Mass-Line Media Centre (MMC), a non-profit organization engaged in the development sector since 1995, works for promotion of human rights and democratic values through professionalism in media particularly journalism. Its overall objective is to remain an advocate for freedom of opinion, expression and free flow of information in the media.  Access of the rural poor to relevant and affordable information is expected to be the ultimate result of MMC’s work. At present, MMC is implementing projects with the objective that the respect for human rights of women and men, democratic participation of all citizens in the political process and good governance are promoted through a pluralistic, independent and professional media sector.

Brief History:

Mass-line Media Centre (MMC) emerged in 1995 and received registrations from NGO Affairs Bureau (Reg. # 1026 dated 10 April 1996) and Department of Social Welfare (Reg. # Dha-03555 dated 17 April 1996).  MMC has a 'General Board' of 27 people from different professional and social strata. An 'Executive Board' also exists in the organization composed of 9 (nine) members from General Board and representatives from staff. However, the Executive Board Members those are elected from the General Board. Those members are from academic, top level NGO Executives/International organization Executives/Lawyer/women rights activists.

MMC initially started its activities in 10 costal districts with a project naming `strengthening the role of local press for the promotion of human rights and democratic values’ with the financial support of DANIDA. In January 2006 MMC has started a community based advocacy project naming Advocacy for grassroots through community participation in 64 districts with the assistance of DANIDA. With the assistance of Manusher Jonno, MMC has started the project ‘Ensuring Access to Information to Promote Governance for Better Livelihood’.  The objective of the project is to raise awareness and creates demand for information among the grassroots and other citizenry groups. The project is being implemented through 21 information centers in 21 districts. MMC is also implementing a child rights based project ‘Children News Agency’ with the support of UNICEF in 64 districts.  Another project ‘Creation of an Enabling Environment for Women Voters and Making Elected Representatives Accountable for Women Empowerment’ is being implemented with the assistance of Canadian CIDA in 10 districts.   Apart from that UNESCO head office is proving support to implement a project naming “Enhancing press freedom and media capacity in rural Bangladesh" in 10 coastal districts. Two Katalyst supported projects are 'Technical skill development training' in two universities and 'SME information for journalists' respectively. The Asia Foundation supported project is 'Voter & Civic education and observe the 9th parliamentary elections' in 20 districts. The World Bank is supporting "Media advocacy against youth violence" project and other small grant media campaign projects are being supported by UNFPA, UNESCO country office and PKSF.

Through these projects MMC has developed a countrywide network with grassroots communities, journalists, civil society organizations and other NGOs. A broad based awareness and campaign program is being carried out on RTI issues along with other civil rights issues of different citizenry groups through training, mobilization and advocacy initiatives.     

Vision of MMC:

MMC envisions a society, in which people irrespective of religion, ethnicity, gender and socioeconomic strata are in the centre of free and reciprocal information flow, enjoy freedom of opinion and expression and participate in decision-making processes relevant for improved livelihood.

Mission of MMC:

Guided by the vision, MMC’s mission is to remain a partner of media people for effective media activism, particularly at the rural level, demanding establishment of people’s rights and seeking pro-active roles of the local government, civil society and other local organizations.


Objectives

The objectives of MMC as future desirable situations are based on the core challenges and directions outlined above. They refer to the following issues:

Future Challenges

1. Capacity of the journalists

The journalists, particularly at local level, are not sufficiently aware of professional journalism. They work as generalists and few have knowledge and skills about community journalism or in any other areas. They hardly received any training on human rights and good governance issues, functioning of local government institutions. A training institution, which could provide basic training and specialized skills do not exist. The press houses also do not arrange any training to improve the skills of the journalists. An agency which could provide literature and internet-based resources for self-learning does not exist either. Woman as journalist is still an uncommon phenomenon.

2. Poor access to information

The journalists outside Dhaka do not have access to information source or any resource bank. A library or any other source suitable for journalists is not available from where information can be received at affordable costs. Appropriate place for exchange of information among the journalists is also not available.

