Table Of ContentC O M M U N I T Y
Get in touch with your community ^
, with the ~1
Interactive Video Bulletin Board
THE CHANNEL THAT TAKES REQUESTS:
Lets viewers choose what they see.
Handles up to 999 topics of any length.
Prints reports of what viewers choose.
Gives documented proof of viewership.
Uses PC word processor files as input.
Fast, easy setup and maintenance.
Now in use in over 27 U.S. cities.
What current owner-operators say about
the Interactive Video Bulletin Board:
'I can watch it taking calls from my office, and know
that we're serving the community. The feedback helps
us understand our viewing audience's likes and
dislikes.'
-David Vogel, General Manager,
Community Television of Knoxville
'Since placing the system in service, we have seen a
community response that now exceeds 18,000 inquiries
per month. The Interactive Video Bulletin Board has
become an integral part of our community service
program' - Ian N. Wheeler, Executive Director,
Fairfax Cable Access Corporation
'Since installing the Interactive Video Bulletin Board,
we've gotten more interest and participation from non-
profits than we had in the last 10 years. It's less work,
more effective, and it's fun for viewers to use!"
-
Lynn Carillo-Cruz, Former Executive Director,
Quote. .. Unquote, Albuquerque
'It's the lowest-cost, highest-impact service we offer to
local non-profits. During September.. .participating
organizations reported that an average of 65% of their
calls resulted from viewership of the Interactive Video
Bulletin Board.'
-
Barbara Popovic, Executive Director.
Chicago Access Corporation
I
For a brochure and videotape, contact:
INTERACTIVE PUBLICATIONS
1651 N. DAYTON STREET. SUITE306. CHICAGO, ILLINOIS 60614 .
312-642-0884 FAX: 31S-64S-17%
In this Issue
1997: The Next Mile of the Marathon
by Alan Bushong
Federal Requirements Regarding PEG and PEG Suppo
bv James N. Horwood
%kinPg EG Channels Work
Volume 20, No. 1 by Daniel L. Brenner
Allowing PEG Channels to Wor
CMR EDITORIAL BOARD
Dirk Konins. Chair
by Barry Forbes
Sally Alvarez, Mary &nin Cardona,
Hans Klein, Brian Wilson
97 Central States Conference
EDITORS-IN-CHIEF THIS ISSUE Kudos to CAN TV
Mary Bennin Cardona & Bob Devine
PUBLISHER
Building Support for
Barry Forbes
COORDINATING EDITORS
Jim Peters & Lorraine Richey Community Media
NATIONAL OFFICE
A
Barry Forbes, Executive Director Managing Access for Success
Kelly Matt ews, Director of Member Services
Jeffrey Hops, Director of
Government Relations
Kelly "Kay" Wolfe, Executive Assistant
by Bob Devine
ALLIANCE FOR COMMUNITY MEDIA
BOARD OF DIRECTORS
Alan Bushong, Chair
Richard D. Turner, Vice Chair Building Community Support
Velvalee Wilev. Treasurer by Sally Alvarez
~ u d~r andafl~; ecr&y
Brian A. Wiion, Chair of Regional Chairs
Ruben Abreu, Randy Ammon,
Rob Bradin ,P am Colby,
Onida ~ ~John~ Donov~an, r $
he Road to Renewal in West Allis
Vince Hamilton. Rick Haves.
Michael Hen ,,'he ~iller, by Mary Shanahan-Spanic
orw wood,
[ame-i Debbie Mawn,
&E ri:k :Mollberg, John A. Rocco, Successful PEGotiations
Gladys Rogers, David Vogel, by Randy Ammo
Sue Diciple Wedding, Directors
Earned Income Strategies
COMMUNITY
by R.. Vincent Hamilton
Outreach JCTV
by Art Gerhard
Communi2 Media Review [ISSN 1074-90041 is
pblished y the Alliance for Community Me- Cultivating Fun
dia, Inc. Subscri tions $35 a year for four to six
issues. Send subscriptions, memberships, ad-
dress changes, editorial and advertising mquir-
ies to the Alliance for Community Media, 666 The Evolution of a PR Campaign
11thSt. NW, Suite 806, Washington, DC 20001-
by Barbara Popovic
4542. Phone 202/393-2650; Fax: 2021393-2653.
E-mail [email protected].
