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CENTER FOR MEDIA CHANGE INC Organization Name provided in the GuideStar Exchange* as of 09/26/2012: CENTER FOR MEDIA CHANGE INC

Organization Name as listed in the IRS Business Master File as of 10/17/2014: CENTER FOR MEDIA CHANGE INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.

AKA  Oakland Local
Oakland, CA

GuideStar Summary

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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2013, 2012, and 2011 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

CENTER FOR MEDIA CHANGE INC Organization Name provided in the GuideStar Exchange* as of 09/26/2012: CENTER FOR MEDIA CHANGE INC

Organization Name as listed in the IRS Business Master File as of 10/17/2014: CENTER FOR MEDIA CHANGE INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: Oakland Local
Physical Address: Oakland, CA 94609 
EIN: 68-0632366
Web URL: oaklandlocal.com 
NTEE Category: W Public, Society Benefit
W12 Fund Raising and/or Fund Distribution
A Arts, Culture, and Humanities
A33 Printing, Publishing
U Science and Technology Research Institutes
U01 Alliance/Advocacy Organizations
Ruling Year: 2007 
Top Funders: J-Lab News Voices Program - $25,000
The California Endowment - $70,000
Renaissance Center for Media Innovation/Zero Divide - $20,000


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Mission Statement

Oakland Local is a news and community training organization, launched in 2009, that provides daily news and discussion and hands-on training in media skills to Oakland’s underserved communities. Oakland Local has created a workshop curriculum and run workshops for over 400 community members and nonprofit staffers via Oakland Local Academy . Our website has over 50,000 unique visitors a month; we publish 3-5 original stories a day from both professionals and community contributors. Our journalism has received awards from Society of Professional Journalists, East Bay Press Club and the California Grant Jurors’ Association. We also run education programs where we train youth to serve small business using tech and media tools.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses

(GuideStar Exchange,
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September 2012)

Fiscal Year Starting: January 1, 2011
Fiscal Year Ending: December 31, 2011

Total Revenue $114,200
Total Expenses $100,000

Revenue & Expenses

(GuideStar Exchange,
The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
September 2012)

Fiscal Year Starting: January 1, 2011
Fiscal Year Ending: December 31, 2011

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Balance Sheet (IRS Form 990)

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Leadership

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September 2012)

susan mernit

Term:

Since Dec 2011

Profile:

Susan Mernit is editor & published of Oakland Local (oaklandlocal.com) anews & community hub for Oakland, CA focused on social justice issuesthat combines reported stories with community media & diverse voicesand training to bridge the digital divide.A former VP at AOL & Netscape, & a former Yahoo Senior Director, Mernitwas consulting program manager for The Knight News Challenge, 2008-09, as well as a consultant to organizations including Salon.com &TechSoup Global, where she led the re-design of their portal. She is alsoa circuit rider for The Knight Community Information Challenge and afrequent facilitator for The Knight Digital Media Center at The AnnenbergSchool of Journalism, USC.A popular trainer and speaker, Mernit was the Keynote program chair forthe October 2009 Online News Association conference in San Francisco.She spent the summer 2008 at TechStars, incubating a company thatdied; that experience has super-fueled her energy. She is a CE at BlogHer,an avid blogger, and a recovering journalist. She is also a consultantfocused on local media, community engagement & the future of news.

Board Chair (GuideStar Exchange,
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September 2012)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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September 2012)

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Board Leadership Practices (GuideStar Exchange,
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September 2012)
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Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

Highest Paid Employee data is not available for this organization.

People information was last updated by the nonprofit in September 2012

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Programs

Program: (GuideStar Exchange,
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September 2012)

Budget:
--
Category:
Population Served:

Program Description:

Small size. The beneficiaries are the community who supports the stories and the reporters hired to report them.

Program Long-Term Success:

Launching the Web site in November 2008.

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Impact Summary from the Nonprofit

Oakland Local has changed the landscape in Oakland through creating programs to support an Open Data movement (codeforoakland.org), youth training in SEO and web tech (Hack the Hood), and media literacy (training over 350 people from local organizations and businesses.)

Reviews

Organization Data Available

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