Consultation Document New RTÉ Service Proposals Date: 12Th
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Report on Future Funding of Public Service Broadcasting
Tithe an Oireachtais An Comhchoiste um Chumarsáid, Gníomhú ar son na hAeráide agus Comhshaol Tuarascáil ón gComhchoiste maidir leis Craoltóireacht Seirbhíse Poiblí a Mhaoiniú sa Todhchaí A leagadh faoi bhráid dhá Theach an Oireachtais 28 Samhain 2017 Houses of the Oireachtas Joint Committee on Communications, Climate Action and Environment Report of the Joint Committee on the Future Funding of Public Service Broadcasting Laid before both Houses of the Oireachtas 28 November 2017 32CCAE002 Tithe an Oireachtais An Comhchoiste um Chumarsáid, Gníomhú ar son na hAeráide agus Comhshaol Tuarascáil ón gComhchoiste maidir leis Craoltóireacht Seirbhíse Poiblí a Mhaoiniú sa Todhchaí A leagadh faoi bhráid dhá Theach an Oireachtais 28 Samhain 2017 Houses of the Oireachtas Joint Committee on Communications, Climate Action and Environment Report of the Joint Committee on the Future Funding of Public Service Broadcasting Laid before both Houses of the Oireachtas 28 November 2017 32CCAE002 Report on Future Funding of Public Service Broadcasting TABLE OF CONTENTS Brollach .............................................................................................................. 3 Preface ............................................................................................................... 4 1. Key Issue: The Funding Model – Short Term Solutions .......................... 6 Recommendation 1 - Fairness and Equity ............................................................ 6 Recommendation 2 – All Media Consumed ........................................................... -
Submissions on Seasonal Clock Change 41 to 50
Newry, Mourne and Down District Council’s response to the Irish Government Department of Justice and Equality consultation on Seasonal Clock Changes Newry, Mourne and Down District Council is the third largest local government district within Northern Ireland, and shares a land border with Ireland’s counties of Louth and Monaghan. As noted above, the consultation asks three important questions: 1. Do you want to stop changing the clocks twice a year? 2. If the clock changes stop, do you want to remain on summer time or winter time? 3. What would your opinion be if this proposal were to give rise to different time zones between Ireland and Northern Ireland? In general, there needs to be a critical evaluation as to the level of consideration of how the role of summertime arrangements varies between European Union Member States due to the interplay between longitude, latitude and time zone in determining daylight hours. It is Council’s understanding that the European Commission has proposed a Directive to end seasonal clock changes in the European Union in 2019 meaning Member States would be required to choose to apply 'permanent summer-time' or 'permanent winter-time'. The implication of the proposed Directive is further complicated by Brexit, wherein should the United Kingdom and the European Union reach an agreement according to the terms of the draft Withdrawal Agreement, the United Kingdom would be required to implement the proposed Directive during the transition period. Notwithstanding this, the overall implications for the United Kingdom as a whole are exacerbated by the devolution settlement with Northern Ireland, under which time is a devolved matter. -
An Examination of Seán Gallagher's Presidential Campaign in a Hybridized Media Environment
Irish Communication Review Volume 14 Issue 1 Article 3 January 2014 An Examination of Seán Gallagher's Presidential Campaign in a Hybridized Media Environment Siobhan Graham John Hogan [email protected] Follow this and additional works at: https://arrow.tudublin.ie/icr Part of the Communication Technology and New Media Commons Recommended Citation Graham, Siobhan and Hogan, John (2014) "An Examination of Seán Gallagher's Presidential Campaign in a Hybridized Media Environment," Irish Communication Review: Vol. 14: Iss. 1, Article 3. doi:10.21427/D7XQ5Q Available at: https://arrow.tudublin.ie/icr/vol14/iss1/3 This Article is brought to you for free and open access by the Current Publications at ARROW@TU Dublin. It has been accepted for inclusion in Irish Communication Review by an authorized administrator of ARROW@TU Dublin. For more information, please contact [email protected], [email protected]. This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License AN EXAMINATION OF SEÁN GALLAGHER’S PRESIDENTIAL CAMPAIGN IN A HYBRIDIZED MEDIA ENVIRONMENT Siobhán Graham & John Hogan Introduction Political communications is an underdeveloped area of research in Ireland. There is no precise definition of political communications as the topic has developed as an ‘inter- disciplinary endeavor, drawing on theoretical, philosophical, and practical foundations of diverse disciplines of study, including communication, political science, history, psy- chology, and sociology, among others’ (Miller and McKerrow, 2010: 61–2). Nimmo and Sanders (1981: 12) describe political communications as ‘one of three intervening processes (political leadership, and group structures being the other two) by means of which political influences are mobilized and transmitted between formal governmental institutions, on the one hand, and citizens voting behavior, on the other’. -
