Global Press Strategic Operations Plan 2017-2019 Executive Summary Reinvented EXECUTIVE SUMMARY Strategic Initiatives Overview Vision Mission Global Press is international journalism, reinvented. Diversity Statement or the last 10 years Global Press has changed the global media narrative from more than 40 developing The Road to 2020: Implementing communities, where war, , disaster and disease dominate headlines. Strategic Initiatives Global Press news offers high-quality, locally-reported stories of , , environment, enterprise, Next Steps human rights and politics to an audience of millions of readers in the local communities where our independent Appendices news bureaus are located, and to millions of global readers who want ethical, authentic storytelling from some Fof the world’s least covered places. 1: New Global Press Editorial Process, 2017 Global Press has demonstrated a new way forward for international journalism by creating a powerful third way between the 2: Expansion Map expensive, foreigner-led news that legacy media provides and the unsubstantiated information that citizen journalism offers. Global Press trains local female to produce integrity-rich journalism that feature local voices, deep context and 3: Strategic Planning Process: nuanced analysis and then employs them to produce long-term coverage of their communities with the support of a robust Participants editorial system. To date, Global Press has trained and employed 176 female journalists who work in our 42 independent news bureaus in 26 countries across the world. Our news reaches an estimated 20 million readers per month via both direct and syndicated channels. After a decade of careful growth, this is our moment to scale. By 2020, Global Press will be the world’s leading news source from developing communities. From global expansion and increased story production to maximizing readership and diversifying revenue streams, this plan outlines the six strategic initiatives that will take Global Press to the next level. This plan explores two areas of strategic focus. First, we must increase our news production capabilities in order to amplify impact, brand awareness and readership. Second, we must build stronger Global Press operations that can robustly support our sophisticated and growing international news bureaus. Key highlights associated with these areas include:

Expanded Coverage, Brand Awareness, and Readership • A new editorial structure to support our growing global newsroom and in-country news bureaus • Aggressive global expansion and editorial production goals • Re-tooled training methodology and implementation • New measurement and evaluation tools to assess individual, local and global impact • Bold reader engagement initiatives to provide access to information in communities across the globe Stronger Global Press Operations • Operational and infrastructure investment to support staff • Professional development opportunities for global staff • Innovative revenue plans to develop a sustainable revenue strategy

At Global Press, we have ambitious goals. By 2020, we will: • Establish 20 additional independent news bureaus in increasingly high-value markets where few, if any, other global outlets offer coverage • Grow the Global Press reporter population to include more than 200 well-trained, professionally-thriving female journal- ists who are supported by efficient editorial, management and administrative staff • Leverage the new Global Press editorial structure to introduce new story formats and editorial products and enable production of more than 200 unique stories per month, a 200% increase • Increase audience reach and engagement on Global Press and syndication channels to serve more than 100 million unique, loyal readers • Develop a multi-stream revenue and philanthropic financing structure that allows for ethical, organic growth. ($5M in 2020, 30% supported by earned revenue.)

Photo credits: cover (top to bottom) Mar García, Global Press ; Natalia Aldana, Global Press Americas; Kalpana Khanal, Global Press . Left: Shilu Manandhar, Global Press Nepal 3 EXECUTIVE SUMMARY

Strategic Initiatives Overview n order to achieve these benchmarks, Global Press has identified six strategic priorities that will enable catalytic editorial growth, Iincreased investment in operations and opportunities for increased brand awareness, which will boost credibility for our model and develop wider readership across the world. 1. Re-tool the Global Press training program to create scalable training opportunities and boost reporter skill development Metric for success: Train an additional 100+ women to become professional journalists by 2020

2. Innovate, reorganize and strengthen the Global Press newsroom Metric for success: Create and implement a new editorial structure that boosts story production by 200% within 18 months

3. Develop new editorial products in tandem with a new sales team to maximize revenue potential Metric for success: Increase earned revenue from $40,000 in 2016 to $1.5M in 2020

4. Maximize global audience engagement to deliver accurate information and create action- able opportunities for global readers Metric for success: Increase unique, loyal readership to more than 100 million users per month, with emphasis in the locations where we operate independent news bureaus

5. Invest in operational, administrative and governance infrastructure to better support talent, and ensure high-functioning leadership Metric for success: Create an employee-centered workplace that offers team members world-class compensation, benefits and professional development opportunities

6. Advance avenues for philanthropic revenue, including major gifts, foundation giving, event and membership strategies Metric for success: Increase philanthropic giving to more than $3.5M by 2020

◀ In 2016, Global Press opened its first news bureau within the United States. The Tribal Nations Initiative kicked off by training members of the Oglala Sioux Nation and will expand to include 30 additional women from other Tribal Nations in 2017.

