Library TV: Hosting a Community Media Centre Workshop

1. OLA Superconference: Think It, Do it “Library TV” Or How to Host a Community Media Centre Catherine Edwards BA & John Savage MLIS 1

2. In this workshop we will: 1. Answer the question “Why should my public library host a community media centre?”(first hour) 2. Create a video together. (second hour) * * *short break * * * 3. Think It, Do it: Start to develop a business plan for a community media centre (last hour). 2

3. Imagine for a moment... 3

4. Local Media, Media Literacy, and the Role of Municipalities and Libraries 1. First, there were newspapers and libraries. People participated in civic affairs by joining local organizations and reading newspapers. People learned to read and write in school. Municipalities have supported life-long literacy and access to information through schools and libraries since the 1800s. Where commercial incentives cannot sustain local newspapers, community newspapers often fill the gap. These may be not-for-profits, with contributions by volunteers as well as professional journalists. 4

5. 2. Then, there was radio. • Local radio common since early 1900s • Where commercial radio unavailable, community radio often fills the gap, enabling the expression of a wide range of views on local topics • Over 200 community and campus radio channels in Canada • Not-for-profits programmed by volunteers • Production and listeners use skills learned in school (talking, listening, reading and writing to prepare scripted stories) • No need for additional literacy education 5

6. 3. And then . . . TV A more demanding skillset for video producers and viewers alike: • reading and writing (like print) • audio production (like radio), plus... • the capture and manipulation of moving pictures, which bypass linguistic and analytical faculties used reading or listening to the radio. 6

7. Video and film are widely acknowledged as the dominant medium of the 20th century: powerful and visceral, with the greatest potential to manipulate audiences for better or worse. 7

8. A Famous Case Study: Fogo Island The Challenge: • Small island off Newfoundland dependent on fishing • By 1960s, most inhabitants on welfare; large trawlers taking their catch • Before moving islanders to the mainland, NFB asked to capture on film what islanders thought. The results: For Fogo: • Islanders insisted on viewing and editing footage • They discovered they were articulate • They came up with solutions For Canada: • Process dubbed “the mirror machine” • NFB film crews sent to disadvantaged communities across Canada 8

9. Canada’s pioneering community media policy: CRTC policy: • Cable TV introduced in the 1970s • Cable companies required to set aside one channel for local expression • Cable staff expected to provide training • More than 300 cable community TV channels in Canada by the 1980s Its intent: • Citizen media literacy in the new medium • Training ground for Canada's TV industry • Local content, to balance the influx of American programming • A platform for local dialogue... “the mirror machine” 9

10. But hasn’t everything changed since then?Yes… and no.The component media are the same:- print- audio- imagesTwo things have changed:1) flexibility to combine them 2) platforms for distribution 10

11. Neither federal policy nor local institutions are keeping up with our need for access to: 1) Digital media literacy skills to: • leverage the local “mirror machine” • participate nationally and internationally in the digital economy. 2) The platforms to distribute content. 11

12. 1) Federal Policies Obsolete Media Skills Training • > $130 million annually (close to half average library budget, municipality by municipality) still collected from cable subscribers for “community media”, but > ¾ of cable ‘community TV channels” closed. • Few channels remaining, available only to 60% of Canadians • Cable companies have professionalized content; opportunities to learn and share ideas limited. • If training or access offered, traditional TV only; no new media. • Thirty-forty years of audio-visual history being indiscriminately put in dumpsters. Access to Platforms Industry Canada's “digital strategy”does not favour access for municipal and civic authorities, community organizations, small businesses, or individuals. 12

13. 2) Local Resources Strained to Keep UpDecreasing Local Content: • Many local papers, radio, TV channels closed withintense media ownership concentration. • Internet and social media great at linking communities internationally, but not good at aggregating local audiences, especially using video. Some Media Literacy Training, but Ends in Highschool: Libaries: Many hosted Industry Canada-funded “CAP” sites until funding cut in 2012. Most were passive Internet portals; few taught web and digital media production. Schools: • Grade 11 Language Arts in Ontario includes “media literacy” module. • Some schools have full-blown media studios. • Most have time to critique ads or caution kids about web use, but not to build a comprehensive skills set. • Skills become obsolete as soon as course ends. 13

14. This is where CACTUS comes in: 1) Help communities establish digital media skills training and production centres, to enable life-long learning and participation in the digital economy: • develop funding models • find locations • develop inclusive board • set goals (skills traiing, inclusion of marginalized groups, economic development, cultural expression) • professional support 2) Facilitate distribution of content on all platforms: over-the-air, cable and satellite TV and radio, Internet, mobile devices. 14

15. Why libraries? • Public libraries' core mandate is to promote media literacy. • Public libraries keep the cultural record of the community. • There's a public library in almost every municipality. Innisfil Public Library “ideaLAB”

16. What's In It for My Library? • Increased visibility and effectiveness of existing programs - televising/streaming library events, speakers, exhibitions so more clients benefit (live and after the fact; effort and content are 'captured') - advertising upcoming events • New, higher profile role in the community - vital platform for dialogue (“the mirror machine”) - driver for change without compromising library neutrality - reinforces free-speech mandate - a player in “open government” - re-invent the library as core service to the municipality - develop talent for the digital economy • Diversified funding - community media as well as digital skills development Innisfil “ideaLAB”

17. CACTUS' Public Library 3.0 Vision is a next-generation 'maker space'... … a community-focused, multimedia hub for local content: Access CreationDisseminationRetention

