by Mark Albala, Cable Advisory Committee, Oakland TV
The State of New Jersey has financial & technical assistance available to the communications arms of NJ communities
It’s there, but not always easy to find to find
I’d love to tell you there is a consistent way of accessing advisory services and financing within the State of New Jersey for support of communications to the citizenry of New Jersey, but that is not the case. There is a wealth of services available, if you can find it. This article is not intended e a one-size-fits-all answer to receiving technical and financial support for your public access channel or other means used to communicate to the citizenry of your municipality, but rather should serve as a guide to determine where to start identifying the sources you can use to bolster either financing or technologies that cross outside the domain of TelVue, Cablecast or other broadcasting platform your municipality utilizes.
While the focus of this article is financing available from governmental organizations, there are a variety of financing opportunities documented elsewhere and sourced outside of the governmental framework. Generally, these financing sources are only available to non-profits/. Many are documented through Candid.org, one of the largest nonprofit watchdog organizations in the United States. This is not the only source available for identifying grants. Many never reach a central publication. For technology grants, there is another source, TechSoup, which is available only to nonprofits. TechSoup works with technology firms to donate hardware, software and services for an administrative fee.
Sources of Advisory and Financing Services
This briefing tries to synthesize the resources available within New Jersey’s public sector operations. It leans heavily on the state’s critical infrastructure needs and strategic initiatives outlined in the Fiscal Year 2025 Seven-Year Capital Improvement Plan. The most intensive resources available are of peripheral interest to broadcasting concerns, as they are focused on the widespread need for capital investment to address aging and failing infrastructure across nearly every state department. While these initiatives are focused on physical structures and the power that is utilized by those structures, the electrical grid and networking needs of each municipality are included in these concerns, a topic that should have the interest of your broadcasting capabilities. The key initiatives which can be tapped for financial and technical support are disbursed across several core areas:
- Infrastructure Preservation: A substantial portion of requested funding is dedicated to replacing and modernizing fundamental building systems to prevent catastrophic failures, ensure operational continuity, and mitigate costly emergency repairs.
- Health and Safety Compliance: Significant investments are required to meet modern safety standards. This includes statewide initiatives for fire safety compliance, asbestos and lead abatement, ADA accessibility, etc. to maintain federal accreditation and funding.
- Modernization and Expansion: Beyond repairs, the plan details strategic investments in new facilities to meet growing demand and modern operational requirements. Notable projects include a new State Police station, expanded agricultural laboratories, and extensive construction and renovation across New Jersey’s higher education institutions.
- Specialized Programs and Funding: The state leverages targeted programs to enhance public services. The State and Local Cybersecurity Grant Program (SLCGP) aims to bolster digital defenses, while entities like the Educational Services Commission of New Jersey (ESCNJ) provide cost-effective technology purchasing for schools and municipalities. Furthermore, specific revenue streams, such as Public, Education, and Government (PEG) fees from cable operators, are strictly regulated for capital expenditures on public access channels. A particular focus has been placed on improving operations efficiency to assist municipalities to accomplish more with less.
Collectively, these initiatives represent a systematic effort to preserve state assets, enhance public safety and services, foster economic growth, and ensure the long-term fiscal health and operational integrity of the State of New Jersey.
NOTE: I have taken the stance to include every technological investment available in the state, whether it has a direct consequence to public access television or not, mainly because there is not a clear picture of what would apply to your specific jurisdictional circumstances. For example, if you were implementing a new networking topology for support of your broadcasting needs, there may be venues potentially available for technical and financial support which would be obfuscated if the discussion was limited to only direct opportunities for advisory and financial support of communications.
The level of consistency available from county organizations is relatively low. Bergen County and Essex County seem to be some of the more generous counties in the state, but navigating to the sources of this funding is an exercise in its own right. Within the Borough of Oakland, I am investigating what resources are available at the county level which the municipality can tap into. Any answers I surface pertinent to Bergen County will likely not be relevant in other counties
So, here is the capital improvement plan for the State of New Jersey, with the hope that this sparks some ideas of what avenues should be researched for advisory and financing sources within your community.
New Jersey’s Seven-Year Capital Improvement Plan (FY 2025)
New Jersey’s capital program is a comprehensive strategy for investing in short-term and long-term needs essential to its citizens. The plan prioritizes the preservation of existing assets, strategic investments in transportation and environmental systems, and the construction of modern facilities to generate economic growth and support public services.
A. Governance and Planning Process
The capital planning process is managed by the New Jersey Commission on Capital Budgeting and Planning, established in 1975. This 12-member advisory body provides a systematic focus on the investment of limited capital resources.
- Commission Composition: The Commission includes the State Treasurer, three other Executive Branch members, two members each from the General Assembly and Senate, and four public members with expertise in public finance.