Photo credits: (clockwise from top) Anne Eagle Bull, Global Press Tribal Nations; Anne 4 Eagle Bull, Global Press Tribal Nations; Natalia Aldana, Global Press Americas. 5 Vision lobal Press exists to create a more just and informed world by employing local Gjournalists to produce ethical, accurate news coverage from the world’s least-covered places. Global Press trains and employs a diverse population of journalists in the developing media markets where they live to produce context-rich, nuanced news coverage that provides local and global audiences with high-quality, professional news that elevates awareness and creates actionable opportunities for citizens. Global Press is an international media organization dedicated to reinventing both the craft and business of global journalism. Global Press operates a training program, Global Press Institute, an award-winning news publication, Global Press Journal, and an innovative syndication division, Global Press News Service. Global Press aims to become the world’s leading news source from the developing world.

“I believe that if our community was better understood, the next civil war or mass killing could be prevented.”

Noella Nyirabihogo Senior Reporter Global Press Democratic Republic TOp: Mariam Aboubakar ▶ of Congo Esperance, Noella Nyirabihogo and Janviere Uwimana (L to R) work on a final edit during a training in Goma, DRC in February 2016. BOttom: The Global Press DRC team poses in their new shirts at a training in 2016.

6 Photo credit: Cristi Hegranes, founder & CEO 7 Mission lobal Press Institute uses journalism as a development tool to train and employ Gwomen in developing media markets to produce high-quality local news coverage that elevates local and global awareness and ignites social change.

PATH TO SYSTEMIC CHANGE Global Press creates systemic change in the field of international journalism by: • Revolutionizing the business model: We are building a hybrid business model by creating multiple ethical, sustainable revenue streams. • Revitalizing core editorial processes: We train and employ editors, fact checkers, copy editors and translators to ensure accuracy and accountability. • Repairing the lack of gender and racial diversity in newsrooms: We employ women from diverse backgrounds who are rooted in the communities they cover. • Reaching local and global audiences: We provide comprehen- sive coverage about developing communities to more than 20 million readers every month.

“Article after article at GPJ, my brain is fed, my heart is

◀ Global Press opened inspired and my two news bureaus in hands produce the in 2016 in Harare and Bulawayo. fruit of my labor.” Global Press now Mar García employs 12 journalists Global Press Mexico who are actively covering the country’s economic failure and the consequences for citizens.

Photo credits: Cristi Hegranes, 8 founder & CEO 9 Diversity Statement The Road to 2020: ur commitment to recruiting, training and employing women from odiverse educational, socioeconomic, ethnic and religious backgrounds Implementing Strategic Initiatives is rooted in the firm belief that, in order to offer a more truthful and complete global narrative about developing communities, we must create ogether, Global Press Institute, Journal and News Service offer local opportunity for new perspectives to penetrate global markets. and global readers high-quality news while also giving women in Tdeveloping media markets professional skills and long-term employment at a fair wage. In the coming years, Global Press seeks to catapult its work to the next level through an aggressive strategy that leverages new talent and ideas based on a decade of data gathering and program-specific research.