Outreach Multno
Bulk orders for additional copies considered in-
dividually. Contact the national office for in-
formation on rates and delivery.
Copyright 01997 by the Alliance for Commu-
nit Media, Inc. Prior written ermission of the
~llancfeo r community ~ediraeq uired for all
Cover illustration by Mac Jones
reprints or usage.
From the Chair
1997: The Next Mile of the Marathon
w
by Alan Bushong privileged few, and used to dominate and disenfranchise.
ith 1996 now history, the Alliance for Community Community media advocates know. After more than 20 years
Media and community media advocates across the of hard-fought victories to carve out public space in cable, we
country can take great pride in our accomplishments. now face the offspring of unparalleled mergers. If we thought
Yet the environment today is no less ominous. Corporate media is cable franchising of the 1980s was bad, now there are fewer, but
increasingly used to instill a consumer culture that massively larger, cable giants. And let's meet the
promotes, justifies, and makes righteous the materialism telephone companies, who in their Open Video System
and selfishness that permeate our society. As a result, filings with the FCC dismissed the notion of PEG
there has never been a greater need for us to continue access obligations in return for their private, for-profit
the Alliance's working partnership with community use of public rights-of-way property.
media advocates to preserve and build the opportunity We hear about competition and opportunity at
for meaningful community access to the dominant every turn, yet what do we have? Let's look at the
media. legacy of the 1996 TelecommunicationsA ct. The only
Few years, including 1997, may have the flash or competition to date is the race to see which Baby Bells
pizzazz of 1996. How could they? Yet the apparently could merge operations first. For your information, Bell
Alliance Photo
quiet times lien ow cannot lull us to sleep. Stealth bills Atlantic and NYNEX won.
Ahn Bushong
in state le-si slatures threaten the ability of local commu- We're told that opportunity abounds, yet how
nities to use franchises to gain just compensation for the private, widespread is this opportunity? And how widespread are the
for-profit use of public property and rights-of-way. Other benefits?
proposed bills would unfairly force local communities to count According to Business Week-hardly a left-wing publica-
access channels, equipment, and institutional network access as a tion-in 1995, corporate CEO compensation exceeded $72,000:
part of a capped compensation. not per year, but per week.
As Mike Greenberger said at the Alliance conference last AT&T CEO Robert Allen's 1995 compensation was almost
summer, working in the public interest is like running a mara- $6,000,000 as he cut more than 40,000 jobs. IBM CEO Louis
thon. Our work is continuous. Instead of 1996 being a dash to the Gerstner made more than $30,000,000 in the last three years
finish of our work, 1996, 1997, and the years beyond are equally while cutting 60,000 jobs.
important, even if not equally flashy. In a marathon, the miles are At the same time, the Bureau of Labor forecasts that one of
all the same length. every 20 Americans will be laid off this year. Why?
In this column I'll reneat many of the comments that I made The United States has the greatest imbalance of power and
at the 1996 conference. &fortunately, little has wealth on this planet. Life is great for a few, not
changed. I pledge an update in Milwaukee at our so great for most, and getting worse for many.
1997 Conference and hope to see you there. Let's "Instead of 1996 The top one percent of wealthy Americans own
all join to make our rare times together a power- vast amounts of wealth~estimatesra nge from
being a dash to the
ful educational and motivational experience. 40 percent to over 80 percent. The situation is
What follows is excerpted from an address I made finish of our work, getting worse.
at the 1996 Alliance Conference. In 1995, Business Week reported the follow-
1996,1997, and the
With our 1996 successes at the Supreme ing, adjusted for inflation: corporate CEO pay
Court, in federal legislation, and in FCC filings, years beyond are rose 27 percent, white-collar worker pay rose 2
we have just completed a great year. And it took percent, and factory worker pay fell 1 percent.
equally important,
all of us-the one million-plus volunteers across Over a 5-year period, real median household
the country; Alliance members who provide even if not equally income dropped 6 percent, CEO pay rose 92
access centers and who provide programs to your percent, corporate profits rose 75 percent,
flashy."
communities; a visionary Board; and a talented, worker layoffs increased 39 percent.
tireless staff, all working together in partnership. Not that the consumer of widelv distributed
The winners were communities across the nation that made and corporate media would know any of this. The dominant media
viewed over one million hours of new, unique and valuable have been used not only to create the culture of consumption
programs in the past year. epitomized by commercial television, but to serve and to validate
We needed the efforts of everyone to achieve these successes. the purposes of theprivilegedfew at the top.
