Introduction
From April 17th-20th, 2012, the Center for Media Justice convened the 14 anchoring organizations of the Media Action Grassroots Network (MAG-Net) at the National Labor College in Silver Springs, Maryland for the fourth annual Anchors Retreat. During this four-day annual retreat, participants evaluated the effectiveness of the network, dened priorities for network growth and sustainability, and heard from leaders in the eld of network building. Participating network leaders agreed that the coming years are both ush with strategic opportunities and understandable challenges for the Media Action Grassroots Network. Through evaluation processes, strategic dialogue, and planning sessions, MAG-Net Anchors reected on the signicant policy and movement-building impacts of the network, and prioritized ve key areas for development to ensure an effective, collaborative, and sustainable network over the next 12-18 months: 1. Cohere and integrate a network identity, purpose, distinct narrative and brand, policy platform, and organizing strategy for media rights and access that is shared throughout all levels of membership; 2. Codify and embed protocols and process to democratize and increase the effectiveness and efciency of anchor governance and host management of the network; 3. Build on recent network membership growth to streamline membership structure and new member orientation, and support retention of an active, engaged base; 4. Rene and deliver membership services and projects that empower and connect regional leaders and campaigns, and bring their collaborations to scale; 5. Implement collaborative projects for long-term network and movement sustainability that diversies contributed and earned network income,
establishes network-based infrastructure for eld collaboration, integrates holistic and creative practice, and provides effective ongoing vehicles to support member capacity and leadership; This brief report outlines the results of the MAG-Net Anchors Retreat, and lays the groundwork for a network action plan to be released in August 2012.
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Over the next 12-18 months, MAG-Net members will lead diverse regional projects focused on digital inclusion, wireless rights, community media, cultural and media infrastructure, economic rights, and elevating the public voice of excluded workers. Together, the network will work collectively to pass federal and state rules to lower the cost of calls from incarcerated and detained people and protect under-represented wireless consumers. MAG-Net is a chapter-based network, with twelve regional chapters governed by a team of local Anchor institutions in New Mexico, Pennsylvania, New York, Texas, California, Kentucky, Tennessee, Georgia, Minnesota, and Illinois. Anchor institutions are leading local or statewide groups with the infrastructure, capacity, and will to network locally at the intersection of media and social justice.
full-time National Organizer, and portions of all remaining staff time dedicated to network management. In July 2012 CMJ additionally contracted a Network Development Specialist to implement a 12-month network development plan.
Acknowledgements
This event would not have been possible without support from MAG-Nets funders. Special thanks to the Media Democracy Fund, the Ford Foundation, the Nathan Cummings Foundation, and the Open Society Foundation for their ongoing support of this critical work. We also thank the staff of the National Labor College, whose service over the years has been impeccable. None of this work would be possible without the dedicated leadership of MAG-Nets anchor groups. We thank the Media Literacy Project, Media Mobilizing Project, Peoples Production House, Media Alliance, IDEPSCA, Urbana-Champaign IMC, Highlander Center, Art is Change, Southwest Workers Union, Community Media Workshop, Native Public Media Martinez Street Womens Center, Working Narratives (formerly known as Thousand Kites) and Main Street Project, Other network leaders include the Media Justice League, Reclaim the Media, and the Esperanza Center. Special thanks to Alison Roh Park and Karlos Gauna Schmieder for documentation; Community Justice Network for Youth, National Network for Immigrant and Refugee Rights, Spitre Strategies, and Lisa Yancey for special presentations; and to the Ford Foundation, the Media Democracy Fund, the Nathan Cummings Foundation, the Open Society Foundation for their ongoing support of this critical network.
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and story, a lack of clear communications protocols, and inconsistent and competing network messaging.
Key Recommendations:
1. Ensure the long-term vision of MAG-Net is clear, known across all levels of membership, and reects the collective aspiration(s) of Network Anchors. 2. Develop a 3-year strategic plan for the Network establishing strategic planning goals, and exploring how Anchors organizational plans might complement/advance the overall Network strategic plan. 3. Create an easily understood graphic that illustrates 1) what issue areas are being addressed by Network members; 2) what geographic areas and specic community demographics are being impacted; and 3) how the Network is empowering members to achieve its mission and vision. 4. Develop a network-driven marketing & communications plan, and related guidelines that allow the support network promotion, and elevate the contributions of network members and Anchors. 5. Clarify roles and responsibilities for governance and the role of the Anchors Team. 6. Engage and nd ways to nancially support network Anchor leadership and management of network infrastructure.
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7.
Work with the Anchors Team to collectively establish clear governance structures, policies, and Anchor recruitment processes.
8. Deepen training opportunities for anchor leaders in core areas of organizational development, i.e. executive leadership, nancial management and budgeting, revenue generation, board development, marketing and communications, and stafng. 9. Document the story of the MAG-Netits history, strategies and accomplishments to date. 10. Develop and distribute an ofcial annual MAG-Net report. Anchors Initiative assessment and technical assistance were provided by consultant Lisa Yancey and supported by the Media Democracy Fund.