with the expertise to analyze current STRATEGIC INITIATIVE training materials, create a new, stan- dardized training model and baseline skills assessment tool that can be imple- Global Press mented across the world. Global Press Zimbabwe 1 will build a state-of-the-art journalism Global Press will trainees with education curriculum, online learning Global Press offers a bold new way forward for international journalism. Re-tool the Global Press training build a state-of- Global Press program to create scalable training portal and network of expert trainers to founder Cristi Rather than rely on elite outsiders or untrained citizens to cover global communities, opportunities and boost reporter enable increased global expansion and the-art journalism Hegranes. Global Press offers comprehensive training and transformative long-term employment to local women who are able to expertly navigate their communities to find unique stories skill development skill development. education Summary: Over the last 10 years, that offer more accurate and complete views of their communities. Initiative 1: Complete a baseline skills curriculum, online the majority of Global Press reporter analysis of reporters across the globe Global Press trains and employs women for two important reasons: 1) They are most trainings have been conducted by the learning portal likely to stay in their communities. This offers Global Press the opportunity to cover local in order to effectively rebuild the Global executive director or core editorial staff. Press curriculum to enhance skill devel- and network of communities over the long term, rather than on short-term assignments. 2) Women are The success of each training has varied missing from newsrooms and therefore missing from the events, places and situations opment, professionalism and efficiency expert trainers to depending on numerous variables for reporters. that journalists should be covering. Women can be more likely to see the news in the including, trainer identity, training budget enable increased everyday, recognize groundbreaking trends before they fully emerge, find sources who and training time frame. Guided by a Initiative 2: Using the new curriculum would not otherwise have access to media and dig deeply to report with an emphasis on specifically-convened task team, Global and tools, establish 20 new training global expansion nuanced truth. Press staff identified updating the programs and train 100+ new journalists and skill Global Press is a leader in newsroom diversity. Our definition of diversity extends far training model and developing training across the world. development. beyond gender. Global Press reporters come from diverse educational and socioeco- teams, as the highest organizational Initiative 3: Build an online learning nomic backgrounds. They come from different religions, tribes and castes, which enables need. portal to offer intermediate and them to cover their diverse communities with both knowledge and nuance. Global Press Rather than rely on current team advanced training and professional has invested in diversity from its inception. The result is more than 40 thriving inde- members to train in addition to other development opportunities to Global pendent news bureaus where reporters cultivate sources that would be out of reach for full-time responsibilities, Global Press Press staff across the world. foreigners and cover topics outsiders would never consider. needs a specific training-focused team

10 11 STRATEGIC INITIATIVES STRATEGIC INITIATIVES

reporters increased earning potential, STRATEGIC INITIATIVE STRATEGIC INITIATIVE STRATEGIC INITIATIVE while allowing Global Press to move beyond a fundraising and payment strategy that simply values the number of stories produced. With a majority of 2 advanced-level reporters contracted full- 3 4 Innovate, reorganize and strengthen time, Global Press will begin producing Develop new editorial products in Maximize global audience engage- the Global Press newsroom more investigative, long-term special tandem with a new sales team to ment to deliver accurate information Summary: The current Global Press reports that will dramatically increase maximize revenue potential and create actionable opportunities editorial system is plagued by limited brand awareness, audience engagement Summary: Global Press seeks to for global readers. staff, editorial expertise, production and revenue potential. increase audience engagement to Summary: Global Press produces and administrative support. Rather than Initiative 3: Build a robust network generate significant earned revenue accurate, high-quality journalism in order design a system that mirrors other global of on-call talent around the world to from diverse audiences and client types to provide increased access to informa- news organizations, this new system, in order to scale more effectively and tion and elevated global awareness for Rather than increase expertise and timely produc- Global Press unique to Global Press needs, will form tion of Global Press news. Networks operate a limber global news operation. people everywhere. Global Press seeks design a system hyper-specific editorial teams for each will include fact checkers, copy editors, Over the next three years, Global Press to amplify brand awareness in order to must invest in Global Press story. Using a new version must invest in audience-focused editorial ensure that our news reaches both wide that mirrors other translators and multimedia and interac- audience-focused of our editorial workflow system, and tive producers. After receiving a Global positions as well as sales and marketing and unique audiences. new local/global editorial and manage- staff to create and sell new, salable global news orga- Press-specific training and completing Initiative 1: Complete a metrics assess- editorial positions ment positions, the system will select editorial assets and news products. nizations, this new 2 test stories, specialists will be added ment of all Global Press readership as well as sales the right editor, fact checker, copy editor, to a Global Press network and assigned Initiative 1: Build audience engage- to evaluate which analytics we are system, unique translator and multimedia producer for and marketing to specific stories based on their areas ment into multiple job descriptions in collecting, which are most valuable each accepted story pitch. Successful to Global Press of regional, topical and production order to create an Engagement Team to and which are missing. An engagement staff to create implementation of the new system will expertise. boost brand awareness and audience- analyst (consultant or potential hire) needs, will form ensure that story production will triple and sell new, driven partnerships and opportunities. would be required to analyze this infor- hyper-specific within 12 months. Initiative 4: Increase leadership and salable editorial administrative support for the global Positions to include engagement are: mation at the highest level. editorial teams for Initiative 1: Create new global editorial News Editor, Enterprise Editor, Assign- assets and news editorial team by creating Executive Initiative 2: Develop local readership positions based on story-type specialty, ment Editor, Newsroom Coordinator, each Global Press Editor, International HR and Regional strategies to ensure maximum dissemi- products. rather than geographic location, as Growth Editor, Sales Manager, Creative Program Manager positions. nation of local-language Global Press story. current regional desks are overwhelmed Director, Executive Director. news products in news bureau locations. as reporter populations have grown Initiative 5: Create a technology acquisi- Initiative 2: Hire a Growth Editor to Regional program managers will be too large for single desk editors. New tion and replacement system that allows use Global Press assets to create trained to vet local syndication opportuni- global editorial positions will include: Global Press reporters to access new, salable content for other media outlets ties and establish local contracts. Enterprise, News and Visuals Editors, state-of-the-art technology and upgrades and syndication clients. Hire a Sales supported by a new Assignment Editor. every three years. Manager to support story placement and Initiative 2: Create new, tiered employ- develop high-value client relationships for ment opportunities for reporters around Global Press syndication. the world to standardize contributor, Initiative 3: Hire a Creative Director to part-time and full-time positions. These lead the Engagement Team and design new employment tiers will increase and salable products, including the Global regulate content production and offer Press Style Guide, training courses, webinars, exclusive news content and more. The Creative Director will manage the Growth Editor and Sales Team to ensure Global Press stories reach the widest and most-engaged audience.

