunicación y redes:

Esto implicó acompañamiento y seguimiento enel terreno a las radios, centro de comunicación ya las redes de radios y la asesoría para el armadode talleres de capacitación.

Gestión Integral de laGestión Integral de laGestión Integral de laGestión Integral de laGestión Integral de laRadio ComunitariaRadio ComunitariaRadio ComunitariaRadio ComunitariaRadio Comunitaria

Responder aResponder aResponder aResponder aResponder alas necesidadeslas necesidadeslas necesidadeslas necesidadeslas necesidades

Por Ernesto LamasPor Ernesto LamasPor Ernesto LamasPor Ernesto LamasPor Ernesto Lamas

Ernesto Lamas es Coordinador Regional de laAsociación Mundial de Radios Comunitarias,América Latina y Caribe (AMARC ALC)

MEDIAFORUM 4/20035La gestión de la radio comunitaria y ciudadana esalgo muy concreto, práctico, aterrizado. Un temaque nos desvela, que nos preocupa, que estávinculado con la cotidianeidad de la radio y con lanecesidad de seleccionar los caminos másadecuados para que el proyecto continúeavanzando y creciendo.

Las ideas que surgen en la práctica cotidiana de lagestión son infinitas. Pensemos en losemprendimientos productivos para generarrecursos, en la creatividad para la comunicacióninterna, en las formas de conseguir discoscompactos a menos precio, en los conveniosinstitucionales para generar redes políticas,sociales y culturales, en las diferentes estrategiasque hemos tenido para saber qué piensa laaudiencia de la programación desde simplesencuestas hasta análisis de audiencia máscompletos.

Correspondientemente, los temas organizados enla gestión de la radio comunitaria, son laplanificación diagnóstica, la estructura en áreas odepartamentos, las Unidades de gestión, organi-gramas, la dirección, los trabajadores asalariadosy voluntarios, sostenibilidad y empresa comu-

nitaria, la comunicación institucional, clínicas enla radio, la publicidad: una vía de financiamientoy otras alternativas para la captación de recursoscomo el club de oyentes.

Contexto socio-político y culturalContexto socio-político y culturalContexto socio-político y culturalContexto socio-político y culturalContexto socio-político y cultural

Las ventajas comparativas de las radioscomunitarias son su credibilidad frente a laaudiencia, la imagen corporativa de nuestrasradios, la inserción en la comunidad, la red socialen la que nos encontramos insertos, las redes re-gionales de las que formamos parte.

Cuando nos referimos a las radios comunitarias,ciudadanas y populares y a los centros decomunicación estamos hablando de actoressociales que se constituyen en los distintos ámbitosde la sociedad para jugar allí un rol político (nonecesariamente partidario), social y cultural.Pensar la gestión de un medio no es sólo pensar enla institución o en la organización que está a cargodel mismo. Es necesario tomar en cuenta que enestos espacios se está generando otra forma devincularidad social que, en general, apunta haciauna propuesta alternativa basada en nuevosvalores, concepciones, categorías éticas o

espirituales. Dejar esto de lado es reducir laimportancia y el valor del aporte que las radiosciudadanas, populares y comunitarias y muchoscentros de comunicación están haciendo enAmérica Latina y el Caribe.

Claridad del proyecto político-culturalClaridad del proyecto político-culturalClaridad del proyecto político-culturalClaridad del proyecto político-culturalClaridad del proyecto político-cultural

Adentrándonos en algunos aspectos particularesde la situación de las radios, se puede decir queen medio de muchos problemas planteados paragarantizar su subsistencia, un número importantede las radios comunitarias, ciudadanas y popularesy los centros de comunicación vienen afrontandodificultades para definir con claridad su proyectopolítico-cultural y, directamente vinculado a esto,su proyecto comunicacional (mediático tambiénpuede decirse). ¿Cómo definirse como actor social,qué papel se puede cumplir y cómo lograr incidirrealmente en la sociedad, en el poder, en lasrelaciones sociales? ¿Cómo definir, en consecuencia,una propuesta que desde la radio y respetando lascaracterísticas propias del medio y de su lenguaje,pueda también incidir en el espacio social yarticularse con sus actores más dinámicos sinperder su especificidad comunicacional yradiofónica? Estas son preguntas que hasta ahorano tienen respuestas categóricas. Pero, otra vez,hay que dejar en claro que esta falta de respuestas

Source: Gestión de la radio, p. 132

MEDIAFORUM 4/2003 6tiene que ver con las mismas incertidumbres ydesconciertos del movimiento popular en el queestas radios y estos centros se encuentran inser-tos.