Kia'i Kaleo, the Alliance drum, reminds us of how tools of Our media and those who own it worship the Dow Jones
communication were developed to help us reach others we could averages. Even NPR pays hourly tribute. Big gains are good,
not see face to face, and to communicate deep feelings. The drum losses are scary, and perspective is absent. When market losses
was one of the first tools used to extend the reach of communica- make headlines, how much of the commercial media are compar-
tions. The drum is an example of technology serving people. ing current stock prices to January 1, 1995? If the stock market
Little did the makers of drums expect that subsequent fell 500 points today, repeating the Black Friday of the late
communications technologies would be controlled by such a See 1997, page 15..
4 CMR
Cable Franchise Renewal
Federal Requirements for PEG
by James N. Horwood U.S.C. $542, which limits the amount of Rates and Itemization of Bills. The 1992
A
vailability of access. The permissible franchise fees. That section Cable Act requirement that the FCC
appropriate level of PEG access limits franchise fees to a maximum of 5 establish basic service tier rate regulations
availability and financial support percent of a cable operator's gross provided for such regulations to "include
-
is frequently an issue at the time of revenues. It excludes from the definition standards to identify costs attributable to
franchise renewal (or initial franchising). of franchise fee: satisfying franchise requirements to
The basic PEG provision is set forth in 1. in the case of any franchise in effect support public, educational, and govern-
Section 611 of the Cable Commnnica- on October 30, 1984, mental channels or the use of
tions Policy Act of 1984 (47 U.S.C.§531) payments which the such channels or any other
That provision permits franchising franchise requires the -7he basic PEG services required under the
authorities to establish requirements for operator to make for, or in franchise" (Section 623(b)(4),
the designation of channel capacity for support of the use of, provision is set 47 U.S.C. 5543(b)(4)). he
PEG use. A city may require as part of a PEG facilities; and forth in section FCC adopted rules that provide
franchise, or as part of a cahle operator's 2. in the case of that the costs attributable to
proposal for renewal, that channel capacity franchises granted after 6 1 1 Of the Cable satisfying franchise require-
be designated for PEG use, and may Octoher 30,1984, capital ~ ~ ~ments shall~ include (47 C~FR ~ i ~ ~ t i ~ ~ ~
require rules and procedures for the use of costs which the franchise 576.925) the sum of (1) all per-
such channel capacity. A city may enforce requires the operator to Policy Act Of channel costs for the number of
"any requirement in any franchise regard- incur for ~~~facilities. 1984." channels used to meet franchise
ing the providing or use" of PEG channel For franchises granted requirements for public,
capacity, including the authority to enforce after Octoher 30, 1984, ¥^I^^^^^^^^ educational, and governmental
franchise provisions for "services, cash payments, other than channels, (2) any direct costs of
facilities, or equipment." Section 611 for capital costs, which the franchise meeting such franchise reqnirements, and
further provides that a cable operator may requires the operator to make to support (3) a reasonable allocation of general and
not exercise any editorial control over any access, must be treated as part of the administrative overhead.