18. International recognition of the critical role played by community media in the digital economy: 2003 World Summit on the Information Society, Geneva: “The ability for all to access and contribute information, ideas and knowledge is essential in an inclusive Information Society… The establishment of ICT [Information and Communications Technology] public access points in places such as post offices, schools, libraries and archives, can provide effective means for ensuring universal access to the infrastructure and services of the Information Society.” The Knight Commission report to the FCC in October, 2009: “Information Needs of Communities in a Democracy” “Information is as vital to the healthy functioning of communities as ‘clean air, safe streets, good schools, and public health...Informed communities can effectively coordinate activities, achieve public accountability, solveproblems, and create connections...To achieve the promise of democracy,it is necessary that the creation, organization, analysis and transmission of information include the whole community”. 18

19. Question: Is your library considering implementing elements of a creative maker space, particularly audio-visual creation and distribution? What benefits do you see? Video Exercise: Videographer: 1) Frame head-and-shoulder shot (leave 'head room', 'look space') 2) Mic test. 3) Press Record. Count down 5-4-3-2-1. Interviewer: 1) Sit next to camera. 2) After you hear “1”, ask the question. 3) Make sure speaker answers in a full sentence. Speaker: Answer question in a full sentence 19

20. Think It, Do It: How Do I Get from Traditional Library to Community Media Centre? 20

21. Misconception 1: Audio-visual equipment (cameras, edit suites) are hard to operate for library staff and clients. • Setting up infrastructure may require specialized help. • Once set up, media tools are more user-friendly than ever. 21 21

22. Misconception 2: It'll be difficult to fund a community media centre. • Capital funding relatively easy to “bridge the digital divide”, “promote open government” or “train for the digital economy” 22 22

23. Misconception 3: I'd need a lot of space for a community media centre. Not necessarily: - Start small. - Collaborate with organizations already producing media. - Content can be collected primarily off site, in the community. - Existing space can double as 'studio' or teaching space. Story Hour on “Public Library TV” in Schreiber 23

24. Think It, Do It: The main question is structural: Is the community media centre just another library program? Will it be managed by a society hosted within the library? Could it be a partnership with off-site organizations? 24

25. Think It, Do It: Structure depends on: … the degree of implementation, and may evolve: - Do you want... occasional workshops and an edit suite available on demand (generating web content posted when available)? - Or a full-fledged TV (radio, or text) service that residents actively check for news, events, debates and culture? 25

26. Three Case Studies.../1 What some libraries are doing now; as part of “maker spaces” or “digital innovation hubs”: Equipment: one or more cameras and edit suites (costing a few thousand dollars). A few lights that can be used in library to simulate 'studio' conditions. Staffing: Interns for particular projects (e.g. oral history project with set duration, or editing workshop for local businesses), OR part of job description of outreach staff. Output: A new video, audio recording, or print story offered online when project complete. 26

27. Three Case Studies.../2 Cable 'community TV channel' in small town (operating budget $8,000 – $25,000). Equipment: three cameras, edit suite in small studio with control room, enabling live edit-less production. Staffing: part-time manager/facilitator/trainer, who is also cable installer. Offers workshops, recruits local volunteer crews, and enables their self-expression. Output: 1-3 hours of locally reflective video content/week, distributed on cable. Text event listings from community org.s when no moving video. 27

28. Three Case Studies.../3 Cable 'community TV channel' in a larger centre (operating budget: $30,000 to $1,000,000). Equipment: Multiple studios, edit suites, camera kits for loan. (Initial Capital outlay $50,000 - $1,000,000.) Staffing: 3-15 who train and facilitate 50-500 volunteers. Output: 5-50 hours of new content/week, produced for 1/5th to 1/10th the cost of conventional “TV” or “radio”. 28

29. Three Case Studies.../3 Cable 'community TV channel' in a larger centre (operating budget: $30,000 to $1,000,000). Equipment: Multiple studios, edit suites, camera kits for loan. (Initial Capital outlay $50,000 - $1,000,000.) Staffing: 3-15 who train and facilitate 50-500 volunteers. Output: 5-50 hours of new content/week, produced for 1/5th to 1/10th the cost of conventional “TV” or “radio”. 29

30. Three Case Studies.../3 Staff Specialization: Program Manager Technician/IT Support/Playback/Scheduling Trainer/Outreach Co-ordinator Multiple producer-facilitators (3-12) - could be specialized by media (video, audio, print, web) - or topic interest in community (health, education, arts) - or client group (First Nations, seniors, children) 30

31. Funding Community Media Capital/Startup grants from similar sources as libraries access: Trillium Foundation and other provincial and federal programs with social, cultural, technology mandates. Operating Municipal IT budget Existing library budget, re-oriented toward digital media Cable industry ($130 million) CACTUS members (may or may not fit library mandate): - bingo - DVD sales - ads - redistirbution of TV services such as CBC, APTN, TVO - user contributions 31

32. Getting Started on a Community Media Centre Business Plan: Needs Assessment ? ? ? 32

33. Getting Started on a Community Media Centre Business Plan: Resource Assessment ? ? ? ? 33

34. Getting Started on a Community Media Centre Business Plan: Pilot Project 34

35. Think It, Do It: Pilot Project 1. Survey the community to identify a 'hot issue'. 2. Invest in a camcorder, editing software and staff training. 3. Invite key figures and/or community at large to a workshop. Include the group that doesn't usually have a voice. 4. Support the community to make the content. 5. Invite community to a screening. Use the media as the point of departure for a debate. Record the debate. 6. Adjust the content as needed. Post to your web site. Enable feedback. 35 35

36. . Thank you. Catherine Edwards (819) 456-2237 cactus.independentmedia.ca 36 36