Archive for the ‘Board of Directors’ Category


SPJ Renaissance

Having found ourselves at a crossroads, with the recent departure of our executive director, the national leadership of the Society of Professional Journalists debated the most promising way forward. After due consideration, we have committed to the pathway that we believe leads to the brightest future.

As I reported to members in this column last week, the Society’s national board of directors unanimously approved a plan in our June 1 meeting that prepares for both the executive search and the transition period. (See the June 5 ‘Freedom of the Prez’ column for the plan in detail.) Our vote was contingent on approval by the Foundation because the two boards share the expenses and oversight of our headquarters in Indianapolis. At the time, the Foundation’s president was out of the country. I am glad to report that the Foundation’s president has since decided that a vote by his board is unnecessary because we will be working within our budget. A detailed analysis by our financial controller shows that the cost of hiring a consultant will largely be covered by the savings of not paying for a full-time executive director over the summer.

Pending a review of the contract by our lawyer, we hope to have a signed agreement by early next week. As soon as the electronic ink is dry, so to speak, we will announce the name of the consultant in the SPJ news section of our website.

Firstly, we are taking a different approach to the executive director search than in the past, when an all-volunteer committee performed the time-consuming task of screening the applicants. This time around, we are hiring an executive search consultant, more commonly known as a “headhunter.” They will be conducting a nationwide search to recruit promising candidates with backgrounds in the nonprofit sphere. Simultaneously, we will inform our members and other journalists of this opportunity. Candidates who have been recruited and those who step forward themselves will receive equal consideration in the application process. The consultant will then vet the applicants and create a highly-qualified pool of candidates for the search committee to consider.

One of the consultant’s initial steps will be to conduct two separate surveys—one of our employees and another of both boards—in order to form a better conception of the ideal candidate to lead our dedicated staff at HQ. Only the consultant will see the full responses. The search committee will see the consultant’s conclusions but will not have access to the original survey responses, thus guaranteeing complete anonymity.

As I announced last week, Hagit Limor will chair the Executive Director Search Committee, which includes the top leaders of both boards. As well as being a past national president of SPJ and the current vice president of the Foundation, Hagit served on the last two search committees, including chairing the committee that selected our previous long-serving executive director who led HQ until 2017. Once the consultant has lined up the top candidates for our consideration, Hagit will lead the committee meetings and draft the final report for the SPJ board’s approval. The consultants will remain with us as advisers throughout the interviewing process, right up until we sign a contract with our new executive director.

Secondly, the same firm will be hired to perform a necessary on-site assessment of our needs at HQ. The consultant will be there two days a week over the summer and will give us a head’s up if there are any pressing issues that cannot wait until we have a new executive director in the corner office. This consultant is a human resources specialist who will serve as a part-time chief operating officer, helping to smooth the work flow during the transition. Her role will largely be operational, whereas the staff will continue to reach out to me with questions about programs. Having an HR expert on site this summer will be key to making sure we are all hitting our marks as we approach the Excellence in Journalism conference.

It is my fervent wish for the Society’s board of directors to select our next executive director in time for EIJ. I always like to leave every organization on a better footing than I found it. Although the search committee will aim for that goal, which would be next to impossible without hiring a consultant, it is still an aggressive timeline.

Once I hand over the gavel in San Antonio, my work here will be ended. It will be up to the next national president and board of directors to manage HQ if we do not yet have a full-time executive director. Until that instant when I pass the gavel, I will remain focused on supporting the staff during this complex transition so they can keep executing on our programs and serving our members. The oath of office that I took in Baltimore demands nothing less.

— 30 —

Executive Director Transition Plan

I am pleased to report that the SPJ national board of directors unanimously approved a plan for the executive director transition that I presented in our June 1 board meeting. The plan includes hiring an outside search firm to work with the Executive Director Search Committee and a consultant to work on an organizational assessment, which among other things, will aid the new executive director.

Naturally, hiring an outside consultant will result in a higher cost than doing the search entirely on our own. However, a financial analysis shows that much of this cost will be offset by not having to pay salary and benefits to a full-time executive director for several months.

These consultancy fees will need to be shared by the Society and the Foundation. The next step is for SPJ Foundation President Irwin Gratz to present the plan to his board. I reached him by phone while he was on vacation, and he approved of the memo below. He plans to present the plan to his board upon his return.

