Pacifica Executive Director's Final Report

Executive Director's Report
September 7, 2007

When I began work as Executive Director on January 23, 2006 – after being hired only three weeks before – the rebuilding of Pacifica’s organizational and programming infrastructure, after years of struggle, was still incomplete. At KPFA, the General Manager departed just days before I arrived, and both staff and Board were clamoring for a replacement. There was no National Technical Director; serious questions surrounded how to handle national programming; there was little cooperation between units and no clear process for developing special broadcasts; and a major lawsuit was looming. The national staff rarely met, and the only time General Managers discussed issues as a group was immediately before in-person PNB meetings. In other words, there was no ongoing, substantive coordination of key management and national staff. There were also few records in the national office explaining how management functioned and no clear record of Board decisions.

I mention this not to place any blame. And I certainly can't take credit for many of Pacifica’s recent achievements. But since this is probably my last report to the Board, I believe that both a baseline and an overall review is in order. Among the changes and accomplishments that have taken place since early 2006, I include the following:

1) HIRING: An Interim General Manager for KPFA (Lemlem Rijio) was hired, and has proven to be both competent and strong. The result is that, despite the disagreements over policy decisions you would expect, the atmosphere at this station is considerably more calm. Pacifica has also gained an excellent National Technical Director (Jon Almeleh), a creative Network Programming Coordinator (Nathan Moore) – after working out the scope of this new position with the Board, and a new Interim General Manager for WBAI (Robert Scott Adams). As promised, I’ve brought new people and ideas into the organization.

2) STAFF COOPERATION: We’ve initiated and maintained a regular schedule of productive staff meetings, and simultaneously broadening the participation in these bi-weekly work sessions. The Operations Collective has met more than 30 times, and has become one of the main forums for developing initiatives and working out problems. Ask General Managers, Program Directors, or national staff and you’ll find that they are more engaged and have developed stronger and more productive working relationships.

3) PROGRAMMING: The capacity to produce national programming has been greatly expanded. In 2006, Pacifica launched the Spanish language newscast “Informativo Pacifica,” the weekly archives show “From the Vault,” and a successful election season series, “Informed Dissent” – which can be a model for future ongoing national programming (More than 55 producers from 15 states were involved in this 10 week series, an unprecedented example of collaborative production). Pacifica staff – often working in teams that involved people from more than one station -- also produced numerous specials – live coverage of key hearings, and broadcasts on labor, immigration, the 2006 elections, constitutional rights, race, media democracy, Palestine, gay rights, and the US Social Forum, among other topics. Pacifica is recreating its capacity to produce national programming. This Spring and Summer, the Board heard directly from staff about their ideas for the future. There is still work to be done, but we’ve come a long way in less than two years.

4) DIGITAL DEVELOPMENT: To project this new programming, as well as the diverse offerings of the stations, new and improved websites have been launched. Pete Korakis has created a content-rich main site, as well as separate websites that provide timely information about governance and the network. Pacifica still doesn’t devote sufficient resources to its digital infrastructure, but we have gained some ground. This summer, after an extended debate, we launched a digital distribution project that will have a profound impact on how Pacifica reaches audiences in the years ahead. Inexpensive storage of audio content makes it possible for listeners to “time shift” – that is, to personalize their listening habits. This emerging media landscape also makes it possible to tap more creativity and talent – to create a new kind of dialogue with listeners. If we continue to move forward, Pacifica has the potential to again use its unique position and resources to protect and expand free speech – this time by using multiple platforms and supporting the broader movement to preserve a democratic Internet.

5) PRESERVING THE LEGACY: The Pacifica Archives has not only launched a weekly program, but succeeded in having it distributed internationally. In addition, Brian DeShazor and the PRA staff have continued to promote the importance of Pacifica’s unique resource, attracting donors through creative marketing, producing specials, and even testifying before the Library of Congress. PRA is currently developing an ambitious preservation and distribution project, focusing on historic audio from the late 1960s, with the potential to influence public understanding of that crucial period.

6) NETWORK DEVELOPMENT: The Affiliates Network has expanded significantly – from less than 90 stations when I was hired to more than 125 today. This is largely due to the efforts of Ursula Ruedenberg, who has also taken the lead in making Pacifica a key part of the Radio for People Campaign -- the push to have as many local groups as possible apply for new, full-power licenses next month.

7) POLICIES AND RECORDS: New policies and procedures have been implemented – concerning confidentiality, election processes, reimbursements, reporting, national broadcasts, job postings, and harassment – and in general, communication has been much more open and inclusive. The Board and the community can now see all the major decisions that have been made over the past four years, organized topically and available online. People may not always agree with such decisions or policies, but I don’t think it’s easy to argue anymore that Pacifica’s management or leadership is not transparent. I’ve also developed and regularly updated an extensive new filing system for various aspects of national management, In short, the Board and the community have been kept informed, and my successor will have the benefit of significant records on developments and issues addressed since early 2006.

8) ELECTIONS: In 2006, Pacifica had successful elections. There were flaws and criticism, but I say that they were successful because (a) the cost was reduced, (b) more of the process was handled in-house, (c) turnout slightly increased, and (d) no major complaints were filed. This year, the elections are off to a solid start with an increased number of candidates, a strong National Election Supervisor, and a clear, public outline of the deadlines and rules.

9) LEGAL ISSUES: I led the process of hiring a general corporate counsel, who has since helped us to control costs and keep pace with issues as they emerge. During my time here, two legal cases have been put behind us, and although there are still pending legal issues, I want to stress that -- with only a few exceptions – the legal issues facing Pacifica stem for disputes that date back more than two years. I’ve commented previously on the nature of these actions and the damage they do. I urge everyone who loves this organization to look for other ways to resolve differences.

10) IMAGE: This brings us to the last point – Pacifica’s image. When I arrived, it was still known as an organization hobbled by conflict. According to a description in Wikipedia, “years of internal legal battles and financial mismanagement had taken a toll.” Since then, I believe we have begun to repair the damage. Part of my strategy has been to consistently promote the accomplishments and vision of the network by writing articles, making public appearances, issuing editorials, and attempting to serve as a credible voice for what is best about the network. There’s still a way to go, but Pacifica’s public image has improved. Earlier this year, for example, at the annual National Federation of Community Broadcasters conference, Pacifica was publicly thanked and praised rather than criticized. If you search the Internet today, you’ll see more about our stands on issues and our programming than about any lingering internecine warfare.

When you look back at the last two years, I think you will find that it was a time in which Pacifica began to rebuild its capacity and recover its self-respect. My goal was not to force radical change; I realize that some people who hoped that I would “clean house” may be disappointed with that. But it was my view that the key tasks were to rebuild trust, foster cooperation, and methodically develop – with as little disruption as possible – more proactive and collaborative programming, more efficient and effective management, and a culture of renewed civility and mutual respect.

This is certainly still a work in progress, and I’ve probably been neither as successful as some supporters claim nor as bad as critics accuse. In some cases, however, the claims of those who feels management has been ill-informed or out of control have been based on little more than bitterness and projection. What I have done, I hope, is help spur a process of reconciliation, while moving forward in some key areas, and meanwhile clarifying differences and tasks where there is still crucial work to be done.


Greg Guma

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Executive Director
Pacifica Foundation