La dimensión legalLa dimensión legalLa dimensión legalLa dimensión legalLa dimensión legal

No es menos importante el hecho de que laslegislaciones en gran parte de los países siguenfavoreciendo el proceso de concentración y ladiscriminación de las alternativas populares yciudadanas que encarnan lasradios que son parte central denuestra preocupación. Lamayoría de los cuerpos legalesde los países de América Latinasiguen desconociendo a las radioscomunitarias o imponiéndolescondiciones de legalidad quecoartan el ejercicio del derechoa la comunicación y/o lesimponen condiciones que sonincompatibles con susustentabilidad. Esta puedaplantearse como una debilidadde las radios, pero también comouna asignatura pendiente delresto de los actores sociales –aún aquellos que aparecen máscercanos ideológica yprácticamente a las radios – que miran con„simpatía“ a estas radios, pero no hacen suficientesopciones prácticas en su favor, impulsan pocasiniciativas para favorecerlas o las eligen comoaliados estratégicos de su acción.

SostenibilidadSostenibilidadSostenibilidadSostenibilidadSostenibilidad

Otro factor de dificultad que se planteaactualmente a las radios tiene que ver con susustentabilidad y, en particular, con el aspectoeconómico.

Antes de cualquier análisis particular sobre lasituación de las radios habría que contemplar lacrisis general de la economía latinoamericana ycaribeña y las dificultades que atraviesa lapoblación más humilde para su subsistencia. En

medio de esta franja poblacional es donde seubican la mayoría de las radios de AMARC ALC.Estamos hablando, en consecuencia, de unproblema que no es sólo de las radios sino de lossectores más pobres de la población.

La sustentabilidad, en todo caso, va mucho másallá de lo económico. También vale decir que loeconómico no resuelve la sustentabilidad, porqueésta tiene como eje principal el proyecto mismo,su definición, su sentido último, y a partir de ello

el desarrollo de condiciones de viabilidad yfactibilidad. Las alianzas, la gestión en redes, eltrabajo voluntario, la investigación y el desarrollode procesos educativos como parte integral de lagestión, son componentes que contribuyen a lasustentabilidad y que le han permitido a las radioscomunitarias y a los centros superar aún los másdifíciles escollos económicos. Sin todo lomencionado, muchas de estas radios habríancerrado sus puertas hace ya mucho tiempo.

Las radios no lograron, por sus propias dificultadesy las de sus colectivos, encontrar caminos yalternativas adecuadas para resolver susproblemas de financiamiento. No hay unatradición y una experiencia en la mayoría de lasradios para encontrar soluciones en esta materia.

La experiencia de quienes lograron alternativassustentables no está suficientemente socializada.

Fue la propia incapacidad de las emisoras paragenerar formas eficientes de garantizar susustentabilidad, lo que dio motivo para la crisis.Sin ser éste el único motivo y la única razón de lasdificultades, vale señalar que es grave la falta depreparación en materia económica, admini-strativa y comercial que tienen gran parte de los

miembros de la conducción de lasradios. Además, las radiosresultaron seriamente afectadascuando la cooperación interna-cional dejó de apoyar muchosproyectos radiofónicos sin queantes se haya producido unadecuado recambio de las fuentesexternas por fuentes propias.

