SUBMITTED BY
PHILADELPHIA COMMUNITY ACCESS COALITION
(PCAC)
.
EXECUTIVE SUMMARY
Philadelphia is known as the birthplace of the nation with a history rich in its diversity of opinions, acceptance of non-traditional approaches to innovating government, and celebrating the difference of its citizens that unites our communities. This rich tradition of democracy requires all points of view and voices to be heard to ensure the protection of rights founded in the Constitution. This business plan presents a roadmap to providing the citizens of Philadelphia access to public cable television resources. Public access would create the ultimate electronic forum for free speech and expression which is consistent with Mayor John Street’s vision of Neighborhood Transformation by creating a vehicle to engage people in the neighborhoods as partners in creating the future of the city.

Philadelphia is the largest city in the United States without public access cable television, despite legislation from 1983 which mandates the creation and operation of a public access system, and the collection of franchise fees to pay for such a system. This business plan presents a feasible scenario for the implementation of public access in Philadelphia and includes details on the facilities of a central center that would consist of studios, editing labs, production equipment, and space for training. The plan also updates the original cable franchise provisions by taking into account significant changes in technology and budget restrictions and presents a scalable model for the development of a suggested measured expansion to include neighborhood centers.

The plan suggests strategies to increase the funds available for the public access system, with a section on alternate funding sources and collaborations with other communities of interest.

Throughout the six years of its campaign the Philadelphia Community Access Coalition has come to understand many of the communications needs of the individuals and organizations in Philadelphia. This plan comes from years of building a coalition that is working to claim a space for community media inthis digital age.

BACKGROUND ANALYSIS

About Public Access
Public access is a system on cable television where people would have access to equipment and training to make and broadcast their own non-commercial programs, publicize their activities or get their message out without having to buy airtime.

The public receives access to these facilities as compensation from the cable companies that are given the right to do business within a given municipality, including the use of public rights of way (sidewalks, telephone poles, etc.). This compensation is in the form of franchise fees that are paid to the City and an agreement to provide facilities and equipment and channel capacity for public access.

Public access cable is not the same as public broadcasting. Public or community access programming and content production is open to everyone in the community on a first come first served basis. Public access serves as an "electronic park" where people from all different types of communities have the opportunity to share their views and information on just about anything—arts and culture, sports, cooking, religion, education, local issues, national news, health concerns—the list is only limited by the citizenry’s imagination.

Since 1983 there have been significant changes to communications technology, including the rise of the Internet, widespread use of the personal computer, and the development of bandwidth technologies. Through public access broadband and other digital technologies the average citizen can maximize their involvement in the new digital age.

In recent years the cable industry has undergone a period of intense consolidation. In the summer of 2001, the largest seven cable operators controlled over 80 percent of all US cable subscribers—up from 65 percent in 1996 and 44 percent in 1991. With the current trends towards more media consolidation, the need to air local voices makes public access even more important.

Provisions for Public Access in Philadelphia
Legislation and funding exist for Philadelphia’s public access system. In 1983, City Council passed Ordinance 1963 , which mandated the formation of an independent nonprofit access corporation charged with the administration, promotion and development of a non-discriminatory public access system in Philadelphia. The ordinance also set forth initial by-laws for the composition and procedures of the corporation’s board of directors, appointed by the Mayor and City Council.

The original cable franchise agreements , which were signed in 1984, included provisions for the system, including operating and start-up funds, equipment replacement funds, and the allocation of five analog channels for public access use. These commitments were reaffirmed in the new cable contracts with the City in 1998-99.

KEYS TO SUCCESS

Central Center: The Heart of the System

The Central Center would be the hub of Philadelphia’s public access system—a state-of-art multimedia facility with the latest computers and digital video production equipment. People from all walks of life, young and old alike, would come here to be taught how to write, produce, edit and broadcast videos and programs. Everyday people could become TV broadcasters, Internet journalists, and video storytellers. The central facility would be an integrated technology center that combines the wonders of the Internet and cable access so Philadelphians can broadcast their ideas to their neighbors and the world.

