"We are Community Builders, Part of The Fabric": A Review of Community Radio

4 FINDINGS - STATION MANAGERS

Introduction

4.1 Phase two of the research consisted of two Questback surveys and two focus groups which were intended to provide a more detailed understanding of the community and independent local radio sector in Scotland. The survey of station managers focused on resources, volunteers and training, links with others, listeners and benefits, and good practice and further support. The survey received 11 responses out of a possible 18 community radio stations and seven small scale independent local radio stations. There were thirteen participants in the station manager focus group which looked in more detail at their perceptions of the benefits, challenges, training, role of the SCBN and future aspirations of the sector.

Premises, equipment and funding

4.2 In response to the survey, station managers indicated that income at their stations ranged from nothing to £190,624 (inc VAT). Seven (of a possible 11 responses) to this question registered a total income of £7,000 or less. No station managers have had or expect to receive a Creative Scotland Grant in 2011/12. Three stations received a local authority grant in 2011/12. These awards ranged from £1,200 to £10,000.

4.3 When asked, three station managers (of a possible 11) confirmed that they owned their own premises. Of those who rent, seven managers reported paying a subsidised rent and one paying commercial rates. Just over half of station managers (six out of 11) were not satisfied with the premises they currently occupy. The remaining five were either satisfied or very satisfied with their premises. This indicates that more could potentially be done to support the securing of satisfactory community radio station premises. Eight respondents indicated that they would consider sharing premises with another arts, community, education or voluntary organisation.

4.4 A reassuring number of station managers (eight of 11 respondents) stated that the equipment they use is adequate for their current purposes. This implies there is no pressing need to provide support with equipment hire or purchase. All station managers confirmed that the equipment they use is in reasonable functioning order. Despite having no apparent concerns about the function of equipment, seven respondents (of a possible 11) stated that there is equipment which they do not have and do need. Equipment needs may therefore be seen to centre around the need to purchase new equipment rather than on the adequacy of existing equipment.

4.5 Station managers were all willing to share equipment and resources, which highlights a cooperative approach to delivering the service. While eight out of 11 station managers have volunteers who service and fix equipment, a further three also pay either a member of staff or someone externally to provide this service.

Volunteers and training

4.6 The number of volunteers working in community radio stations varied considerably with one station manager indicating they had 31 volunteers through to another manager who works with 85 volunteers contributing a total of 190 hours per week. The smallest volunteer contribution was put at 80 hours a week. Using Ofcom figures, one manager calculated volunteer effort was worth £125,000 to their station annually.

4.7 Ten station managers (out of 11) confirmed that word of mouth is the most prevalent means through which volunteers are recruited. This is followed by on-air advertising (nine responses), and recruitment through schools and local community/voluntary organisations which six managers said they utilise. Four managers (of 11 possible responses) used further education institutions as another locus for potential volunteers (higher education institutions were used by two managers). Off-air advertising is accounted for by three station managers and less prevalently, single responses were registered for recruiting through the NHS and other related health initiatives and job centres. A further five station managers (of 11 responses) also recruit through other means such as community engagement activities, community magazines, and via websites, social networking sites and radio road shows.

4.8 There was a lot of consensus among station managers about what they believe volunteers gain from taking part in community radio. Suggestions included increased:

• Confidence, self worth and pride
• Companionship
• Sense of belonging
• Technical skills (computing, radio production/broadcasting and presenting)
• Social skills (communication, team-working, employability and personal development)
• Knowledge and experience
• Enjoyment

4.9 Gaining transferable skills and improving overall training for further employment were regarded as volunteer benefits. Volunteers were seen to increase their sense of self-worth as a result of expressing their interests, exercising their talents and also actively supporting their community and local charities. A broadening of local knowledge and understanding about wider global issues such as poverty and discrimination were also acknowledged, as was increased wider cultural knowledge. The value of making new friends and further social engagement were also noted, particularly in relation to older volunteers. The thrill of taking part in radio broadcasting and knowing others are listening also registered as a benefit for those involved.

4.10 The Majority of station managers (nine out of 11) said that they do provide formal volunteer training in addition to induction training. When the remaining two managers were asked why they do not provide formal volunteer training, they both cited lack of time, having no space to provide training and the lack of training resources/funding. Lack of training skills and not being aware of what training/qualifications to offer were identified as further inhibiting factors by one of the two managers. Both of the managers who do not currently provide formal volunteer training stated that they would like to do so in future. In focus groups participants indicated that they access Independent Learning Accounts (ILA) and Education Maintenance Allowances to assist volunteers to take up training offered.

