CMC Strategic Business Plan - Community Media Center | · PDF file · 2013-11-08The CMC facility functions as a full-service production and broadcast distribution center for ﬁve

CMC Strategic Business Plan

1301 Washington Road · Westminster, Maryland 21157 · 410.386.4415 · http://www.cmcmd.tv/

http://www.cmcmd.tv

http://www.cmcmd.tv

Table of Contents Executive Summary 2

History and Background 3

Purpose and Vision 4

The CMC Organization 5

Governance 5

Funding 5

Operations 5

Services and Future Initiatives 7

Administration and Oversight 7

Web/IT Consulting and Equipment 8

Production and Broadcast 9

Education and Outreach 10

Action Plan 11

Financial Plan 12

Marketing 18

Opportunities and Challenges 18

Conclusion 19

Endnotes and Sources 20

1301 Washington Road · Westminster, Maryland 21157 · 410.386.4415 · http://www.cmcmd.tv/

http://www.cmcmd.tv

http://www.cmcmd.tv

Executive Summary

The Community Media Center of Carroll County (CMC) was built as a shared use production and broadcast distribution facility for Public, Education, and Government (PEG) content produced by and for individuals, institutions, and community organizations. Managing five of the county’s channels, including Public Access Channel 19, the education channel and the local government channel, the heart of the CMC has been a commitment to local community engagement.

As technology and the modes in which our community engages with information changes, the CMC is looking toward how best to assist the County with this digital transition. This plan addresses how the CMC will further extend its role as the County’s technology hub, providing broadband, consulting, training and new media services to municipalities, community organizations and citizenry. As part of this transition, the CMC aims to

take advantage of new media technologies that will take advantage of and enhance possibilities for all facets of our community.

Public engagement, and a commitment to the power of the local community, will continue to be the core of the CMC’s mission as the organization launches this new strategic direction.

CMC Strategic Business Plan 2

History and Background

The following business plan is the result of several studies commissioned by the Board of Directors of the Community Media Center (CMC). In response to concerns that franchise fees (the CMC’s major source of fund-

ing) might disappear, the Board commissioned a Columbia Telecommunication Corporation (CTC) report enti-tled “Expanding the CMC’s Institutional Role and Services” in 2006. With continued threats of change in cable franchise law governing the CMC funding, and rapid changes in technologies affecting media, the Board of Directors has worked to develop a new strategic direction. This Strategic Business Plan acknowledges the CTC‘s 2008 strategic vision study: “PEG and Localism in the New Media Age: A Strategic Plan for the Carroll

County Community Media Center” as the reference and background for many of its ideas and conclusions.

Public, Education, Government (PEG) access stands at a critical juncture—a perfect storm of changing technologies, ever increasing content choices, declining base of volunteers, and younger viewers making their

own content with available web-based tools that reach a global audience. Is PEG still relevant? This question is discussed in a recent article by Mike Rosen-Malina: “Public Access TV fights for relevance in the YouTube Age” (12/17/08 on the PBS sponsored website MEDIASHIFT). What does the dramatic technology change mean for the mission of PEG and the CMC? In their 2008 strategic vision study, CTC embraces this new and evolving environment as an opportunity to extend PEG’s mission.1

Historically PEG has served local communities by making and distributing local content to a local audience. The funding support has been a combination of franchise fees and/or government direct support in combination with various models of volunteer/grant/membership/fundraising activities.

In the same way that cable has re-purposed its fiber and reinvented its services as broadband providers, PEG providers must be allowed to use some small portion of local infrastructure to provide innovative broadband services that serve new community non-commercial needs.

Local access has given Education and Government (E/G) institutions a distribution channel reaching approxi-

mately 33,000 households. All E/G channels determine the best way to outreach and produce content for their channel. Their programming includes public meetings, informational programs, as well as providing educational opportunities for interns. The move to new media tools and wider distribution will allow E/G to reach a broader public and access broadband services. As these tools develop it may allow them to decrease the cost of cer-tain services or provide more services at no additional cost.2

The CMC Board of Directors is launching this new strategic direction to take advantage of the opportunities this changing environment presents. It has acknowledged CTC’s vision and accepted many of its recommenda-tions. This plan will fundamentally change the way the CMC works, charting new directions based on the profound changes in global communications systems and their impact on our world.