The original memo, which was discussed in executive session, has been edited to remove confidential details about contract proposals, salary and other human resources information. The names of specific consultants who submitted proposals have also been removed. We will announce a consultant once one has been hired. Nothing has been added to the memo below that was not in the original memo approved by the board.

 

From: J. Alex Tarquinio, SPJ National President

To: SPJ Board of Directors

Re: Executive Director Transition Plan

Date: May 31, 2019

This report provides the following:

A) An overview of the leadership transition process if consultancy services are retained;

B) a recap of the evaluation of the firms examined, including one recommendation for an organizational management consultant for the interim, and two options for executive director search consultants;

C) a financial analysis of the project; [Not Included in Freedom of the Prez]

D) personal recommendations;

E) work proposals from the consulting firms. [Not Included in Freedom of the Prez]

A)

An Overview of the Recommended Executive Director Search Process

The circumstances leading to this executive director transition and the immediate and long-term needs of the staff and the organization should lead the board to adjust its approach.

The core of this search process, however, will remain the same. This has been clearly identified in Bylaws and policy, namely: “The Presidents of SPJ and the SDX Foundation shall appoint an equal number of members to a search committee.  The SPJ President shall appoint one additional member to serve as committee chairman with voting privileges. The committee will forward a list of one or more candidates it deems qualified, from which the SPJ Board of Directors will vote to hire the Executive Director. The SPJ Board of Directors shall immediately notify the SDX Foundation of its decision.”

Irwin and I were in touch about this before his departure, and I am pleased to announce the Executive Director Search Committee at this time. Irwin has appointed himself, Dr. Battinto L. Batts Jr. and Michael Bolden. I have appointed myself, Patti and Matt. Finally, I have invited Hagit to chair the committee.

In every SPJ executive director search in recent memory, the Executive Director Search Committee has completed the task without the benefit of an outside search consultant. The primary costs included flying in candidates and the committee members for interviews in Indianapolis and a background check of criminal and credit records for the finalist only. While this approach is economical, it is not generally considered among a nonprofit board’s best practices.

After a great deal of study, guided by an ad hoc transition committee, I recommend that the board approve funding for both an organizational assessment and a retained executive director search firm. (Find my specific recommendations at the report’s conclusion.)

An Overview of the Recommended Interim Plan

An ad hoc transition committee with leaders from both boards—which included the six members of the SPJ executive committee, plus Irwin and Hagit—met on May 13. It expressed a strong preference for hiring a consultant to perform an organizational assessment that would benefit the new executive director. They also advised having the management consultant work part time from our headquarters to provide a level of staff oversight and guidance during the interim. This would obviously raise the cost of the study but would be dramatically less expensive than hiring a full-time professional interim executive director.

Under this plan, the management consultant will work in the office on Mondays and Wednesdays. The consultant and I chose these days because they coincide with the days that Jake is on site, and because the weekly staff meetings have been held on Wednesday mornings and we felt it would be best for staff morale to continue familiar routines during the transition.

The consultant plans to meet regularly with the staff while simultaneously developing a long-term organizational assessment that will be completed by EIJ. This assessment will focus on three critical areas: human resources, financial operations and technology. We identified these as most in need of both immediate support during the transition and long-term improvement. The consultant is a human resources expert who will look at work flow, capabilities and communication. The financial assessment will look at current operations and recommend best practices both during the transition and once we have a new executive director. Finally, the consultant has advised clients on implementing new CMS software for HR departments, so although she has not worked with NAME OF SOFTWARE, which has its own support services, she is familiar with best practices for transitioning to a new CMS. (See attached proposal from NAME OF CONSULTANT.)

Additionally, the consultant would be a troubleshooter. She would communicate with me weekly and perhaps more often if she discovers issues that she feels require swift action. Linda will still be the go-to staff member in terms of HR questions. If the staff has top-level questions about programming, they will continue to come to me. I have also told the staff I will be visiting the office more frequently over the summer. (As an aside, it is my hope that my next swing through Indy will be to introduce the new consultant to the staff!)

Recap of the Evaluation Process and Recommendations

1)

Organizational Management Assessment (part-time on-site)

One Recommendation: NAME OF CONSULTANT

Patti laid the groundwork for the May 13 meeting by speaking with three management consultancy firms for half an hour each about their rates for three distinct services: an interim executive director, an organizational management assessment and an executive director search.