4.11 The survey revealed that a number of community radio stations in Scotland provide more formal/extensive volunteer learning which ranges from technical (ISDN, audio editing, techniques and using equipment such as editing desks) to broadcasting skills (journalism, interviewing skills, presenting, microphone techniques). One station also offers training in legal and libel law and another runs classes in local schools and community centres using a mobile studio. A further station manager said they provide training in community development theory. One station manager has worked with their local council training services and community learning and development sector. Another provides a comprehensive training package which involves a 12 week introductory course followed by a 12 week intermediate course, and opportunities to shadow other presenters, gain additional top-up training at regular intervals and also attend specific courses on employability and interview skills, journalism and audio editing. The station also offers training for offenders.

4.12 None of the community radio station managers which responded to the survey currently offer any accredited training (i.e. as part of a formal qualification). This confirms concerns identified in the literature review about how community radio is underrepresented in training, workforce development and professional learning within the wider creative, cultural and broadcast sector. When asked about possible levels of interest locally in attending a community radio broadcasting course, however, ten of the 11 respondents indicated that there would either be a lot or some interest in doing so.

4.13 When offering training, community radio stations in Scotland most frequently link into and work with secondary schools (eight of 11 station managers had done so), primary schools and further education institutions (seven of 11), and community education providers (six of 11). Station managers were less likely to have worked with higher education institutions (three had done so) and one manager stated that they had not worked with any education institutions or training providers. ^[15] Respondents also indicated that they have worked with a secure educational unit for young people, a link centre, an adult learning centre and a training centre.

4.14 There is clear interest in receiving additional training, support and guidance among station managers, particularly in relation to marketing (seven of a possible 11 managers were interested), volunteer management, fundraising, journalism and administration skills (six of 11 respectively). Station managers (three of 11) also indicated some interest in HR, staff management, broadcast engineering, presenting and interviewing skills. As one respondent demonstrated, however, this position is not unanimous - "We are a very experienced group of people we do not need other people to teach us about producing community radio, we have done this for five years you show me a lecturer that has that experience in community broadcasting".

Working with others

4.15 Community radio managers who responded to the survey are most likely to work with local shops and businesses (non retail) - all 11 respondents confirmed they had done so. Ten managers had also worked with local community/voluntary organisations and nine had worked with their local council, the NHS and police. Slightly less station managers (six of the 11) had worked with other health providers/services. The fire and prison service were less common partners (four and three stations out of 11 respectively). Schools, libraries, churches, the Citizen's Advice Bureau and "all government and community agencies" were also mentioned as 'other' partners. These findings are consistent with data in the literature review on collaboration with other sectors and contributions from diverse public and private bodies.

4.16 There is a willingness within the sector to collaborate with other community radio stations (nine survey respondents indicated they have done so) as well as with other public sector broadcasters -- three station managers had collaborated with the BBC. In the focus groups, station managers indicated that they have had good and bad experiences of collaborating with the BBC and commercial broadcasters. It was thought that community radio functions as a 'hot house' training ground for young people moving into professional media. However, there was also a belief that other providers regard community radio as a competitor and can therefore be obstructive and seek to control potential collaborations. Others did give examples of having good relationships with commercial radio, however, explaining that stations do help each other out. One participant had collaborated with the BBC and shared studio provision, for example. It was suggested by another focus group participant that a memorandum of understanding has been drawn up in England between providers and that the SCBN could potentially look at replicating this in Scotland.

Listeners and listener benefits

4.17 Consistent with findings from the literature review, survey respondents struggled to provide accurate 'over the air' listener data. Two station managers provided unverified listener figures as 1,000 listeners per day and "About 10% of our total possible audience of 150,000". Estimating online listening figures appears to be less problematic, however. One station manager said "… online internet listening is encouraging with 120,142 listening hours p.a. with an average of 2,310 hours per week". They also stated that one programme had attracted 1,293,121 hits on the website for the 12 months to October 2011.

4.18 While a number of respondents emphasised how their output appealed to a broad cross-section of the population, others referred to listeners from particular population sub-groups. These included:

• Men
• Women
• Young
• 25+
• Elderly
• Disabled
• Housebound
• Religious
• Lesbian, gay, bisexual and transgender
• Ethnic (especially Polish and Asian)

4.19 While geographically bound groups of listeners were mentioned, survey respondents were more likely to refer to communities of interest linked to particular music, performers, artists and cultural programmes. The link between output and audience profile was highlighted - "… we have a broad selection of show types and therefore a broad range of listeners at different times".

