ASSESSMENTADAPTATIONEVOLUTION

DATA ASSESSMENT AND RECOMMENDATIONS

PREPARED BY:

MORTEN GROUP, LLC

Morten Group2001-2016

Celebrating 15 Years

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“I don’t think anything else is similar to it. People walk away with

information, a new network, and a safe place to be out and proud;

To be able to safely take over an entire hotel and know that nearly

everyone there is also queer—is beyond anything you can learn in

a session. It creates a strong sense of community and home that

you can’t find anywhere else.”

* * *

“I think…the team takes a lot of heat on not being everything to

everyone. Everyone wants a piece of the pie; the size is becoming

too unmanageable. I have watched them go through incredible

struggles to manage everything.”

TABLEOFCONTENTS

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TABLE OF CONTENTS

INTRODUCTION............................................................................................................................. 1

STRENGTHS AND ASSETS............................................................................................................. 2

NEEDS AND CHALLENGES........................................................................................................... 3

RECEPTION AND PROTEST FINDINGS......................................................................................... 4

RECOMMENDATIONS AND CONCLUSION................................................................................. 5

CONTRIBUTIONS TO THIS REPORT WERE MADE BY:

Keisha Farmer-Smith, Ph.D., Senior Consulting Associate and Community Researcher

Vincent Pagán, Project and Operations Manager

Leela Singh, Project Coordinator

Mary F. Morten, President and Principal Consultant

ADDITIONAL CONTRIBUTIONS BY:

Nichelle L. Jenkins, Independent Consultant and Attorney at Law*

*Recognition is for contributions specific to the A Wider Bridge reception and related protest events.

INTRODUCTION

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In April 2016, leadership at the National LGBTQ Task Force retained Morten Group, LLC to conduct an assessment of its annual Creating Change conference. The purpose of the assessment was to: (1) determine how the operations, systems, decision making and infrastructure needs of the conference are presently being met and what opportunities exist for the Task Force to produce the conference; and (2) explore how the Task Force can learn and adapt annually to LGBTQ movement trends and priorities while maintaining programming and a healthy conference culture that reflects the work of the organization. Morten Group collected data from more than 400 individuals by way of three different data collection vehicles (online survey, interviews and focus groups). Stakeholder groups stretched across the country and included current and former staff and board members, community stakeholders, funders, attendees, past host committee members and co-chairs, content creators, and exhibitors. Additionally, Morten Group took into account the findings regarding the A Wider Bridge reception and protests of that reception. The findings from the assessment are reported in three sections, followed by recommendations. The first section focuses on the three main strengths and assets of Creating Change as identified by respondents. The next section focuses on four of Creating Change’s needs and challenges found across data vehicles and stakeholder groups. The final section of the data is devoted specifically to the reception held by A Wider Bridge, the protests of the reception and the Task Force’s handling of the situation. The events that unfolded showed significant overlap in some of the underlying causes of what occurred and the overall needs of Creating Change. It should be noted that Morten Group also found a fair amount of overlap between what respondents viewed as assets versus challenges. One example of this overlap surrounds the scope and size of the conference – some believed that the diversity of programming was a positive in that it offered a look into what was happening at other organizations and in communities across the country, while others craved more focus and noted that there often seemed to be repeated workshops. As Creating Change looks towards Philadelphia and into the year 2017, the Task Force can use the recommendations provided in this report, as well as the many hours spent in collaboration with multiple experts and consultants, to make Creating Change, and by association the Task Force itself, an even greater force for justice and freedom.

STRENGTHSASSETS

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The strengths of Creating Change were categorized into three main themes:

Ø CONFERENCE SCOPE AND SIZE Ø STAFF Ø SPACE/COMMUNITY

CONFERENCE SCOPE AND SIZE: While there were mixed feelings around Creating Change’s scope and size, a significant number of comments were made regarding the conference’s ability to include a huge breadth of issues each year. Others noted that the programming was “forward-thinking” and “intersectional.” Some mentioned the value of the day-long Institutes, with one respondent noting that “they create a solidarity and a sense of belonging.” According to many of Creating Change’s stakeholders, this type of impact would not be possible without the type of programming offered by Creating Change. A number of respondents pointed to the significance of Creating Change programming as “an irreplaceable venue for the movement,” as there are attendees who come to Creating Change to learn about what is occurring nationally in the movement via the conference’s sessions, institutes and plenaries.