FACILITIES

The center should be 4,000-6,000 square feet in size to be able to serve as the system hub and comfortably accommodate the equipment, studios, classrooms, staff, and hundreds of members that it will serve. The center should be located in Center City with easy access to public transportation
Because of budget restrictions, ideally the center should be housed in a donated space that would be renovated to meet the needs of a state-of-the-art central public access facility. One possibility might be the Thomas Durham Elementary School located at the corner of 16th& Lombard Streets which was recently closed by the School District. The school is a four story masonry building with an average size school yard that could accommodate equipment and off-street parking. The building could be donated by the City to the Public Access Corporation for nominal rent or as an in-kind contribution, provided the building afforded sufficient interior square footage and adaptable reuse of building systems to support television operation. The general idea is to acquire an existing City-owned building to retrofit for the public access system as opposed to constructing a facility from scratch.

The central facility should contain most, if not all, of the following: one state-of-the-art television main studio, possibly with auditorium style seating to comfortably accommodate an audience for live or taped broadcasts. The main studio would produce and broadcast interactive talk shows, performing arts, community meetings, and electronic town halls.

A smaller studio would serve as a training studio where production workshops would be conducted, leaving the main studio free for on-air production. The mini-studio could also be used to for simpler productions, such as news broadcasts or talk shows. In addition to the studios, the Center would also have editing facilities with diverse levels of functionality, accommodating all the possible needs of producers. They would offer basic and intermediate video editing, sound recording and editing, and graphic creation for pre/post production work.

The Center would also provide certified producers with access to field camera packages that they could check out to document community events or do their own field production. Smart classroom space for workshops would have Internet access and be equipped with projection equipment.
Wired meeting space for orientation sessions, meetings and teleconferences would be available to producers, members, and staff. There would also be space for an equipment workroom and storage for equipment and supplies.

A tape library would catalogue all work developed at the center. A community newsstand would feature community papers and newsletters produced at the Center, as well as other printed materials such as information about trainings, productions and program listings.
Finally, administrative space must be part of the design of the center to house the offices and workspace of staff.

TRAINING

The trainings offered by the center would seek to develop the technological capabilities of the participants so they would be able to take full advantage of the tools the Center provides to tell their own stories, empower themselves, and their communities. Specialized trainings would also be available for youth, people with disabilities and other target groups.

The Center would require all applicants to attend an orientation workshop that would give a full overview of the purpose, policies and procedures, and benefits of Philadelphia Public Access Corporation. This orientation would be a mandatory prerequisite to all training or use of the public access system.
After attending an orientation session, members would be required to take a media literacy class that would teach future producers the power of the television medium, how to use it responsibly, and how it can be used both as a resource for personal expression and a tool for community empowerment.
The third phase of training would be in technical skills in television studio or field production, and editing workshops.

After the required trainings are successfully completed, the member would become a certified producer. Then a producer’s studio time, editing time or equipment could all be reserved and a time slot given for broadcast on one of the public access channels.

Additional workshops could also be offered to help producers enhance their production and editing skills. Such workshops could include computer basics, website design, desktop publishing, animation, advanced editing techniques, etc.

PROGRAMMING

Public access programs would be a sample of the diverse social, political, ethnic, and artistic communities that can be found in Philadelphia. The programming featured on the public access channels would give a direct voice to the various neighborhoods, groups, and points of view that exist in such a diverse and vibrant city. Expect to see a variety of information on local topics that address the specific needs of targeted populations.

Despite the fact that minorities make up more than half of Philadelphia’s population, they are often deprived access to television media. Also mainstream television sometimes portrays minorities, particularly immigrants and African Americans, in stereotypical and discriminatory ways. With public access, minorities could create programming that generates positive images of themselves, tells their own stories, and represents them in an honest and real manner.

Programs could include: neighborhood news and community views, youth and seniors, Irish and Haitians, jazz and hip hop, arts and culture, economic and labor issues. Student artists could showcase their work, religious organizations share spiritual programming, and immigrant communities could make shows in their own language. Other types of programs that could be found on the public access system include government affairs, emergency preparedness, parades, festivals, and block parties.