PEG channel capacity except as provided franchise fee payment. Cable operators The FCC's determination of costs
in Section 624(d), 47 U.S.C. 544(d), to the often argue during renewal that for associated with meeting franchise require-
limited extent that a franchise permits the franchises issued after October 30, 1984, ments, including costs of PEG, is particn-
operator to deal with programming that is the cost of providing access services can larly significant because of language
"obscene or. ..o therwise unprotected by the be treated as a payment "in-kind" and added by the 1992 Cable Act to Section
Constitution of the United States." deducted from the franchise fee payment 622(c), 47 U.S.C. §542(c)to provide that
The Cable Consumer Protection owed. The Cable Act, however, does not a cahle operator may itemize, as a separate
and Competition Act of 1992 did not state that the operator has the right to treat line item on subscriber's hills:
amend Section 611. Two significant provision of services as in-kind payments. 1. the amount of the total bill assessed
changes regarding PEG access availability Based on legislative history, there is a to satisfy any requirements imposed on the
were made by that Act, however, namely, strong argument that access service cable operator by the franchise agreement
(1) a requirement that the basic tier subject requirements do not get counted against to support public, educational, or govern-
to rate regulation include "[alny, public, the franchise fee. The House Report mental channels or the use of such
educational, and governmental access underlying the 1984 Cable Act states, with channels,
programming required by the franchise of respect to Section 622, that that section 2. the amount of any other fee, tax,
the cable system to be provided to "defines as a franchise fee only monetary assessment, or charge of any kind imposed
subscribers" (Section 623@)(7)(A)(ii), 47 payments made by the cable operator, and by any governmental authority on the
U.S.C. $543@)(7)(A)(ii), and (2) the does not include as a 'fee' any franchise transaction between the operator and the
addition of explicit language that " [i]n requirements for the provisions of ser- subscriber.
awarding the franchise, the franchising vices, facilities, or equipment" (1984 US. In its rulemaking report and order
...
authority may require adequate assur- Code Cong. & Admin. News 4655,4702 released May 3, 1993, in MM Docket Nn
ance that the cable operator will provide (1984)). That Report adds: "In addition, 92-266, the FCC explained (546; n.
adequate public, educational, and govem- any payments which a cahle operator omitted):
mental access channel capacity, facilities, makes voluntarily relating to support of [Closts that are itemized include those
or financial support" (Section 621(a)(4), public, educational, and governmental that are direct and verifiable, as well as
47 U.S.C. §541(a)(4)) access and which are not required by the a reasonable allocation of overhead, and
Franchise Fee Limitations. A franchise, would not be subject to the 5 for PEG costs, the sum of the per-
particularly significant provision of the percent franchise fee cap." channel costs for the number of chan-
Federal Cable Act is Section 622,47 Effect of PEG Access on Subscriber See FCC and PEG, page 17
CMR 5
More is Not Always Better
Making PEG Channels Work
by Daniel L. Brenner "prove themselves." They were considered and diverse programming, and that
T
he recent controversy in New York an asset by many operators, a cost of doing integrate well into the overall offering of
over the use of government business for others, and a regulatory check the system.
channels by the mayor points up the mark for regulators concerned that they Today, systems that must leave open
importance of making every channel count were negotiating as demanding a franchise six or nine PEG channels but where
on a cable system today. With scores of as could he obtained. What actually got there's no programming even offered to
new cable networks fighting furiously for aired was sometimes an afterthought. fill them, are systems that do not serve the
limited channel availability on cable Quality was not always a goal. subscribers well. Again, in precompetition
systems, the glare of publicity This state of PEG laissez days, this state of affairs might have been
surrounding New York City's faire is over in many commu- more tolerable as a necessary reality of
Crosswalks access channels nities. As cable competes in a public policy because the cable operator
could not have been more timely. multichannel video market- was often the sole multichannel video
Public, educational, and place, questions arise about provider. Today, as we all know, subscrib-
governmental (PEG) channels making access channels carry ers do have choices. Whether it is an
and cable television have grown their own in the video overbuilt system offered by a phone
up together. In the early days of marketplace. Competing company, an MMDS service offering, or
the industry, public access was technologies like wireless the ubiquitous direct satellite television,
viewed as a distinctly new cable (MMDS) and direct the subscriber does have a choice and is
Alliance photo
product offered by the system, rinnielJ Brenner broadcast satellite (DBS) like making it. PEG channels, effectively
The "electronic soau box" of I DirecTV have no access programmed, can be an asset to the cable
public access provided, and continues to requirements, PEG or leased. Access operator.