STAFF: Creating Change’s staff was also seen as a huge asset to the conference, particularly in relation to their size. It was noted that if the conference continues to grow, the staffing resources working on Creating Change absolutely must grow with it. However, the staff has continued to do their absolute best to make sure Creating Change is a positive experience for as many individuals as possible, attendees or otherwise, in what can be a very high-energy and high-stress environment. One respondent noted: “I admire [the staff]. I often wonder if I would be able to negotiate with anywhere near the amount of patience and grace that they show. I respect them for the way that they’ve responded.” Other respondents also mentioned that the staff seemed attuned to larger issues within and outside of the larger LGBTQ movement.

SPACE/COMMUNITY: Stakeholders across the board agreed that the most impactful of Creating Change’s strengths is the space and community that it creates for attendees. Examples of this included gender neutral bathrooms, a perceived lack of tokenizing, conflict resolution resources, and the amplification of voices from marginalized communities. More than one respondent described Creating Change as the most “intentionally inclusive” gathering they experience. Creating Change is also seen as a significant experience for younger activists, or activists new to the movement, with one stakeholder referring to the conference as a “wonderful school for activism.” Finally, a notable amount of respondents highlighted the importance of the conference to them personally. More than one person likened the conference to a “family reunion” of sorts. One interviewee simply stated: “I think [Creating Change] is the most important space for movement-building in the entire LGBTQ movement.”

NEEDSCHALLENGES

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The needs and challenges of Creating Change were categorized into four main themes:

Ø LEADERSHIP OF CREATING CHANGE Ø CONFERENCE FINANCES + COST OF

ATTENDANCE

Ø CONFERENCE SCOPE AND SIZE Ø CODE OF CONDUCT/“SAFE SPACE”

LEADERSHIP OF CREATING CHANGE: The complex nature of Creating Change is apparent in the overlap between the conference’s strengths and weaknesses. Although staff was praised—most notably Sue Hyde for her consistent, positive role in Creating Change since its inception, respondents voiced uncertainty about the future of Creating Change under its current leadership structure, stating that conference leaders/planners are out of touch with the day to day needs of people in the field, and don’t have control over the conference. Respondents also wondered what, if any, succession planning is in place for staff overseeing the conference.

CONFERENCE FINANCES + COST OF ATTENDANCE: The cost of producing Creating Change poses a challenge, as it has never broken even financially and is not self-sustaining, with a net loss of between $35,000-$300,000 in each of the last few years (the Task Force dedicates general operating funds to support the conference). The cost of attending was raised by respondents who were split between those who advocated for free admission for local attendees and increased financial aid, and those who feel these practices are contributing to the loss in profits sustained each year by the conference. Staff lay somewhere in the middle, expressing a desire for everyone to attend, but acknowledging the enormous costs associated with that goal. Ultimately, Creating Change must choose to be either an expensive or affordable conference—it can no longer feasibly be both.

CONFERENCE SCOPE AND SIZE: Scope and size was the most prevalent theme to emerge as a challenge. There is concern that the conference in its current form has become too large to be managed in the same way it was in the past, and too long and expensive to serve anyone adequately or safely. Respondents also suggested the size of the conference is negatively affecting the quality of the content, recommending that programming be more issue focused, streamlined and reflective of the Task Force’s priorities rather than trying to cover every issue at Creating Change.

CODE OF CONDUCT/“SAFE SPACE”: The concept of Creating Change as a safe or unsafe space permeated every interview and focus group conducted for this assessment. Respondents agreed that Creating Change is a space for disruption and dissidence—people need to be able to disagree to make progress for the movement—but in recent years some disagreements have crossed a line in the treatment of fellow conference attendees. A question about community norms and a code of conduct elicited mixed reactions. The majority agreed that there should be clear, brief messaging about community norms presented to attendees both before the conference (either in social media messaging, a short video, or some other venue of dissemination) and during, where it can be posted around the hotel space and shared widely and easily.

