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THE HOW AND WHY OF MTF JOURNALISM

I. BACKGROUND

This is a behind-the-scenes look at the strategy and goals of the McCormick Foundation’s Journalism Program. It is intended to help our partners, prospective grantees and other interested parties better understand the program’s priorities.

The Foundation has supported journalism since the organization’s inception following the 1955 death of Col. Robert R. McCormick, the long-time publisher and editor of the Chicago Tribune. In 1993, MTF formed a Journalism Program to reinforce Col. McCormick’s devotion to First Amendment freedoms and the role of the media in a free, democratic society. Since then, the program has awarded more than $75 million in support of journalism initiatives.

Our commitment is even more vital during this period of sweeping media transformation. In this climate of disruption and opportunity, the thirst for media management knowledge, demand for professional developmental training and need to connect with a younger and more diverse audience confirm the relevance of our work and that of our grantees.

The Journalism Program has a 2008 grantmaking budget of more than $6 million. Our four priority funding areas are News Leadership, Journalism Education, Free Speech and Youth Media.

In 2007, our grants funded nearly 350 workshops, seminars, conferences and briefings. These programs were attended by an estimated 20,000 journalists, media managers, academics, publishers, students, policymakers and others throughout the Americas. The impact was extended on Web sites, downloads, published articles and research reports.

Journalism Grant Portfolio Allocation 2007 Total - $5.9 Million
 
II. OVERVIEW OF 2008 STRATEGY

News Leadership and Journalism Education programs that are flexible, relevant and performancedriven dominate our portfolio. In fact, nearly 75 percent of our 2008 grant payments are earmarked for leadership, training and education activities.

We also pumped up youth media programs serving Chicago-area students, as well as demonstration grants to highly regarded scholastic journalism programs in other cities. The goal is to create a holistic guide to best practices in youth journalism that can be replicated in Chicago and throughout the nation.

In addition, we have turned the spotlight on two growth areas: ethnic journalism and digital media. The opportunity to position the Foundation as a force in these two emerging sectors has resulted in noticeable changes in all four of our portfolios.

These strategic efforts are guided by the Media Market Pulse, a 2007 staff-produced research project designed to forecast what the news media marketplace might look like a decade from now. Searching for insight on developments likely to reshape journalism, we interviewed more than 100 thought leaders in such areas as digital journalism, ethnic media, evolving business models, online free speech, community-based media and journalism education.

Finally, we are awarding more multi-year grants to select organizations that have proven records of success, innovation and dependability in pursuing the Journalism Program’s objectives.

III. A CLOSER LOOK AT SOME AREAS OF INTEREST

A. Journalism Education

Many universities are pleasantly puzzled by the spike in student interest in journalism and mass communication programs, despite dim job prospects in traditional media sectors. While narrow opportunities will never dissuade those students who consider journalism a calling, many others pursue mass communication in a belief that a variety of career options are available to college graduates with strong written, verbal, creative and analytic skills. The key for journalism educators is to offer a relevant curriculum that blends traditional professional training with the knowledge needed to present information across a variety of digital platforms. Journalism deans also are concerned about assembling a faculty capable of handling these challenges.

Our support will continue to hinge on education programs that emphasize fundamentals, insightful guidance and the core values of journalism in a democratic society. We believe toptier journalism programs will build a culture that encourages students to engage, create, innovate and experiment. For example, we currently are funding a media entrepreneurial program at the City University of New York’s Graduate School of Journalism. One course covers media product development skills and then seeds promising pilot projects created by a diverse group of graduate journalism students.

B. Youth Media

Since awarding a handful of demonstration grants in December 2005, the Foundation has invested more than $2.25 million in youth media organizations and projects, largely in Chicago. These grantees work in a wide range of media sectors ranging from a bilingual public affairs radio show to teen lifestyle magazines to television documentaries. Many of our teen media participants live in low-income, high-violence neighborhoods.

The primary objective of our Youth Media program is to expose students to journalistic practices, instill in them the value of understanding current events and develop their appreciation of First Amendment freedoms. Attracting the best and brightest to consider careers in journalism is another worthy goal.

To date, we’ve concentrated on strengthening the vibrant youth media sector through research, grants and the funding of the Chicago Youth Voices Network, which offers grantees technical assistance and organizational capacity-building consulting.

C. Ethnic Media

The surge in ethnic media is a natural outgrowth of the immigration wave that is reshaping the news media. Our Ethnic Media portfolio is designed to improve the quality and impact of this fastgrowing media sector, which serves as an important cog in the assimilation process. Our work in ethnic journalism began in 2003 with a small grant to Pacific News Service. We now are funding more than a dozen ethnic media projects, all of which connect with at least one of our four priority areas.

A number of factors fuel our interest. One is the continued, remarkable increase in new U.S. residents. In 1980, an estimated 23 million (11 percent of the overall population) Americans spoke a language other than English at home. By 2006, that number had risen to an estimated 55 million, or 20 percent of the population.

Many of these people turn to ethnic media outlets for news and information. In fact, a 2005 survey by New America Media estimated that 29 million adults living in the United States regard Ethnic Media as their primary source of news.

However, significant challenges and quality gaps have accompanied the growth. Ethnic journalists often are not alerted about relevant press conferences. Most public agencies give short shrift in helping burgeoning ethnic communities deal with emergency preparedness, the spread of disease and other critical issues. In addition, most ethnic news media organizations operate on tight budgets with little support for staff training.