Purpose and Vision

Carroll County has always been known for our deep commitment to local issues, initiatives, and politics - - and for the last fourteen years, the CMC has been facilitating that engagement. Preserving an engaged citizenry as

the County continues to grow will require new media tools used across many distribution platforms to amplify the local voice. The CMC will foster this local presence by becoming both a physical and virtual hub that uses new media tools that engage and connect the citizenry. The CMC will be guided in this effort by the following three principals:

• The core of the CMC’s mission is a belief in the power of local community.PEG channels are by definition about local content and local community. PEG was (and is) a means to broadcast local content of public interest in exchange for the use of public right-of-ways by cable com-panies. Historically this was accomplished by volunteers or institutions making local content and pushing it out to the public over cable channels. New technologies enable different approaches. As more mobile

media use increases, the CMC will need models of delivery and production that connect more directly to our audience.

• From “Making Television Matter” to “Making Community Matter”The CMC will embrace change with an emphasis on “Making Community Matter”

through new tools of media communication. Emphasizing community rather than television broadens the scope and prioritizes partnerships and connections essential to helping build community. The CMC will use new technologies to transition the local to a digital global world, bridging the gap without losing the inherent advantages of local community strengths

and values.

• Transition from then (television) to now (internet)Emerging technologies and digital tools are changing the media landscape. Central to the CMC’s provision of PEG services has been television

as the distribution mechanism for local content. This was the dominant medium of communication at the time and still remains critically important as a distribution source for many audiences.3 However, there is a general consensus that the public is moving rapidly to the Internet for information and interaction with published content; using new media technologies that allow them to search and find information and entertainment they need and/or desire on their own schedule;

and responding to published content and/or publishing their own content.4 If the CMC is to remain relevant, we must enable local content over many distribution platforms and be seen by the local community as providing the means to transition to a digital world.


The CMC Organization

The Community Media Center (CMC) was built as a shared use production and broadcast distribution facility for Public, Education, and Government (PEG) content produced by and for individuals, institutions, and community

organizations. The CMC is a non-profit organization connected via fiber to and providing services for the follow-ing PEG partners and broadcast channels: Public- Channel 19 Public Access; Education- Channel 18 Carroll Community College, Channel 21 Carroll County Board of Education and Career and Technology High School; and Government- Channel 23 Municipalities, and Channel 24 County Government.

Governance

The CMC is a 501C-3 non-profit organization governed by a Board of Directors. The majority of the Board is appointed by key County and non-profit service organizations with the remaining at large positions elected by the Board for a maximum of 21 members. The Cable Regulatory Commission (CRC) oversees and negotiates the franchise contract under a County/Municipal Inter-Governmental Agreement (IGA). Previous to the newly approved IGA (October of 2008), the CRC had oversight of the CMC budget. In the new document the County

will assume oversight. There are current discussions with the County on a Memorandum of Understanding that will define County governance.

Funding

The CMC receives the majority of its funding through franchise fees provided by the County and Municipal gov-ernments as a result of a contract with the local Cable Company which pays franchise fees (5% of gross reve-nues of cable company) in exchange for the use of public right-of-ways. The County’s 3% is allocated to a Spe-

cial Revenue Fund. Forty percent (40%) of the franchise fees (being 2% of the collected subscriber fees) sup-port the Community Media Center through a pass-through from the County government. This two percent fig-ure is the major source of the CMC’s revenue.

Operations

The CMC facility functions as a full-service production and broadcast distribution center for five channels and Education and Government partners. It provides access and training to the Public and non-profit community

through workshops, and consults with non-profits and community service groups for program project develop-ment and planning. The CMC monitors quality assurance and acts as a consultant in negotiating solutions to cable signal problems and/or other franchise-related fiber use issues. The CMC is responsible for the general upkeep and ongoing maintenance of the building, grounds and equipment and budgets for equipment up-grades to meet PEG’s expectations and mission.

Operations are divided into four departmental functions:

• Administration and Oversight

• Web/IT/Equipment

• Production and Broadcast

• Education and Outreach.


Yearly goals and objectives for each department are developed in conjunction with approval of the annual fiscal year work plan and monitored quarterly.

The CMC employs nine full time staff and an Executive Director. Additionally, a contractual accounting person oversees financial records, billing/payroll services and the budget. Contractual production staff is hired to supplement funded project needs. The FY/09 budget reflects the Board’s decision to expand services toward web/IT-based technologies made possible by increased funding through a new IGA, which is reflected in the following staff diagram.

