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Building a more open, collaborative CC global movement
The document outlines a consultation process for revitalizing the Creative Commons (CC) global network in response to its 15th anniversary, highlighting the need for new representation and structure beyond existing agreements focused on license porting. It proposes establishing a new governance model, allowing individual contributors as members, and forming country teams to enhance collaboration and support across different regions. The document emphasizes a collective approach to setting priorities, improving communication, and aligning the network's mission with its broader goals of openness and sharing worldwide.
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Building a more open, collaborative CC global movement
- 1. Global Network StrategyConsultation
- 2. Why we arehere ● CC 15th Anniversary: Moment to celebrate, reflect, and plan for the future of the movement ● Evaluation of current network: 100+ affiliates in 80+ countries ○ Mostly built upon old MOUs, focused on agreements for license translation and porting ● Network needs to grown and include new voices to meet our vision and goals as a movement ● Opportunity to think seriously about the network we have and what the movement urgently needs ● Proposal: Build on our common values and principles; evolve the network to ensure we have what we need to accomplish CC’s mission
- 3. Background: Why weare here
- 4. Background ● Goal: Acommunity-led process and strategy to analyze, revitalize and grow the CC network ● Plan: ○ Review existing network structure and composition ○ Identify opportunities for growth and improvement ○ Propose a new structure to meet current and future needs ● Team: Global Network Strategy Steering Committee ○ 20 contributors from across the affiliate network, representing all regions, including 3 regional co-ordinators ○ Co-chaired by CC CEO Ryan Merkley and CC Poland Alek Tarkowski
- 5. Process ● Oct 2015:CC Day Zero in Seoul, South Korea ○ Affiliates recommended review and process to strengthen the network ● April 2016: CC HQ asked for volunteers from the network to lead review process ● May 2016, Washington DC: First in-person committee meeting ○ Identify issues and plan research and strategy development process ● Summer 2016: Independent researchers conducted interviews with teams in all regions ○ Produced 300-page “Faces of the Commons” report identifying issues and opportunities ○ Reports shared openly with community; translated to Spanish, Arabic, French
- 6. Process (continued) ● Nov2016: Second in-person committee meeting ○ Review research insights, make recommendations, develop strategy framework ● Dec 2016: Committee drafted recommendations; finalized and translated documents ● Jan 2017: Consultation began ● Mar 24, 2017: Consultation ends; committee to review and make revisions as required ● April 28-30, 2017: CC Summit in Toronto, Canada ○ Community endorsement of final approved strategy
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- 8. Issues and Insights ●MOU structure was designed for license porting ● Today’s CC movement works in many more areas, like policy, advocacy, open education, open access, and more ● Affiliate structure limits membership to MOU signatories ○ Makes it difficult to recruit and retain new contributors
- 9. Issues and Insights ●Regional Co-ordinator structure isn’t serving the network or CC HQ ○ Communication: Information not getting through, HQ not getting information, teams not communicating/collaborating ○ Missed opportunities: Resources left unused, potential contributors unable to get involved, local teams not supported as needed ● Affiliate members often feel isolated and are working very hard without much support ○ A few people are carrying a lot of the work; Teams and individuals feel burnt out, and need more resources for their everyday work
- 10. Issues and Insights ●There is a strong desire to work on shared projects and set shared goals ○ Need better structure to provide support and collaboration ● New network activities require more coordination, shared decision-making, and adequate resourcing to have impact
- 11. Issues and Insights ●CC network needs opportunity to set its priorities ○ Take a leadership role in growing and supporting new and existing teams ○ Building consensus for policies and collective actions ● CC HQ has unique core functional roles (e.g., brand and trademark, license infrastructure, legal entity and requirements), and is also a key contributor and leader in the movement with its own staff and strategy
- 12.
- 13. One vision, twomission statements CC movement and CC HQ organization share a common vision: “Our vision for the Creative Commons Global Network is nothing less than realizing the full potential of the Internet — universal access to research and education, full participation in culture — to drive a new era of development, growth, and productivity.”
- 14. One vision, twomission statements However, the CC movement should have a broader mission statement to guide its work: “The mission of the Creative Commons Global Network is to build a global commons of creativity and knowledge, and grow a movement that advocates, promotes and enables openness and sharing around the world.”