First, the ad hoc committee discussed the fact that we had no budget for an external ad interim executive director, which came in at a weekly rate of $3,500 to $6,000 (an annualized cost of $182,000 to $312,000). It should be noted this cost would only provide an interim director on site and would not include an organizational assessment. Additionally, the staff had clearly expressed a strong preference for not hiring an outsider to manage them during the transition. Therefore, the ad hoc committee unanimously agreed to continue as we had done since the executive director’s departure. I informed the staff of this decision two days later, during the weekly staff meeting, and Linda explained it succinctly. She told them she would keep the lights on, and if they had programming questions, they should ask Alex. I will also continue to receive regular reports from the staff that will inform the Weekly Reports.

Although the ad hoc committee found the cost of an interim executive director prohibitive, they did think it might be wise to have a management consultant spend two days a week in the office to support the staff and alert me to any unknown issues. Ultimately, the consultant would be working on a report that the ad hoc committee felt was key to SPJ’s long-term success.

Based on Patti’s initial research, we had identified our top two choices, both local Indianapolis firms recommended by our auditor. Patti’s third call was to a consultant in NAME OF STATE. Patti described a general lack of enthusiasm, “as if they were taking the call mostly because NAME OF PERSON asked them to.” We also felt there were advantages to working with a local firm.

I had multiple hour-long phone calls with each of the two Indianapolis firms to describe the project in detail. When I told them about the hybrid role of providing two days of oversight plus a consultancy report, one firm was interested: NAME OF FIRM. The second, NAME OF FIRM, said this would not play to their strengths, but recommended another local consultant. In a phone call with the referral, the owner struck me as disinterested and said she would talk with her associates to determine their capacity. Ultimately, she decided not to submit a work proposal.

In short, only one of the firms canvassed was interested in this hybrid project, but fortunately, it is a terrific fit. The firm was recommended by our long-time auditor. Indeed, NAME OF PERSON, NAME OF FIRM’s owner, used to work for the auditor and participated in an SPJ audit about five years ago. She will oversee the project, and her background in finance complements the HR background of NAME OF PERSON, her colleague who will be on site. Their office is only a few minutes from our headquarters so it will be easy for her to work from our office two days a week while keeping in touch with her colleague. I believe they will blend in nicely with our staff culture. Even better, they are familiar with SPJ and our mission, and excited to work with us.

When I visited headquarters on Wednesday, I informed the staff that the board was considering hiring a management consultant to do an organizational assessment and to work in the office two days a week. This was my first opportunity to discuss the interim plan with them since the staff meeting two weeks before and I emphasized that it would require budget approval by both boards. I then met off site with the two NAME OF FIRM consultants for 2.5 hours to discuss the project so they can prepare a project plan if budget is approved. I have since followed up with NAME OF PERSON by phone to discuss the proposal she sent late Thursday night.

 

2)

Executive Search Service

Two Options:

  • Full-service Retained Search: NAME OF FIRM
  • Discounted Facilitated Search: NAME OF FIRM

The ad hoc committee did not reach a consensus about hiring an executive director search service, with some members worrying about the cost while others thought the main benefit would be speeding up the search. The last executive director search required six months, with additional time for a background check and relocation. Both firms listed below said the Sept. 5 board meeting was an ambitious goal, and although it may be possible, they would not commit to a project end date. It should be noted, however, the likelihood of meeting that goal by EIJ without a search firm is almost nil.

Below are brief descriptions of the work plans for both firms who submitted work proposals.

NAME OF FIRM

NAME OF FIRM will only perform a full-service “retained” executive search. This means we would retain the firm on a 100-day exclusive agreement, which may be renewed if we have not yet hired a candidate. NAME OF FIRM would work with the Executive Director Search Committee to draft the new job description, including developing surveys for the staff and board to gauge their goals. Based on this input, as well as information from the simultaneous organizational assessment, they would develop the candidate pool by contacting strong candidates at national nonprofits who may not be currently looking for a new job and pre-interviewing them to gauge their potential interest in the opening. They would not passively publish job board ads, although we would be welcome to do so if we so desired, and of course we would notify our members and use our social media to promote the opening. These candidates would receive the same screening as recruited candidates. Finally, they would guide the Executive Director Search Committee through a series of interviews with the finalists.