Trabajar para mejorar la gestión delas radios partiendo de su propiaexperiencia, es mucho más queapoyar un movimiento o fortaleceruna iniciativa. Significa contribuirde manera decidida a la conso-lidación de los espacios ciudadanosy democráticos en la región latino-americana y caribeña. Tambiénporque, como siguen diciendo

Villamayor y Lamas, „las radios comunitarias yciudadanas son espacios de recomposición deltejido social, son lugares de representación dediferentes identidades culturales y de construcciónde la democracia“. Por este motivo se debeentender a la radio comunitaria y ciudadana como„un ámbito para el ejercicio de la ciudadanía entanto forma de organización ciudadana auto-gestionaria y autónoma, expresión de interesescolectivos político-culturales en el marco de unproyecto comunicacional, en el cual un grupo depersonas hace uso de sus derechos a la comuni-cación y la expresión“.

* Claudia Villamayor y Ernesto Lamas: Gestión de la RadioComunitaria y Ciudadana Quito: Fundación Friedrich Ebert yAMARC, 1998

MEDIAFORUM 4/20037

The PThe PThe PThe PThe Press Office (2)ress Office (2)ress Office (2)ress Office (2)ress Office (2)

By Jim McDonnell*By Jim McDonnell*By Jim McDonnell*By Jim McDonnell*By Jim McDonnell*

In PIn PIn PIn PIn Pract ice:ract ice:ract ice:ract ice:ract ice:

The X-Ray EnvironmentThe X-Ray EnvironmentThe X-Ray EnvironmentThe X-Ray EnvironmentThe X-Ray Environment

These days, in every country, there has been adecline of trust in and a questioning of thecredibility of big institutions. Institutions andtheir representatives, like the Catholic Church,live in an “x-ray environment” created by mo-dern global news media which constantly subjectsthem to public scrutiny.

The Catholic Church, which claims moral and spi-ritual authority and the right to offer guidancenot only to individuals but also to societygenerally, is particularly vulnerable. The Churchcannot afford to get it wrong when it deals withdifficult and potentially damaging incidents.

The Importance of Crisis ManagementThe Importance of Crisis ManagementThe Importance of Crisis ManagementThe Importance of Crisis ManagementThe Importance of Crisis Management

In this context it is increasingly important thatthe Church leadership and its Press Officers learnthe art and skills of crisis management. Crisismanagement is not about the covering up of

scandal or manipulation of the press to try andexcuse the inexcusable. It is about reducing thenumber of crises that occur and ensuring thatothers are dealt with more effectively.

Crisis management restricts the damage that acrisis can inflict upon an organisation by (1)enabling it to maintain normal operations whilethe crisis is occurring (2) ensuring that the crisisitself is dealt with speedily and properly and (3)communicating what it is doing in ways that helpsupport, or even enhance, its reputation andcredibility.

Many crises can affect a body like the Church. Acrisis is any unplanned event that maysignificantly disrupt normal operations, and posesa real, perceived or possible threat to publicreputation or credibility. A church or churchhostel could catch fire, a church worker mightrun off with money, the Church might find itselfin a political controversy or a local dispute, perhapsabout a church school or other organisation, apriest or church worker might be accused ofbehaving in an immoral way, there might bepolitical and religious unrest and even violence.But whatever the case, whether or not caused bythe Church itself or by outside forces, there aresome rules to follow in managing any crisis.

Preparing to Manage the CrisisPreparing to Manage the CrisisPreparing to Manage the CrisisPreparing to Manage the CrisisPreparing to Manage the Crisis

So what can the Church do to prepare for crises?The most important step, for a Bishops’ Conference,diocese, a religious order, a church charity, schoolor even a parish is to develop a crisis managementplan. This is a document that tries to anticipatethe kind of problems that the organisation is mostlikely to face and sets out how to respond in aneffective manner. When a crisis occurs there is aninitial period of chaos and confusion and mostpeople find themselves in some form of temporaryshock. Having a crisis plan helps people to getthrough that initial period without making thesituation worse.

