The VISTA regional collaborative coordinator will manage the initiatives determined by the staff and board of MAP and the other participating stations around sharing specific technology, educational curriculum development, new/social media and PEG management practices. The VISTA will work with CMAP’s Executive Director Kathy Bisbee to increase outreach to regional media centers, continue collaborative efforts with existing partners created during the first VITSA year and implement new technology, marketing and fundraising strategies with both current and emerging collaborative partners.
To fulfill this role, the VISTA will be required to coordinate monthly conference calls and regional meetups; utilize social media tools and Web 2.0 technologies as effectively avenues of communication and education modules between centers; define the roles of each media center in collaborative efforts; schedule site visits to each center, document conversations between centers and determine best practices; identify thought leaders and innovators within the industry; and incorporate new insights into the existing cookbook for regional collaboration.
Ericha has worked the last year to create a collaborative of seven community media centers in northern California to share best practices and resources. The group, now called the California Community Media Exchange (CACMX), has held four day-long summits to address issues they identified as being crucial to their individual centers and the community media movement as a whole: productions, youth media, fundraising, and technology. In addition to creating a strong network which will serve as a solid resource for the centers in the future, the group has created some lasting tangibles to represent CACMX and support community media nationwide:
-The group has developed a website, www.communitymediaexchange.org, which is designed to act as a space for collaboration for community media centers across the country and keep everyone updated on the goings on of CACMX.
-The group laid the foundation for the creation of a quarterly, issue based show and produced one, 30 minute episode introducing who each center in the collaborative is and what they do. -Segments from the collaborative show were edited into a short, three-minute advocacy piece encouraging the support of the Community Access Preservation (CAP) Act, HR 1746.
-Three of the centers of CACMX are in the process of developing a collaborative grant application to establish a Youth Digital Technology Program that links non-profits working with youth to community media centers to cooperatively implement after school and summer programs with the goal of encouraging low income and at risk kids to stay in school.
-CACMX is now working on developing a standardized curriculum for technology classes that can be easily taught and adapted to each community media center in the collaborative and beyond.
Our organization has built our capacity through:
–Learning best practices from other media centers
–Ongoing sharing what we know
–Building our local brand and awareness of our work locally and regionally
–Linking regional work in an organized, structured manner combined with long-term relationships
–Ongoing funding still needs to be acquired to assure that the collaborative work continues.
Ongoing funding still needs to be acquired to assure that the collaborative work continues. There simply wasn’t enough time to fulfill both the program work as well as train the DASC member and develop funding proposals within the timeframe of the one year of service.
We are very pleased to have a DASC member who could accomplish so much, and hope that the program will have an opportunity to again support critical community organizations such as ours.
While being involved with some of CAPAY’s youth/community/media programming plans, our proposed 2009-2010 VISTA member, will primarily be responsible for enhancing CAPAY’s current and future organizational capacity
Goal 1: Activate and mobilize CAPAY’s alumni network to provide increased/ongoing resources
Goal 2: Using Web 2.0 tools to support and streamline organizational communications, mapping of organizational assets (including alumni networking), and outreach/promotion.
Goal 3: Initiate and nurture long-term organizational partnerships in addition to shorter-term project-based collaborations.
Goal 4: Develop assessment and reflection tools with which to document short-and long-term impact of CAPAY program and project participation on youth participants, community members/organizations, and CAPAY alumni
Goal 5: Expand CAPAY’s financial base, including earned income, donations, and grant development.
Molly’s main role in the 2010-2011 service year will be to collect and organize pre-existing content, produce some original content, and produce/package training materials for staff and volunteers to take over the project. This includes archiving CAPAY’s collections of resources and workshops and digitizing them for the CAPAY website and also developing a training curricula that could potentially be used as a revenue stream for CAPAY in the future. The VISTA will also partake in fundraising and grant writing for the program.
