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Hosted by regional anchor Main Street Project, MAG-Nets Leadership Team held its fourth annual meeting on June 13-15, 2011, in Minneapolis, Minnesota. The purpose of the convening was to 1) evaluate the networks activities from July 2010 through June 2011, 2) develop and approve a network strategy for July 2011 through June 2012, and 3) continue to develop shared campaign goals, strategies, and tactics.
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3. Policy Priorities for Fiscal Year 2011-2012 MAG-Nets proposed goals over the next 12 months are to inuence state and local policy on ve topics, with the goal of ensuring fair representation in media content and advancing a shared national agenda to: through reform of the Universal Service Funds Lifeline and Linkup programs at the state level, as well as informing the public about state eligibility requirements. through state and local mapping, policy reforms, a dedicated local-to-local strategy to defeat the proposed AT&T/T-Mobile merger, and applied mechanisms at the state and local levels for wireless consumers to issue complaints. through protecting the development of municipal systems and other alternatives that provide broadband to residents in rural communities and other areas where ISPs are limited. through the implementation of a federal cap, the opening of an FCC docket, and a local-to-local strategy to win institutional reforms. through partnership with Prometheus Radio Project on its Radio Summer campaign. 4. Launch Two-Year Local-to-Local Campaigns In December 2010, the FCC passed rules that provide only the most minimal consumer protections to wireless users. These new rules created a segregated Internet, where wireless users are left with blocked and tiered service. According to a report by the Pew Research Center, Latin@s and blacks are more likely to access the web via their cell phones, where the content and the functionality of the Internet is limited. MAG-Net will continue to build on our organizing work around these key phone, mobile device, and broadband policy issues: 1) opposing the AT&T/T-Mobile merger, 2) net neutrality protections (on both wired and wireless devices), 3) broadband access and adoption, and 4) Universal Service Fund reforms. Lead Organizations: The Media Literacy Project (MLP) and Peoples Production House (PPH) will be leading this campaign effort, with technical support from the Center for Media Justice. Key Goals for 2011-2012: Develop and distribute cell phone literacy toolkit/curriculum for MAG-Net members and other justice sectors to use in their organizing and education activities for wireless rights.
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Execute coordinated and timely joint strategic and opportunity-based actions that employ shared communications frameworks to strengthen the communications impact of MAG-Net groups. Collect stories from community members who are most affected by current policies. Key Long-Term Goals: Use local communities as laboratories for local economic models that demonstrate to government that communities have solutions. Create best practices for effective state-based campaigns for cell phone and wireless protections that can be replicated in different states. Encourage groups organizing around wireless/mobile protections to adopt the racial and economic justicecentered framework and policy demands of MAG-Net.
At a time when prisoners are increasingly housed in facilities hundreds of miles away from their home communities, for many, telephones become the only way to stay in touch. Typically, states receive kickbacks (known as commissions) from the phone companies who receive contracts to provide phone service in prisons; this creates a clear conict of interest and a situation in which there is no incentive to seek competitive bids. Unsurprisingly, the costs of such calls are well above market rates, often $6 per minute or more. Lead Organizations: Thousand Kites will be leading this campaign effort with technical support from the Center for Media Justice. Thousand Kites has used performance, web, video, and radio to open a public space for currently and formerly incarcerated people, corrections ofcials, grassroots activists, and ordinary citizens to communicate and organize around the U.S. criminal justice system. Working together, we believe our organizations can leverage both our strengths and our differences to increase the impact of strategic communications and narrative organizing in the criminal justice and media justice sectors, as well as strengthen the collaboration between these two sectors for greater impact. Together we will be producing curriculum and action toolkits for the criminal justice and media justice sectors in narrative organizing, media production, and strategic communications. Key Long-Term Goals: Build a powerful local-to-national, cross-sector campaign to end the exorbitant phone charges on calls from prisons. Develop an effective organized body of criminal justice, communications, and media justice leaders with shared vision and values to shape policies that protect the consumer and communication rights of prisoners and their families. Encourage groups organizing in prison justice to adopt the framework and policy demands of media justice.
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CMJ will provide organizing plans, support fundraising efforts, create and distribute campaign materials and action kits, coordinate national presswork and press materials, and create opportunities for national action in support of the two local-tolocal campaigns described. Lead organizations will construct web-based branding materials, build and engage a base, and determine and implement campaign strategy and related tactics. Funds raised for each campaign will go directly to each lead organization, and not to CMJ. 5. Establish Working Committees As indicated in our network governance structure (passed by the Leadership Team in January 2011), working committees may be formed out of the Leadership Team body. These committees must consist of representatives from at least two anchor organizations, and are open for all MAG-Net members to join. Proposed working committee topics include earned income strategies and fundraising, membership recruitment, and campaigns. The Leadership Team will establish at least three working committees coming out of the 2011 Annual MAG-Net meeting. This is a great opportunity to engage others in MAG-Net and our local organizing and campaign efforts. These committees and their members can change every year based on network priorities. Once approved, this will become part of the governance structure. 6. Implement Earned Income Strategies The Leadership Team will create and implement a shared earned income strategy, including development of a members-only skills and services online directory that lives on the MAG-Net site, peer exchanges to share best practices in earned income, and a working group that will devise and offer proposals to the Leadership Team on collaborative opportunities for earned income. 7. Implement Grassroots Fundraising Strategies The fundraising committee will create and implement a plansubject to Leadership Team approvalto raise $5,000 in 2011-2012 via grassroots fundraising strategies including, but not limited to, online pitches sent by all MAG-Net anchors once a year, house parties, and cultural events. 8. Expand Network Scope and Effectiveness This year, MAG-Net will establish three new chapters, located in Los Angeles, Boston, and a third location to be determined by the Leadership Team. The Network Coordinator will work with each newly established chapter to build out membership and engage new members in network activities.
MAG-Net will create new on- and off-line marketing materials, including an improved website with a hero feature, meet the network web proles, and improved web design.
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MAG-Net will improve the infrastructure for collaborative project management and network communications. Innovations will include the use of Facebook to prole the work of members, the development of more timely and relevant content on MAG-Net website, improved listserv management, and an online newsletter to feature the work of leading MAG-Net members.
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