Statement to the Oireachtas Committee of Inquiry Into the Banking Crisis in Ireland Ed Mulhall
Statement to the Oireachtas Committee of Inquiry into the Banking Crisis in Ireland Ed Mulhall The starting premise for a discussion of RTÉ's editorial policy on the coverage of any area of public interest is that there is no single expression of it. RTÉ's output is based on a set of principles which are derived from its statutory obligations. These principles form the framework for editorial decision making and there is an editorial structure in place to monitor, discuss and challenge the editorial selections being made so as to ensure they are being adhered to. In addition, all RTÉ's activities are subject to a regulatory structure to ensure that the organisation is meeting its public service obligations. Those working in editorial roles in RTÉ operate under a shared understanding of RTÉ’s obligations under various statutes, notably the 1976 Broadcasting Act as amended and the 2009 Broadcasting Act. In RTÉ News, this translates into a very simple premise: inform the audience in the public interest. The political scientist Jean Blondel - in an essay written in honour of the late RTÉ broadcaster Brian Farrell - calls the role to inform the noblest of tasks because it is the most difficult. It requires the reporting of facts, sometimes the establishment of facts, their selection according to their importance and the presentation of them with related material to allow their meaning or significance to be understood. What is important to report in the public interest is a constantly evolving question that is impacted on by events and does not adhere to any fixed state of national consensus. -
RTÉ Annual Report 2014
Annual Report & Group Financial Statements 2014 Raidió Teilifís Éireann Board 54th Annual Report and Group Financial Statements for the twelve months ended 31 December 2014, presented to the Minister for Communications, Energy and Natural Resources pursuant to section 109 and 110 of the Broadcasting Act 2009. Is féidir leagan Gaeilge den Tuarascáil a íoslódáil ó www.rte.ie/about/ie/policies-and-reports/annual-reports/ 2 CONTENTS Vision, Mission and Values 2 A Highlights 3 Chair’s Statement 4 Director-General’s Review 6 Financial Review 10 What We Do 16 Organisation Structure 17 Operational Review 18 Board 84 B Executive 88 Corporate Governance 90 Board Members’ Report 95 Statement of Board Members’ Responsibilities 96 Independent Auditor’s Report 97 Financial Statements 98 C Accounting Policies 105 Notes Forming Part of the Group Financial Statements 110 Other Reporting Requirements 149 Other Statistical Information 158 Financial History 159 RTÉ ANNUAL REPORT & GROUP FINANCIAL STATEMENTS 2014 1 RTÉ’S DirecTOR-GENERAL has SET RTÉ’S VISION, MISSION AND VALUes STATEMENT Vision RTÉ’s vision is to enrich Irish life; to inform, entertain and challenge; to connect with the lives of all the people. Mission • Deliver the most trusted, independent, Irish news service, accurate and impartial, for the connected age • Provide the broadest range of value for money, quality content and services for all ages, interests and communities • Reflect Ireland’s cultural and regional diversity and enable access to major events • Support and nurture Irish production and Irish creative talent Values • Understand our audiences and put them at the heart of everything we do • Be creative, innovative and resourceful • Be open, collaborative and flexible • Be responsible, respectful, honest and accountable to one another and to our audiences 2 HIGHLIGHTS A RTÉ ANNUAL REPORT & GROUP FINANCIAL STATEMENTS 2014 3 CHAIR’S STATEMENT The last year has been one of transition for RTÉ and for its Board. -
Submissions to Public Consultation on New RTÉ Service Proposals
Roinn Cumarsáide, Fuinnimh agus Acmhainní Nádúrtha Department of Communications, Energy and Natural Resources Submissions to Public Consultation on New RTÉ Service Proposals Publication Date: 23rd February 2011 Contents Page 1 Submissions ...........................................................................................................4 2 Professor Paolo Bartoloni ......................................................................................5 3 Seo O'Catháin........................................................................................................6 4 Comhluadar..........................................................................................................12 5 Community Television Association.....................................................................14 6 Conradh na Gaeilge..............................................................................................17 7 David Costigan.....................................................................................................19 8 EIRCOM..............................................................................................................20 9 FIG .......................................................................................................................22 10 Football Association of Ireland......................................................................26 11 French Teachers Association of Ireland ........................................................27 12 Gael Linn.......................................................................................................28 -