NAME OF FIRM

The owner of this firm described it as “more of an alternative to the board doing it themselves rather than a traditional search firm.” NAME OF FIRM would perform a locally-sourced “facilitated” search, contacting nonprofit leaders in the Indianapolis region and telling them about the opening. They would not conduct a national search or do the same level of pre-screening of potential candidates. They would screen the submissions from SPJ networks or job board postings. They would work with the search committee during the interview process but would not “build the candidate pool” in the traditional sense.

C)

Project Financial Analysis

The financial analysis of our cost savings was provided by Jake, who as our CPA, believes this plan to be a wise investment of our funds.

First, Jake says both the Society and the Foundation have the assets to fund a robust executive director transition plan. The Society has around $850,000 in a rainy-day fund, and the Foundation has assets of around $12 million.

Furthermore, he points out, there will be considerable cost savings while we are not paying a full-time executive director.

A DETAILED FINANCIAL ANALYSIS OF THE RECENT EXECUTIVE DIRECTOR SALARY AND BENEFITS AND THE SAVINGS OVER A PERIOD OF TIME HAS BEEN REMOVED, AS HAS A DETAILED ANALYSIS OF TWO BIDS: OPTION ONE FOR THE ASSESSMENT AND RETAINED SEARCH BY THE SAME FIRM, AND OPTION TWO FOR THE ASSESSMENT BY ONE FIRM AND FACILITATED SEARCH BY ANOTHER. THE FIRST OPTION WAS STRONGLY RECOMMENDED.

D)

Personal Recommendations

My strong recommendation would be hiring NAME OF FIRM to perform both services. This plan would immediately provide the support the staff needs during the transition, while ultimately setting the new executive director up for a higher likelihood of success. Furthermore, retaining the same firm for both services would lead to synergies because the consultants may discover issues during the assessment that informs their candidate pool recruitment.

I do not recommend the second option. However, if the boards decline to fund the full project, my secondary choice would be hiring NAME OF FIRM for the assessment and NAME OF FIRM for the facilitated search. I believe the first option is more likely to secure the best possible candidate.

I strongly advise against foregoing either of these services.

Respectfully submitted,

J. Alex Tarquinio

SPJ National President

— 30 —

President’s Installation Banquet Speech

 

Remarks Given by National SPJ President

J. Alex Tarquinio

after being sworn in at the

President’s Installation Banquet

at the Excellence in Journalism Conference

in Baltimore on Sept. 30, 2018

 

An editor once opined, as editors do, in a time of deep skepticism towards the media that it was imperative for journalists “to make their voice one of energy rather than of hatred,” and, “if we take pride in objectivity rather than in rhetoric, in humanity rather than in mediocrity, then we will preserve many things and we won’t be without merit.” That editor was the writer and philosopher, Albert Camus, and the time was 1944, a week after Paris was liberated from Nazi occupiers. In his moment, Camus understood the endemic public mistrust of journalists. After all, not a few had been Nazi collaborators and the political divisions appeared to be insurmountable.

Our fight to maintain high journalistic standards today, amid assaults on our credibility and economic pressures, isn’t a new one. In each age and across the globe, journalists have been combatting government propaganda, roadblocks to public information, interference with news distribution, and even trials and executions for exposing the truth. These battles still rage on, as far off as Myanmar, where two of our colleagues have been arbitrarily imprisoned, and as near as Washington, D.C., where the president refers to the media as the “enemy of the American people.”

Demagoguery isn’t new, it just takes on a new face in each age.

Our challenge as journalists is to rise above the rhetoric, to use our craft to reveal the humanity of the voiceless rather than the mediocrity of the talking heads.

That is why the Society of Professional Journalists will continue to support reporters who are stymied at every turn with lawsuits or endless Freedom of Information requests.

That’s why we’ll keep sharpening the skills of all of our members, especially freelancers and journalism students, who don’t benefit from on-the-job training.

That’s why we’ll enlighten the public about how we do our jobs, through public speaking engagements, editorials and our innovative new program, #Press4Education.

That’s why we’ll push harder for diverse coverage by media outlets that reflect the communities they cover.

