Thursday, November 05, 2009

The Open Society Fellowship

About the Open Society Fellowship
The Open Society Fellowship supports individuals seeking innovative and unconventional approaches to fundamental open society challenges. The fellowship funds work that will enrich public understanding of those challenges and stimulate far-reaching and probing conversations within the Open Society Institute and in the world.
A fellow's contribution may take several forms. A fellowship project might identify a problem that has not previously been recognized, develop new policy ideas to address familiar problems, or offer a new advocacy strategy. Fellows should take advantage of the considerable intellectual and logistical resources of the Open Society Institute in carrying out their projects.
Fellowship Guidelines

Open Society Fellowship
The Open Society Fellowship supports individuals seeking innovative and unconventional approaches to fundamental open society challenges. The fellowship funds work that will enrich public understanding of those challenges and stimulate far-reaching and probing conversations within the Open Society Institute and in the world.

A fellowship project might identify a problem that has not previously been recognized, develop new policy ideas to address familiar problems, or offer a new advocacy strategy. Fellows should take advantage of the considerable intellectual and logistical resources of the Open Society Institute and expect to contribute meaningfully to OSI's thinking in return.
In evaluating each proposal, the selection committee weighs three factors: the applicant, the topic of the project, and the work product.

Proposals are accepted year round, but those received by September 15, 2009, will be evaluated by November 30, 2009.

The Applicant
The Open Society Fellowship chooses its fellows from a diverse pool of applicants that includes journalists, activists, academics, and practitioners in a variety of fields. Applicants should possess a deep understanding of their chosen subject area and a track record of professional accomplishment.

The fellowship seeks “idea entrepreneurs” from across the world who are ready to challenge conventional wisdom. Successful applicants will be eager to exploit the many resources offered by OSI and be prepared to engage constructively with the global OSI community. Ideal fellows are specialists who can see beyond the parochialisms of their field and possess the tenacity to complete a project of exceptional merit.
The Topic of the Project

The Open Society Institute works to build vibrant and tolerant democracies whose governments are accountable to their citizens. Among OSI's core areas of concern are human rights, government transparency, the promotion of civil society and social inclusion. Project themes should cut across these areas of interest. Applicants are encouraged to explore this website to acquaint themselves with the panoply of themes and geographic areas that fall within OSI's purview.

Examples include:
· Global migration and the rights of displaced minorities
· The role of cultural expression and cultural movements in promoting open societies
· Organized crime, corruption, and state failure
· The economic crisis and its impact on open societies
· How authoritarian societies use ideology to legitimize their rule
· The interdependence of security, the rule of law and civil society in post-conflict settings
· How to enlist a broad range of constituencies—e.g. labor, immigrants, religious groups, and women—to advance causes central to the open society, including human rights, good governance, and transparency
· Movement-building and state repression in societies affected by global warming
· The impact of new technologies on citizen access to information and justice
· The relationship between political marginalization of minority groups and political violence
· Privatization and government accountability

Open Society Fellows are currently investigating the role of new technologies in authoritarian societies, modes of AIDS transmission on two continents, the fraught relationship between a war-torn society and its diaspora in the United States, and the mixed results of international advocacy for Darfur.

What these projects share is a zeal for problem-solving, the confidence to test hypotheses against observed reality, and an impatience with conventional or clichéd thinking.
Applicants who are uncertain whether their topic fits within OSI's organizational interests are invited to submit a brief letter of inquiry, accompanied by a CV, before proceeding with the online application process. That letter of inquiry should be addressed to: OSFellows@sorosny.org.

The Work Product
Successful projects should push the boundaries of current thinking and carry lessons that can be applied to a variety of settings. Applicants should carefully consider the impact they want their work to have and the audiences they wish to reach. They should then think creatively about the activities and work products that will reach these audiences most effectively.

Fellows may produce a variety of work products, including publications such as books, reports, or blogs; innovative public-education projects; or the launch of new campaigns or organizations. They may also engage in activities such as hosting panel discussions, traveling to conferences, participating in policy debates, and aggressively promoting their ideas in public venues.

Fellowship projects can include photography, outreach and advocacy around documentary film, and other forms of cultural production. Applicants in the arts must demonstrate rigorous and original thinking about the nexus of cultural expression and social change.