- 15.
- 16. Overview ● New governanceand decision-making model ○ Global Network Council with representation from each country ○ Sub-committees to manage work of the Council ● New membership model for governance: No more affiliates ○ Any individual contributor can become a member ○ Organizations can join as Network Partners, but can’t vote ■ Organization staff can of course join as individual members
- 17. Overview ● Members andPartners organized under Country Teams ○ Select a public lead to co-ordinate country-level activities ○ Elect a Global Network Council representative for global governance work ○ Country teams work together to set national level priorities and positions ● Membership only required to participate in governance ○ Anyone can contribute to the activities of the movement regardless of affiliation
- 18. CC Global NetworkCouncil
- 19. CCGNC: Core Functions ●Coordinate the activities of the most active contributors of the movement (both individuals and organizations) ● Provide a structure of representation for Country Teams at global level ● Collaboratively define movement strategy and provide stewardship for the CC licenses
- 20. CCGNC: Core Functions ●Defined areas of activity or work programs (Platforms) ● Grow, evaluate and improve the network ● Advise and build consensus on global CC positions, strategy, network resource allocation ● Participate in global fundraising efforts
- 21. Membership ● Any individualcan apply to become a Network Member, approved by CCGN ● Organizations can apply to become Network Partners ● Network Members and Partners will endorse a Global Network Charter ● Network Members and Partners can speak on behalf of their country teams as CC on Platform topics ● Membership is renewed every 2 years
- 22. Country teams ● Opento all Network Members and Partners working in that country ● Network Members or Partners will only be affiliated with one Country Team at a time. This does not exclude them from projects in other countries ● Each Country Team sends one representative to the Global Network Council ● Each Country Team will select an individual (similar to Public Lead) to be responsible for coordinating and communicating Country Team activities
- 23. Country team activities ●Run activities and provide support to local projects ● Serve as a contact and information point for questions about CC ● Represent the CCGN to national and local governments and organisations ● Maintain and update a country-specific website on xx.creativecommons.org ● Establish Country Team consensus on national positions related to the CCGN ● Report on accomplishments to the Global Network Council ● Elect a representative to the Global Network Council
- 24. Role of CCHQ in the Network
- 25. Role of CCHQ in the Network ● CC HQ remains a distinct organisational entity with special responsibilities ○ Works as an active and collaborative member of the movement ○ Participates in the CCGN ○ Supports and facilitates the CCGN
- 26. CC HQ Responsibilities ●Administrative and organisational support for the GNC and its subcommittees ● Support and manage Platform Coordinators for CCGN’s Platforms ● Co-organize Global Summits with the GNC ● Consult on further development of legal tools with the GNC
- 27. CC HQ Responsibilities ●Provide communication tools for internal and external communication ○ e.g., Website, Wiki, mailing lists, IRC, Slack ● Consults the GNC as part of its own strategic planning ● Manages the global trademark and brand ● Leads fundraising to support CC HQ and CCGN initiatives in collaboration with the CCGN
- 28. HQ Support andFunding ● The network will collaborate with CC HQ to actively fundraise to support the continued allocation of these resources ● CC HQ will also provide two kinds of new direct financial support: ○ Activities Fund: Small fund to provide small amounts of resources for everyday activities ○ Global Initiative Fund for Platform Activities: Funds allocated to projects within an established Platform, by a grant review committee advising
- 29. Areas of Work:Platforms
- 30. Areas of Work:Platforms ● Platforms are "defined areas of work", approved by the CCGN ● Platforms can be issue-based, region-based, or function-oriented ○ Issue: Copyright reform, open education, GLAM ○ Region: CC Europe ○ Function: Mentoring and team-building
- 31. Areas of Work:Platforms ● Each Platform has an assigned co-ordinator, defined objectives and positions on key issues ● Approved Platforms eligible to receive project resources from the Global Fund ● Anyone can propose a Platform, but with limited resources, the network will have to set priorities ● Non-Platform work can always be undertaken by Country Teams, but not as official CC project
- 32. Consultation January until March24, 2017