Figure 1: CMC Organizational Chart

Current Products and Services

The CMC facility provides the PEG partners with access to broadcast, CCPN connectivity, high-end field and

studio production equipment, and the government remote robotic control room. It produces all content for Channel 23, the Municipal channel. The CMC serves the community by training and facilitating groups, individu-als, and non-profit organizations in the use of tools to produce content for television, websites and other distri-bution channels.


CMC Board of Directors

Executive Director

Operations Manager

Production/Broadcast Department

Web/IT Consulting Department

Education/Outreach Department

Administrative/Oversight Department

Production Technician

Production Technician

IT/Equipment Coordinator

Web Coordinator

Intern/Volunteer

Coordinator

Marketing Coordinator

Admin Assistant/

Receptionist

HR/Accounting

Production Coordinator

Additional Staff

FY 2010

Education Coordinator

FY 2012

Dev.PositionFY 2013

Services and Future Initiatives

Administration and Oversight

The CMC acts as steward of PEG resources, primarily the CMC facility and all equipment associated with it. The organization is responsible for security, maintenance, necessary repairs, replacements and upgrades as necessary to insure assets continue to meet the PEG mission. The CMC provides administrative oversight and access to the shared-use facility and equipment for all PEG partners.

In 2000, the CMC facility was connected (hard wired) to all of the Municipalities through fiber, in accordance with the franchise contract. Provided the Municipalities purchased necessary equipment, the fiber could be lit and the municipality could broadcast their municipal meetings remotely through the CMC. As of this writing, only Mt. Airy has taken advantage of this opportunity, as other municipalities have found themselves limited by

the fiscal investment in equipment. The CMC continues to provide meeting coverage for other municipalities with two to three staff and field equipment on a rotating basis when requested and as staff/interns are available. Such coverage costs the CMC $2000-$2500 per event.

Future Initiative:

The CMC will repurpose PEG infrastructure to become provider of non-commercial broadband tele-communication services for Municipalities.

By repurposing the existing fiber infrastructure, the CMC can empower municipalities to provide local

information and content in accordance with their own timetables. Connected town halls have the potential to become both a physical and virtual town square. Sites could receive interactive and on-demand video content through the CMC, enabling public education, public service training, emergency alert centers, and a space for hosting public forums and community initiative. Sending content from the connected spaces through the CMC to homes through web-based technologies will allow residents to interact with their

municipalities from their home computer. In order to accomplish repurposing the infrastructure, cable franchise agreements will need to be renegotiated; however, aggregating municipal needs would benefit each municipality and provide a small additional revenue stream to the CMC.


Web/IT Consulting and Equipment

In 2008, the CMC began transitioning to more web-based services by hiring a full-time web coordinator. This person has helped build a more robust web presence for the CMC and enabled the CMC to provide assistance

to community organizations in redesigning their websites. In addition, the CMC provides audio and video solu-tions and equipment to community organizations when resources permit.

Future Initiatives:

The CMC will provide a shared audio/visual and new media equipment base for the community and new media consulting services.

The CMC aims to be the community resource for all new media initiatives. The organization will lead an ongoing community development

project that provides technical services a base of community equipment that furthers an engaged citizenry will be an ongoing community development project that the CMC will lead. The CMC is poised to provide affordable consulting services to aid public service organizations in the transition to using new media tools for their

organizational and outreach purposes. By providing a shared equipment and consulting platform, the CMC will be able to take advantage of economies of scale and provide more services to the Carroll County community at lower costs to individuals and organizations.

The CMC will increase bandwidth to the shared-use facility.

Increased bandwidth into the CMC facility is critical in order to support increased capacity and community usage of new media tools and virtual access to the CMC. The CMC aims to leverageexisting infrastructure partnerships in Carroll County (i.e. CCPN) to obtain additional bandwidth in a

cost-effective means.

The CMC will upgrade the shared-use facility to digital with a multi-year plan to move equipment to high definition.

In order to remain a technology hub, the CMC must keep up with current technology trends and movements. In the short-term, the CMC will acquire a back-up generator, adequate signage, satellite capability and a production van, providing funding can be found. After these immediate needs are taken care of, CMC will address how ongoing capital equipment needs can be met with additional revenue from fees, memberships, co-operative agreements, or fundraising. As a shared-use facility,

the CMC provides an opportunity for PEG partners to share technology investment costs and take advantage of economies of scale. A move to high definition is critical in the next five years as standard definition production and multimedia equipment are being phased out by providers and eventually will no longer be supported technologies.

The CMC will build a community portal website that will be a virtual community hub and provide on-demand access to new media technologies.