The Crisis PlanThe Crisis PlanThe Crisis PlanThe Crisis PlanThe Crisis Plan

A crisis plan, therefore, is a formal set of proceduresthat enables participants in a crisis to take the

Managing a CrisisManaging a CrisisManaging a CrisisManaging a CrisisManaging a Crisis

*Dr Jim McDonnell, is an independent communicationsand media consultant. He is currently President of theEuropean Region of SIGNIS (World Catholic Association forCommunication) and a visiting Fellow of Trinity and All SaintsCollege, Leeds. From 1990 to 2002 he was Director of theCatholic Communications Centre, London, Email:jimmcdonnell@blueyonder.co.uk

When ecclesiastical authorities are unwillingto give information or are unable to do so, thenrumour is unloosed and rumour is not a bearerof the truth but carries dangerous half-truths.… Responsible leaders in the Church thenshould try in advance to be ready to deal witha difficult situation and should not abandonthe initiative.

Communio et Progressio, 1971, 121 and 124

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MEDIAFORUM 4/2003 8

Scope of the Crisis Management PlanScope of the Crisis Management PlanScope of the Crisis Management PlanScope of the Crisis Management PlanScope of the Crisis Management Plan

The Crisis Management Plan will be put intooperation when there is an actual or anticipatedevent that will or may have adverse consequencesfor the organisation’s normal operations or willaffect its credibility and public standing.

The Crisis Management Team shall be:The Crisis Management Team shall be:The Crisis Management Team shall be:The Crisis Management Team shall be:The Crisis Management Team shall be:BishopVicar GeneralDiocesan Communications OfficerPrivate Secretary

Experts (depending on nature of crisis, e.g. Chan-cellor, Financial Secretary, Child ProtectionOfficer, legal advisor)

Deputies for the above will be _____

When a Crisis is anticipated or occurs, theWhen a Crisis is anticipated or occurs, theWhen a Crisis is anticipated or occurs, theWhen a Crisis is anticipated or occurs, theWhen a Crisis is anticipated or occurs, thefollowing steps will be taken:following steps will be taken:following steps will be taken:following steps will be taken:following steps will be taken:

1. Any member of the Crisis Management Teamwho becomes aware of a crisis unfolding shouldinform the Bishop or Vicar General.

2. The CMT will meet in _____ (back-upmeeting location is _____) when convenedby the Bishop/VG.

3. The Bishop/Vicar General ensures that thecore team is alerted and that the appropriatelegal and other experts have been contacted.

Crisis Team: First MeetingCrisis Team: First MeetingCrisis Team: First MeetingCrisis Team: First MeetingCrisis Team: First Meeting

¨ Share all information and decide what actionsneed to be taken immediately.

¨ Check that telephones and fax are working

and key contact telephone/fax numbers and e-mail addresses are correct.

¨ Keep a record of agreed actions and times forcompletion and assign responsibilities.

¨ Ensure the telephone is manned. Start log ofall calls associated with the crisis, especiallythose from the media, get details of caller,organisation, phone and fax or e-mail.Remember, do not give statements over thephone. Promise to return the call and to fax ore-mail a statement within a specified time.

¨ Determine what facts you know about thecrisis. Verify facts where possible. Write downwhat you know and what you are doubtful of.Make sure there are no hidden facts which youneed to know. Your credibility will collapse iffacts emerge later which cast shadow on thehonesty and truthfulness of your publicstatements.

¨ Prepare a holding statement with supportingquestions and answers for any initial enquiries.Enlist outside help if required. Check statementwith appropriate experts and legal adviser.

¨ Identify appropriate media spokesperson orpersons. Ensure they are properly trained.

¨ Decide which stakeholders (e.g., injured,alleged victims, priests, parishes, public) willneed, meetings, letters, statements. Agree howgroups and individuals are to be kept informed.

¨ Decide how external and internal responsesto the crisis are to be monitored and by whom.

¨ Brainstorm possible developments of thecrisis. Identify worst case scenarios and decidehow these will be dealt with and what mediaresponse will be made.

¨ Decide time of next meeting.

¨ Implement agreed decisions.