12 13 STRATEGIC INITIATIVES

STRATEGIC INITIATIVE STRATEGIC INITIATIVE Next Steps n addition to the strategic initiatives 5 6 described here, Global Press is also in the process of developing new tools and Invest in operational, administra- Advance avenues for philanthropic I tive and governance infrastructure revenue, including major gifts, foun- strategies to inform our operations for the to better support talent and ensure dation giving and membership. coming years. high-functioning leadership. Summary: Global Press has historically Summary: Global Press has long been operated on a small budget with devel- In 2017 we will: managed by its founding executive opment staff limited to a portion of the • Complete a brand strategy that will inform director, with little budgetary opportunity executive director’s time and occasional to create additional leadership, manage- consultants. Over the next three years, our external communications plan By 2020 Global ment and support staff positions. By Global Press will increase development • Develop a compensation strategy to ensure Press must 2020 Global Press must have diverse operations to create new philanthropic that our team members have ample oppor- and competent management and gover- opportunities for growth in order to keep have diverse nance support to ensure organizational pace with projected budget growth. tunities for advancement and are earning sustainability and ever-increasing ability competitive wages and competent Initiative 1: Leverage rapidly-growing to implement quality programming that management readership and support networks to meets the needs of our growing popula- • Create innovative impact metrics to measure build a membership model that offers a and governance tions of both reporters and readers. individual, local and global impact of Global behind-the-scenes Global Press podcast. support to ensure Initiative 1: Create a comprehensive Press news stories. (Note: In 2017, Global Initiative 2: Invest in the Global Press compensation strategy to ensure the Press Founder Cristi Hegranes will be the organizational development staff by creating major gifts organization is hiring and retaining world- sustainability. and event-specific positions. Social Entrepreneur in Residence at Stanford class talent at competitive rates in order University. During her tenure she will be to position Global Press as a leader in Initiative 3: Continuously invest in brand international news. development and awareness with an working with students and faculty to develop ongoing, brand communications strategy. new impact metrics to enable more sophisti- Initiative 2: Invest in positions that support core goals and functions articu- Initiative 4: Develop CSR or other cated tools to measure the impact of Global lated above, including communications, corporate relationships in order to equip Press news stories.) HR and local management. the Global Press global editorial team with state-of-the-art technologies to • Complete development and design of the Initiative 3: Create a Board of Directors assist in the creation of a competitive Global Press intranet and multilingual content development plan to ensure the board and world-class journalism product. management system to strengthen internal develops at pace with the organization and adds members with specific skill communications and editorial workflow sets to serve organizational needs. Plus, consider the creation of additional advisory structures.

14 15 APPENDICES NEW GLOBAL PRESS EDITORIAL PROCESS, 2017 1: New Global Press Editorial Process, 2017 2: Expansion Map uring this strategic planning process, we offered every member of our global team the opportunity to give feedback on current editorial processes. We heard from reporters that the process was slow and prone to bottlenecks. We 3: Strategic Planning heard from editors a frustration that there were too many cooks in the kitchen, with some roles duplicated between Process: Participants D HQ and regional editors. We learned that reporters did not feel challenged by working with the same editor day after day, they sought new perspectives and challenges. After carefully digesting the feedback and analyzing our own production metrics, we completely redesigned our editorial process. The new process is bold and innovative. It puts the reporter at the center of the process and blends HQ, regional and local positions in each story workflow by identifying a lead editor and unique editorial team for each and every story.