Youth Media Democracy Perceptions of New Literacies
Youth Media Democracy Perceptions of new literacies A report on the conference th th April 18 - 19 2008 Published by the Centre for Social & Educational Research Dublin Institute of Technology 40-45 Mountjoy Square Dublin 1 Tel.: 353 1 402 4176 Email: [email protected] Website: www.cser.ie ISBN: 1 900454 32 7 © CSER, 2009 Edited by Jan Pettersen The views and opinions of authors expressed herein do not necessarily state or reflect those of the Editor, Irish Youth Media Development Ltd., the DIT, or the CSER. 2 Table of Contents Preface ............................................................................................................................................ 4 List of Contributors....................................................................................................................... 5 Introduction ................................................................................................................................... 6 Acknowledgements........................................................................................................................ 8 A Presentation of the Youth Portion of the Conference ‘Youth Media Democracy’ Siobhán Clancy…………..…………..….……………………………………………………….10 Reflections on Youth, Media, and Democracy Bertram C. Bruce........................................................................................................................... 27 Beyond Technology: Rethinking learning in the age of digital culture David Buckingham....................................................................................................................... -
Viewing the World (Dfid)
Department for International DFID Development issues Viewing Department for International Development the The Department for International Development (DFID) is the British government department responsible World for promoting development and the reduction of poverty. The government elected in May 1997 increased Viewing the its commitment to development by strengthening the department and increasing its budget. The policy of the government was set out in the White Paper on International Development, published in A studyofBritishtelevisioncoveragedevelopingcountries November 1997. The central focus of the policy is a commitment to the internationally agreed target to halve the proportion of people living in extreme poverty by 2015, together with the associated targets including basic health care provision and universal access to primary education by the same date. DFID seeks to work in partnership with governments which are committed to the international targets, and also seeks to work with business, civil society and the research community to encourage progress which will help reduce poverty. We also work with multilateral institutions including the World Bank, UN agencies and the European Commission. The bulk of our assistance is concentrated on the poorest World countries in Asia and Sub-Saharan Africa. We are also contributing to poverty elimination in middle income countries, and helping the transition countries in Central and Eastern Europe to enable the widest number of people to benefit from the process of change. As well as its headquarters in London and East Kilbride, DFID has offices in New Delhi, Bangkok, Nairobi, Harare, Kampala, Dar-Es-Salaam, Pretoria, Dhaka, Suva, Kathmandu and Bridgetown. In other parts of the world, DFID works through staff based in British Embassies and High Commissions. -
Annual Report 2011 Annual Report 2011
Annual Report 2011 Annual Report 2011 Mission, Vision and Core Values 3 TG4’s Commitments for 2011 5 Key TG4 Performance Highlights of 2011 11 The Board of Teilifís na Gaeilge and Other Information 23 Chairman’s Report 24 Director General’s Report 26 Corporate Governance 31 Finance Review 2011 33 Financial Statements 35 Mission, Vision and Core Values TG4’s mission is to provide an attractive and TG4 Core Values ‘‘TG4 has been innovative television and content service in arguably the finest Irish, that celebrates Irish creativity and Connection: Irish network since it identity — language, culture, music and sport, G To provide a daily link for the Irish language started up. Hand on packaged and presented to be accessible and to every household in the country. heart, I wrote appealing in order to connect to audiences in G To put our audiences at the centre of every- Ireland and worldwide. thing we do. negatively about it TG4’s vision is “to continue to promote G To offer an alternative viewpoint on national from the get-go successfully the Irish language and culture and international affairs. and was quite using television and web content so as to Quality and Value-for-Money: comprehensively ensure a central place in Irish people’s lives, G To provide a high quality programme proved wrong .’ ’ both in Ireland and abroad”. schedule. Irish Independent Review While TG4’s vision and mission set out what G To operate a cost effective and efficient 13/08/2011 the organisation will achieve and the strat- structure. egies it will use to deliver on its public service Creativity: objectives, TG4’s values influence the way in G which they will be achieved, the manner in To be creative in our output and everything which it works with its key stakeholders and we do. -