RECEPTIONANDPROTESTFINDINGS

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In assessing the needs and challenges of Creating Change over the course of summer 2016, one event from the most recent conference stood fresh in the minds of many stakeholders, so much so that it warrants its own section in this report. That event was the reception held by A Wider Bridge, “a pro-Israel organization focused on building connections between Israel and LGBTQ-identified North American communities.” The A Wider Bridge reception was one of 9 receptions held at Creating Change 2016. Creating Change receptions are considered to be social gatherings, and generally, neither their content nor the guest list is influenced or directed by the Task Force. Prior to the A Wider Bridge Reception, the Task Force had not canceled a reception held at a Creating Change conference, as it initially did with this reception before reinstating it, nor had there ever been a protest at a reception. On January 22, 2016, one or more protest events occurred during Creating Change 2016 in relation to the reception. One occurred inside the A Wider Bridge reception room and one outside the A Wider Bridge Reception in the hallway during the time the A Wider Bridge Reception was scheduled to take place. There seems to be some indication, based on messaging and topics, that the protest inside the A Wider Bridge Reception room and the protest in the hallway were not necessarily related. The weight of the evidence suggests that the hallway protest was staged against pinkwashing and the presence of A Wider Bridge, believed by some to be a pinkwashing organization (“pinkwashing” is the generally accepted term within LGBTQ activist communities for the practice of painting certain political or social issues/movements as LGBTQ friendly for the purpose of promoting a product or entity). The conflict surrounding the reception and hallway protest was fueled by the perception that the Task Force had, at least implicitly through its programming, taken divergent and problematic positions on the Israel/Palestine conflict at Creating Change 2016 and at prior Creating Change conferences. The overall context of Creating Change 2016, including the conference being located in Chicago, the identities of the participants, the current culture of activism, the Task Force’s Creating Change conference planning practices, and misteps in the Task Force’s handling of the conflict combined to uniquely shape the experiences of the A Wider Bridge reception and related protest, particularly with regard to safety.

The analysis of data related to the reception, surrounding protest events and the resulting actions on the part of the Task Force led to discoveries closely in line with the challenges identified for Creating Change overall. More specifically, the aftermath from the A Wider Bridge controversy highlighted the need for increased protocols and structure around protest actions at Creating Change, and provided the foundation for this report’s recommendations about improving safety and standards of behavior for Creating Change moving forward.

RECOMMENDATIONSCONCLUSION

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Based on the findings shared above, Morten Group encourages the Task Force to consider the following recommendations: Ø REIMAGINE CREATING CHANGE

Take time following the close of Creating Change 2017 through calendar year 2018 to convene a diverse national work group to expand upon the themes raised in this report and undertake the work of reimagining Creating Change to serve the Task Force and movement well for years to come. The Morten Group recommends that further analysis and work be done in reimagining the conference during a gap year between Creating Change 2017 and Creating Change 2019.

Ø SUCCESSION PLANNING FOR CREATING CHANGE LEADERSHIP

Develop a succession plan for current Creating Change leadership, which should include a detailed oral history of Creating Change along with specific written roles and responsibilities for staff and volunteers;

Ø DEVELOP STRATEGY FOR IMPLEMENTING IMPROVED SAFETY MEASURES FOR CONFERENCE ATTENDEES Document community agreements for behavior at Creating Change, with well-delineated consequences if such agreements are not followed, in addition to devising appropriate safety plans considering both protestors and conference attendees, and training and empowering Task Force staff and others to be peacekeepers for the Creating Change conference;

Ø CHANGE LOCATION OF CREATING CHANGE OFFICE Relocate the Creating Change office to one of the other primary Task Force office locations and gather a racially diverse (including other diversity indicators) conference planning team to offer input into conference planning and operations;

Ø DEVELOP A NEW FINANICAL MODEL FOR CONFERENCE OPERATIONS Develop a new financial model for conference operations that supports at least a break-even model and that balances some of the inequities around how access to the conference is provided, including a deeper look at how scholarships are accessed, a potential shift in the fundraising efforts of local host committees, and a revisiting of large-ticket items;

RECOMMENDATIONSCONCLUSION

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Ø REVIEW AND REDUCE THE AMOUNT OF CONFERENCE PROGRAMMING OPTIONS Consider exploring a smaller number of issues or initiatives for programming, which could open up the possibility for greater depth and increased participation in a reimagined workshop model, as well as conducting a review of the process by which the Task Force determines the programmatic content of the Creating Change conference;

Ø INCREASE THE USE OF TECHNOLOGY Increase the use of technology at the conference while exploring cost-cutting measures, and making sure to explore this in a way that provides options for those who prefer not to use technology for communication; and

Ø INCREASE MARKETING, MEDIA AND COMMUNICATIONS FOR BOTH CREATING CHANGE AND THE TASK FORCE OVERALL Increase marketing, media and communications for both Creating Change and the organization at large in an effort to increase visibility and public awareness outside of its current seasonal nature, and give attendees an opportunity to organize prior to and after the conference, ideally with the help of the local host committee.

The Creating Change Conference is a multifaceted space, and has been a home to many since its inception almost 30 years ago. The spirit of activism and comradery that defines the Creating Change experience will live on, but as this report indicates, that spirit, and the very nature of the conference, must be reimagined. In order to grow and adapt, considerations around structure, leadership, programming, free speech, media and communications, and the all-encompassing notion of what makes a “safe space” for all conference participants, combine to form an exciting challenge for the Task Force and Creating Change in the years ahead.