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This document outlines different models for media organizations: pure journalism, journalism combined with action or community, and hybrid media makers who also take action. It shows the breakdown of these models in 2010 and 2015, with pure journalism and journalism combined with other activities both represented, and hybrid media makers and action also present in the field in 2015.
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Harnessing our Collective Power
This document discusses strategies for making the media consortium more sustainable through earned income rather than relying solely on grants. It proposes generating earned income through services like webinars, labs and trainings to cover general operations, while continuing to use grants for specific projects. This would make the consortium less competitive with members for funds and more independent in the long run. Details are provided on current budgets, costs, potential new revenue streams, and how staff and members can work together to implement this new business model.
Future Models for TMC
The document discusses strategies for making the media consortium more sustainable financially. It notes that expenses are rising as the organization grows more ambitious, while funding is becoming more difficult to obtain. It proposes developing a new business model where grant funding covers project expenses for members, while earned income covers general operations. Specific ideas to generate earned income include opening some programs to non-members for a fee, seeking corporate sponsors, and keeping overhead costs low. The overall goal is for the consortium to become less dependent on outside funders over time through collaborative efforts.
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The document summarizes the successes of The Media Consortium (TMC) in 3 areas:
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Boston Globe: Responsive Web Design
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Metrics for Progressive Media's Impact
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Public News Service provides localized public interest news content to media outlets across all platforms. It began in 1996 to provide more balanced news coverage of Idaho issues. The service now reaches an audience of 24 million per week, with over 8,000 media outlets regularly using its stories. One-third of its content is also picked up by national networks like CBS and NPR. Reporters produce stories which are then edited, distributed to media outlets, and tracked for pickup and reach.
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Harnessing our Collective Power
This document discusses strategies for making the media consortium more sustainable through earned income rather than relying solely on grants. It proposes generating earned income through services like webinars, labs and trainings to cover general operations, while continuing to use grants for specific projects. This would make the consortium less competitive with members for funds and more independent in the long run. Details are provided on current budgets, costs, potential new revenue streams, and how staff and members can work together to implement this new business model.
Future Models for TMC
The document discusses strategies for making the media consortium more sustainable financially. It notes that expenses are rising as the organization grows more ambitious, while funding is becoming more difficult to obtain. It proposes developing a new business model where grant funding covers project expenses for members, while earned income covers general operations. Specific ideas to generate earned income include opening some programs to non-members for a fee, seeking corporate sponsors, and keeping overhead costs low. The overall goal is for the consortium to become less dependent on outside funders over time through collaborative efforts.
Celebrating Success: 18 months of TMC Programming
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1) Journalism collaborations where TMC partnered with 10 outlets on campaigns coverage and 800 pieces were produced on the Wisconsin protests.
2) A media policy reporting initiative with 9 organizations producing biweekly blogs and monthly briefings.
3) Moving into mobile with partnerships and content for over 50 mobile applications reaching 1,000 campaigns.
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Journalism will return to being a form of art similar to over a century ago, according to Chris Hedges. Hedges argues that journalism will become artistic again rather than just a business. The quote suggests that high-quality journalism values artistry over commercialism.
Tactilize: Application Development Software
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Gary King from Harvard University gave a talk about measuring the impact of progressive media. His goals were to measure public discourse, estimate the causal effect of progressive media on discourse, and learn how to make progressive media more effective. He discussed how frames imposed by events like 9/11 or language used in polls can influence public opinion, and showed that media use of the word "baby" rather than "fetus" correlated with increased support for banning partial birth abortion, demonstrating the media's power to frame debates.
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Public News Service provides localized public interest news content to media outlets across all platforms. It began in 1996 to provide more balanced news coverage of Idaho issues. The service now reaches an audience of 24 million per week, with over 8,000 media outlets regularly using its stories. One-third of its content is also picked up by national networks like CBS and NPR. Reporters produce stories which are then edited, distributed to media outlets, and tracked for pickup and reach.
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C2 take action platform
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The document discusses using mobile technology and text messaging to connect with and engage audiences, as well as measure the results of campaigns. Some key points include:
- Over 300 million mobile subscribers in the US, with 97% able to send and receive text messages. About 5 billion texts are sent daily.
- Text messaging can help reach broad audiences, engage supporters through calls to action, house parties, and advocacy calls, and build profiles by collecting data from text interactions.
- Measuring results is important, and text messaging campaigns have been shown to increase contest entries by 325% compared to other calls to action and increase donations by 77%.
