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Transcript of NAJA Strategic Plan -- draft
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7/29/2019 NAJA Strategic Plan -- draft
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Native American Journalists Association
January 11-12, 2013
Strategic Plan, 2013 2015
TABLE OF CONTENTS:
A. Purpose and process for strategic planning
B.Capturing history, core values, goals and implications moving forward
C. Analysis of current environment SWOT analysis
D. Strategic priorities matrix
E. Strategic priorities narrative
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A. PURPOSE AND PROCESS FOR STRATEGIC PLANNING
The NAJA board of directors chose to conduct a strategic planning process at this time for a variety of reasons:
1. The selection and hiring of a new Executive Director
2. The approaching 30-year anniversary of the organization
3. The need to revitalize the value of NAJA membership given the massive changes in the field of journalism
The process for strategic planning took place during a board/staff retreat and was facilitated by incoming Executive Director Pamala
Silas. The process was divided into four sessions -- Session One: Capturing lessons, history, core values, goals and challenges; Session
Two: Analysis of the current environment; Session Three: Identifying Strategic Priorities; Session Four: Planning Year 1, 2 work plans. The
detailed work plans are being finalized for implementation purposes. They include goals, objectives, activities, timelines and outcomes
for each strategic priority. Those detailed work plans will not be a part of this written report.
B.
CAPTURIN
GLESSONS,
HISTORY,
VALUES,
GOALS
AND
IMPLICATI
ONS
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MOVING
FORWARD
Given NAJA is
approaching
its 30th yearanniversary,
it is
important
that we
capture key
moments in
NAJAs
history and
formalize
with
consensus
how and why
NAJA was
originally
formed, its
core values
and mission,
and the
impact it has
had. It isalso critical
that NAJA
continue to
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respond to
the massive
changes that
have
occurred in
the field ofjournalism
and its
impact on
NAJAs
members.
Along with
NAJAs strong
history, wehave a rich
resource in
our long-time
members
who remain
involved in
the
organization.
As the board
leadershiphas changed
over time, a
new
dedicated
group is
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stepping up
to play a role
in NAJAs
future. They
recognize
that it is
important
that there
remains a
strong link to
NAJAs past,
holding on to
core values
while theymeet the
challenges of
the rapidly
changing
field of
journalism.
Participantslisted a few
highlights by
decade,
notable
moments in
NAJAs past
and what was
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happening in
the world of
journalism
and Indian
country
during the
same time
period. They
acknowledge
d that more
details on
NAJAs
history are
needed.Along with
asking
members to
contribute
through the
public
posting of
this
document,
the strategic
plan includes
gathering
that history
as a key
strategic
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goal. The 30th
anniversary
provides a
great
opportunity
to synthesizeand pass on
that history
to newer
members.
FIRST 10 YEARS SECOND 10 YEARS LAST 10 YEARS
NAJA -Formation of Native American
Press Association
-Launching the free press fight
-Providing material to non-Natives
who cover Native issues-First Conference held, 1984
-Leaders taking initiative to meet
and establish an organization
-NAJA joins with other groups to
form UNITY
-Gives scholarships to students
-Creates student programs such as
Project Phoenix to inspire highschool students
-Moved from South Dakota to
Oklahoma
-Joint training with Gaylord College
-Education program staff was added
Indian
Country
-Stereotypes of Natives abundant
-No Native voice in mainstream
media
-NAGPRA passed
-Cobell lawsuit filed
-Native voices being heard
-Reservation newspaper explosion
-Mascot issues
-Independent Native newspapers
-Access to Internet in Native
communities grows
-Cobell settlement reached
-Numerous reservation newspapers
collapse for variety of reasons
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-Aquash investigation
-Indian Country Today dominance
-Tribal justice DOJ issues move to
the forefront
-Idle No More demonstrates power
of social media
-Native presence grows on the Webthrough such outlets as
Lastrealindians, Indianz.com and
Reznet
-Mobile technology increases
information access
Field of
Journalism
-Wounded Knee/Alcatraz garnered
media attention
-Main media in form of newspaperprint moves to TV
-Narrative journalism takes hold-Native issues not picked up by
mainstream media
-Native American Calling/National
Native News founded
-Broadcast and print journalism are
two major mediums.