This virtual community center will position the CMC as a virtual community hub, acting as a public square for the Carroll County community. Citizens and community organizations will be able to


manage community dialog through social networks, and the portal will provide virtual access to new media technologies. Such a presence will allow the CMC to expand our reach to citizens in their homes and allow citizens to interact with one another and community organizations. The CMC plans

to construct this portal in phases, beginning with pilot projects such as a Career and Technology Center Youth Channel and The Carroll County History Project. Over time, the CMC hopes to integrate interactive, locally-driven tools such as a county events calendar, a Carroll County What’s Happening page for citizen-produced video uploads (similar to YouTube®), and an online community board where community members can post opportunities or search for opportunities like recreational sports

groups.

Production and Broadcast

The CMC is a shared use facility that houses five channels and the content for each channel is produced in different ways. For Channel 19, the local public

access station, the CMC has followed the traditional public access model and facilitated local content by training volunteers. Unlike state and regional Public Television stations where money is raised to produce or buy content, Channel 19 solely reflects diverse community interests and needs through content that is community-produced. The Board of Education and County Government staff

their own channels (18, 21, 24) and import or create their own content to meet their individual missions. County government and the Board of Education document their public meetings and the County Government streams meetings live over their website. The CMC provides all content for the Municipal Gov-ernment Channel 23 around initiatives for economic development, marketing,

and public information.

Future Initiatives:

The CMC will transition the way we use content to include more interactive systems, encouraging more

community feedback.

Recently developed distribution platforms on the web have created new opportunities to use content to target specific audiences. The CMC is exploring technologies such as web streaming platforms, video-on-demand (VOD), vlogging, blogging, Twitter®, texting, RSS subscription feeds and other

developing formats. Web-based media technologies will be a hallmark of media production and distribution for the CMC, allowing us to magnify local content through our web presence. Such technologies will also encourage and promote the community to interact with media produced through CMC, with county organizations, local municipalities and the CMC.

The CMC will bridge the digital divide within the community and assist with digital transition for Carroll County residents.

The CMC is in a prime position to assist Carroll County residents and organizations with the digital transition while continuing to provide television-based services for those without internet connectivity.

Indications are that a large portion of the Carroll County viewing public still watches local television for information on events and activities, especially local seniors. Televised bulletin board announcements are an under-appreciated resource that could be leveraged for “that 46 percent of Americans [who] still get their news and entertainment primarily through television.” 3 Several ideas have been put forward


for expanding the bulletin board to include recognition spots, dedication pages, memorial pages, and a system for charging non-profits for more upscale graphics and/or offering classes specifically on bulletin board creation. The Carroll County History Project serves as a way to engage seniors by

collecting and preserving their stories and memories. Project archives will be available over multiple new media platforms.

Education and Outreach

The CMC’s education and outreach initiatives have traditionally

followed a public access mode. Previously, the CMC provided training and workshops to volunteers and non-profit organizations to enable them to produce content, primarily for Channel 19. National studies show that volunteers want to engage in very different ways now versus thirty years ago when public access

was created. Volunteers are more likely to be involved in short, targeted projects that offer flexibility and low barriers to entry. Consequently, learning television production skills can be time intensive, requires commitment to develop skills, and is difficult to accom-plish on one’s own. New media initiatives will open more flexible training and additional

means for the community to engage with the CMC. Previously, outreach included training and television-based events such as The Vollies, Holiday Open House, Technology Symposium, and a Black Oral History Symposium.

Future Initiatives:

The CMC will make education and new media literacy a core value in determining future goals.

The CMC will be seen as the answer to bridging the digital divide, helping to transition between the old and the new ways to communicate and connect with constituencies. Education will be at the core of

our mission in terms of building community. Through strategic partnerships with Carroll County Community College and the Board of Education, the CMC will develop programming that helps create a workforce skilled in 21st century technologies. Workshops and training initiatives will be driven by partnered projects and revolve around new media tools. Additionally, the CMC will partner with the Carroll County Career and Technology center to develop pilot projects and test new initiatives, most

notably the proposed web-based Youth Channel. The CMC will be both the physical and virtual place where residents and community organizations can cost-effectively learn how to use new media technologies to serve their needs and interests.

The CMC will educate the public through marketing and outreach using new media tools.

The CMC is looking at new ways to package projects and reach out to the community, creating diverse opportunities to become involved and connected to the Center. In order to engage the community in new media, the CMC will use new media as a means of connecting with the community. The CMC will need to explore how to expand our current marketing initiatives through such tools.