And above all, that’s why we’ll keep educating the public and our fellow journalists about our ethics code. This is the gold standard by which mutual trust between the public and the press can be earned.

As news gatherers, we need to be rigorously even-handed in our coverage and leave rhetoric to the opinion pages. We mustn’t lose sight of the diverse spectrum of opinions in our society and succumb to the phony dichotomies of reality TV. And we must be unswerving in our support of free speech. Just as citizens living in a free society have the right to be informed, those same citizens, no matter what their viewpoints, have the right to be heard.

As American journalists, we are privileged. Although the First Amendment is under constant pressure it stands tall and by association so do we while conducting our everyday reporting. This is far from the case in other oppressed parts of the world, where the journalists live in fear that they might be jailed or murdered for exposing wrongdoing. We have traditionally enjoyed real freedom of the press—unparalleled in the history of the world.  We must not take this for granted, but rather set shining examples to inspire our international colleagues who risk their liberty and their lives in simply doing their jobs.

Yet it’s hard to deny that anti-press rhetoric has been rising in many democracies—including our own—at a time when our reporting is being overwhelmed by a steady digital stream of opinion, publicity, rumor and deceit. As our country becomes more polarized, we must rise above partisan politics. We mustn’t retreat into defensiveness. Let the restrained response we give to those who label us “fake” show who has the moral high ground.

As the largest journalism association in the land, SPJ has advocated for the free flow of information for generations. We supported legislation in 2016 to strengthen the Freedom of Information Act and will push to see that this is fully implemented, creating a consolidated online portal to request information from any federal agency. We see a real need for legislation currently sitting in Congress that would make it a federal crime to assault a journalist reporting in the field. And we will keep pressing the government not to use public information officers as gatekeepers to limit our access to sources, and not to pursue whistleblowers who sound the alarm about government waste or wrongdoing.

One thing we could be better at is communicating our goals to our members and to the public at large. SPJ signs on to countless legal briefs and supports journalists in peril, yet we do very little to tell the public about this advocacy. If Americans understood what it takes sometimes to get the story, they might be better able to discern the difference between reporting and propaganda.

And as I stated when I ran for this office a year ago, I’d like to see SPJ form closer partnerships with other press freedom organizations. SPJ should be the go-to press group for journalists from across the globe when they think of freedom of information and democracy.

We can learn from the expertise of other groups that specialize in foreign reporting, covering trauma or digital journalism, while spreading the word about our esteemed code of ethics and our fight to improve access to public information.

I hope to make these partnerships a cornerstone of the coming year. Because we amplify our message when we speak with one voice.

As this audience knows, we couldn’t do all of this without our members who step up to lead these efforts. Much of our work is done by the national committees, so I wish to announce a few new faces who I’ve asked to chair the committees in the year ahead. I will begin with those who are continuing to lead the same committees—and obviously, we thank them for their past and continuing service to SPJ. And if you’re here, please stand up when you hear your name.

Andy Schotz will continue to chair the Awards & Honors committee; Danielle McLean will continue to lead the Freedom of Information committee; Hagit Limor will once again chair the Legal Defense Fund committee and Bob Becker will continue to keep us on the straight and narrow with Bylaws.

Now for the new faces, Leticia Steffen will co-chair the Education Committee, along with last year’s chair Becky Tallent; Rebecca Aguilar, will chair the Diversity Committee; Lynn Walsh will chair the Ethics committee; Michael Arena will chair the Membership committee; one of the new national board members, Michael Savino, will chair the Resolutions committee; and finally, the Nominations committee, which recruits candidates for the national board and the regional coordinators, will be chaired by Eddye Gallagher.

It is the volunteer efforts of these dedicated members that allow SPJ to thrive. We thank you.

And my appreciation to everyone here for your support and belief in SPJ. Together, we set the bar high. Now let’s go out and make our voices heard.

Thank you, and good night.

–30–

SPJ board reduction proposal rejected

The board of directors of the Society of Professional Journalists held an electronic meeting yesterday, May 23, to consider a proposal to reduce the size of the 23-member board by four members.

The proposal from Region 3 Regional Director Michael Koretzky would have reduced the existing 12 regions to nine; one of the campus adviser seats would have been eliminated.

The plan was announced two weeks ago and feedback was requested from the membership.

Thank you for the many thoughtful responses and the level of input provided to your RDs.