provide, a unique speech opportunity in channels that would otherwise be devoted But how often does this occur? The
communities for all comers. The use of to access can be used for popular new PEG community must not ignore the
cable to provide narrowband educational programming now available in the satellite realities that cable operators face. And
programming services was another marketplace. franchising authorities
distinctive feature of early PEG systems. Furthermore, when it must also not allow the
And the desirability, for officials and some zomes to DBS. cable 'TOh ave PEG slo-aa n, "but we've always
of the public alike, of seeing live or taped suffers by comparison in access, we need done it that way," to
proceedings of local municipal delibera- terms of the number of continue justifying
tions on government channels, brought an channels available to the cable; tO have unrealistic access require-
entirely new information service to subscriber. Operators and Cable, we must ments that, over time, have
television. subscribers are naturally not proved themselves to
Over time, just as cable systems bave frustrated when they have have a competitive be productive. To have
developed a greater sophistication and to pay for underutilized multi-channel PEG access, we need
expanded offerings, so, too, have many PEG channels occupying cable; to have cable, we
PEG services become richer in the quality space on a system that product. That is must have a competitive
of their presentations as well as their could be used to provide the new realitV of multichannel product. That
integration into the offerings of the programming services is the new reality of PEG
operator. As we know from NCTA's own available by satellite- PEG programming programming today.
Local CableACE awards and the Alli- most likely provided by today." The NCTA's chairman
ance for Community Media's Home- DBS-that are desired by this year, Ted Turner, is
town Awards, many systems around the some viewers. This is fond of the expression,
country present quality programming specially aggravating when PEG services "lead, follow, or get out of the way." PEG
services offered from PEG program occupy many channels but offer no more programmers and administrators should
sources. than a few hours of original PEG program- heed these words. Access channels and
But as the New York City example ming a week, or find themselves endlessly access requirements that don't add to the
shows, just as there is a bounty of quality repeating city council meetings in order to quality of cable service need to be
on some cable systems, other access put something on the government chan- reexamined. PEG operators, like the
channels remain underutilized. Even nels. technology that created them, can't ignore
worse, some are inadequately programmed In this environment, more is not the changing market in which they find
when they are utilized. necessarily better. What is better? PEG themselves.
In the 1980s, which was a period of channels that are well programmed, Daniel L. Brenner is Vice President
relatively moderate growth in program occupy no more channels than are needed for Law & Regulatory Policy, National
networks, access channels did not have to to do the job, are fully utilized with new Cable Television Association.
6 CMR
From the Executive Director
Allowing PEG Channels to Work
by Barry Forbes television~ora ny other telecommunica-
A!s u,su al. Dan Brenner of the tions network. And we agree that many
National Cable Television access channels remain nnderutilized.
ssociation (NCTA) and I agree However, we disagree on the solution. Mr.
on some points, and disagree on some Brenner suggests that in a competitive
other points. I offer four points of disagree- marketplace the solution is to devote
ment. access channels to "popular new program-
First, we basically disagree as to what ming now available in the satellite
local cable marketplace." This would naturally allow
operators are cable operators to compete better with
buying with their direct broadcasting satellite (DBS)
local franchise television on their own turf. However. I
fees. Mr. Brenner propose that a more effective approach
suggests that would be to carve uut a truly competitive
"operators and niche by offering unique local services,
subscribers are namely PEG access. However, the reason
naturally frus- that the overwhelming number of access
trated when they channels are underutilized is that they are
have to pay for underfunded and undercapitalized.
Alliance photo underutilized PEG For example, according to Alliance
Barry Forbes channels occupy- research, the median annual operating
ing space on a budget of PEG access organizations is
system that could be used to provide about $125,000. (This is based on
programming services available by research conducted in 1993, with a base of
satellite ...." Let's be quite clear: uperators 393 organizations reporting an annual
are not paying for PEG access. They are budget.) On the other band, PEG access
-
-
mvins the rent for the use orsanizations orovide
A .
of public property through their communities with a
which they string their median of about 520
"...the reason that
cables. The property hours of original local
managers are the local the overwhelming programming per year.
elected officials and the (This is based on the
number of access
landlords are the citizens same research with 425
of the community. The channels are organizations reporting
landlords, through their hours of local program-
underutilized
property managers, decide ming produced.) Even the
how to spend the collected is that they are NCTA can appreciate the
rent money; an estimated cost effectiveness of a
underfunded and
10 to 15 percent of the ... median cost of $240 per
communities in America undercapitalized hour of original program-
have chosen some form of ming!
