NAJA Strategic Plan -- draft

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

Page 1 of 15 2013 2015 NAJA Strategic Plan


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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



10/15

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.


Documents

NAJA Strategic Plan -- draft