The rationale behind the reduction was to make the board more nimble in its decision-making and to conserve funds for RDs.

The feedback was mixed. Those who opposed the measure disliked the fact that travel could be farther for regional conferences; a number of members took issue with the state lines that had been drawn.

The board discussed the measure for 45 minutes on Monday. A vote was taken on the region-reduction proposal, with an amendment that would have restored Kentucky to the Midwest, kept Kansas and Missouri together and kept Utah and Colorado together.

The vote 3 in favor, 13 against, with one abstention.

While several board members advocated keeping the status quo, many expressed a desire to consider potential changes to the board’s organization.

In consultation with President-Elect Lynn Walsh, I have appointed a task force, to be chaired by Region 4 RD Patti Newberry, to explore improvements to board governance.

Anyone who is interested in the issue and potentially serving on this group, please contact me or Lynn. We will be putting together the group and determining its charge in the next few weeks.

SPJ considers reduction in size of board

The SPJ Board of Directors would have four fewer members, under a proposal pending before the board.

Three regional director seats would be eliminated, and one of the two campus chapter adviser seats would go away. A newly configured board would have 19 members instead of 23.

Under the proposal from Region 3 director Michael Koretzky, the new lineup would be:
• Region 1: Connecticut, Maine, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, and Vermont
• Region 2: Delaware, District of Columbia, Kentucky, Maryland, Virginia, West Virginia
• Region 3: Alabama, Florida, Georgia, North Carolina, South Carolina, Puerto Rico, Virgin Islands
• Region 4: Illinois, Indiana, Michigan, Ohio
• Region 5 (formerly 12): Arkansas, Louisiana, Mississippi, Missouri, Tennessee
• Region 6: Iowa, Minnesota, Nebraska, North Dakota, South Dakota, Wisconsin
• Region 7 (formerly 8): Colorado, Kansas, New Mexico, Oklahoma, Texas
• Region 8 (formerly 10): Alaska, Idaho, Montana, Oregon, Washington, Wyoming
• Region 9 (formerly 11): Arizona, California, Guam, Hawaii, Nevada, Mariana Islands, Utah

Every one of the regions would get at least one additional state, except Region 1, which would get the western half of Pennsylvania (currently part of Region 4).

The changes are needed, according to Koretzky, for these reasons:
• If approved, this paring of SPJ’s board will make it more nimble without sacrificing representation. By comparison, other national journalism groups have smaller governing boards. For example, IRE and ONA have 13-member boards that function quite well.

• Current technology will allow regional directors to keep in touch with larger geographic areas. The current configuration and board size predate the use of virtual meetings, email and cell phones.

• The proposed elimination of one campus position is in response to perceived over-representation of academia on the board. Usually there are several RDs who are journalism professors.

The board met by telephone Zoom conference on Monday, May 9, to begin discussing and vetting the proposal. Changing the number of regions can be accomplished in a simple board vote. Elimination of a campus chapter adviser position would require a vote by convention delegates at EIJ16; a board vote would provide a recommendation to the delegates.

In the interest of transparency, the board is publicizing the proposal to permit feedback and member input.

Please contact your regional director or any SPJ officer to provide feedback; you can find email addresses for the board at spj.org/spjboard.asp.

The board will meet again by Zoom conference the week of May 23 to discuss and vote on the proposal.

A membership strategy plan in the works

The Society of Professional Journalists will begin working on a membership strategy plan at the SPJ Executive Committee meeting next month in Arizona.

But you can play a part and help us now – look for a short survey in your email in the next day or so from SPJ, asking your thoughts and opinions about your membership. (Update: The survey was emailed to members on 12/18/15. Here is the link).

The survey comes from Tim Daniel, a facilitator we will be using in the strategy development process. The SPJ board approved retaining Tim and holding a session with SPJ leaders and members in Scottsdale in January.

Tim most recently worked with RTDNA on their strategic planning; NAB is a past client of his, as are a number of media-related businesses and groups.

The strategy session will involve the members of the Executive Committee (me, Lynn Walsh, Rebecca Baker, Dana Neuts, Sue Kopen-Katcef, Joe Radske and Bill McCloskey), along with Robyn Sekula, chair of the Membership Committee, and April Bethea, chair of the Diversity Committee. We also invited two people from next door in California, Monica Dattage, who is one of this year’s student reps on the board, and Sam Stewart, an SPJ Diversity Fellow.