-Creation of 24 hour cable news
-Internet takes hold
-Newsroom cutbacks
-FCC expands broadband focus
-Technology - print to mobile
-Multimedia journalism moreprominent
-Social Media-Changing media business models
-Recession
-Notion of a journalist expanded
-Increasing role of foundations
driving public policy
-Non-profit news organizations
growing
-Digital journalism grows
VISION/GOALS:
- Move from subjects to reporters
- Inspire others to enter the field
- Respond to misrepresentation and
misinformation of Natives
- Advocate for freedom of the press
CORE VALUES
- Give mentorship where needed
- Support independent news reporting
- Find truth and tell it
- Foster in-depth research
- Help others understand Native communities
CHALLENGES:
- Freedom of the press in Indian
Country
- Increasing the number of
journalists in mainstream media
- Educating of Native journalism
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- Focus on professional development of tribal
media
students
- Internal conflicts in Indian Country
C. ANALYSIS OF THE
CURRENT
ENVIRONMENT
SWOT analysis of Strengths
Weakness, Opportunities and
Threats. It is important that we
name and create some
consensus around the current
realities affecting NAJA. Thisinfluences our priorities for
both the organization, as well
as the value we bring to the
NAJA membership as they
operate in the journalism
space.
STRENGTHS
Good framework for student
projects
Strong mission statement
Many tribes represented in the
membership
WEAKNESS
Membership benefits
under-developed and unclear
Infrastructure of business
operations needs updating
Membership process needs
upgrading
OPPORTUNITIES
Increased interest in partnership from
other journalism organizations
Growing requirement of transparency
possible with new leadership
Unique position of NAJA to assist with
the shaping of the media landscape
THREATS
Quickly evolving digital
news landscape
Generation bridge gap
Relevancy profile is
waning
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Influential members
Passionate Board
Strong skills and
knowledgeable members
Passionate New Executive
Director
Members bring unique
perspective
Supporting freedom of the
Press in Indian Country
Outlet for journalism jobs
Current strong, grounded
leadership, Board and
Executive Director
Vocal against stereotypes and
misinformation
Need improvement to recruiting
and retaining members
Support to members
Membership Directory is not upto date
Too few program initiatives and
journalistic/press fairness
initiatives have been formalized
Public profile is non-existent
No framework for
giving/fundraising
No strategy to ensure growth
Lack of participation by
members
No clear goals
Lack of professional
development opportunities
Number of applicants for student
projects had fallen -- recruitment
down
Quickly evolving digital news landscape
Growing job market and interested
partners create new changes for
student recruitment
Become more inclusive of non-Native
membership influence in the field of
journalism
Utilize partnership with OU more
Changing job market makes NAJA more
relevant than ever
As news developments arise we have a
chance to raise our profile
The need to fill the gap in Native
Professional Journalists is motivating
students towards the field of
journalism
Fellowships are under utilized by
Natives there is opportunity there
NAJAs milestone of 30 years can be
leveraged to increase NAJAs relevance
in journalism industry
Mainstream Journalists increasingly
Lack of transparency
has isolated leadership
from the membership
Membership database
and processes
antiquated
Lowered membership
interest
Broken relationshipscould undermine
fundraising
Decline in news corps
revenues affect job
opportunities
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interested in Natives and see NAJA as a
resource
Chance to increase/improve member
support due to cohesive board
leadership and new staff
New professional staff capacity to
apply for grants is greater
Strong networks give access to
educational support
D. STRATEGIC
PRIOROITIES
Drawing from the
historical lessons, core
values, challenges and
the professional
environmental, and
through the Strengths,
Weaknesses,
Opportunities and
Threats analysis,
participants identified
the key strategic areas
where, as board
members and members
of NAJA, they believed
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NAJA should focus its
resources during the
next 12-24 months
Improving and
IncreasingNative Media
Presence
Review and
UpgradeGoverningStructures
Increase
MembershipThrough Improved
Internal System,
Incentives and
Restructuring
Raising NAJAs
Profile andRebuilding Our
Brand
Deliver Quality
Programs andSupport
Services to
Increase
Membership
Value
Produce Annual Report
on the State of Nativesin news media
Deliver regular board
training
More incentives for NAJA
membership
Establish legal hotline for
members
Organize one-day
workshops formembers
Educate non-Native
reporters on how to
report in Indian
Country
Synthesize NAJA
history
Upgrade membership
system
Partner with other
associations to provide
additional training
opportunities for members
Design an annual
program partnership
with OU
Become proactive in
improving mainstream
media coverage
establish team to train
newsrooms
Define qualifications
for recruiting next
candidates for NAJA
board openings
Restructure membership Professionalize the
national convention
Create a fellowship
Advocate for Freedom
of the Press in Indian
Country
Implement a Founders
/Longtime member
Advisory council
Provide new membership
card or press I.D.