Subsequent meetings as Crisis develops andSubsequent meetings as Crisis develops andSubsequent meetings as Crisis develops andSubsequent meetings as Crisis develops andSubsequent meetings as Crisis develops anduntil resolveduntil resolveduntil resolveduntil resolveduntil resolved¨ Before the meeting, Bishop/VG should assessdevelopment of crisis and check if new membersare needed in team.

¨ Update known facts in the light of develop-ments since the first meeting.

¨ Review the existing position and pressstatements. Check the questions and answers.Update where necessary.

¨ Review state of knowledge of the crisis andany comment made by people within orassociated with the organisation. Decide ifresponse is necessary.

¨ Update any external media or other advisershelping with the crisis.

¨ Agree future actions and timetable.

¨ Decide on time of next meeting.

Concluding MeetingConcluding MeetingConcluding MeetingConcluding MeetingConcluding Meeting¨ Meet and formally evaluate the handling ofthe crisis.

¨ Identify current public position andreputation.

¨ Identify any strengths and weaknesses in themanagement of the crisis.

¨ Modify crisis plan as required.

¨ Check that causes of the crisis are wellunderstood and that any appropriate actionsare being or will be taken to minimise the riskof a similar crisis recurring.

¨ Collect and file all documents relating to thecrisis.

¨ Ensure adequate de-briefing for any peoplewho have been adversely affected by their workon the crisis.

Examp le :E xamp le :E xamp le :E xamp le :E xamp le :

D I O C E S A N C R I S I SD I O C E S A N C R I S I SD I O C E S A N C R I S I SD I O C E S A N C R I S I SD I O C E S A N C R I S I SMANAGEMENT PLMANAGEMENT PLMANAGEMENT PLMANAGEMENT PLMANAGEMENT PLANANANANAN

MEDIAFORUM 4/20039

minimum steps necessary to start taking controlof the situation. In its simplest form a crisis planwill set out a checklist of what to do if certainevents occur and who must be contacted. A goodexample is a plan for what to do in the case of anoutbreak of a fire on church premises. The planneed not be long but must be clear and updatedregularly.

A good plan will contain clear instructions aboutwhat key people are expected to do and how es-sential tasks are to be undertaken. For example,the plan should guide administrative and otherstaff how to handle press or other enquiries duringthe period of crisis. All enquiries should be directedto a single person or office and all publicstatements or information should be channelledthrough a single clearly identified contact. Thecrisis plan must be rehearsed to simulate likely

situations. It is too late when the crisis is uponyou!

The Crisis Management TeamThe Crisis Management TeamThe Crisis Management TeamThe Crisis Management TeamThe Crisis Management Team

The next step is to form a crisis management team.The team are those people who will take chargeduring a crisis and who will ensure that the crisisplan is implemented properly. The team needs aclear role, a proper leadership structure andsufficient authority to take decisions quickly.Members of a crisis team should obtain trainingin the basic skills of crisis management and keepthemselves updated on best practice. The crisismanagement team should anticipate potentialcrises, monitor existing procedures and systemsand modify them as needed.

The team needs to identify those key people(stakeholders) inside and outside the organisation

who will be either supporters or critics in a crisis.A good working relationship with journalists ingood times can pay off if they come asking difficultquestions. Good links with governmentalauthorities and the police can be vital in cases ofallegations of abuse or other criminal activity. Suchrelationships can also help ensure that rumours

are not spread and that further damage is done.Finally, the team must review and evaluate howprevious crises have been handled and ensurethat any lessons are learnt and put into practice.

Four Key RolesFour Key RolesFour Key RolesFour Key RolesFour Key Roles

There are four key roles that must be present inany crisis management team. First, leadership:one leader. There is nothing worse than a situationin which a number of people are all trying (andfailing) to exercise a leadership role. Too manychiefs will inevitably lead to disaster.

Second, expertise: use the experts. Theappropriate expertise needs to be assembled tomeet the demands of the crisis. A number ofexperts may form a “pool” which can be drawnupon as appropriate. For example, a diocese mightat times have to call, upon accountants, headteachers, child protection specialists or seniorclergy with pastoral responsibilities. It is essenti-al, however, that someone with legal expertise is acore member of the team. Not least to ensure thatthe legal rights of any people caught up in a crisisare protected.