- Examples are given of organizations in various sectors that have used text messaging for different
Notes
The document discusses different types of journalism organizations and their characteristics. Organizations labeled "Pure Play Journalism" focus on one-way communication and avoid citizen engagement or advocacy. "Journalism + Community" organizations strategically integrate the community into media making and distribution by creating spaces for ongoing communication around stories. "Journalism + Action" organizations create or integrate strategies for communities to take action in response to journalism, sometimes partnering with advocacy groups. "Hybrid Media Makers + Action" emphasize community involvement in conversations, organizing, sharing information and media production with regular calls to action.
Notes 2010 Landscape Analysis
The document discusses different types of journalism organizations and their characteristics. Organizations labeled "Pure Play Journalism" focus on one-way communication and avoid citizen engagement or advocacy. "Journalism + Community" organizations strategically integrate the community into media making and distribution and create ongoing spaces for discussion. "Journalism + Action" organizations create strategies for communities to take action in response to journalism, sometimes partnering with advocacy groups. "Hybrid Media Makers + Action" emphasize community involvement, organizing, and regular calls to action.
Notes.2010 landscape analysis
The document discusses different types of journalism organizations and their characteristics. Organizations labeled "Pure Play Journalism" focus on one-way communication and avoid citizen engagement or advocacy. "Journalism + Community" organizations strategically integrate the community into media making and distribution and create ongoing spaces for discussion. "Journalism + Action" organizations create strategies for communities to take action in response to journalism, sometimes partnering with advocacy groups. "Hybrid Media Makers + Action" emphasize community involvement, organizing, and regular calls to action.
Mernit Community Building
Oakland Local is a community news site focused on Oakland, California that was started in 2010 with $8,000 in seed funding. It now receives around 25,000 unique visitors and 66,000 page views per month, has over 2,350 Facebook fans and 1,000 Twitter followers, and partners with over 35 non-profit organizations. The site provides original reporting, community posts, and a full calendar of local events, and trains community partners on topics like mobile and web technologies. It aims to serve the community by building relationships, including a wide range of views, and being inclusive and responsive.
Aron Pilhofer
The document discusses the work of the New York Times Interactive News team, which consists of 10 journalists focused on creating news-focused, data-driven apps. It notes that the team is based in the newsroom and run by journalists, rather than a software shop, with the goal of focusing on journalism rather than just news products. The document emphasizes that web journalism is about using interactivity and data to tell stories and provide context and analysis, not just presenting raw data. It provides tips for creating good interactive journalism, such as ensuring it is steeped in context and analysis, invites exploration, and is portable across platforms.
Cop15 Collaboration
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Mernit Building A Revenue Portfolio
The document discusses strategies for building a diverse revenue portfolio for non-profit and community news organizations, noting they will need approaches like sponsorships, advertising, donor programs, and other options. It analyzes the requirements, risks, and example models for different revenue strategies and provides recommendations to balance aggressive development with cost controls as new streams are established. Resources for various monetization options like crowd-funding and third party ad networks are also presented.
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The document discusses various monetization strategies for online content. It notes that most users expect content to remain free. However, it suggests that mobile apps, utilities, and unique content could be sold for $2.99 or $1. Freemium models that offer a free basic experience but charge for premium features are also effective. Premium memberships that provide loyal users with special privileges and offers are another good option, as they allow free users to enjoy content while supporting creators voluntarily.
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Junar is a startup company founded by Diego May, Javier Pajaro, and Pablo Bertorello that is transforming how users discover and use data. The company has a team of 13 employees including engineers and business/marketing staff. Junar's mission is to forever change how people discover and use data through their products and services.
Razoo: Collaborative Fundraiser
The document discusses collaborative fundraising through the nonprofit Razoo. It provides statistics on Razoo's reach and partnerships with organizations for giving days. The case study focuses on GiveMN's Give to the Max Day, an annual online giving campaign. In 2010, it raised $10 million from over 42,000 donors for 3,663 nonprofits. Quotes from participating nonprofits emphasize how the event engaged new donors, rallied existing supporters, and introduced supporters to social fundraising.
Zinger
This document introduces Zinger, an app that aims to help users engage in informed political debate by providing quick access to clever arguments and comebacks ("zingers") on various political topics. It outlines who the target users are, such as the politically engaged and gamers, and provides examples of zingers users could access on topics like climate change and feminism. It describes gaming elements like points, levels and badges to encourage engagement. The document also discusses integrating with social media, rewarding power users, potential paid partnerships, and the goal of changing political debates and driving traffic to progressive media.