Two other leaders who live in Arizona will be there – Robert Leger, president of the Sigma Delta Chi Foundation board, and SPJ Past-President Dave Cuillier. Several members of the SPJ professional staff from HQ also will attend (Joe Skeel, Chris Vachon, Jennifer Royer, Tara Puckey and Linda Hall).

This society has not looked at the question of membership systematically and strategically in at least 10 years, so this process is long overdue. We hope to develop a comprehensive approach to share with the full board at its meeting in April as we work toward an action plan. We’ll be reporting the results of the strategy session after its conclusion.

In the meantime, efforts have been under way to bring back former SPJ members. I asked Robyn and her committee to take a look at membership marketing as I took office. She and Tara have been busy – they developed a series of four different email messages/letters, segmented by demographics. Last week, they reached out to more than 8,000 past members, asking them to renew their ties to SPJ. Robyn reports that the initial response has been good – we’ll report more as we get more results.

So, again, please take the time to fill out the short survey and help us do all we can to work on this vital issue! Thank you.

Jane Primerano elected RD for Region 1

The SPJ Board of Directors held a virtual meeting on Oct, 27 with three items of business.

REGION 1 RD ELECTION. Jane Primerano was elected Regional Director for Region 1; this position became open following the election of Rebecca Baker as Secretary-Treasurer. Jane is a freelance writer based in Hope, New Jersey. She is the past president of the NJ Pro chapter of SPJ and of NJ Press Women. Congratulation, Jane – we look forward to working with you on the board.

ACEJMC PROCEDURES. The board adopted a procedure for selecting and approving SPJ’s representative to the Accrediting Council for Education in Journalism and Mass Communication. Sonny Albarado was ratified as the successor to Steve Geimann,who held the post for 19 years.

GAMING JOURNALISM AWARDS TRIAL PROGRAM. On a one-year experimental basis, the board approved creation of an awards program for excellence in gaming journalism. More details on the program will be coming.

SPJ Board to hold virtual meeting

The SPJ Board of Directors will meet virtually next Tuesday, Oct. 27, at 1 p.m. EST.

The board will discuss three items:

Appointment of a Region 1 Director. With the election of Rebecca Baker as secretary-treasurer, the director’s position is open. There are six candidates the board will consider: Jody Biehl, Richard Branciforte, Karen Feld, Elizabeth Johnson, Erin Mansfield and Jane Primerano.

ACEJMC rep procedures. SPJ has a representative on the Accrediting Council for Education in Journalism and Mass Communications. I appointed Sonny Albarado to succeed Steve Geimann as our rep, a post Steve held for 19 years. But the procedures for selecting a ACEJMC rep need clarification; a proposal to do just that is before the board. See Board memo – ACEJMC. 

Gaming journalism awards. Region 3 Director Michael Koretzky has proposed establishing, on a one-year trial basis, five awards for gaming journalism. Here is the text of his proposal: SPJKUNKELAWARDS

Look for an update in this space following the Tuesday meeting.

The final word from EIJ15

SPJ’s long weekend in tropical Orlando – EIJ15 – came to a close on Sept. 21 with the meeting of the new officers and board of directors.

Here are some of the highlights and action items from that meeting:

Committee Chairs. In keeping with the tradition started by Dana Neuts in 2014, I voluntarily submitted my slate of committee chairs for board approval and they were accepted unanimously:

Awards & Honors Committee

Chair: Andy Schotz

By-Laws Committee

Chair: Bob Becker

Diversity Committee

Chair: April Bethea

Ethics Committee

Chair: Andrew Seaman

Freedom of Information

Chair: Jonathan Anderson

Journalism Education

Chair: Butler Cain

Legal Defense Fund

Chair: Hagit Limor

Membership Committee

Chair: Robyn Sekula

Nominations

Chair: Dana Neuts

Resolutions

Chair: Sonny Albarado

Executive Committee. Bill McCloskey and Joe Radske were the directors elected to the executive committee.

SDX Board. Seven people were appointed and ratified as SPJ’s reps to the Sigma Delta Chi foundation board of directors: Paul Fletcher, Lynn Walsh, Rebecca Baker, Dana Neuts, Sue Kopen-Katcef, Bill McCloskey and Patti Newberry.