The solution to the
PEG access service. The solution to the
Eliminating PEG access in problem of problem of
a community would not underutilization is
underutilization is
necessarily decrease cable increased funding from
operators' franchise fees, increased funding local municipalities. This
but it would definitely is where we have our
from local
open up a channel or two work cut out for us. First,
that would make the municipalities." we need to convince
operator more money. telecommunications
Which brings me to my companies that local
second point of disagreement. programming is a competitive edge: they
We both agree on the importance of should not aggressively work against the
making every channel count on cable See Allowing PEG to Work, page 26...
CMR 7
From the Frontlines
Managing Access for Success
w - -
by Mary Bennin Cardona demand increases, more equipment will be guidance and to minimize frustration. The
hat do people think a successful needed to fulfill that demand. bottom line is that management needs to
public access facility looks b) The access center should have a create an atmosphere that makes people
like? To answer that question, supportive management structure that want to be there.
50 access coordinators, cable television encourages use. The center should sponsor c)A public accessf acility needs to
regulators, producers, and viewers were regular and frequent free public orienta- have an open and accessible nature in
interviewed. Their answer? A successful tions to the facility that cover basic terms of its availabilityf or use and its
^
access center is used heavily, produces questions about how to use access. The geographic location. The facility should
programs reflecting the diversity of the center should provide frequent have regular hours that include evening
community, and has a strong Y opportunities to begin and weekend times. By-appointment-only
viewership. On the flip . training at various arrangements create a closed atmosphere.
A m a n a g e m e n t
side, an access failure levels. The begin- Walk-in business should be accepted as the
was underfunded, needs to create an ning courses schedule allows. Facilities should be
1
isolated, trained few atmosphere that should simplify accessible and usable by the handicapped
residents, and produced makes people want technology as wherever reasonably possible. The facility
few programs. How can 7 to be there." much as possible. should be centrally located in the commu-
an access center make L A Courses should nity served or, if there are multiple
itself into a success? It has to do include how to express facilities, located in geographically
I
with the facility's mission. oneself through video effectively, rather dispersed areas. The center needs to be in
1. The mission must first of all than only teaching people the rudiments of a busy public area where there are other
strongly support the idea of public pushing buttons. The policies of the community institutions and businesses and
access. The facility must provide people facility should keep paperwork and where people feel safe. Prominent signage
with a nondiscriminatory opportunity to administrative hoops to a minimum, be helps community awareness of its exist-
speak to a large public audience using the administered fairly, and not be created in ence. Staff members must exude an
medium of television-a medium that reaction to singular bad experiences attitude of welcoming and openness to all
would otherwise be closed to the public. without examining the broader impact of comers. The facility must remain finan-
2. The public access facility must the change. Reservations should give cially accessible to all in the community.
provide the community with an oppor- producers ample time to do their produc- This does not rule out fees. The center
tunity to listen to a diversity of views. In tion and post-production work. If you needs to be able to accommodate a variety
order to provide a true opportunity to the wonder what that might be, ask across- of programmatic styles in a timely manner,
community, the center must encourage section of producers what seems reason- including live programming, call-in
use. able. Centers should provide plenty of programs, and simple technical setups for
a) The facility space and theproduc- opportunities for success and recognition. those who do not want to learn a lot of
tion equipment must meet the demand for Always have people available to provide See Frontline Strategies, page 19...
use. A typical center should have adequate
studio space, separate post-production
facilities, ample storage space for sets. and
rooms to accommodate large groups of
people. The space should have the feel of a
public community building where people
feel comfortable just walking in. The
comfort of people should be prioritized
over a highly technical look to the facility.
Equipment should be user friendly
and able to serve the needs of people who
are just learning video as well as those
who are more experienced. This means
that a facility should have everything from
camcorders, to industrial-grade 3-chip
cameras in a studio configuration, to
digital effects, if affordable. Equipment
maintenance should be a high-priority
item in the budget. Users will quickly get
discouraged by nonfunctioning equipment.