Molly was successful in implementing Web 2.0 tools to support and streamline organizational communications. She took over the management of CAPAY’s communications, including CAPAY’s Facebooks and listserve. She worked closely with the CAPAY coordinator Tri Quach to integrate Web 2.0 tools into the new CAPAY website. This includes the development of CAPAY’s media portal, designed to gather Asian American media such as digital stories, blogs, and artist websites (including original CAPAY content). She also worked with one of the CAPAY youth to develop a city-wide blog for youth organizing. Molly made progress in initiating and nurturing long and short term partnerships with other organizations. This includes the promotional video she made with other UMass Boston students for MASAE, a local basketball team. She successfully planned and administered all of the CAPAY YouthLearn internships at other organizations, including UMass Boston’s Asian American Studies Program, BCNC, AACA, ATASK, AFH, and Close to Home. Molly re-established connections with CAPAY alumni, the Alumni Network, which has been meeting actively since June to develop fundraising initiatives and to provide planning assistance and support for the November 2010 CAPAY youth symposium. Molly developed several grant proposals that are pending review.
Molly’s organizing and facilitation with these other Asian American youth programs led to the creation of a Steering Committee (SC) representing the Asian American Civic Association’s Youth Center, the Asian Community Development Corporation’s A-VOYCE, Boston Chinatown Neighborhood Center’s YouLead, and the Chinese Progressive Association’s Chinese Youth Initiative, along with CAPAY. This is an unprecedented accomplishment in terms of Boston Asian American community youth capacity-building and provides an organizational framework to foster programmatic collaboration and coordination, shared research and advocacy, and joint grant submissions.
Thanks to Molly’s efforts in her second year of service, CAPAY was able to generate several new funding proposals to sources that had not been approached in the past; some are still pending; some are interested in further discussion and the potential for future support. With Molly’s help, CAPAY’s Asian American Studies history curriculum and youth video training program are well established; the CAPAY Filmposium established a precedent for showcasing local Asian American youth media during Asian/Pacific American Heritage Month (annually in May), which can continue and expand in future years. Finally, CAPAY’s leadership in the regional coalition (Steering Committee) of Asian American youth organizations/programs is well-established.
“CAPAY thanks Molly for all her support. What a great contribution she has made to the field.”
- Peter Kiang, Supervisor
In relation to the Comprehensive Broadcasting Plan, the Corps member will be responsible for researching current radio technology and preparing cost/benefit analyses for the Board and gathering information about the operations of other community media centers. The Comprehensive Broadcasting Plan would be the priority for the first half of the year and laying the groundwork for the media center would be the focus of the second half of the year and laying the groundwork for the media center would be the focus of the second half of the year. To support the media center concept, the Corps member will gather information on the needs of the community, reach out to organizations/individuals to build partnerships to help meet these needs, determine what each organization has to offer and at what level they would like to participate. The Corps member will also assist in developing a marketing plan to familiarize the community with the new services/trainings/events that will be available at the media center. Working closely with the Station’s promotions committee, the Corps member will assist with organizing two fundraising events to build awareness and raise funds to support the center’s growth. A grant proposal for local funding will also be developed.
David was very helpful in putting together a ‘Brick by Brick’ campaign to help us match a $28,000 gift we had received. He developed the brochure for marketing the campaign and reached out to many individuals for contributions. David was able to research various STL options for the station and determine their feasibility and cost. He secured an agreement with a local building owner to allow us to place a microwave relay station on his building at no cost to the station. So the station is in a much better position to move on these options as we plan our relocation in the Fall. He has completed a Comprehensive Broadcasting Plan to set the strategic direction for the station as we move forward. David has also finalized a proposal for a Community Media Center that will be presented to the Board. What remains to be done is to implement the plan/proposal in conjunction with the move to our new space. We had hoped to be in the space by now, but had significant delays due to the contractor hired to do Phase 1 of the project. We have just entered Phase II which is a remodeling of the station side of the building and expect to move in in October 2011. Getting this facility operational essential to ensuring the sustainability of the project. The new location will increase the station’s visibility, improve the reliance of our signal, expand our community presence and involvement and offer lots of new partnership opportunities.