4.20 When asked what they think their listeners gain from listening, station managers typically talked about how community radio provided:

• A platform for local musicians and artists to get their music across to a wider community
• Exposure to local talent, skills and new music and ideas
• An outlet for niche music genres
• Confidence for local voices taking part
• Entertainment and cultural activity (music, books, films, gaming, sport, theatre, exhibitions, museums and galleries)
• Information and discussion about local news, services, organisations and agencies, issues, activities and events
• Information about equalities, (local)government and agency information
• An opportunity to participate in training and presenting, interact with the station/studio and take part in local democracy/dialogue
• A voice for the underserved and a chance to tackle negative stereotypes
• A strengthened feeling of community
• An independent body that can be contacted any time

4.21 The importance of providing local news and information was consistently highlighted, as was the specificity of wider programming. One manager recalled how their station had worked with the police, Red Cross and other agencies to help people in their community through the last two bad winters.

4.22 Elaborating on the cultural benefits of listening, one survey respondent stated that:

Listeners gain by being exposed to new and fresh talent, new musical works, education by means of interviews and talks in terms of Scotland's history and heritage and contemporary arts and music information and 'live' music performance by artists which they - listeners and performers - would not get anywhere else.

4.23 These observations confirm findings from Chochrane's research (2008) on the positive synergy between the arts and community radio in the UK. In addition to this, other specific benefits of community radio were highlighted as enabling discussion around health related issues and listeners to hear church services, and helping community charities to get free adverts and interviews.

Benefits for local communities

4.24 Focus group participants highlighted a number of ways in which community radio benefits local communities. Stations were seen by station managers to make available critical information on emergency services and dealing with bad weather, for example. Stations were also regarded as providing a Scottish angle on issues and helping to disseminate local information on events and so on. Community radio was regarded by focus group participants as bringing together other community services, helping to break down barriers and bring together people who do not normally communicate with each other. As one participant said, "We are community builders, part of the fabric". The ability to reach and serve people which other media does not cover was mentioned. Finally, the benefits resulting from volunteering such as increased knowledge and skills were acknowledged. Many of the benefits outlined above are consistent with those identified in the literature review, particularly in relation to promoting creativity and belonging, enabling communities to represent themselves and communicating relevant information.

Successes

4.25 When asked what currently works well at their stations, station manager survey respondents provided examples relating to:

• Volunteer input
• Team working
• Boosting the confidence of disenfranchised individuals
• Working with young people
• Community engagement activities and input
• Local news output
• Local government and public service information
• Providing an information platform for community organisations
• Offering diverse music styles and support to local bands
• Specialist programmes
• Local presentation teams
• Successful partnerships

4.26 The value of team working and the "superb enthusiasm and fantastic contribution of [our] volunteers" were particularly prominent in responses to this question. Work undertaken with young people was also regarded as particularly successful. One station manager had over 800 young people taking over the airwaves for nine hours a week last year. Although the resulting programmes include discussion of issues, expert interviews and sharing problems, the most important benefit was simply to "have fun". Another station manager talked of how community radio provides an outlet for young peoples' frustrations. Older people, it was said by another, are able to voice their concerns through community radio. Having an 'open door' policy and upholding equal opportunities and diversity were cited as positive contributing factors by others.

4.27 Supporting local charities and community groups and actively engaging with the local community by, for example, advertising, attending and recording events were commonly regarded as being important by survey respondents. One station manager claimed to have over 50 active partnerships which are essential to the existence of the station. Details were also provided about a successful partnership with a local secondary school where the radio station has set up a satellite station which is used by the pupils to broadcast live. Participation was seen to add a new dimension to pupils' learning and to complement well with the Curriculum for Excellence. Being able to provide references for young people hoping to secure full time employment and education was seen to be beneficial by one station manager.

4.28 Fundraising success and generating good advertising and sponsorship income were mentioned by two station managers. One station also benefitted from having a purpose built studio.