A bulletin board service could feature community announcements about educational opportunities, civic activities, City services, and other events—all in the languages of the people of Philadelphia.

Some programs could combine the impact of television with the immediacy of the telephone "hotline". Non-profit organizations could produce their own live call-in programs addressing a wide range of issues from health issues and economic development to education and politics. Groups would be able to respond immediately to viewer questions and refer people to needed services.

COMMUNITY OUTREACH

Outreach efforts would be conducted to promote public awareness and use of the access system, particularly within under-served and minority communities. Outreach would also help to cultivate community building collaborations and partnerships, and promote public access availability to government agencies, religious and cultural organizations, and non-profits.

MOBILE VAN

A fully equipped mobile van would be available to go into Philadelphia’s neighborhoods and document block parties, parades, community meetings, church services, and sporting events. It would likely have microwave capability that transmits live broadcasts from community events.

STAFF

A professional staff would improve the functioning of the system as a public forum communication tool. A diversified staff which is inclusive of racial and ethnic minorities would also be a priority of Philadelphia Public Access Corporation (PPAC).

Executive Director (Full-time)
The Executive Director would be responsible for the leadership and management of the public access system—the Center, channels, mobile van, and staff. The Executive Director would manage the annual budget, conduct fundraising activities and develop programming initiatives; and serve as the main liaison between the Corporation, Board of Directors, City government, franchisees, sponsors, and the community.

Public Relations Director (Full-time)
The Public Relations Director would be responsible for promoting public access in the community and in the local press, and assess community needs and work with the executive director and media educators to develop programs, trainings, and collaborative projects with non-profits. S/he would also help with development and seeking alternative funding sources.

Community Media Educators (Two full time positions)
The Community Media Educators of PPAC would be responsible for developing and teaching trainings and workshops on video production, editing, graphics and web design. They would also work with the Executive Director and Public Relations Director to build and sustain relationships with non-profits, arts and culture organizations, faith-based institutions, labor unions, the School District, and the cable franchise companies.

Office Manager (Full time)
The Office Manager would monitor the day-to-day administrative, financial and office activities, and be responsible for bookkeeping, payroll, billing, and assisting the executive director with maintaining the budget. The Office Manager would also oversee equipment checkout, volunteer coordination, and the scheduling of the studios, meeting rooms and mobile van(s).

Administrative Assistant (Part-time)
The Administrative Assistant would be responsible for the library, tape management, and assisting the Office Manager. They also would be responsible forcorrespondence, answering the office telephone, and the reception of guests and members.

Master Control Operator and Technician (Two full-time positions)
The Master Control Operator, as the term implies, would have overall technical responsibility for what happens in the studios, mobile van(s), and broadcast and transmission of the public access system. The Technician would be responsible for equipment maintenance and replacement in the studios, filed equipment, and the mobile van(s). Other responsibilities would include evaluating and researching equipment replacements and upgrades.

Other Opportunities
The Central Center would provide a myriad of other opportunities to for interns, volunteers, and students to gain experience and learn valuable skills.

COSTS

Start Up Budget
The total start-up funds allocated in the franchise agreements for the central center is $600,000. These funds would cover the equipment purchases and renovation costs needed to turn a donated space into a state-of the art community media center. The total amount listed below for start up exceeds the $600,000 allotment, however there are a number of creative ways to make up the difference.

To offset the costs the Public Access Corporation would seek to collaborate with one or more groups who would benefit being part of a community media center . The list of possible organizations throughout Philadelphia who might benefit from such an arrangement is long, including non-profits, cultural andcommunity groups, the School District, and possibly some commercial ventures. However, the School District of Philadelphia Cable Television Unit and WYBE TV 35 have outwardly expressed their interest to the City of Philadelphia to be part of a combined media access center.

Costs would be further offset by the fact that the public access facility would be equipped at a time when digital technologies are becoming more widely used and more affordable. Philadelphia’s facility can now be fully equipped with the latest and most cost-effective digital equipment on the market.