Fellowship Expectations
At the heart of the fellowship is the Open Society Institute itself. Fellows are invited to join the rich and diverse OSI community, a global network of activists and institutions dedicated to defending civil society and improving the lives of the world's most vulnerable citizens.
Fellows are expected to take full advantage of OSI's expansive reach and work to bring new people and fresh ideas into the organization's ambit. The program anticipates that most fellows will spend a portion of their fellowship term at one of the organization's main offices, in New York, Washington, London, Brussels, or Budapest, or at an OSI regional foundation. While in residence, they are strongly encouraged to organize and participate in conferences and program events and may be asked to run a seminar involving OSI staff and outside colleagues.

Ultimately, fellows should sharpen the organization's thinking, question its assumptions, and broaden its understanding of pivotal social problems.

In order to facilitate these interactions, proficiency in spoken English is required.
Fellowship Placement and Term

OSI considers applicants from all parts of the world. Most fellows spend a portion of their term in one or more OSI offices. Fellows may work out of multiple OSI offices during their term.
F
ellows who wish to work on their project in a country in which they do not have citizenship must satisfy and comply with applicable visa requirements. OSI helps fellows obtain necessary visas and covers all associated costs.

Fellowships are awarded for one year. In some cases OSI considers requests for shorter or longer durations. Preference is given to applications for full-time fellowships, but OSI also considers applicants who can only work part-time on their projects.

Fellowship Support
For a full-time fellow based in the U.S., the stipend ranges from $60,000 to $100,000. For fellows based in other countries, appropriate adjustments will be made to reflect the economic circumstances and costs of living in those countries. Stipends are based on several factors including work experience, seniority, prior earnings, and the proportion of time committed to the fellowship. The stipend does not necessarily equal the applicant's current salary. In certain cases, fellows will receive additional financial support to enable them to meet the residency expectation.

In most cases, OSI provides fellows with communications support to convey their work to a broader audience and influence current debates. OSI also integrates fellows into its networks of individual and organizational partners and grantees.

OSI may cover additional project expenses such as travel (including airfare and hotel), visa costs, part-time research assistance, conference fees and health insurance. Fellowship expenses should not include operational or programmatic costs, such as employees and physical infrastructure. The purpose of the fellowship is to support individual fellows; therefore OSI will only cover individual expenses.

The fellowship does not fund enrollment for degree or non-degree study at academic institutions, including dissertation research.

Please note that under federal tax rules applicable to U.S. private foundations, OSI cannot support lobbying activities. Projects that include lobbying activities will not be funded. If you're unsure whether your project activities constitute lobbying, please review the Tax Law Lobbying Rules before submitting an application.

Application and Selection
All interested applicants should complete the online application form at https://oas.soros.org/oas and submit supporting materials for consideration. Please read the FAQs before applying. Applicants may submit a project proposal or other materials in a language other than English, as long as they also submit an English translation. Certified translations are strongly recommended.

Once the initial information has been entered, applicants receive login details and an ID number that allows them to make additions and revisions to the form until materials are submitted. The ID number should be quoted in any correspondence.

Applicants may mail their hard-copy materials to:
Open Society FellowshipOpen Society Institute400 West 59th StreetNew York, NY 10019
Note: Only applicants without Internet access may send an application by post. A PDF application form can be downloaded below. All others must apply online.

Applications are reviewed year round. Fellowship staff evaluate applications in consultation with OSI colleagues and outside experts. Reviewers consider whether the applicant's background, track record, and depth of expertise give reason to believe that the project will be successfully completed and whether the applicant offers persuasive evidence that the fellowship project will significantly inform and challenge the Open Society community.

A small number of applicants are selected as finalists. These finalists are considered by an outside selection committee, which meets three to four times a year. Applicants seeking a timely response to their proposals should keep in mind the following deadline:
· Applications received by September 15, 2009, will be evaluated by November 30, 2009.
OSI considers applications subject to funding availability.

Wednesday, October 17, 2007

Welcome to the Post Graduate Diploma in PR 2007

This short note is to welcome the 2007 class for the inaugural Post Graduate Diploma in Pr at the National University of Science and Technology. The pioneering class is the culmination of a two year rigorous process that included the design, accreditation and approval by the NUST Academic Board. We at the Department of Journalism and Media Studies are confident that your choice has not been in vain.

Judging by the first block, we are set for a brighter future with competent, well equipped and professional practitioners joining the market in 2008.

This is your blog and your contributions, thoughts , comments are most welcome. As administrator, I will thrive to keep in live. So please, play your part too.