D. Diversity in Journalism

Improving diversity in staffing and content has been a priority of the Journalism Program since its founding in 1993. We have invested more than $15 million in diversity initiatives such as McCormick Fellows Initiative, the Maynard Institute for Journalism Education, the

National Association of Minority Media Executives, New America Media and The Chicago Reporter magazine.

This past year, the Foundation made a conscious decision to view diversity as central to all work, rather than break it out as an individual funding category. Diversity is now infused and extended into our entire decision-making process. For example, the American Society of Newspaper Editors (ASNE) has expanded its readership workshops to include more community and ethnic publications, while a grant to the National Conference of Editorial Writers targeted minority reporters and editors interested in opinion writing. Meanwhile, the Journalism Program continues to support entities and initiatives that specifically target diversity.

The challenge remains formidable. ASNE’s annual diversity study says the number of minority journalists working in newsrooms has flattened in recent years. The recent spate of media layoffs also has impacted minority newsroom employment. Despite these obstacles, the Foundation views diversity of staffing and content as core components of exemplary journalism.

Gender also continues to play an important role in the diversity movement. The Foundation is a long-time supporter of initiatives designed to help women media professionals prepare for career advancement opportunities. Women comprise more than half of journalism school enrollment, yet account for about one-third of the journalism workforce. In addition, women hold less than 35 percent of newsroom supervisory positions and about 15 percent of the top media management positions.

Our diversity portfolio funds a broad spectrum of projects that address high school, college, mid-level professional and senior management training.

E. Digital Media

Innovation and adaptation of digital media are at the epicenter of media transformation. The Journalism Program has a history of supporting projects that help mainstream media organizations embrace technological changes.

In addition, we are interested in innovative digital news projects that can advance the relevance and financial viability of the news industry. The grantees we support focus on:

  • New Business Models: As the news media industry struggles to adjust to the fiscal realities of a changing business model, the Journalism Program supports projects that explore new business models and strategies, along with the cultivation of leadership skills needed to adjust to this new environment.
  • Digital Media Entrepreneurship: The news industry needs to foster an entrepreneurial spirit both inside established companies and in new, independent journalistic enterprises. To that end, the Journalism Program funds programs and projects dedicated to teaching, seeding and supporting digital media entrepreneurs.
  • Audience Connection: The profusion of citizen journalism and online media offerings means that news organizations must be more relevant than ever to their audiences. The Journalism Program supports editorial efforts and practices that strengthen these connections.

F. Military-Media Initiatives

The Journalism Program has long been committed to promoting informed coverage of national security issues. Our deep respect for both the military and the media anchors these efforts. Col. McCormick credited his experience in World War I (he named his Wheaton, Ill., estate after the French battle site of Cantigny) for much of his success as editor and publisher of the Chicago Tribune.

The Journalism Program supports a number of national security initiatives and since 1992 hosted an ongoing series of conferences that bring together military and media leadership. Building the level of understanding between these two institutions also is reflected in a new initiative involving the University of Kansas and Fort Leavenworth.

Pumped-up interest in homeland security and emergency preparedness also are reflected in our grants to:

  • Northwestern University for courses in Washington, D.C. and Evanston, Ill., on “Covering Conflicts, the Military and Terrorism.”
  • The International Center for Journalists to host a cross-border conference on emergency preparedness.
  • Texas State University for research on dissemination of emergency preparedness information to Latinos in Texas and Illinois.

Our nine Military-Media conferences have generated frank, open discussion between these two powerful institutions.  Please click here to view the three conference reports.

IV. IMPACT AND CAPACITY BUILDING

We are determined to expand the Foundation’s contribution to journalism beyond grant dollars. For example, our staff’s stewardship and push for accountability have propelled the exceptional performance of the Youth Media portfolio. In addition to grant support, we develop capacity-building consulting services, professional outreach events and collaborative partnerships.

The Journalism Program also contributes to the overall goals and mission of the Foundation by crafting programs that improve civic health and address the needs of children, communities and country.

The Foundation’s board and senior management evaluate the Journalism Program staff on its knowledge of the news media, the caliber of the grant portfolio and evidence that the investments produce a positive impact on journalism.

In response to the fluid media transformation and recasting of the Foundation's priorities, we have taken a more proactive role in communicating with grantees. This hands-on, participatory approach helps us identify collaborative opportunities. More important, enhanced grantee communication gives us a better handle on the impact and value of the investment. Quality improvement is a two-way street. We aim to measure our own performance and service.

Later this year, an outside evaluator will conduct a confidential survey of grantees and other journalism organizations. This research will gauge our grant procedures, communication protocols and decision-making process through the eyes of our “customers.”

We also look for ways to help grantees build for the future. Currently, the program manages and funds the Chicago-area Youth Voices Network. This group of youth media grantees meets quarterly for training in topics such as fundraising, evaluation and strategic planning. Network members also are eligible for free organizational capacity coaching from local consultants.

In addition, grantees are eligible to receive free evaluation coaching and technical assistance on select projects from the Journalism Program’s evaluator, Philliber Research Associates.

In 2007, the Foundation joined the Challenge Fund for Journalism, a collaborative that helps journalism nonprofit organizations broaden their base of financial support through challenge grants, individual donor fundraising training and organizational development coaching. Other Challenge Fund partners include the Knight, Ford, and Ethics and Excellence in Journalism foundations.

V. THE ROAD AHEAD

Effective communication, focused research and streamlined service are the linchpins for improving our performance. Reaching our objectives will require:

  • Remaining nimble, accessible and attentive in a rapidly shifting media environment.
  • Fine-tuning our investment strategies to reward high performance, innovation and impact.
  • Developing a more defined direction, purpose and focus in future grantmaking activities.