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from the lecture room
THE ORGANIZATIONAL STRUCTURE

Semi-Commercial / Non-Profit Community Radio
 
 
BOARD

- should be relatively small comprising of founders and community representatives (if possible)
- the decision making mechanism responsible for the well-being of the station: establishing by-law
                                                       
ADVISORY COMMITTEE

- lawyers, radio engineers
programmers, minister,
labor organizers,
community representatives,
- should comprise of the technical members of the
people we trust
 

 

GENERAL MANAGER              
   
                                     
           
STEERING COMMITTEE

- should comprise of the technical members of the
board and experienced radio producers
- be responsible for the operation of the community-
based radio (project-decision ...)
- directly responding to the decisions made by the board
                                 
OUTREACH
FUND RAISING
  PRODUCTION & TECHNICALITY   ADMINISTRATION & FINANCE   HRM, RESEARCH, TRAINING
- community support
- congressional action
- youth committee
- events
- sales
- others
 
- program director
- news editor
- reporters
- program producer
- program assistant
- presenter
  - engineer expert
- assistant
they work as
operators and
archive controllers
 
- director
- receptionist
- guards
- care taker
  - financial director
- accountant/cashier
 
- recruitment & selection
- training
- program exchange
  - audience & program research/analysis
 
NOTES:

1. The board has its say over the General Manager only. The board, which should be odd in number, should not be paid but must be of integrity.
The board might consist of DMC graduates and a representative from the community. They all must be trustworthy. And these people cannot be heads of any department.

2. The General Manager will be answerable to the board, be ready to solve conflicts in the departments, and have contract with mandate limitation set by the board.

3. Members of the Steering Committee should be paid.

4. Reporters and presenters should be the same people so that the community people know who are presenting news to them. This creates a sense of trust—the people might be confident that they are not being cheated.

5. Volunteers from the people in the community are called up to involve and can be promoted to reporters/presenters and producers if they are capable enough.

6. Funding sources should be from the community people rather than any organization because this is a community radio.

7. The staff in HRM and R&D Department are to be supervised by quality controllers and researchers in order to get feedback of what the community radio is doing.

8. The community radio would be located in Kampong Cham or Sihanouk Ville, with around 20 kilometer coverage. There should be about 10 shareholders working together to set up the station.

estimated running cost:

As we haven’t done any research on the location where we would establish our radio station, the estimated initial investment should be between USD10,000 and 15,000.

1. Equipment:

- 1 transmitter — 1kw
- Antenna tower
- 2 Mixing desks, one for broadcasting, the other one for training.
- 1 Unit CD player
- 4 Units of headphone
- 4 Units of microphone
- 3 Computers (1 for administration)
- 1 phone line
- Air con for technical suite

2. Rent ~500-700USD

3. Salary, wages and barter ?

Funding partners and supporting groups: UNESCO, CIC (OPEN FORUM), CLUB OF CAMBODIAN JOURNALISTS, KONRAD ADENAUER FOUNDATION, and the community.

Program Content:

Local focus — community development, community security, entertainment

1. Festival — a series of public concerts that are recorded and later broadcast.

2. Drama — either indoor or outdoor.

3. Forums — need volunteers to help.

4. Educational shows — work with organizations that promote education, and with students.

5. Awards — kind of supporting activities that the station values by creating an award program.

6. Sponsoring community events — local events (often with a long tradition) that they highly value including sport match, agriculture shows, musical and theatrical performances, educational projects, and welfare initiatives, all of which are held once a year

                                                 
 
THE BUSINESS PLAN

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