- Responsibilities: The Commission is tasked with preparing the annual State Capital Improvement Plan, reviewing all capital projects, forecasting future needs, making recommendations on maintenance and debt, and ensuring proposals are consistent with the State Development and Redevelopment Plan.
- Process: State agencies evaluate their facilities, determine priorities, and submit seven-year capital requests. The Treasurer and Governor’s Office provide funding targets and policy guidance. The Commission reviews these requests, hears testimony from agencies, and makes final recommendations.
- Funding Sources: Capital funding is derived from multiple sources, including constitutional dedications of motor fuel taxes, a portion of the sales tax, petroleum products gross receipts tax, contributions from toll road authorities, and debt issued by entities like the Transportation Trust Fund Authority. The fiscal 2025 plan also recommends $38.721 million from the Debt Defeasance and Prevention Fund for non-recurring capital expenditures.
B. Core Investment Themes and Recurring Needs
Analysis of the departmental requests reveals several consistent and urgent themes, underscoring the systemic challenges facing the state’s physical assets.
- Infrastructure Preservation and Modernization. A dominant theme is the critical need to repair and replace aging core infrastructure. Many state buildings, constructed between the 1960s and 1980s, operate with original systems that have far exceeded their useful lifecycles. This includes physical facilities, HVAC needs for these facilities and power and networking facilities of these organizations.
- Health, Safety, and Compliance. A substantial portion of capital requests is driven by the need to comply with federal and state regulations and to ensure the safety of employees, the public, and individuals in state care. This includes fire safety, environmental remediation, Ligature Risk abatement, Dam Safety but also ADA compliance.
- Security Enhancements. Modernizing security systems is a priority across multiple agencies to protect state assets, personnel, and the public. This includes integrated systems, with a focus on law enforcement, and correctional facilities, but also includes public address systems including those pertinent for emergency communications.
- Energy Efficiency and Sustainability. In line with the State Energy Master Plan, departments are seeking to upgrade facilities with energy-efficient technologies to reduce operating costs and carbon footprint. This includes lighting, renewable energy and other energy assurance initiatives. This potentially could include power assurance that is critical to broadcasting.
Higher Education.
Universities across New Jersey have submitted extensive capital requests for new construction, major renovations, and deferred maintenance to support growing student enrollment and research initiatives, including Rowan University, Rutgers, Montclair State University and Kean University. Many of these funds can benefit municipalities.
Cross State Cybersecurity Initiatives.
The State and Local Cybersecurity Grant Program (SLCGP) is a New Jersey initiative designed to improve the cybersecurity posture of state and local government organizations. The program is structured around four key objectives:
- Governance and Planning: Establish governance structures and develop or revise cybersecurity plans to improve incident response and ensure continuity of operations.
- Risk Assessment: Enable agencies to understand their current cybersecurity posture through continuous testing, evaluation, and structured assessments.
- Security Implementation: Implement security protections that are commensurate with identified risks.
- Workforce Development: Provide cybersecurity training for personnel, tailored to their level of responsibility.
Cable Communications PEG FEES
Under the federal Cable Communications Policy Act of 1984, local governments (franchising authorities) can collect fees from cable operators to support local Public, Education, and Government (PEG) channels. The use of these funds is strictly regulated.
- Franchise Fees: Cable operators may be required to pay up to 5% of their gross revenues in franchise fees, which are designated for the general fund and can be used for any purpose.
- PEG Fees: In addition to franchise fees, operators may be required to pay PEG fees (e.g., 1% of gross revenue) as financial support for PEG channels.
- Usage Restrictions: PEG fees may only be spent on capital costs for PEG facilities and equipment. They may not be used for operating costs.
- Capital Costs: Acquiring or improving a specific capital asset, such as channel capacity, facilities, and equipment for the use of such capacity.
- Operating Costs: Expenses incurred in running the day-to-day business of the PEG channel, such as employee salaries or the cost of hiring an outside audiovisual company to broadcast meetings.
- Compliance: If PEG fees are improperly spent on operating costs, they are reclassified as franchise fees. Cable operators may then offset future franchise fee payments by deducting the amount that was misspent. The Act also allows for audits of a local government’s use of PEG fees.
State-wide organizations fostering the financing and advisory services to public access broadcasting initiatives are the Jersey Access Group, the New Jersey Board of Public Utilities, specifically their Office of Cable Television and Communications and the New Jersey Civic Information Consortium.
Other State Capital Improvement Opportunities
As outlined in the Capital Improvement Plan, the state relies on a variety of dedicated revenue streams and financing mechanisms to fund its capital program. These include providing capital funds from funds derived from motor fuel taxes, sales and use taxes, transportation related authorities, Motor vehicle registration fees, debt servicing on state issued bonds and the Debt Defeasance and Preservation Fund.
Coordinated Programs that Differ in Administration Across the Counties of New Jersey
Coordinated programs are those that are either driven by federal, state or county guidance but administered differently across the counties of New Jersey.