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Key Takeaways Included: Inclusive prioritizing and planning can move organizations out of a scarcity framework. For its long term sustainability, the network must diversify its funding. The impact and sustainability of the network and its members is increased when member organizations both understand and share a common purpose. Membership and governance relationships need to be claried to ensure transparency and accountability. We need a network process that engages all members in adopting and integrating shared network principles. We need a clear, compelling, and easily understood network story. 2. How are other similar networks meeting the challenge of collaboration and participatory governance? During the Network to Network Exchange Panel Anchors had the opportunity to hear from Network veterans whove engaged in movement building in the arena of immigrant rights, criminal justice, media activism, rural and cultural organizing for many years. Through
this session, MAG-Net anchor participants were given an inside look at 1) how different networks function, 2) network decision-making models, 3) membership engagement models, 4) resource development models 5) responses to networkbased challenges. The panel featured Laura Rivas of the National Network for Immigrant and Refugee Rights (NNIRR) and Malachi Garza of Community Justice Network for Youth (CJNY)who joined the panel via Skype and phone. Additionally, the panel featured Anchor representatives Elandria Williams who discussed Highlanders participation in the Central Appalachia Regional Network (CARN) and Bryan Mercer who shared insight on the 5-year old Media Mobilizing Project (MMP) network. Key Takeaways Included: All presenting networks had a capacity building function for membersincluding training for trainers, curriculum, and study groups. All presenting networks had formal and informal infrastructure for collaborationincluding member-led meshwork congurations. All presenting networks used national and regional convening as a way to cohere network identity and shared purposeincluding regional councils and national conferences. All presenting networks faced challenges in group decision-making, resource development, and scale. All presenting networks agreed that setting long-range goals is crucial for cohering a network strategy which is deployed through programming.
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use their strategic and intellectual capacity. Tell the stories of success. Engage with local funders to amplify success stories at the national level. Ensure clear and professional standards when engaging with foundations about your work. This includes consistent and ongoing communication, rigorous evaluation of outcomes, and timely sharing of products and stories. Diversify funding. Consider developing comprehensive donor cultivation and earned income strategies to sustain your work, and work collaboratively to share resources throughout the networkincluding joint marketing, shared consultants.
3. What are best practices for developing the nancial sustainability of our network? Retreat participants had the rare opportunity to hear from four seasoned program ofcers currently resourcing the Media Action Grassroots Network and other networks and alliances. The Program Ofcers/Practitioner Strategy Session featured Jenny Toomey of the Ford Foundation, Helen Brunner of the Media Democracy Fund, Lori McGlinchey of the Open Society Foundations, and Maurine Knighton of Nathan Cummingswith Maurine and Lori joining the panel via Skype. Key Takeaways Included: A need to consider durability vs. sustainability, and balance collective and individual strengths within the Networkto support existing assets and leverage creativity to build durability and sustainability. To ensure strategyrecognizing the wide variety of institutional agendas, and limited capacitybeing disciplined about priorities is key. Building strategic partnerships with funders is critical. Funders can see trends and connect leaders in the eld. Foundations have more than nancial capital, so it is important to engage them as resources and partnersand
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Feedback mechanisms should actively involve members in the development of network goals, objectives and action plans. Network convening should be participatory and productive. Network should be governed by an effective and democratic leadership team that guides the network to design and implement core strategies, supported by clear guidelines. Membership should be structured by clear guidelines and procedures. There should be continuous evaluation of the network, its membership, leadership, and activities. The network should have mechanisms for future growth and sustainability. Using these criteria, participating Anchors worked to rene the network description, mission, long-term goals, principles, and functions.
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Priority #3: Build on recent network membership growth to streamline membership structure and new member orientation, and support retention of an active, engaged base. Top Recommendations for Change: 1. Expand new chapters to a minimum of 7 organizations each, then place a two-year moratorium on explicit membership recruitment. 2. Improve tracking of and reporting on membership engagement through membership survey, an annual report, and database. Priority #2: Codify and embed protocols and process to democratize network governance, increase the effectiveness of the Anchors Team, and increase the efciency and transparency of network management Top Recommendations for Change: 1. Rene network bylaws to a) clarify the role and process for the Network Host, b) clarify the role and process for Network Anchors, c) clarify governance protocols and processes d) establish feedback and engagement mechanisms across all levels of membership; 2. Make governance calls monthly, and establish committees and working groups to carry out specic governance projects, which should be more effectively divided amongst the Anchors Team; 3. Provide nancial resources, a toolkit, and technical assistance to support the governance activities of the Anchors Team; 4. Host an annual Anchors Congress to assess network impact, dene network strategy, set evaluation metrics, and strengthen governance and collaboration of the Anchors Team; 5. The network host should provide monthly nancial reports, support collaborative fundraising projects, provide materials and assistance to support membership recruitment, and coordinate the Anchors Team and membership services. 3. Produce rened membership materials and new membership orientation that claries criteria for regional membership, network structure, and decision-making; and promotes membership services. 4. Host membership assemblies in targeted regions to conduct network mapping, regional visioning and planning, engage regional members in local governance, and strengthen regional relationships and leadership. 5. Dene mechanisms to earmark regional dues for Anchor capacity and Chapter based activities. 6. Create a safe, effective, and searchable contact database that members can access. Priority #4: Rene and deliver membership services and projects that empower and connect regional leaders and campaigns, and bring their collaborations to scale Top Recommendations for Change: 1. Pilot new membership services including a clear, effective, and resourced peer exchange model to connect anchors across regions; a network-based speakers bureau and related training; and network driven earned income projects and collaborative fundraising activities.