Start-Up Expenses :

CENTRAL FACILITY WITH 2 STUDIOS AND 2 CONTROL ROOMS

One large and one mini studio 543,550
10 Editing Suites 69,910
Broadcast Headend 75,000
Subtotal 688,460

FIELD EQUIPMENT

Mobile Production Van 150,000
5 Field camera packages and related equipment 37,169
Duplication 19,554
Installation and Design 45,000

Subtotal 251,723

GRAND TOTAL $ 940,183

* Equipment Replacement $300,000 (lump sum as allocated by Franchise agreements)

Operating Budget

The total operating funds allocated in the franchise agreements for the central center is $500,000. These funds would be used to pay staff salaries and cover the operational costs of the center.

Annual Expenses :

FACILITY

Building maintenance 8,000
Housekeeping 10,000
Building supplies 25,000
Utilities 60,000
Telephone 7,000
Subtotal 110,000

ADMINISTRATIVE

Office Supplies 7,000
Postage 4,000
Printing 9,000
Van 5,000
Taxes 55,000
Insurance 10,000
Personnel 400,000

Subtotal 490,000

GRAND TOTAL $ 600,000

THE NEIGHBORHOOD CENTERS

A Vision for the Future
In the franchise agreements, start-up money is allocated for two neighborhood training centers to be located in each cable district (for a total of 8). While the primary focus of the public access system would be to establish a state-of-the-art central facility, the vision for Philadelphia’s public access system should be fluid and scalable according to demand and available resources. As additional funding is secured, the system would ideally grow to include neighborhood centers, perhaps starting with one center in each cable district, and depending on the needs of the community, could expand as appropriate.

The neighborhood centers would include at minimum:
· One small studio
· Two editing work stations
· Training space
· Tape-drop off
· A full-time staff person available for assistance in production and editing.

COSTS

In assessing the cost of the neighborhood centers, collaboration with other community groups, non-profits, and/or schools is recommended. There are many organizations in Philadelphia that are involved in video training and production and would benefit from becoming a collaborating partner with the public access system. These organizations could share in start-up and operating costs.

The franchise agreements allocate $1,200,000 in start-up funds for the neighborhood centers, as well as $600,000 for equipment replacement. The operating costs for the satellite centers could be additionally funded through alternate funding sources.

IMPACT

Economic and Technology Advancement
Public access would provide job creation and job training through both the access facility as well as programming. Much of the recent development in Philadelphia centers around the tourist and entertainment industries, which typically create low-paying service-oriented jobs, but public access could play an important role in cultivating better jobs within those fields. Issues such as the digital divide would be addressed by providing access, training and computers, and providing the computer literacy skills necessary in today’s information-driven economy. Public access would contribute to the growth of a workforce skilled in the areas of digital media that would attract a range of high-tech industries, from software developers to major film productions besides supporting many of the city’s existing businesses.

A More Engaged and Informed Community
By providing the tools and public space for community members to create and air their own programming, many issues that are absent from public dialog would be covered. Public access could also benefit the City by extending the outreach efforts of its government and social services. Unlike the sound byte driven news programs, issues could be discussed in greater detail and more completely. Citizens would learn to become creators not just consumers of media.

Greater Civic Pride, Participation and Connection
Unlike the local programming created by news shows which often concentrate on the negative, the content created by residents through the access center could focus on positive issues, on celebrating life in Philadelphia, as well as the day to day events. This type of program content would build pride in the community and in the people. Also, by sharing stories across communities, people could learn about what they have in common rather than concentrating on areas of division.

More Literate and Savvy Media Users
Through training and program creation, individuals would become more familiar with the way media works and often creates a bias in the way it portrays different people, issues and events. By becoming aware of this and through creating their own media, community members would become more savvy consumers and better able to make informed decisions.

Contributions to Philadelphia’s Community and Cultural Life
We envision the access centers as community centers, where people of all ages, genders, races, sexual orientations and religions can come and feel welcomed. By creating an attractive and inviting physical space and by offering training, computer access and scheduled events that appeal to local residents, we hope the centers would become a public space where people could connect and share with one another in a safe and enriching environment.