Public Funding Review of Public Service Broadcasters
LEGALLY PRIVILEGED AND CONFIDENTIAL PUBLIC FUNDING REVIEW OF PUBLIC SERVICE BROADCASTERS A report submitted to the Minister for Communications, Energy and Natural Resources further to section 124(4) of the Broadcasting Act, 2009 for the Broadcasting Authority of Ireland prepared by Oliver & Ohlbaum Associates Ltd July 2014 Ireland Public Service Broadcaster Funding Review 2014 LEGALLY PRIVILEGED AND CONFIDENTIAL Contents 1 EXECUTIVE SUMMARY ....................................................................................................................... 9 1.1 2009 Broadcasting Act – review framework ............................................................................. 9 1.2 Developments in the Irish broadcast media sector ................................................................. 10 1.3 Review of the performance of TG4 in 2013 ............................................................................ 11 1.4 Review of the performance of RTÉ in 2013 ............................................................................ 14 1.5 Recommendations for future reviews ..................................................................................... 17 1.6 Funding modification recommendations ................................................................................. 18 1.6.1 TG4: increase funding in line with inflation ............................................................................. 18 1.6.2 RTÉ: increase funding in line with inflation ............................................................................ -
Scheduling As a Tool of Management in RTÉ Television
Technological University Dublin ARROW@TU Dublin Doctoral Applied Arts 2011-7 Rationalising Public Service: Scheduling as a Tool of Management in RTÉ Television Ann-Marie Murray Technological University Dublin, [email protected] Follow this and additional works at: https://arrow.tudublin.ie/appadoc Part of the Arts Management Commons, Business and Corporate Communications Commons, and the Other Film and Media Studies Commons Recommended Citation Murray, A. (2011) Rationalising Public Service: Scheduling as a Tool of Management in RTÉ Television. Doctoral Thesis, Technological University Dublin. doi:10.21427/D70307 This Theses, Ph.D is brought to you for free and open access by the Applied Arts at ARROW@TU Dublin. It has been accepted for inclusion in Doctoral by an authorized administrator of ARROW@TU Dublin. For more information, please contact [email protected], [email protected]. This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License Rationalising Public Service: Scheduling as a Tool of Management in RTÉ Television Ann-Marie Murray This thesis is submitted to the Dublin Institute of Technology in Candidature for the Degree of Doctor of Philosophy July 2011 School of Media Faculty of Applied Arts Supervisor: Dr. Edward Brennan Abstract Developments in the media industry, notably the increasing commercialisation of broadcasting and deregulation, have combined to create a television system that is now driven primarily by ratings. Public broadcast organisations must adopt novel strategies to survive and compete in this new environment, where they need to combine public service with popularity. In this context, scheduling has emerged as the central management tool, organising production and controlling budgets, and is now the driving force in television. -
Drama Directory 2014
2014 UPDATE CONTENTS Acknowlegements ..................................................... 2 Latvia .......................................................................... 122 Introduction ................................................................. 3 Lithuania ................................................................... 125 Luxembourg ............................................................ 131 Austria .......................................................................... 4 Malta .......................................................................... 133 Belgium ...................................................................... 10 Netherlands ............................................................. 135 Bulgaria ....................................................................... 21 Norway ..................................................................... 145 Cyprus ......................................................................... 26 Poland ........................................................................ 151 Czech Republic ......................................................... 31 Portugal .................................................................... 157 Denmark .................................................................... 36 Romania ................................................................... 160 Estonia ........................................................................ 42 Slovakia ...................................................................