Funders need to keep in mind that as
8 CMR
Lessons From Greensboro
Buildina Community Support
- - -
4
by Sally Alvarez its slogan, "A New Face For Cable 8." which opposed the expansion of the access
L
aunching an access channel is like The Obstacles. Building community channels. This hostility is nothing new to
launching an untested boat in support for public access television had access veterans. We have continued to
stormy waters. Will it float? Will it been the guiding principle of all our work work for a relationship with the press in
leak? Will the crew jump ship? Will Jaws leading up to that which we are not
appear just ahead of Hurricane Fran? day. We had seen as competition,
That's just how we felt in Greensboro, several strikes but as partners on
NC, in October of 1996 when we launched against us. We Greensboro's media
our new public access channel for the have a 15-year scene. We know
citizens of Greenshoro: Cable 8. When the legacy of an this will only
mayor broke a (prop) bottle of champagne access channel change over time as
(confetti) over a TV set in the middle of that was operated the programming
downtown Greensboro, it was a culmina- by Cablevision improves and the
tion of five years of sweat, tears, and hope (TWE) before diversity of the
for dozens of access supporters. our takeover. community can
We breathed a sigh of relief that day Channel 8 had actually be seen on
Photo courtesv GCTV
as the confetti flew, but we know we are been a mixed GCTV Board members are all smiles at the the
engaged in a long-term campaign. We had "catch-all" opening of the new access facility in A New Face
helped navigate the city through a tortuous channel with a downtown Greensboro. L-R: Michael when
contract renegotiation with Cablevision hodgepodge of Coleman, President Laura Under, E.D. Karen we got
(Time Warner) that had resulted in an commercial Toerin-e , Sally Alvarez and Bailev Hob-eo od. plan the launch of
agreement promising the community .pr og- ramming- , a the new channel,
$475,000 in start-up money for a new few school system shows, and City we knew we had to take advantage of the
access operation. We were lucky to have a Council meetings. There was no outreach, publicity "boost" we could get from the
farsighted mayor and city council who saw little training, old cranky equipment, and switch-over to GCTV management and the
through the hype about controversial very poor technical quality. Community new "look" of the channel. We wanted to
programming and believed in the impor- producers who managed to get programs pull together diverse elements of the
tance of a free speech forum on local TV. on the channel were generally either community to solve some of the problems
The new contract, signed in October of stalwart religions programmers or entre- mentioned above. We decided to "launch
1994, also granted the community preneurs who used the channel to develop the channel with as much fanfare as
moderate operating funds for the 10-year their own unique brand of commercial possible. We set the launch for early
contract duration. Cablevision had agreed public affairs. The channel had also September, based upon when we thought
to assign separate channels to public, attracted a few local musicians, and a the new facility would be ready. We
educational, and couple of vanity eventually had to bump it to early October
governmental access, video performers due to construction and equipment delays.
and to turn over whose sophomoric but the launch planning actually began in
operation of the new antics had April. Even though our budget is very
public access channel mobilized the limited, we decided to hire an event
to a community board more vocal coordinator to help with the details of the
charged with setting up elements of plan, and she proved to be invaluable. She
a nonprofit corporation Greensboro's took a lot of the burden off volunteer
to manage it. After relatively conser- board members for mailings, publicity, and
considerable political vative community coordinating the events themselves. She
wrangling among city f- t^o c all for banning particularly focused on working with the
members, the community at large and with the media. In
E.D. Karen Toering (L)g reets guests at
new board was the opening reception of the channel altogether. addition, she made it possible for Execu-
appointed in May Of h n c h i ncluding Epilepsy Association We also had tive Director Karen Toering to concen-
1995, and met for the E.D. Dixie Hodge (R), one of Channel 8's "perienced a trate on the renovation and equipping of
first time in June. pioneerprogramrners. somewhat the new facility that was happening at
Fifteen months later, uncooperative exactly the same time the launch activities
Greensboro Community Television, Inc. attitude from the local press which, when swung into high gear. We had several
(GCTV) had a dynamic new executive it paid attention at all, seemed always to components for our plan:
director, a staff, a newly renovated and be interested in the "kooks and crazies" First we created a launch committee
equipped facility, and was ready to launch angle. We even met several times with the of prominent and active citizens plus
Greensboro's new access operation with newspaper about their editorial policy, See Building, page 20...