Third, communications: one spokesperson. Thereneeds to be one spokesperson during a crisis who

An issue ignoredis a crisis ensured

HenrHenrHenrHenrHenry Kissingery Kissingery Kissingery Kissingery Kissinger

Source: Wie sag’ Ich’s...? Hrsg. Fraund/Goetzmann

MEDIAFORUM 4/2003 10In a crisis journalists look for someone to blame.

So the Church must not retreat behind defensivewalls and try to shut the media out. That onlymakes matters worse. It encourages the mediaand the public to believe that the Church iscovering up incompetence at best, and wrongdoingat worst. The only sensible approach is to givepublic (media) communications a high priorityand make sure your story is told in the form ofcaring, consistent and clear messages. In a mediaworld in which perception is reality, it is notenough to do the right thing, you have to be seen(and heard) to be doing the right thing.

When the Crisis Happens!When the Crisis Happens!When the Crisis Happens!When the Crisis Happens!When the Crisis Happens!

Deal with the crisis and tackle the underlyingproblems. Take time to assess the situation andtake measured appropriate action. In some casesindividuals need to be protected from mediainterest, taken to a place of care, have counsellingor given space to recover from shock. Put yourcrisis plan into operation.

Select a competent, trained, credible person todeal with the news media, so that you can takethe initiative from the outset and trust andcredibility can be established quickly. Never say,“No Comment”!

Establish your facts. Avoid speculation. Investigateand check thoroughly. Tell the truth!

Make sure that the team and the spokespersonhandling the crisis know all the relevant facts.Good internal and external communications arevital. Anticipate media questions and monitormedia coverage. Be ready to respond quickly ifnew issues arise.

Put people first. Every action and every messagein a crisis must tell the world loud and clear thatthe Church is concerned about people. Financial,legal, or other issues must not be allowed to get inthe way of showing that if people have been upset,hurt, damaged or abused their interests will comefirst.

Prepare an initial holding statement, to give tothe media. This initial statement should only statewhat is known and should avoid all speculation. Ifappropriate, it should contain an expression ofsorrow or concern for any people who are knownto have been harmed.

As soon as possible issue a fuller statement toreassure any victims, stakeholders, the public andthe media, that you are taking appropriate actionand are aware of the seriousness and urgency ofthe situation. Your messages should be clear andsimple.

Get the best expert, including legal advice, rele-vant to the particular situation. However, advicefrom legal or other professional advisers should beevaluated in relation to the overall goals of dealingwith the real issues and establishing trust andcredibility.

ConclusionConclusionConclusionConclusionConclusionThe Chinese word for crisis combines thecharacters of danger and opportunity. The dangeris that a badly managed crisis will have extremelydamaging repercussions. A crisis well handled,however, is an opportunity for the Church, likeany organisation, to win a measure of trust andrespect from the public, the media and its ownmembers because it is competent, honest, caringand credible.

may, or may not, be leader of the team. But everyteam needs someone with appropriatecommunications expertise, able to deal with themedia.

Fourth, support: administrative backup. The teammust have the right administrative back-up.

The Role of the News MediaThe Role of the News MediaThe Role of the News MediaThe Role of the News MediaThe Role of the News Media

Once a problem or dispute goes public, the mediawill be there. Often, of course, it is because of themedia that a problem is made public. The presshas uncovered what it sees as a scandal andsuddenly Church leaders, and their commu-nication officers, are thrust into the limelight.What to do? What to say?

In this situation no organisation can rely on afavourable treatment. The Church, like every othergroup, will find that it is presumed by the press tobe guilty if allegations of negligence, wrong-doingor incompetence are made. It has to prove itscompetence, honesty and care for people by itswords and actions during the crisis.