Challenges

4.29 In the survey, station managers identified a range of factors, from broadcast regulation to volunteer management, which make running a community radio station difficult. The most challenging factors were seen to be:

• Management;
  • ensuring all volunteer needs and expectations are met (i.e. in relation to time and resources)
  • managing diverse groups of volunteers
  • making sure volunteers and presenters uphold policies and standards
  • coping with illness and ensuring presenters turn up
  • communication between presenters and directors
  • being responsible for everything and being on call 24 hours a day
• News;
  • the lack of a Scottish news service
  • gathering and compiling local news
• Listener data;
  • the absence of an official structure to generate listener evidence
  • Marketing and public profile;
  • the lack of money for marketing and promotion
  • the slump in advertising
  • improving understanding about the difference between community and commercial radio
  • getting people and the government to understand that community radio is a community asset
  • encouraging the government to understand how grass roots local media hothouse young talent whom subsequently move to more 'senior' media
• Equipment and costs;
  • increased transmitter rentals
  • equipment failure
  • keeping equipment up to date
  • finance
• Working with others;
  • attracting involvement from already stretched community organisations
  • encouraging more Gaelic input

4.30 Consistent with findings in the literature (Ofcom, 2011b: 49), focus group participants felt that funding is a key challenge. They remarked on how difficult it was to keep your "head above board", particularly as community radio does not qualify for a number of funding streams and others are fragmented and difficult to access. They also found it difficult to find funding for specific areas such as paid staff. The difficulty of accessing arts funding and of funding awards being too prescriptive echo further findings from the literature review. One income generating suggestion raised in the focus groups was for community radio to operate more effectively as a delivery avenue for health and other campaigns. It was thought that improved brand awareness could assist community radio to present its case in this regard. Participants called for Scottish Government support to achieve this. It was also felt that advertising agencies were not currently serving community radio adequately and that this could be improved upon. In the literature review it was suggested that access to improved listener figures could help to secure such funding.

4.31 In relation to broadcasting regulation, one survey respondent highlighted what they felt was the need for a new broadcasting regulator for Scotland. Further requests included legislation to change the Ofcom Measured Coverage Area maps.

The Scottish Community Broadcasting Network and Creative Scotland

4.32 The SCBN was launched in June 2008 with the aim of encouraging community radio stations to work together to shape community broadcasting across Scotland. The network aims to stimulate positive relations within the sector and capitalise upon the shared experience, knowledge and programming of the community radio station network. It encourages stations to help each other to develop into effective organisations with high quality output (SCBN, 2008). The SCBN has been instrumental in assisting with this research by advising on content, disseminating the surveys and supporting the focus groups in particular.

4.33 When asked in focus groups what function they thought the SCBN serves, station managers said that the organisation is an umbrella body which represents licensees, negotiates with Government, exchanges information, answers questions from stations and encourages them to help each other and cooperate as one voice. One participant said their aim was to help community radio stations to grow. They thought the SCBN had been very effective at this. It was suggested by another participant that the SCBN could potentially look into ways of supporting smaller stations to access funding.

4.34 A focus group participant indicated that the SCBN had helped when they found they could not afford consultant or training fees. This manager also thought the SCBN's presence helped to make it easier for other bodies to deal with the sector. The organisation had assisted others with producing Ofcom and financial reports and provided useful information. Another thought that while the organisation had been weak in the past it was now moving forward to a new place with a new chief executive.

4.35 During the focus groups participants mentioned that they felt there was scope for Creative Scotland to become more fully engaged with the community radio sector. The new vision for Creative Scotland was regarded as an opportunity in this regard as it was seen to be a far better fit with community radio provision than the previous one. One suggestion was for community radio to help advertise Creative Scotland and its funded organisations. There was a sense that this could potentially deliver "enormous returns" for the arts in terms of audience turn out. Participants also discussed the wider issue of whether community radio is defined as art and therefore whether it should qualify for arts funding. An example was given where an application to Arts and Business was rejected on the basis of not being an arts activity¹⁶. This discussion confirms concerns identified in the literature review about the profile and definition of community radio within the arts, and how there is considerable scope to consolidate working relationships.

Future priorities

4.36 Focus group participants outlined a range of different things they would like to see addressed in future. A primary concern was to increase awareness of the value of community radio, particularly in relation to its contribution to local communities, giving a voice to people in poverty and projecting an image of Scotland internationally through the internet. Participants were also keen to highlight that community radio represents a good return on investment with every pound spent securing a considerable number of volunteer hours. As such the sector would like increased support to be viewed as a hand up and not a hand out. The abolition of license fee charges and assistance with identifying other sources of funding were also viewed as being important.