I’m particularly proud that this issue of Community Media Review is dedicated to the producers and media centers that make a difference in their local communities. After all, my first experience with public educational, and government (PEG) access was as a volunteer producer working towards social change in my own local community. In a larger sense, the Alliance for Community Media works on behalf of its members to make a difference in the national community. By learning from the producers and access centers who positively affect their local communities, I believe that the Alliance can make a greater impact on the national community.

Hallmarks of Success.

With my experience in and observation of grassroots efforts, I've noticed that successful organizations usually cope well with internal challenges. First and foremost, these "high-achievers" have a unified vision -- a clear sense of who they are and what their purpose is. Second, they have a committed, energetic, and effective leadership. Third, they have attained a level of financial security which allows their leadership to pursue their unified vision. Last, they are adaptable as the world around them changes.

Unified Vision.

Several times in the past, the Alliance Board of Directors has agonized over the organization's mission and its constituents. As approved in 1992, the mission of the Alliance for Community Media is "to advance democratic ideals by ensuring that people have access to electronic media and by promoting effective communication through community uses of media.” The constituents that the Alliance should serve is less clear -- and is still being debated. Even muddier is the identity of the organization itself. Some members believe that the Alliance is a sprawl of autonomous collectives (based on geography and interest) rather than a single organization, united behind a single purpose. Much more work is needed to unify our vision, build cooperation, and establish trust between the many organizational elements of the Alliance. I believe that better communication is the key -- and the National Office is committed to facilitating that dialogue.

Effective Leadership.

The Alliance is fortunate in having many dedicated leaders at the national, regional, and local levels. Unfortunately, new leaders spend more time than necessary just learning Alliance procedures -- and prospective leaders are often unsure as to how to become involved. For the leadership to become even more effective, I believe the Alliance could create a leadership education and training program and institute a leadership evaluation process. In order to provide our governing and advisory bodies with a wider range of skills, we also need to tap more individuals from outside the Alliance membership. The Alliance could use more professionals with expertise in such areas as financial management and accounting, marketing, public relations, non-profit law, association management, fundraising, electronic and print publication, research, government relations, etc.

Financial Security.

The most motivating vision and the best leadership can still be greatly hobbled by financial insecurity. The efforts of the organization can be too easily absorbed by financial concerns rather than focused on creating an impact. I believe that this is the greatest challenge facing the Alliance right now. Ironically, the problem stems from generosity rather than mismanagement or impoverishment. Traditionally, membership dues have been established more for an eye toward what is considered "affordable" rather than by what a particular service actually costs. Here are two examples: l) Based on the 1995 budget for direct and indirect costs, the average annual cost of providing one membership is around $61.00 — and yet the majority of members pay $25 or $35; and 2) the budgeted direct and indirect costs of the Hometown Video Festival divided by the number of entrants is about $43 — yet the average paid by the entrants is about $35.

The Alliance has already used cost allocation calculations to assure that the 1995 conference registration fees will actually cover the full expenses of the event. In order to achieve financial stability, the Alliance must use the same approach in determining membership and Hometown fees right now. (By the way, the National Office has not received a single complaint about the increased conference prices - which were raised between $50 and S105 for the full conference.)

Adaptability.

The world changes around us. Our only choices are to evolve and thrive - or stagnate. For community media, the change is most dramatic in the areas of technology, legislation, and regulation. As a national membership organization, the Alliance must adapt its internal structure and external strategies in order to deal effectively with these changes. Fortunately, the National Board of Directors is currently focusing its energies in guiding this evolution. The Board is both working closely with the National Office to improve our financial stability and engaging in a long-range strategic planning process. Already the Strategic Planning Committee (chaired by Julie Omelchuck of the Mount Hood Regulatory Commission) has facilitated two Board planning sessions.

Alliance "Mega-strategies"

At its September 1994 meeting, the Board identified four "mega-strategies" which would support the overall mission of the Alliance. Those mega-strategies are: (1) framing the debate; (2) pursuing a supportive legal and regulatory environment; (3) building coalitions; and (4) supporting local organizing. Since the Committee will be asking for more member involvement in this process, I thought I'd start the discussion by offering my own ideas on the tactics and activities suggested by these mega-strategies:

(1) Framing the Debate.

