Partnership approach key to development aid impact

Biljana Tatomir, International Media Support’s new Director of Programme Strategy and Policy, highlights IMS’ partnership approach and its prioritisation of local media demands as its greatest assets. Read the full interview here

What appeals to you about working for an organisation like IMS?

I’ve known IMS almost since it made its beginning as a new media development organisation. Throughout the years, I have developed a close working relationship with many colleagues in IMS and sense a shared commitment and devotion to dealing with people and projects in quite complex political environments. I have great respect for the way IMS responds to local needs, always prioritising local demands and bringing a new development dimension and opportunities to the table.

If I would have to summarise in one word that particularly appeals to me when it comes to IMS, along with the shared values in media development, it is partnership. Either locally or internationally, the partnership approach that IMS has developed has maximised the impact of development aid in many countries. Partnership –  rather than the top-down approach –  is distinctive and makes a significant difference, as it empowers local partners and creates grounds for sustainable development rather than one-off type interventions.

You have a wealth of experience in media support and development. How can you use this within IMS and what do you see as your main role and task in IMS?

I have been in the media development field for quite a long time. In 1993 I joined the Open Society Institute and had the opportunity to engage creatively in media support and development around the world.

I believe that the wealth of experience, knowledge of people, organisations and circumstances that I have accumulated is an asset that I will bring to the position of Director for Programmes Strategy and Policy. I have already engaged with IMS colleagues on development of strategies in some countries, as well as regions. IMS has collected a significant number of tools and approaches over the years to employ within media support and I hope to work together with colleagues on how to integrate these in the best possible manner across the programmatic areas.

You will also be supporting the implementation of activities in the MENA region and CIS. What do you see as IMS’ strongest points in respect to both regions and wherein lie the challenges?

Broad popular movements and civic uprising that brought about change in Tunisia and Egypt were entirely independent and therefore could not be appropriated by or attributed to any external factor. They were entirely home grown, built up over years of dissent by many civil society groups and intellectuals, so there is a great sense of ownership of the revolutions by both Tunisians and the Egyptians.

IMS is not new to the Middle East. Moreover, the trust it has built with the local organisation and the respect it earned as a partner in development, is its strongest asset. Strong and professional media will continue to be a crucial element to transparency and accountability, i.e. democratic developments of the countries in question. IMS has a strong track record in facilitating the growth of the investigative journalism in the region by not only helping to create a local organisation, but also by providing high quality coaching and transferring know-how and skills.

CIS countries entered transition periods in the nineties and they illustrate how transitions are uneven processes, whereby the set back is always possible. Although comparison across the regions would be somewhat superficial, there are a lot of lessons learnt and as anywhere in the world the most important developmental investment is in empowerment of the local partners.