David contacted a number of local foundations in regards to our building campaign and talked to their Grants Project Managers. Unfortunately, when they found WSLR did not own the building they would be moving in to they discouraged us from submitting applications for funding. Therefore, during David’s term with the station he did not prepare a local grant proposal. However, he is currently working to help us come up with a Festival Proposal to submit for funding to the Arts and Cultural Alliance. David did suffer from a number of health challenges during his year as a VISTA which slowed his progress down. We also suffered significant delays in Phase 1 of our relocation effort. A project the contractor had estimated to take 35 days wound up taking 5 months. Therefore, we were unable to get in the new space and actually see the plan unfold. We had hoped to be further along with the vision of the media center at this time.
“The support for community media projects provided by the Transmission Project has been greatly appreciated. It is oftentimes hard to find funding for smaller grassroots organizations. Having an additional person on staff this past year has been extremely helpful in advancing the goals of WSLR and our larger vision of expanding to a full Community Media and Arts Center. Thanks!”
- Arlene Sweeting, supervisor
The Corps member will build on relationships staff create with local school partners, community-based groups, non-profits, corporations and funders to develop strategies and resources (volunteers, computer donations and funding) for community technology adoption programs. Specifically the L@TCH home computer program which distributes computers to the families of K-12 students that are attending Baltimore City schools.
The program has moved closer to becoming a sustainable model. We have a better idea of how schools can adopt the program with fewer resources from us. There is greater awareness of the L@TCH program, HEBCAC and CCTS in the community. Devon has helped HEBCAC expand their hardware resources to support the computer refurbishing center The program did not meet its objective of 500 systems distributed (331) We need to distribute 70 more system to meet adjusted goal. We will continue to engage schools around a model where they find the resources to underwrite the cost of the systems for their students, and engage teachers to use the educational resources installed on the systems, and use email more to communicate with families.
Devon contributed greatly to the following outcomes: Three hundred fifty families took a L@TCH computer home during the 2010-2011 school year. Students in grades Pre K- 11th in six Baltimore City public schools. All the parents of these students attended one of the 20 Family Computer Workshops held to raise awareness to the responsibilities of having a computer with Internet access in the home and how to use technology to improve the home learning environment. Our L@TCH families have an average of three students per family which means these L@TCH computers have impacted almost 1,000 students. So far two schools are planning to continue the program in their schools and we have yet to meet with the other six schools.
BAVC developed the Neighborhood News Network Project in order to take advantage of the high-speed fiber optic network that connects the local public acces, educational, and government channels to nearly fifteen community sites throughout San Francisco. It has the capacity to support live video streaming and high resolution file transfer from any connected site. In the initial n3 pilot, BAVC will focus on three unique organizations and the constituencies they serve.
The Digital Arts Service Corps member would serve a central and defining role as Project Manager in building and launching the neighborhood news network project, with complete focus for one year on building, implementing, documenting, and evaluating the project, in a way that no current staff member could do without letting their essential duties drop. The Corps member wold be responsible for identifying San Francisco neighborhoods, organizations, and programs that could most benefit from the added capacity of tools and skills required to share relevant, timely, and hyper-local news and information with each other, to conduct research, outreach, documentation, and evaluation tasks, and subsequently to implement a pilot program in a successful, sustainable, and replicable way with guidance, input and participation from BAVC staff and our community partners.
Because of the Corps member’s activities at our organization, we have developed relationships with three local community-based organizations, installed studio equipment at their sites, conducted training with staff and community members, and produced work that will continue to be distributed online and on our channels. Another major outcome of the Corps member’s work was further development of the “neighborhood news network” program model, and curriculum for the program that we can continue to use and adapt for other audiences.
Our service corps member accomplished everything we set out to do during the year. One of the main challenges that limited the scope of what she was able to accomplish was in outreach – namely, recruiting and sustaining the engagement of community producers in each of the workshops. With busy and differing schedules, and possibly because no fee was charged for participation in the workshops, some participants dropped out of the program or showed up inconsistently. This made teamwork and ongoing collaboration among the participants, and the pieces they were trying to produce, a constant challenge, particularly at one of the three sites. This resulted in fewer total participants trained, and fewer quality pieces completed without assistance, but it is also part of the reality of working with these populations. So the fact that we learned from this process still built capacity and understanding within our own organization and will impact our future partnership choices and program design.