ALTERNATIVE FUNDING SOURCES

Membership Fees
Annual membership fees paid by individual members and organizational members would be an additional revenue source for Philadelphia Public1 Access Corporation and one which would continue to grow as the system establishes itself and becomes more known.

Grants
As is the case with other public access centers, the Executive Director would seek out grants from private and public funding sources in order to expand the system, develop new programs, produce its own programming, and better serve the needs of the community. Since the public access system would likely collaborate with other organizations in the use and maintenance of the central and neighborhood centers, the corporation would also benefit from collaborative fundraising efforts that are very attractive to sponsors.

Equipment Rental and Production Services
While equipment and production facilities are first and foremost available to members at minimal to no cost, these could be rented out to for-profit or contracted city government projects in order to generate additional revenue. Revenue would also be collected form tape sales to members and other using the facility.

RECOMMENDATIONS FOR POLICIES AND PROCEDURES

Eligibility
Memberships would be made available to every Philadelphia resident regardless of race, sex, creed, religion, sexual orientation, age, disability, or economic status. To become a member an individual should be a resident of Philadelphia, pay annual membership fees, and agree to abide by the policies and procedures of the system. A non-profit organization or community groups would become a member by submitting proof of the non-profit’s street address within Philadelphia, paying an annual membership fee, and agreeing to abide by the policies and procedures. Any failure to abide by the published guidelines would result in the termination of the rights of the members and/or producers.

Membership Fees
Annual membership fees would be collected from of individuals and organizations to offset nominal costs. They usually range from $10 - $50 for individuals and $75 - $300 for an organization. Scholarships would be made available to low income individuals to cover membership and instruction fees.

Program Content
Philadelphia Public Access Corporation would not discriminate against users – residents and non-profits in Philadelphia. However users would be legally responsible for program content and would be required to follow specific policies. The corporation would not assume any responsibility for the content of any programs. Records of all public access systems programs would be made available for public inspection. Standard access programming policy prohibits the following:

OBSCENITY

Programs could not contain material that is obscene. Federal laws states material is obscene if the average person, applying contemporary community standards, would find that the work, taken as a whole, appeals to the prurient interests the work depicts or describes, in a patently offensive way, sexual conduct specifically defined by the applicable state law the work, taken as a whole, lacks serious literary, artistic, political, or scientific value.

SOLICITATION
The public access centers would prohibit the solicitation of funds or other property from viewers

ADVERTISING
The public access centers would prohibit the sale of products or services, including prices, or promote or endorse a trade or business

COMMERCIAL IDENTIFICATION
The public access centers would prohibit programs that identify, promote, or make reference to any product, service, trademark, or brand name in any manner which does not further the noncommercial message of the program or which would jeopardize the noncommercial mandate of the public access system.

MISREPRESENTATION
Programs could not contain any material that is intended to defraud the viewer or designed to obtain money by false or fraudulent pretenses, representations, or promises.

ILLEGALITIES
Programs could not contain any material which constitutes libel, slander, defamation, invasion of privacy or publicity rights, unfair competition, or violation of trademark or copyright or which may otherwise violate any local, state or federal law.
Furthermore, programs cannot contain material that violates federal, state or local law.

CONCLUSION

A public access system in Philadelphia would use cable television’s unique capabilities and other technology to address the unmet communications needs of individuals, nonprofit organizations, and community groups of Philadelphia. The system, with its central facility, cable TV channels, and trainings would maximize the social, cultural, and political benefits of communication technologies and fulfill the need of the people of Philadelphia to tell their stories and communicate with their neighbors about the relevant matters of the day.

Public access can play a vital role in helping Philadelphia continue to transform itself into a destination city—a city of culture, education, economic viability, and the birthplace of American democracy. Furthermore, as home to the world’s largest cable company, it is only fitting that Philadelphia should serve as a national model for community media and media democracy.

The beauty of public access is that the possibilities of services it could provide and how it could be used are virtually limitless.