Action Plan

In order to meet the objectives and future initiatives previously outlined, the CMC proposes the following action plan and corresponding benchmark goals for the next four years:

Figure 2: CMC 4-Year Action Plan

2009 2010 2011 2012Technology and Infrastructure

Repurpose PEG to become Provider of Broadband Communication Services

• Renegotiate franchise agreements

• Negotiate digital channel in franchise renewal

• Develop and conduct technical pilot projects (back-up storage, emer-gency services training

Facility Upgrades

• Increase bandwidth

• Convert facility to HD media equipment

• Purchase production vehicle and back-up power generator

• Create free wireless public space and grounds * (additional funding re-quired)

• Develop lobby as web café with free wi-fi for community * (additional funding required)

Web/IT and Consulting Services

• Develop marketing strategy for new media transition services for non-commercial entities

• Research and develop new web distribution platforms and media tools

New Media Initiatives

Create a Community Portal

• Develop RFP and solicit proposals for portal

• Research other PEG entities, services and uses of social networking

• Research social networking component

• Launch social network component of portal

Develop Youth Broadband Channel

• Solicit partners (Career and Technology Center)

• Solidify Memorandum of Understanding

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2009 2010 2011 2012

Transition Content Development

• Develop content specifically for new media technologies

• Refine Video-on-Demand to be more user-friendly

Education and Outreach Initiatives

Focus Educational and Outreach Programs on New Media Literacy

• Develop new media workshops and test interest from community

• Partner with the Career and Technology Center to have students teach new media workshops; host “MEDIA DAY”

Develop Community Projects that specifically Engage Community in New Media

• Increase new media components of the Carroll County History Project

• Develop and implement a county-wide tech symposium

• Partner with existing organizations to create projects that specifically engage older Carroll County adults in new media projects

• Research and engage in partnerships within county for workforce devel-opment through social media

• Partner with the Boys and Girls Club and other youth centers to educate and engage youth in new media and county-wide initiatives

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Financial Plan

PEG services are an exchange for the use of the public right-of-ways. The CMC receives the majority of our funding through a portion of the cable franchise fees (2%) passed-thru by the County and Municipal govern-

ments. While PEG franchise fees have been under threat in one form or another for the past 10 years, they still manage to survive despite cable’s persistent lobbying for their elimination. The current FCC appears more likely to support local control over right-of-ways and collection of franchise fees over some recent state attempts to move this revenue from local jurisdictions.

The CMC will continue to monitor activity at the new FCC and work with legislators and representatives and national organizations like NATOA and Alliance for Community Media to keep abreast of change while lobbying for continued local authority over the management of public right-of-ways.

The anticipated budget for years 2009-2014 represents the funding allocated through the new IGA, which allots

the full 2% from the County and the Municipalities for PEG services. The budgets starting in FY/09 reflect a transition based on future initiatives outlined in the business and strategic plan and based on the CTC 2008 strategic vision study. This reflects investment in web/IT personnel to provide new services to non-commercial organizations and Municipalities, investment in a virtual community center web-portal site, and development of


Marketing

First steps will be to market the CMC generally through partners and programs, and then identify specific public audiences through the web portal and outreach. Key components as the CMC begins its digital transition will be

to develop web-based surveys and tiered notification lists for more individual contact. Growing the database of interested citizens will become critical in the event of diminished direct funding.

The new marketing plan will include the development of critical press and alternative distribution methods for publicizing events, activities, and programs that market the CMC as experts straddling the digital divide - - a

real place for local connection and conversation. The Marketing Coordinator will work directly with the Produc-tion Manager and interns to develop ideas for publicity spots for distribution over multiple platforms including Twitter® and subscriber content feeds.

Opportunities and Challenges

Building on our reputation as a technology leader within the county and fourteen years of steadily growing pub-lic support, the CMC can extend its reach and engage more citizens through web-based media tools. The

CMC’s diverse and well-trained staff is capable of handling such a transition and yet flexible enough to respond to the community’s changing media needs. As a PEG center that services multiple county organizations and agencies, the CMC is primed to broker and manage community partnerships that take advantage of new tech-nologies and provide consulting services to those looking to digitally transition. New media technologies will ultimately reduce costs to the CMC and Carroll County organizations.