The news media want a good story, a drama. Andthey want it immediately! They want heroes, villa-ins and victims. They want to put complex issuesinto pictures: visual (TV, photographs), audio (ra-dio “sound bites”), or written (dramatic quotes).

MEDIAFORUM 4/200311

WWWWW SSSSS IIIII SSSSS

The first phase of the World Summit for the Infor-mation Society will be held in Geneva on Dec. 10-12, 2003. During the preparatory process of morethan two years, there was a strong discussion,causing a lot of conflict between the differentactors, as governments, Civil Society, telecom-munications industry, commercial and publicmedia etc. For the first time, there were mecha-nisms for an active participation of the CivilSociety. And their representatives have used thisopportunity in manifold ways, especially duringthe preparatory conferences. Nevertheless, onlyvery few of their proposals have finally been pickedup by the governments.

The themes to be discussed at this First UnitedNations Summit on Information, Communicationand Media are still manifold. Some of the coreissues will be:

The „Digital Divide“ (the dominance of Northerncontents and the lack of Internet access in theSouthern countries);

•The Role of the (traditional) Media in the In-formation Society;

•Communication rights;

•Intellectual property;

•Free Software.

According to the activities of our project partners,right from the beginning of the WSIS process,

CAMECO emphasised the growing importance ofcommunity media in the developing countries.We encouraged the Latin American Association ofRadio Education (Asociación Latinoamericana deEducación Radiofónica, ALER) to carry out acontinent-wide study on the „success factors“ ofthe most important Latin American communityradios. This study, called The Practice Inspires(La práctica inspira), analyses the experiences of33 radio stations in 12 countries.

In September, at the Third Preparatory Conference(PrepCom3) in Geneva, the two Swiss Churchagencies – Catholic Lenten Fund and Bread forAll – CAMECO, the World Association ofCommunity Broadcasters (AMARC) and theCommunity Media Caucus of the WSISagreed to present not only the ALER study,but also other community related mediaexperiences. Therefore, together we willorganise a Community Media Forum to beheld on Dec. 12th, which will also includethe presentation of community newspapersin Zimbabwe, community television inNorth America, educational videos in Japanand a roundtable on community medialegislation.

Meanwhile, several Christian groups andreligious orders have become activeparticipants in the WSIS process. Therefore,CAMECO invites – together with the Inter-national Catholic Centre in Geneva (CCIG)

– these Christian partners to a joint meeting totake place immediately after the Summit, on Dec.13th. The purpose of this meeting is to analyse theresults of the first phase and to reflect on commonissues to be handled during the second phase inDecember 2005 in Tunis. ChristophDietz

Jo in t Mee t ing o fJo in t Mee t ing o fJo in t Mee t ing o fJo in t Mee t ing o fJo in t Mee t ing o f

Christian PartnersChristian PartnersChristian PartnersChristian PartnersChristian Partners

MEDIAFORUM 4/2003 12B O O K - R E V I E W SB O O K - R E V I E W SB O O K - R E V I E W SB O O K - R E V I E W SB O O K - R E V I E W S

Radios communau-taires en Afrique del’Ouest. Guide àl’intention des ONG etdes bailleurs de fonds,par Stéphane Boulc’h,Ed. du COTA, Hors-Série n° 5, Bruxelles,

avril 2003, 160 pages, 5 Euro (commander à :COTA, 7 rue de la Révolution, B-1000 Bruxelles,Belgique)

Radios communau-taires. Apprendre àparticiper. Un manuelde formation, par WilnaW. Quarmyne, InstitutPanos Afrique del’Ouest (IPAO), Dakar,août 2003, 82 pages,

15 Euro + frais postaux, gratuit pour les radioset centres de formation du Sud (commander à :radio@panos-ao.org ; mise en ligne sur le sitewww.panos-ao.org à partir du 15/12/2003)

Mois après mois, la bibliothèque du « radioteur »ne cesse de s’enrichir. On s’en réjouira. D’autantque les auteurs cherchent à approcher le sujetsous des angles originaux.