Riotstartr
Riotstartr is a proposed mobile app that aims to bring virtual networks and real-world locations together to track events in real-time. It would allow users to announce they are attending or organizing protests, rallies, and other events, track attendees' locations, and earn rewards through gamification. The app would help spread information about events and give organizers and journalists better crowd data and engagement metrics.
C2 take action platform
The document describes a partnership opportunity for progressive media sites to help nonprofits and good causes by extending their online advocacy campaigns. The flash widget allows readers to engage with campaigns without leaving the site, generating subscribers, donors and revenue. Partners can choose which causes to feature contextually and are paid for every signup to a client's list, boosting participation and income.
David Cohn Revenue Generation Presentation
We are proposing experimenting with new ideas by having Media Consortium members submit project pitches that would be transparently shared online, allowing donors to have more control over where their donations are applied, as opposed to general donations that are akin to "throwing money over a wall". This approach stems from principles of agile development where it is better to fail early by testing ideas rather than debating them.
Jedalpert
The document discusses using mobile technology and text messaging to connect with and engage audiences, as well as measure the results of campaigns. Some key points include:
- Over 300 million mobile subscribers in the US, with 97% able to send and receive text messages. About 5 billion texts are sent daily.
- Text messaging can help reach broad audiences, engage supporters through calls to action, house parties, and advocacy calls, and build profiles by collecting data from text interactions.
- Measuring results is important, and text messaging campaigns have been shown to increase contest entries by 325% compared to other calls to action and increase donations by 77%.
- Examples are given of organizations in various sectors that have used text messaging for different
Notes
The document discusses different types of journalism organizations and their characteristics. Organizations labeled "Pure Play Journalism" focus on one-way communication and avoid citizen engagement or advocacy. "Journalism + Community" organizations strategically integrate the community into media making and distribution by creating spaces for ongoing communication around stories. "Journalism + Action" organizations create or integrate strategies for communities to take action in response to journalism, sometimes partnering with advocacy groups. "Hybrid Media Makers + Action" emphasize community involvement in conversations, organizing, sharing information and media production with regular calls to action.
Notes 2010 Landscape Analysis
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Mernit Community Building
Oakland Local is a community news site focused on Oakland, California that was started in 2010 with $8,000 in seed funding. It now receives around 25,000 unique visitors and 66,000 page views per month, has over 2,350 Facebook fans and 1,000 Twitter followers, and partners with over 35 non-profit organizations. The site provides original reporting, community posts, and a full calendar of local events, and trains community partners on topics like mobile and web technologies. It aims to serve the community by building relationships, including a wide range of views, and being inclusive and responsive.
Aron Pilhofer
The document discusses the work of the New York Times Interactive News team, which consists of 10 journalists focused on creating news-focused, data-driven apps. It notes that the team is based in the newsroom and run by journalists, rather than a software shop, with the goal of focusing on journalism rather than just news products. The document emphasizes that web journalism is about using interactivity and data to tell stories and provide context and analysis, not just presenting raw data. It provides tips for creating good interactive journalism, such as ensuring it is steeped in context and analysis, invites exploration, and is portable across platforms.
Cop15 Collaboration
The Copenhagen News Collaborative brought together over 20 reporters and videographers from multiple news organizations like MoJo, The UpTake, The Nation, and Treehugger to better coordinate climate change coverage of the Copenhagen conference. They exchanged ideas and resources to produce more comprehensive multimedia coverage through collaborations between writers and videographers from different outlets. This resulted in significantly more content and broader reach for their reporting, although the conference did not result in a binding climate change treaty as hoped. They utilized a publishing tool called Publish2 to aggregate and share their work.
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The document discusses strategies for building a diverse revenue portfolio for non-profit and community news organizations, noting they will need approaches like sponsorships, advertising, donor programs, and other options. It analyzes the requirements, risks, and example models for different revenue strategies and provides recommendations to balance aggressive development with cost controls as new streams are established. Resources for various monetization options like crowd-funding and third party ad networks are also presented.
Mernit Community Building Preso
Susan Mernit's presentation from community building session at the 2010 Media Consortium meeting in NYC.
Steve Outing
The document discusses various monetization strategies for online content. It notes that most users expect content to remain free. However, it suggests that mobile apps, utilities, and unique content could be sold for $2.99 or $1. Freemium models that offer a free basic experience but charge for premium features are also effective. Premium memberships that provide loyal users with special privileges and offers are another good option, as they allow free users to enjoy content while supporting creators voluntarily.
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