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2. Formalize and streamline existing membership services prioritizing conference delegations, the Media Action Grassroots Fund, and the MAG-Net Learning Community. 3. Use hosted membership assemblies to provide leadership training in strategic communications, community and cultural organizing, organizational development and fundraising, and media policy advocacy. 4. Establish and promote a network help line or other mechanism to streamline network requests for technical assistance and support. Priority #5: Implement collaborative projects for long-term network sustainability that diversies contributed and earned network income, embeds infrastructure for local-to-national collaboration, integrates a cultural strategy, and provides effective ongoing vehicles to support member capacity and leadership. Top Recommendations for Change: 1. Formalize and provide clear leadership to the newly developed Arts and Culture Cohort. 2. Formally integrate mentorship, self-care strategies, and beltway/regional convening into membership services. 3. Diversify network funding and create self-sustaining funding that brings network reliance on foundation funds down to 80% in year one, 70% in year two, and 60% in year three. 4. Develop a network fundraising plan featuring regional media justice giving circles, a media justice donor network; earned income activities including joint training/services and an online store to sell members products; and a strategy to strengthen relationships with community foundations in 10-20 target regions. 5. Establish a eld building strategy to deliver educational materials and presentations to foundation program ofcers and allied networks to connect media rights and access to primary social justice issues. 6. Establish a MAG-Net funders cohort and partner to convene and amplify network members, build new relationships with foundation afnity groups, map resources, and leverage the non nancial assets of allied foundations through shareholder actions and other special projects. 7. Identify specic mechanisms to share resources amongst network members: i.e., -shared consultants, marketing collaborations, shared benets.
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5. Dene a network fundraising plan and activities including an earned income strategy, collaborative fundraising activities, membership dues, and a rened Media Action Grassroots Fund to support the leadership of network Anchors. In addition to these phase one network development projects, the Center for Media Justice will rene network management services, continue coordination of existing membership services, and lead planning and mobilization of eld strategies and national networkdriven action to establish consumer protections for the nations most vulnerable telephone consumers.
Albuquerque Chapter
Focus: Community radio and prison phones. Strategies: Strengthen chapter, and activate members around campaigns. Build on the historical networks between Albuquerque and San Antonio leverage relationships to build power in the Southwest. Needs: Peer exchanges on prison phone justice and LPFM radio.
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Minneapolis Chapter
Focus: Community media infrastructure, access, and rights. Strategies: Strengthen relationships with existing chapter members; develop communications infrastructure to reach members more effectively; and push to collect dues. Develop media and communications strategies to champion allied progressive elected ofcials. Bring a delegation to the Grassroots Radio Conference. Engage Twin Cities Community Radio coalition. Needs: Event planning support, assistance with mapping and power analysis.
Philadelphia Chapter
Focus: Movement building, organizing, and media to strengthen local economy and economic rights. Strategies: Develop regional infrastructure to strengthen media access, build ties with organizations across the state, advance statewide movement building work. Use learning community and peer exchange to share models. Needs: Education/learning opportunities to talk to Philly groups about broadband campaign, provide support and TA re: tech tools via webinars. Opportunities to share tools and technology, i.e., text message platform.
Chicago Chapter
Focus: Communications infrastructure and media relations. Strategies: Continue to develop Chicago chapter and recruit new groups. Integrate MAG-Net recruitment and media justice organizing efforts into ongoing activities. Needs: Resources and capacity to sustain the MAGNet activity and chapter.
Native Public Media, Indian Country Cohort (NPM represents over 500 sovereign native nations)
Focus: Community media for Indian Country. Strategies: Identify and educate nations, organizations and leaders about media rights and access issues Recruit leaders to network delegations and speakers bureau. Leverage interest on the Universal Service Fund to engage Indian Country. Needs: Speakers Bureau and trained spokespeople; tailored outreach and recruitment materials.
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Conclusion
As the Media Action Grassroots Network grows, the resources for media rights, access, and strategy to support community organizing and local-to-local alliance building are shrinking. Our ability to sustain this collaboration and strengthen all of our movements relies on our capacity to collaborate effectively. As we work together for a more just and humane society through media rights, access, and strategy, it is our creativity and vision, our capacity for democratic practice and collective leadership, and our ability to meet the core needs of our members that will dene our future as a network. From August December 2012, feedback from anchors and members will inform a long-term network strategic plan to achieve this mandate. The Center for Media Justice remains a proud and willing host of the Media Action Grassroots Network, and is happy to engage in the difcult but exciting process of strengthening this network and the movements it supports. The Center for Media Justice is grateful to MAG-Net Anchors, funders, civil rights and public interest allies, allied policy-makers and sister networks without whom this network would still be a dream, instead of the inuential, visionary, and democratic alliance it is becoming.
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