Our VISTA will help to launch a new hybrid radio/web media project serving high-quality news and features to community radio audiences in the Seattle area. The VISTA will help design and support a project workflow for recruiting news and information providers, organizing news producers, and preparing content for publication. The VISTA will help recruit and coordinate volunteer radio and media producers from regional community radio stations to host and produce programming. The associate will help create and maintain relationships with partnering media outlets, help maintain a project website, and help deepen network relationships among innovate grassroots, community and ethnic media outlets in the Northwest
The VISTA will also work with the project manager and RTM to conduct outreach to participating news outlets looking for weekly/daily news to feature, to maintain the project website, and the conduct community outreach to help promote the project.
Develop capacity of our two community technology centers focusing on youth digital media programs, through volunteer recruitment, digital media curriculum,and volunteer training. Establish an online repository (knowledge base) for both internal documentation as well as resources shared by the community. San Diego Community Technology Coalition. Improve the quality of workshops, trainings, and resources offered to CTCs, and implementing more rigorous evaluation measures. Develop, in conjunction with the SDCTC directors and advisory council, three proposals for continued funding of SDCTC activities.
Morgan created a digital media committee composed of diverse community members, planned 3 large digital storytelling nights cumulatively drawing over 300 attendees, and created a digital toolkit which includes training on how to create digital stories.
Morgan helped the San Diego Community Technology Coalition move from a very static website, to a drupal/civic space website which allows for staff to enter data in the site and for community members to search a GIS based maps to find CTCs near them. He also helped to establish many community collaborations, in particular where SDCTC is now placed to help San Diego build it’s capacity for free wi-fi access in our underserved communities.
Morgan also helped set-up a new computer lab at our Youth Housing Project which serves 23 formerly homeless youth.
For SDCTC, Morgan brought together some of the more cutting edge technology advocates to our Annual Symposium and to several workshops put on throughout the year. He helped open the eyes of other Community Technology Centers to how they could use technology to advocate for their clients.
Molly will work with the Youth Community Technology Program (YCTP) a youth project within the Korean American Community Services Community Education Department serving at-risk youth ages 17-21 through technical instruction and holistic services. In Particular, Molly will help develop a sustainable system of outreach for you youth technology program students and volunteers (guest speakers, field trip sites, etc), will assist with program activities, will research information around issues of the digital divide to create a program Statement of Need for use in grant writing and will research possible funding streams for the programs.
Ben will serve in a capacity building role related to the social network and technical infrastructure of the DigitalBicycle project. This will include some work in PHP/Drupal, working on user interface and workflow issues, assisting in the development of custom Linux installs for organizational “seeds”, and serving as a liaison with partner organizations. Writing will be a key part of Ben’s service, including documentation, training materials, and grant application materials. He may also serve as a representative of the DigitalBicycle at conferences and meetings, and may be asked to participate in presentations and panel discussions.
Ben successfully created a content moderation module for Drupal using PHP for comments, users, and submitted content. Ben also created an Amazon Lists type module, that allowed users to create lists of things like on Amazon, and get them in an RSS feed.
Ben also did a huge amount of outreach and networking for the “DigitalBicycle” project. He spoke on the New Media Distribution panel at the B&H Photo conference in NYC and at the Beyond Broadcast Conference.
Ben also created logos and graphics for “DigitalBicycle” using inkscape.
Cara will meet bi-weekly with the Community Software Lab (CSL) to increase UTEC’s overall IT capacity and info structure, conduct outreach to the youth of Lowell to attract students and educate the community, and organize monthly workshops for IT youth staff on computer related activities.
Cara will also strategize and assist in strengthening the teen log-in database, conduct planning meetings with young people and staff to set up computer repair business, research/explore how the youth participating in the program might contribute to the financial sustainability of the program through the work which they produce and provide ongoing supervision for the computer lab and youth staff projects.
Cara created the syllabus for and developed the Open School class for teens who are out of school and working toward their GEDs as well as a video training class for youth.
She also did outreach for UTEC’s summer video programs, and connected with local museums, performing spaces, and local teens who expressed a desire to partipate in Cara’s video class.
Cara also helped plan events such as movie and discussion nights in the community.