The crisis of information is further manifested through the existence of black laws related to information collection, flow and dissemination. Official Secrecy Act and reluctance of lawmakers to change it keeps a lot of information away from the people. The government offices are extremely reluctant to share information under the purview of Official Secrecy Act. Access to information remains to be established as rights of the people.

3. Internal Conditions

The journalists, particularly at regional and local level, are economically vulnerable because they do not receive regular salary and allowances. Community journalists are termed as part-time jobholder, although they perform full-time duties. The press houses provide salaries, which are not enough for worthy survival. Authority does not pay expenses for collection of news from inaccessible areas. Appreciation for hardworking community journalists is missing as well. Sometimes, journalists from regional newspapers do not sufficiently value the work of community journalists.

4. External Conditions particularly Security Issues

The journalists feel unsecured in their work. They are subject to threat and obstruction in various ways during collection of news. Threats continue also after publication of news. Not protest letter, but physical attack on person or residence is not uncommon. Protest is hardly raised with the press council. Instead, cases are lodged with the police station. Sometimes, false cases are lodged against journalists accusing them with hijack, murder, money trafficking, rape, treason, explosive possession, etc. Torture in police station and arrests against false accusations happen also.

Publication of news not liked by the administration or other formal/informal establishments leads to harassment. This is particularly the case if corruption cases are reported on. Sometimes, the party-in-power declares a journalist persona non grata and pressurizes him/her to leave the place or to isolate from the society. Sometimes, they burn the effigies of journalists. They also approach the media agency to separate from the journalist. When the cases are lodged against journalists, the press house seldom comes forward with help. Sometimes, the press house is even reluctant to publish the news. Local government representatives like UP chairman and members exert pressure so that the truth does not come out.

5. Working through media for people

MMC requires reaching the people through media. The challenge is that media people are effective enough to disseminate development issues to poor people and gather their issues through media activists in print, electronic and folk media. Thus, MMC will be guided by the idea that media people is just a vehicle to be equipped ultimately to reach the poor.  


Strategic Plan of MMC

The assessment of MMC’s achievements, analysis of its potentials and constraints and future challenges suggest a series of changes for MMC.

Strategic Directions for Future

First, MMC will become an organization to reach the rural poor through media activists. Whatever it does for the media activists, it should culminate in better dissemination of development issues to and from rural people.

Second, MMC will be an organization to work through media people and NOT only through journalists from the print media. It should address media people who also work for the electronic and popular media. Thus, MMC takes into account the fact that the majority of the people are illiterate and the coverage of the print media is much lower than electronic and folk media.

Third, MMC, will work more like a national organization rather than limiting its operations in Barisal and Noakhali. While the operations in Barisal and Noakhali will remain at limited level to try out innovative approaches, MMC will concentrate in future on Distance Learning Based training for media people interested for communication with grass root level people. A certificate course with a recognized educational institution is intended. The training to be gradually self-financed by emerging media people will focus on specific needs of the media people and will arrange internships with suitable agencies.

Fourth, MMC will establish internet-based information system on journalism in general and community journalism in specific for media people with links with different web-sites. This initiative makes use of wide availability of internet facilities up to Thana level within the next five years.

Fifth, MMC will continue to advocate for improved working conditions and physical, mental, health and legal security for media people in distress and people's freedom of expression and access to information at all level.

Sixth, MMC will develop printing press facilities to emerge as a profit centre and a press house for the NGO sector to gradually increase its contribution to finance part of MMC’s programme.

These strategic directions are expressed in the Vision, Mission and Strategies articulated in the following.


Structural Foundation of MMC

MMC has a 'General Board' of 27 people from different professional and social strata. An 'Executive Board' also exists in the organization composed of 9 (nine) members from General Board and representatives from staff. However, the Executive Board Members those are elected from the General Board are very much well reputed in their own area of profession. Those members are from academic, top level NGO Executives, International organization Executives, Lawyer and women rights activists.