But the CMC’s greatest opportunity – using new web-based media tools to engage the community -- is also the greatest challenge. The CMC must increase bandwidth into the shared use facility in order to adequately serve the community in these new ventures. The cable franchise agreements must be renegotiated in order to allow the CMC to service the municipalities through television and internet-based media technologies. Dependence

on cable franchise fees limits how and when the CMC can acquire new technologies and make capital investments. The CMC will have to investigate additional revenue sources in order to support all of the new directions outlined in this plan. Additionally, a lack of funds for capital investment beyond the 2% of cable franchise fees allocated to support the CMC’s operations ultimately affect all PEG partners as equipment cannot be upgraded in timely and efficient means.

While the CMC has the ability in terms of staff, facility, and equipment to meet current and future needs for broadband services, it does need commitment from CCPN, the CRC, the County and Municipalities to realize the vision of a shared use communications facility. Such vision allows all partners to maximize their individual benefit while providing the public with numerous opportunities to become involved and connected to local information, education, and community life.


Conclusion

Making Community Matter

Like many organizations, the CMC is facing radical change in the means of communication it will use to accomplish our mission. This does not change the mission of PEG, which has always focused on communication through local content and connection. Partnerships will become critical and education will be central as the CMC moves from a shared PEG facility to a virtual Community Center and telecommunications hub designed to build a better community through broadband access. The initiatives outlined in this plan are a

range of possibilities whose reality will be determined by factors such as the franchise, funding sources, and support from PEG partners.

Public engagement is at the heart of the CMC’s mission - -and new media tools enhance and extend the possibilities for our community. Local non-commercial communication (whether to protect public safety, provide

exchange among government entities, or educate and train a work force) is the basis upon which good com-munities are built. The broadband services that the CMC will provide, in addition to the cable television services we already provide, will serve these purposes in new and exciting ways.

The CMC will be guided in this venture by a commitment to the belief in the power of the local community. As

more web-based media use increases within the county, the CMC will need develop new models of delivery and production that connect more directly to Carroll County residents and community organizations. By transitioning and augmenting our services from television-based to internet-based, the CMC is transitioning from making television matter to making community matter.


ENDNOTES AND SOURCES

Endnotes

1. Columbia Telecommunications Corp., PEG and Localism in the New Media Age: A Strategic Plan for the Carroll County Community Media Center, Sec. 4, pg.17. “CMC’s primary mission, in very broad terms, is to facilitate high-quality and effective communica-tions within and among the public and public sector entities within Carroll County”.

2. Using wireless technologies to supplement hard-wired services, like the LA fire department that scans Twitter messages for emergency calls. PCWORLD, 7/3/07 LA Fire Department All “a Twitter” over WEB 2.0. “We can no longer afford to work at the speed of government,” he said. “We have responsibilities to the public to move the information as quickly as possible…so that they can make key decisions.”In terms of the Public it will allow new voices, new participation and connection through a variety of platforms and a new ability to comment and/or en-gage others.

3. Pew Research Center for the People & the Press, 2008 Biennial News Consumption Survey, “found that 46 percent of Americans still get their news and entertainment primarily through television.”

4. CTC, Sec. 1.2.7, pg. 8.

Sources

Articles:

1. New York Times, December 14, 2008 p. 68. “Positive Deviance”,

“…modest list of proof that we might do well to solve problems by thinking how we act, rather than acting on how we think.” Identify what works to build community and encourage it.

2. New York Times, December 28, 2008 p. 9 “The Benefits of a Network, NING”, Gina Bianchini

3. New York Times, February 22, 2004 p. 46. “Lon-gevity, Life in the Age of Old, Old Age”, Susan Domi-nus

Books:

Cooper, John. The ABCs of Community Broadband: How Digital Transitions will Transform America’s Communities One at a Time, MetroNetIQ.com, 2008

Gillin, Paul. Secrets of Social Media Marketing: How to Use Online Conversations and Customer Com-munities to Turbo-Charge Your Business! Quill Driver Books, 2009

Gladwell, Malcolm. The Tipping Point: How Little Things Can Make a Big Difference, Little, Brown and Company, 2002

Strategic Plans:

Arlington Community Television, Membership Survey and Strategic Plan 2008

Columbia Telecommunications Corp., “PEG and Localism in the New Media Age: A Strategic Plan for the Carroll County Community Media Center”, 2008.

Montgomery Community Television, Inc. Strategic Plan 2005-2010


Documents

CMC Strategic Business Plan - Community Media Center | · PDF file · 2013-11-08The CMC facility functions as a full-service production and broadcast distribution center for ﬁve