In order to properly "frame the debate," I believe we need to gather information and opinion, analyze this data, involve various constituents in developing positions based on this analysis, and then disseminate our positions. Primary research projects would start at the national level. The coordination of the research would be assisted by regional and local activities. Responses to the research would take place at the local level. Compilation would then take place at the national level. Policy development would be coordinated by the National Office at national, regional and state level forums. Synthesis and endorsement of positions and policies would take place at the national level. Media relations would be provided at the national level. The National Office would also provide support materials to assist the cultivation of media at the local level. The policies, positions, and activities of the Alliance would be promoted to the media at the national and local levels. Public relations efforts would promote the policies, positions, and activities of the Alliance through national and local advertising and marketing efforts.

(2) Pursuing a Supportive Legal and Regulatory Environment.

The Alliance's public policy efforts must span the three branches of government and extend from national to local efforts. The executive/administrative branch, at the national level, includes the offices of the President and Vice President, as well as those agencies overseen by the executive branch, such as the Federal Communications Commission and U.S. Department of Commerce. At the state level, the Alliance must focus on the various state governors and their agencies which deal with telecommunications issues, such as public utilities commissions (PUC's). At the local level, the Alliance needs to support efforts targeting Mayors (or equivalents) and their commissions or appropriate departments. The legislative branch at the national level includes the appropriate Subcommittees and Committees of both chambers of the U.S. Congress, as well as the various staff members and counsels. At the state level, the Alliance must focus on the various state houses and their committees. At the local level, the Alliance needs to support efforts targeting the councils, boards of supervisors, or their equivalent. The judicial branch at the national level includes the federal courts and Supreme Court. At the state level, the Alliance must focus on the district courts. At the local level, the Alliance needs to support efforts targeting local judges.

(3) Building Coalitions.

As appropriate, the Alliance should build coalitions at the international, national, regional and local levels with: (1) similar technical or telecommunications non-profit organizations; (2) non-profit organizations which depend on or use electronic media; and (3) commercial providers of technical and/or telecommunications services.

(4) Supporting Local Organizing.

The Alliance's mission does not involve directly connecting people to electronic media -- but supporting those individuals and organizations which do provide that connection. "How-to" information could be developed and updated through informational packets and publications which will assist in establishing and improving local efforts to connect people with electronic media. Although this would be coordinated at the national level, information gathering would happen at the local level. Current news is necessary to stay on top of important current events and public policy issues. The Alliance should gather and disseminate information at the national and regional/state levels, both via print and electronic communication methods. Training sessions and networking meetings would be facilitated in order to encourage training for local organizing, networking, and dissemination of information. At national level, the Alliance should support at least one annual gathering, several regional/state-wide gatherings, and local events of shorter duration (such as networking lunches, public speaking engagements, on-site technical assistance, workshops, etc.) Networking would be encouraged for individuals with similar situations and problems in order to share their experiences and assist others. The Alliance should therefore coordinate specialized directories and "special interest groups" (SIGs) based on specific criteria, both at the national and regional/state levels, Showcasing activities such as competitions, festivals, and awards arc significant incentives for showcasing the best efforts in local organizing. The Alliance should continue to manage the Hometown Video Festival and communication center awards at the national level, continue to coordinate regional/statewide festivals, and explore other ways of recognizing local organizing excellence. Distribution of community media examples of excellence is an important element of promoting "everyone's access to electronic media." The Alliance should be more aggressive in exploring distribution methods at the national level (such as direct broadcast satellite and the internet), at the regional/state level (such as state university networks, regional Bell VDT systems, etc.); and at the local level (such as cable TV and low power TV).

Making a Difference in the National Community.

As I've mentioned, these pages of CMR show ways that community media centers and producers have made a difference in our local communities. Such expertise, energy, and commitment at the local level can also be used to great effect at the national level. So even if you are "only" a volunteer producer, a local board member, an overworked staff member, a media instructor, or a cable regulator, I urge you to get more involved with the Alliance. With your help, we can improve upon the "hallmarks of success" for the Alliance and create effective ways to advance our mega-strategies. And together, we can truly make a difference in our national community.