Good luck!

Tuesday, May 23, 2006

Africa's reputation on the agenda

'Managing Africa's Reputation' is the theme of the 31st annual Federation of African Public Relations Associations (FAPRA) conference, being held for the first time in South Africa. Public relations practitioners have come under fire for not doing enough to engage with business and the media to elevate Africa's profile globally.

The Public Relations Institute of Southern Africa (PRISA) is playing host to the All Africa PR conference at the Sandton Sun and Towers in Sandton, Gauteng, 21 - 23 May, 2006. Bizcommunity.com is an online media partner to the event.

The hostess is South Africa's first Fapra vice president (Southern Africa region), Kate Bapela, who says the event is an historic opportunity for the industry to work with one voice towards 2010 and in marrying communication objectives with business and political initiatives on the continent.

Fapra president, Joseph Allotey-Pappoe from Ghana, said the 140 or so African delegates had traveled to South Africa from Gambia, Ghana, Kenya, Namibia, Nigeria, SA, Tanzania, Uganda, Zambia and Zimbabwe for "serious business"..."the business of sharing information on how to place our professional services with regards to aiding our continent, to give greater focus to our efforts... to focus on unlocking Africa's potential".

Allotey-Pappoe emphasized: "We public relations practitioners are front runners when it comes to counseling on and handling Africa's PR. Colleagues, the time has come when Fapra must get governments and institutions together about the facts of our being (as PROs) and consultatively engage."

The world is changing, standards are increasing. Fapra is happy we are meeting here today as South Africa has become a leader in Africa and we, as Fapra, will make the best of our time here."

'Brand Africa'

Kenyan high commissioner, T J Seii, said the despondent image of Africans that was consistently projected to the rest of the world through global media, made people think Africa is a continent of no hope.She said the challenges involved getting the media to work with the public relations industry on the continent to tell the true African story, by Africans.

"The media are part and parcel of our environment, they are not the enemy. We need to understand it and strategically maximise for advantage. We need to constructively engage the media."One of the mechanisms to actively harness the media in this struggle was for governments in Africa to protect press freedom as a democratic right, Seii said.

Current Prisa president, Merle O'Brien, said PR should be willing to change ahead of trends. "Is it possible that from Africa a global brand will emerge... called Ubuntu? Public relations has the ability to facilitate change... our [Africa's] role in the creative economy is not being communicated. We need to communicate the potential of Africa to the rest of the globe.

"This is a momentous opportunity for us to unite as an industry, as a country and as a continent," O'Brien said in her opening to the conference on the first day, today, Monday, 22 May 2006.

Yesterday, Sunday, was a networking opportunity for the industry.Of the 200 plus delegates at this historic conference, only about 30% are from the local, South African public relations industry. Informal comments from speakers and from the floor indicated time and time again, that the public relations industry had to mobilise to rectify its own communications shortcomings and work more closely with business to elevate Africa's image on the global stage.

By: Louise Marsland
[21 May 2006 13:40]

Louise Marsland is editor and editorial director of Bizcommunity.com. She has worked as a journalist and editor in South Africa for the past 19 years across newspapers, magazines, online and in media / communications strategy, notably: The Star; Saturday Star; Progressive Retailing (editor); Retailing Africa (managing editor); Executive Business Brief (editor); Decorex Cape (editor & publisher); FMCG Files ezine (editor); Communicate ezine (editor); and Marketing Mix (editor & business manager), including the Marketer's Guide to Africa and the annual Media Owners' Marketing Awards (MOMA). She is currently in the third year of her M Com: Strategy & Organisational Dynamics. Contact her on: editor@bizcommunity.com.

Wednesday, April 12, 2006

The aftermath of Coke’s Belgian waffle

It was a classic case. More than 40 children in a Belgian town became ill, followed by dozens more throughout that country. They blamed their sickness on Coca-Cola. Belgian news media, which had recently feasted on a major domestic food scandal involving tainted meat, jumped on the story. The Belgian government, widely blamed in the tainted meat scandal, was in no mood for another drubbing in the press.

Belgians demanded answers from both the company and their battered national government, which immediately ordered Coca-Cola to close its production plants.

Panic spilled into France, which followed Belgium’s lead and banned production of the drink. Coca-Cola was forced into the biggest product recall in its 113-year history.

