1 of 9

Coalitions for change

Collective action for stronger media ecosystems

IAMCR MEDIA SECTOR DEVELOPMENT WORKING GROUP, JULY 6, 2022

David Lush (IMS) and Michael Randall (independent consultant)

2 of 9

What we mean by coalitions

“A temporary alliance of different actors with a variety of interests and affiliations looking to achieve common goals through collective action and advocacy”.

3 of 9

Coalitions: What we are trying to find out

Seeing that “Multi-stakeholder coalitions are emerging as a promising way to build strategies for survival” for public interest media (Benequista N, 2019:2):

Which factors are most effective in enabling locally driven coalitions for change to emerge and thrive through externally supported media development efforts?

4 of 9

The PRIMED programme

Looking to strengthen media resilience to political and economic pressures in a variety of contexts

3 countries - Bangladesh, Ethiopia and Sierra Leone.
4 interlocking workstreams - Business development, good journalism, collective advocacy and knowledge creation
6 implementing organisations (BBCMA, CI, FPU, GFMD, IMS and MDIF)
5 learning questions

5 of 9

Methodology

Examine previous coalition building initiatives
Apply this learning in the design of PRIMED’s support to coalitions
Monitor and evaluate
Apply learning to media development policy and practice

6 of 9

What we have found out so far

Some coalitions have had significant impact. Many haven’t.
Coalition building runs counter to most media development agencies’ practice. But international actors still have an important role to play.
Coalition building “is not about forming an institution – but a platform upon which the collective good is advanced.” Tabani Moyo, former Chair of the Media Alliance Zimbabwe (MAZ).
Unity is strength – but difficult to engineer.
Balancing inclusion with focus.
Coalition building is highly strategic.
No two coalitions are the same, and therefore any model needs to be highly flexible.
But we think we may have the makings of a model.

Coalitions that fail and under-achieve probably outnumber those that succeed – refer to study of coalitions in Africa by Dr Haron Mwangi and Dr Martha Njiiri. CHARM_mapping-coaltions-2021.pdf (civicus.org)

But the impact the coalitions we examined have had suggests coalition building should be taken seriously as a media development strategy.
Constitutional change and the gradual opening up of a highly-restricted media sector (Zimbabwe), progressive reforms (Pakistan, Zambia, Kenya), effective push back against restrictions (Pakistan, Zimbabwe, Zambia), increased trust and collaboration between media in polarised and volatile environments (Georgia, MENA, Pakistan, Somalia, Zambia and Zimbabwe),
It’s far too early to say whether fledgling coalitions in Ethiopia, Bangladesh and Sierra Leone will have similar impact.

Coalition building takes time

Terms that stand out: Organic growth, incremental approach, securing consensus, building confidence, flexibility
Therefore coalition building runs counter to conventional development practice.
However, international organisations do have a role to play.
A subtle balance between leading and stepping back and allowing national partners to set the agenda.
This requires

nurturing strong and trusting relationships with and between coalition partners
being highly in tune with developments on the ground.

The instinct is often to set up an institution – a network, a secretariat, particularly if donor funds are earmarked for this sort of thing.

But an institution is not always needed and can be a hindrance.

Identifying and focussing on shared interests is crucial – striking a balance between being inclusive and focussed on interests that bind coalition members together.

Coalitions are therefore intrinsically political: Finding the right blend of expertise and leadership.
All of this makes coalition building tricky, particularly in polarised environments where there is competition between potential allies for scarce resources.

Coalition building highly strategic – requires having

a clear vision,
short, medium and long-term goals,
and being responsive to sometimes sudden changes and turning challenges into opportunities

Dynamics between key players and contextual factors beyond the control of coalitions and their supporters have a major influence on coalitions.

No two coalitions are the same:
But we think we may have the makings of a model.

7 of 9

Generic theory of change

8 of 9

What we’d like to hear from you

All - What have we overlooked?

Practitioners – Does any of this make sense? How might this be of use to you?

Academics –Does this topic warrant further research and, if so, does our study give you something to go on?

9 of 9

Thank you