GPI EDITORIAL PROCESS

REPORTERS

REPORTER A REPORTER B

PITCH PITCH

NEWS ENTERPRISE EDITOR EDITOR

ASSIGNMENT EDITOR

EDITS ALL EDITS ALL DAILY STORIES PROJECTS, SPECIAL REPORTS, AND INVESTIGATIONS

EACH MEMBER OF THE NEWS TEAM IS SELECTED EDITOR BASED ON REGIONAL PRODUCER ENTERPRISE AND TOPICAL EDITOR EXPERTISE TO SUPPORT TRANSLATOR 2 THE REPORTER IN PRODUCING THE BEST POSSIBLE STORY AND VISUAL ASSETS REPORTER A TRANSLATOR REPORTER B

FACT PHOTO EDITOR CHECKER 2 FACT CHECKER PHOTO EDITOR PUBLICATION COPY COPY EDITOR 2 EDITOR

Photo credit: Noella Nyirabihogo, Global Press DRC 16 17 EXPANSION MAP STRATEGIC PLANNING PROCESS: PARTICIPANTS

Current Countries

Expansion in Process The following individuals provided insight, feedback, conversation and analysis during the Global Press 2016 strategic planning process. Expansion Being considered Internal Task teams: Editorial, Training and People Teams Global Press Reporters: In-depth Interviews on Key Natalia Aldana, Regional Editor Americas Questions Lisa Bergquist, Editorial Producer Mar García, GPJ Mexico Cristi Hegranes, Founder & Executive Director Prudence Phiri, GPJ Krista Kapralos, Managing Editor Dina Gonzalez, GPJ Ivonne Jeannot Laens, Global Training Noella Nyirabihogo, GPJ Democratic Republic of Coordinator Congo Wairimu Michengi, Regional Editor Africa Mayela Sánchez, GPJ Mexico Ilana Nevins, Newsroom Coordinator Apophia Agiresaasi, GPJ Paige Stoyer, Photo Editor Shilu Manandhar, GPJ Nepal Megan Villanueva, Development Associate Manori Wijesekera, Regional Editor Asia Survey participants: Topics included Gender, Accuracy, Values, Compensation, Training Board: Task Team, Brainstorm, Feedback Evaluations and Anonymous Feedback Danforth Austin Alka Pande, GPJ Anne Avis Comfort Mussa, GPJ Emily Kaiser Tatenda Kanengoni, GPJ Zimbabwe Sibyl Masquelier Raihana Maqbool, GPJ Indian-administered Michelle Swenson Kashir Maya Winkelstein Edna Namara, GPJ Uganda Marissa Revilla, GPJ Mexico External Sharon Minjenjema, GPJ Zimbabwe Readers: Reader surveys informed platform, Vimbai Chinembiri, GPJ Zimbabwe content and engagement conversations Linda Mujuru, GPJ Zimbabwe Total reach 2,200 Temitayo Olofinlua, GPJ Beatrice Lamwaka, GPJ Uganda Donors: Select donors were asked key questions Patricia Lindrio, GPJ Nigeria related to strategy, operations and values Nakisanze Segawa, GPJ Uganda Kathy Im, John D. and Catherine T. MacArthur Norma Baján Bal, GPJ Foundation Lucila Pellettieri, GPJ Argentina Wynnette LaBrosse, Open Square Kumala Wijeratne, GPJ Katrin Wilde, Channel Foundation Nirasha Piyawadani, GPJ Sri Lanka Maya Winkelstein, Open Road Alliance Kalpana Khanal, GPJ Nepal Lilian Kaivilu, GPJ Facilitator Yam Kumari Kandel, GPJ Nepal Aisha Bain Shawnee Red Bear, GPJ Tribal Nations Irene Z. Fon, GPJ Cameroon Lydia Matata, GPJ Kenya Anne Eagle Bull, GPJ Tribal Nations Noella Nyirabihogo, GPJ DRC Merveille Kavira, GPJ DRC + Anonymous x 18

18 19 Global Press San Francisco 25 Taylor Street, 5th Floor, SF CA 94102 Global Press D.C. 1348 Florida Ave NW, Washington, DC 20009 415-570-9114 [email protected] globalpressinstitute.org globalpressjournal.com globalpressnewsservice.com

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