As PR disasters go, this was the Real Thing - one destined for the textbooks. Some critics charged that the Atlanta-based soft drink company was slow to react. The potential fragility of even the world’s most potent corporate symbol offers chilling reminders for the PR community. In the aftermath of the scandal, Coke has launched a fresh, aggressive "Coke’s Back" advertising campaign with an upbeat, let-the-good-times-roll-again message. They sent representatives into hundreds of Belgian grocery stores to speak with consumers in an effort to regain their faith. They even bought everyone in Belgium a drink (of Coke), which is a customary appeasement in that country after you have offended someone.

Signs are that the post-crisis campaign is working nicely and people in the tiny European nation have regained their taste for the bubbly brown liquid.

Following A Proven PR StrategySure, Coca-Cola, subsequently proven to have been blameless in the Belgium scare, may have been a little slow off the mark, but their executives followed a well-proven public relations/damage control strategy to handle the situation. They even volunteered that bottling plant hygiene may have, indeed, been substandard.

"Quite honestly, we let the people of Belgium down," M. Douglas Ivester, Coca-Cola’s chief executive, said during a June press conference after the crisis was past its worst. A nice mea culpa, but not strictly true. Coca-Cola was dealing with a classic outbreak of mass hysteria, says psychiatrist Marc Feldman of the University of Alabama at Birmingham. "These situations create a terrible dilemma for implicated manufacturers," says Feldman, author of "Stranger Than Fiction," a book on mass hysteria. "The sheer force of anxiety, mixed with media bombardment, creates an illusion of truth."

Feldman says Coca-Cola did the best it could because calling the situation for what it was at the outset wasn’t an option. "If they had come out and said 'this is just mass hysteria' they would have been vilified 10 times as much as they were," says Feldman. "People don’t want to hear that it’s all in their head, especially when it is."

"Coke recognized it wouldn’t win by presenting science," he says. "So they pacified people, told them their concerns were valid and said they were correcting the problem."

Like most observers, Feldman criticizes Coke’s Ivester for his lack of visibility during the Belgian scare. "It allowed the situation to spiral," says Feldman. "Mass hysteria is like a virus, if you leave it untreated it spreads. You have to intervene early with information and with assurances."

The company says it kept a low profile early on because the Belgian government asked it to. Ivester said the Belgian health minister told him not to manage the crisis in the media. (Coca-Cola PR executives did not return calls to Tactics for comment.)

Was It The Correct Textbook?Coca-Cola handled the Belgian difficulty with textbook solutions, says Katharine Delahaye Paine, whose international communications research company Delahaye Medialink measures corporate image and assesses the effectiveness of marketing and PR campaigns. The problem, she says, was that the textbook solution was North American, but the problem wasn’t. "An American solution to a European problem isn’t going to work," she says. "Just because it looks and feels like a familiar crisis, does not mean that the rules we use in America will work elsewhere."

Paine says her "when in Rome" approach makes good sense if you consider that every country has its own ingrained cultural ways of reacting, especially in crisis, and news media have different prejudices and ideas than North American journalists. "What they failed to do was understand the local environment and that’s a major problem with American business. We are myopic and incredibly parochial. Coca-Cola got caught up in something that was really none of their doing, but their local people should have been more attuned."

Succeeding Where Others Have FailedPaine may have a point, says crisis management specialist Richard Levick, but there are worse examples than Coca-Cola. "I don’t think it’s fair to say it’s an issue only with American corporations, " says Levick, whose Washington-area company Levick Strategic Communications works mainly with law firms. "Being sensitive to differences is not always easy and it takes time. But look: Coke has a 70 percent market share worldwide. They have succeeded where others have failed miserably. They do it right, likely better than anyone." Levick says he is loathe to be too critical of Coca-Cola because after a false start, they did it right. But Ivester’s lack of presence was a mistake.

"When 100 children say they have some illness because of your product, the company had to send the message that this was important to them. They had to say to the Belgian people 'we don’t know whether there is anything wrong here but we are sending our top guy to make sure it’s handled right.' That is such a powerful image."

Few seem to doubt that Coke will emerge healthy from its Belgian experience. "It will blow over and be forgotten," says Feldman. Levick, meanwhile, is more philosophical. "Sometimes in this business you just have to suffer a bad news day," he says. "From a public relations point of view, Coke has learned a lot. Let’s see what happens to their market share in Belgium. I bet it grows."

By Chris Cobb