Make NAJA website more
interactive
Create a second
mid-year
training/seminar
Create a media watch
/native news blog
Reinstate
student/regional
chapters
Expand definitions for
membership
Redesign website and
make the focus for NAJA
membership HUB
Assist membership with
investigative and
enterprise reporting in
tribal communities
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Influence mainstream
media through member
placement and
partnerships
Add value to memberships Boost social media
presence
Repackage existing
NAJA resources and
services
*Priority vote:1st(0), 2nd (1), 3rd (1)
*Priority vote:1st(0), 2nd 2), 3rd (2)
Create database of existingtribal outlets and reporters Enhance publicimage/become fore visible Deliver hands-ontraining for
professionals at thenational conference in
all media platforms
Extend personal invitations
of membership to
non-Native journalists
*Priority vote:
1st(1), 2nd (0), 3rd (0)
Run a series of monthly
webinars
Get more members
involved in NAJA sub
committees and boards
Matriculate more
people into the field of
journalismConnect professional
membership with student
chapters such as OU
pipeline
*Priority Vote:
1st(2), 2nd (2), 3rd (1)
*Priority vote:
1st(3), 2nd (0), 3rd (2)
*Note: Priority vote allowed participants to select their 1st, 2nd and 3rd priority in order to give some sense of the urgency. The number in
parentheses is how many participants selected that level of priority.
E. STRATEGIC GOALS - NARRATIVE REFINING PARAGRAPHS
1. By 2015, what we want to see in place is an Improving and Increasing Native Media Presence .The intent behind this strategic
component is to elevate NAJA as the go to resource as a Native American Journalism talent pipeline and expertise that influences the
field. The key elements in this priority are: producing an annual report on the state of natives in news media; educating non-Native
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reporters on how to report in Indian Country; becoming proactive in improving mainstream media coverage by teaming to train newsrooms
advocating for freedom of the press in Indian Country; creating a media watch/Native news blog. The importance of this strategic
component is to elevate the coverage of American Indian issues and communities in a correct and relevant manner. If we left out this
strategic component the consequences might well be that issues and subjects involving this community would be misrepresented and
underrepresented, which would continue to disenfranchise the American Indian people and diminish their importance in the American
publics view.
2. By 2015 what we want to see in place is a review and upgrade of governing structures. The intent behind this strategic component is to
strengthen NAJAs business and governance to ensure the highest standard of stewardship and public accountability as well as ensure the
sustainability of all financial and governance structures. The key elements in this priority are: delivering regular board training;
synthesizing NAJAs history; implementing a founders/longtime member advisory council; defining qualifications for recruiting board
candidates; reinstating student and regional chapters. The importance of this strategic component is to solidify NAJA as a powerful and
successful association capable of sustaining itself for years to come. If we left out this strategic component, the consequences might well
be that NAJA loses respect and remains reactionary to changes in the funding environment and does not attract the skills and passion of
the professional, experienced leaders it needs to drive the organization forward.3. By 2015, what we want to see in place is an increase in membership through an improved internal system, incentives and
restructuring. The intent behind this strategic component is to strengthen the systems that ensure students and professional American
Indian journalists see NAJA as a critical resource to their education and career and that any interactions they have with NAJA will bring
about the highest level of customer service. The key elements in this priority are: identifying ways to reach new members through: creating
a database of tribal media outlets/reporters; developing incentives for existing members to do outreach; expanding membership
definitions and structures; increasing member involvement in NAJA as leaders and mentors and upgrading our membership system and
membership cards. The importance of this strategic component is to improve the overall perception and experience that members have
with NAJA so that they renew their membership and we promote NAJA beyond the choir to reach new communities and members. If we
left out this strategic component the consequences might well be that NAJA membership would continue to decline and poor customer
service would decrease membership renewals.
4. By 2015 what we want to see in place is a heightened NAJA profile and rebuilding of our brand. The intent behind this strategic
component is to elevate NAJA as the go-to resource for Native Americans studying and working in the field of journalism, promoting
diversity and providing help to those covering American Indian topics in the media. The key elements in this priority are: redesigning the
NAJA web page as a HUB for members to network and obtain resources; expand partnerships with other organization to access training;
develop a legal education hotline to support members and; elevate the national conferences profile as a top quality gathering. The
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importance of this strategic component is to ensure that those in need of NAJAs mission know we exist and know we are an organization
that they can depend on. If we left out this strategic component the consequences might well be that the American Indian community does
not have a powerful organization with the recognition and influence to support journalism concerns.
5. By 2015, what we want to see in place is delivery of quality programs and support services to increase membership value. The intent be
this strategic component is to help NAJA members succeed in their educational and career goals, to bring together the professional communit
mobilize around the issue of diversity in the field of journalism and to provide tangible resources to the next generation pursuing this career fi
key elements in this priority are: designing, organizing and promoting an annual program schedule that includes webinars, one-day workshopstraining in partnership with OU investigative/enterprise reporting, hands-on training on all media platforms, access to existing fellowships an
exploration of the development of a designated NAJA fellowship. The importance of this strategic component is to deliver real value to the m
of NAJA that will help members be successful in navigating the rapidly changing journalism environment. If we left out this strategic compon
consequences might well be that members will seek these services and programs elsewhere.
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