Le guide proposé par le COTA est le résultat deplusieurs années de recherches sur le terrain.L’intérêt de l’ONG belge aux radioscommunautaires portait d’abord sur la questionde la formation. Mais ils ont constaté que les ONG

et autres institutions utilisaient peu les radioscomme outil d’appui à leurs programmes dedéveloppement. D’où le choix de StéphaneBoulc’h, membre de l’équipe du COTA, des’adresser prioritairement aux ONG et aux bailleursde fonds. Ce guide leur explique ce que sont lesradios communautaires en Afrique : leurs enjeuxet leurs difficultés tant pour leur création queleur gestion, et donc leurs besoins de trouver dessources de financement.

Ce guide leur lance aussi un appel : d’abord pourprendre conscience du potentiel et de l’impactdes radios de proximité ; ensuite pour utiliserdavantage ces nouveaux moyens decommunication et d’accès aux populationsdevenues auditeurs, pour qu’ils se proposent parexemple comme « personnes ressources » sur leursthèmes d’intervention et d’action afin d’améliorerle contenu des programmes de ces radios.

Enfin pour que ces ONG et acteurs dudéveloppement prévoient dans leur budget une« ligne communication » leur permettant desoutenir les radios avec lesquelles elles collaborent.Ce n’est pas un des moindres mérites de ce guidede faire comprendre aux acteurs dudéveloppement le coût d’une radio et desproductions radiophoniques... Quant aux agentsdes radios, ils trouveront dans ce guide une massed’informations, d’exemples et d’outils sur tousles aspects de la radio : tant pour la planificationd’un projet que pour l’animation et la conduited’une station.

Le guide du COTA aborde aussi les questions del’évaluation, de l’étude d’auditoire et de laparticipation des auditeurs.

C’est ce dernier aspect, que vient compléter le« Manuel de formation » publié par l’IPAO deDakar, en collaboration avec Radio ADA, une ra-dio communautaire ghanéenne qui est reconnuecomme une radio communautaire de référencedans sa manière de vivre la participation au seinde l’équipe et des communautés qu’elle dessert.Ce manuel s’adresse principalement auxformateurs.

Sur 82 pages, ce document pédagogique proposeune synthèse de l’approche « formation interne »de Radio ADA : une somme des expériences enmatière d’apprentissage, des ateliers qui ontprécédé le lancement de la station en février 1998et ceux qui ont été organisés depuis cette date.Cette approche se veut éclectique en puisant auxsources de la communication en appui audéveloppement et de la pensée de Freire. Elle sefonde sur la méthode d’apprentissage par l’action.Ce manuel a l’ambition de combler un vide dansla formation offerte par la plupart des écoles etcentres quant aux démarches et initiativespossibles pour renforcer la participation à tous leséchelons au sein des radios communautaires etde proximité. L’auteur de ce manuel, MadameWilna W. Quarmyne, est la directrice exécutiveadjointe de Radio ADA et membre du « Servicedes radios communautaires du Ghana ». C’estdonc son expérience et celle du Réseau Ghanéendes Radios Communautaires qui est ici mis àdisposition du plus grand nombre. Ce livre devraitconstituer une référence dans toutes démarchesde formation interne des « animateursproducteurs » des radios communautaires.

Radios communautaires :Radios communautaires :Radios communautaires :Radios communautaires :Radios communautaires :

Deux nouveaux manuelsDeux nouveaux manuelsDeux nouveaux manuelsDeux nouveaux manuelsDeux nouveaux manuels

ISSN 1433-6472Publisher: Catholic Media Council

Anton-Kurze-Allee 2, D-52064 AachenP.O. Box 10 21 04, D-52021 AachenTel. **49-(0)241-70 13 12-0Fax **49-(0)241-70 13 12-33E-mail cameco@cameco.orghttp://www.cameco.orgExecutive Director Daniela FrankLatin America Christoph Dietz

Daniela FrankEastern Europe/CIS Andrea Sofie JannuschAfrica/Middle East Michel Philippart

Petra StammenAsia/Pacific Georg AmshoffDocumentation/EDP Wasil A. Müller