CMR 9
West Allis, Wisconsin
The Road to Renewal
by Mary Shanahan-Spanic elected or appointed to the WACCC board. managed to alienate the cable company,
To begin describing the (compara- Things began to change the mayor, the city administrator, the cable
tively) successful refranchising In 1988, after years of disinterest, the administrator, and even the president of
result in West Allis, Wisconsin, a city demanded an audit be performed by the WACCC board who had hired him.
suburb bordering on Milwaukee, it is Peat Marwick. Certain problems were The situation escalated to the point that the
necessary to look back and reflect on the officially identified and recommendations city was on the verge of shutting down the
history of community television in this made that provided a change of direction organization and bringing its function
formerly blue-collar community. for the organization. From then on, the inside City Hall.
The original 1980 premise and design city kept a keen eye on WACCC. This is when I entered the picture. I
for access facilitation in West Allis was a Community Access Resources. In began as executive director of WACCC in
faulty one. The cable company would the original cable contract, two commu- March of 1993 and undertook the job of
provide the equipment, developing a strategy that would reestab-
training, and facilitation, lish trust on the part of the City of West
and a not-for-profit, 'The situation one to be located at the Allis and instill a perception of credibility
community-based board, cable compa-ny and shared in the community.
the West Allis Commu- escalated to the with local or~anizations- Rebuilding Confidence in WACCC.
nity Communications point that the city were to be built. The The first thing I did was meet individually
Corporation (WACCC), proposal included hiring with city officials, cable company staff,
initially appointed by the was on the verge Of five fuãtims taff mem- and school district people in an attempt to
mayor, would provide shutting down the hers. establish rapport. I assured them that I
grants to individual ...." The studio at the cable appreciated and understood each of their
organization
producers, offer input on company was provided, and perspectives, that WACCC wanted to work
policies governing the "one and one-half staff cooperatively, and that public access,
public's use of the people" were made avail- when managed effectively, can serve and
equipment, and promote the channel. able to facilitate all access activities, benefit all concerned parties, especially
WACCC would receive $25,000, or one including manual playback. The cable the community. I sensed the skepticism on
and one-half percent of the gross revenues. company said they didn't need to provide their part, based on past history, but the
The funding was over and above the three more staff because there was little de- door was opened to the possibility of
percent franchise fee that was going to the mand. Yet. if someone called to reserve the progress and forward movement.
city. combined studioleditor, it was always The next thing I initiated was a
Besides awarding grants, WACCC booked. Trainers had to leave workshops monthly computerized Treasurer's
spent about $4500 a year on printing the to change the playback tapes. No meeting Report and Executive Director's Report.
channel listings in a local paper. It also rooms or common areas were provided to The report covered outreach and training
spent a lot of money on rent, furniture, and plan, socialize, or monitor the channel. activities, WACCC Committee Activity
attending conferences, even though it was There was a remote truck available, but Reports, equipment utilization, and new
not a direct service provider. The organi- workshops were few and far between. The program information. Since the city has
zation did not become tax exempt until portable tube cameras purchased in 1980 oversight authority for WACCC, our
1991. Over the years the government ate a had such a lag problem that when you business is their business. The more they
substantial amount of resources. moved the camera it looked as it you were knew, the better they could understand and
The volunteer programmers felt the dissolving from one shot to another. All of support our mission and function. I met
organization was not open to their input, these obstacles led to disappointment, monthly with the City of West Allis's
did not encourage dues-paying members, which led to a fall-off in volunteer Cable Administrator. I shared the good
had no direct influence over the cable programmers and the number of shows and the bad, the challenges, the successes,
company policies that were governing produced. and the heartbreaks.
their production activity, was misguided, In 1991, the WACCC Board really got I also started to meet and work with
and met behind closed doors. focused. They filed for tax-exempt status the leaders of many West Allis organiza-
The programmers formed their own and hired their first staff person. The new tions, including the Chamber of Com-
volunteer organization, the West AUis executive director began to push the cable merce, the League of Women Voters, and
Community Programmers Association. company and the city on the issues the West Allis Charities. I also produced
After complaints to the city filed by the brought forward by the programmers. a monthly live call-in show with the then-
programmers association regarding Yet the city had little or no interest in mayor of West Allis John 'Hirck.
WACCC operating procedures and some keeping tabs on the cable company's People in the city became aware of
embarrassing local newspaper articles, performance. who I was, what my agenda was, what
eventually some of the programmers were The executive director of WACCC See The Road to Renewal, page 22...
10 CMR