SDX Officers. The board ratified the election of new SDX foundation board officers to one-year terms: Irwin Gratz, vice president; Hagit Limor, secretary; and Howard Dubin, treasurer. SDX board president Robert Leger is in the middle of a two-year term.

Finance Committee. Bill McCloskey and Eddye Gallagher will continue to serve on the SPJ Finance Committee.

A New Community. The Community Journalists Community was approved and becomes SPJ’s sixth community. Al Cross will lead the new group.

Gaming Awards Proposal. Michael Koretzky proposed that SPJ provide, on a one-year, experimental basis, a series of gaming journalism awards. Michael will work with and through the Awards committee, chaired by Andy Schotz, in developing his proposal.

Wells Key Selection. The officers voluntarily adopted the Wells Key selection process that was to begin in 2016, with the full Executive Committee making the pick instead of only the officers. Sue Porter was this year’s honoree.

Convention Improvements. In a post mortem of EIJ15 and looking ahead to EIJ16 in New Orleans, the board touched on the following topics:

  • Governance meetings. A motion to provide notice of governance meetings, such as board meetings, both in print and convention signage passed unanimously.
  • A request to put resolutions likely to spark discussion and debate will be heard first next year, ahead of congratulatory resolutions and others likely to pass in a block.
  • President-elect Lynn Walsh will serve as SPJ’s point person in development of EIJ16 programming and will coordinate with Scott Leadingham and the team deciding programs for next year.

ACEJMC. Steve Geimann served for many years as SPJ’s rep on the Accrediting Council on Education in Journalism and Mass Communications. The 2015 convention passed a resolution directing the board to continue to support an SPJ rep on ACEJMC by paying his/her dues and expenses to attend two meetings. Sonny Albarado has agreed to serve as our rep.

Director Elections. With Rebecca Baker’s election to Secretary-Treasurer, the Region 1 director seat is now open. SPJ HQ will begin publicizing the opening and solicit candidates; we will hold a board call in October to name an RD for that region. We will be following the same procedure for Region 7 after the turn of the year; Rob McLean has moved to New York and will serve until February.

June Board Call: Reg. 3 Conf. Sessions Discussed

Last Friday members of the SPJ board met via Skype to discuss sessions at the Region 3 SPJ conference scheduled for August in Orlando. Earlier in the week, Region 3 director and national SPJ board member Michael Koretzky asked the board to reconsider SPJ’s previous position on use of the national SPJ logo to promote AirPlay, a session at the conference dedicated to addressing concerns of ethics in gaming journalism. Previously, Koretzky had been asked to remove the national logo from the AirPlay site by SPJ’s executive director because this was not an event the national organization was endorsing.

The issue first came about in April during Ethics Week when we learned that a group of gamers, known as GamerGate, began using the #SPJEthicsWeek hashtag. SPJ leadership, including members of the Ethics Committee, and staff agreed to drop the hashtag and proceed with the week’s events. The week continued without incident, but we agreed to not further engage the gaming community and focus on other priorities instead.

Though national SPJ opted not to get involved, Koretzky felt it was important to address concerns of the gaming community by hosting a session called AirPlay at the summer conference where journalism ethics specifically related to gaming journalism could be addressed. As independent entities, SPJ chapters and regions operate autonomously from the national organization, and are free to put on their own events and programming. While SPJ did not want its national logo used in conjunction with the AirPlay session, it allowed the use of the national logo on the Region 3 conference site.

The purpose of last Friday’s call was to vote on use of the national logo on the AirPlay website. Following an overview of previous events, Koretzky explained his position and members of the board asked questions and held a discussion. At the beginning of the call, we had a quorum – enough board members to vote on the issue. However, during the call, a board member dropped off, leaving us without a quorum so we were only able to take an informal call. During the poll, only one board member endorsed use of the national logo on the AirPlay website. All others, including Koretzky, voted against it. Despite the poll results, the board commended Koretzky for taking a risk and being willing to address a potentially controversial issue.

In addition to discussing the AirPlay session, we discussed a drone journalism session also to be held during the summer conference. The program will mirror similar programs held by other chapters and regions.

After a 50-minute call, the SPJ board adjourned.

 

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