IRIN Evaluation Report - March 2003
by Graham Mytton & Sharon Rusu

IRIN Staff levels and costs - Continued...

114. One issue that arose was the costs of hiring stringers.³⁵ Stringers, freelance reporters, usually nationals of the countries where they work, are used by many media to broaden and deepen news coverage, Obviously they cost less than employing full time staff, whether nationals or internationals. Without them, many media, including IRIN, would not be able to operate as they do at present. They bring in-depth knowledge of their own countries, are indispensable to IRIN's work and have played a vital role in its success. They were used very soon after IRIN was established and now report from several of the countries on which IRIN reports.. Using stringers involves editorial effort in making what they send in meet IRIN's style and other editorial requirements. This additional effort (and cost) may be reduced in the long term by greater experience and training. In fact to get the best value from making greater use of stringers and nationals (as against the more costly internationals) requires a considerable outlay in training as well as sub-editing. For example, on average it takes two years for a national 'to grow into the job' which most experienced internationals would take up in a couple of weeks. At the same time, IRIN recognizes the need for stringers while at the same time the need to use every method possible to achieve savings. The move to using nationals (away from internationals) should, over time, have the effect of bringing the advantage of widened coverage and cost-savings. In fact the move toward using nationals would appear a way for the future as demonstrated by the BBC example. This is how the BBC has been able to staff new bureaux in many parts of the world where previously the costs of using UK-based staff (whose rates of pay, like those of the UN's international staff are higher) proved prohibitive. Until sufficiently qualified nationals can be found and trained then, IRIN will still need to use internationals for sub-editing and quality control. IRIN recruited two additional nationals in January 2003.

     Resource Management

115. IRIN's daily operations are often frustrated as a result of the fact that current administrative systems are complex and require an inordinate amount of management time. Donor contributions are irregular, and IRIN has no credit line against pledges. At times, up to 75% of managerial time of the two senior managers who have no direct editorial and writing commitments is spent in activities related to contracts, fundraising or covering funding shortfalls and drafting appeals. In addition, these senior managers are required to balance such demands against strategic and long-term planning, managing a multi-site operation, staff performance evaluations, and staff development at all levels.
116. To address these issues, several steps have already been taken by IRIN senior management. The first has been to develop a new information management system with subsequent savings as discussed above. The second has been to add national staff instead of internationals serving the dual purpose of widening coverage and realizing savings over time. The third has been to widen IRIN's funding base (See Annex 10). The fourth has been to decentralize.
117. IRIN management has undertaken a process of decentralization on the basis of operating principles, standards and procedures developed over years. Managing editors are fully responsible for the day to day running of their own offices in Central Africa, West Africa, South Africa and Central Asia. This includes planning for and managing their own resources, recruiting and managing staff and identifying stories and specials to cover. Thus decision-making is shared among senior managers, liaison officers and heads of desks (eleven persons), who get together once a year to set goals and targets for the coming year. To supplement this process, the IRIN coordinator travels to each of the IRIN offices twice a year: first, when the appeal process is being drafted and thereafter to review problems or other needs. The advantage of decentralization is that the IRIN model can be replicated cheaply and efficiently while taking into account regional variety and differences. At the same time, IRIN managers have the opportunity to advance and develop their own offices within the ambit of the IRIN corporate identity and practice. The high marks accorded IRIN products and services are testimony to the worthiness and merit of the IRIN model per se and IRIN management in particular. According to Ken Blackman, IRIN's Editor-in-Chief , 'IRIN offices run themselves under the leadership provided by qualified people. The editorial teams are strong, supported by IRIN senior managers who meet every six months. There is always plenty of room for independent initiative'.³⁶

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