Shared Services Adoption
Many of New Jersey’s counties have adopted a shared services model to offer advisory and financial support to municipalities and to non-profits that support municipalities. For example, in Bergen County, Bergen Cares has taken the mandate to be the central spoke to delivering technical advisory and financial support programs in addition to other mandates. In Monmouth County, the Monmouth County Improvement Authority has a similar mandate.
Generally, the major initiatives of these initiatives are focused on technology modernization and in particularly deploying Ai for resident engagement, cyber-security as directed through the New Jersey Cybersecurity and Communications Integration Cell (NJCCIC), which has as part of its mandate to disburse $263 million via the federal Broadband Equity, Access, and Deployment (BEAD) program.
Additional focus areas are to utilize technologies to improve the optimization of taxpayer dollars by disbursing federal and state grant opportunities and advising on the adoption of best practices through practices like centralized eProcurement, strategic disposal of surplus assets and other intents as documented in the NJSTART initiative and other initiatives intended to achieve AAA credit ratings throughout the state, including initiatives focused on public safety and improving the quality of public services at a reduced overall cost. Statewide initiatives are also being deployed through coordination through the Division of Consumer Affairs and the Division of Local Government Entities to administer grants through the System for Administering Grants Electronically (SAGE) initiative all focused on achieving an elevated efficiency of local government.
County-Level Shared Service Models
Finally, the county specific programs, which are devised to assist both municipalities and, in many cases, only through nonprofits supporting those municipalities through programs like Bergen Cares, the Monmouth County Improvement Authority, the Union County Division of Information Technologies, the Middlesex County Ai for Resident Engagement initiative, the Piscataway based Educational Services Commission of New Jersey (ESCNJ) and the Rutgers’ Center for Urban Policy Research. Each county within the state of New Jersey is administered differently and navigating the complex of weaves, while difficult, can be softened with the aid of the New Jersey Association of Counties (NJAC) and its national counterpart, the National Association of Counties (NACO).
About Mark Albala
Mark Albala is semi-retired and serves as president of two companies, InfoSight Partners and Albala Press, serves on the board of directors of two start-ups, Singularity Media and Beyond Ai, and serves on several disciplines associated with communicating to the citizenry of Oakland, New Jersey. Mark has recently turned his attention to authoring works of science fiction and has been helping other budding artists navigate the weave of challenges complicating the ability to publish their works. Prior to semi-retirement, Mark ran several technology profit centers for consulting firms, has served as a trusted advisor to many global corporations, instituted the solution architecture department for several consulting firms and served as a driving force in information, technology and information architecture for clients across a variety of industries.
News & Events
Posted: February 2, 2026 by Doug Seidel
Spotlight: Oakland TV – NJ Financing and Technical Support Available
by Mark Albala, Cable Advisory Committee, Oakland TV
The State of New Jersey has financial & technical assistance available to the communications arms of NJ communities
It’s there, but not always easy to find to find
I’d love to tell you there is a consistent way of accessing advisory services and financing within the State of New Jersey for support of communications to the citizenry of New Jersey, but that is not the case. There is a wealth of services available, if you can find it. This article is not intended e a one-size-fits-all answer to receiving technical and financial support for your public access channel or other means used to communicate to the citizenry of your municipality, but rather should serve as a guide to determine where to start identifying the sources you can use to bolster either financing or technologies that cross outside the domain of TelVue, Cablecast or other broadcasting platform your municipality utilizes.
While the focus of this article is financing available from governmental organizations, there are a variety of financing opportunities documented elsewhere and sourced outside of the governmental framework. Generally, these financing sources are only available to non-profits/. Many are documented through Candid.org, one of the largest nonprofit watchdog organizations in the United States. This is not the only source available for identifying grants. Many never reach a central publication. For technology grants, there is another source, TechSoup, which is available only to nonprofits. TechSoup works with technology firms to donate hardware, software and services for an administrative fee.
Sources of Advisory and Financing Services
This briefing tries to synthesize the resources available within New Jersey’s public sector operations. It leans heavily on the state’s critical infrastructure needs and strategic initiatives outlined in the Fiscal Year 2025 Seven-Year Capital Improvement Plan. The most intensive resources available are of peripheral interest to broadcasting concerns, as they are focused on the widespread need for capital investment to address aging and failing infrastructure across nearly every state department. While these initiatives are focused on physical structures and the power that is utilized by those structures, the electrical grid and networking needs of each municipality are included in these concerns, a topic that should have the interest of your broadcasting capabilities. The key initiatives which can be tapped for financial and technical support are disbursed across several core areas:
Collectively, these initiatives represent a systematic effort to preserve state assets, enhance public safety and services, foster economic growth, and ensure the long-term fiscal health and operational integrity of the State of New Jersey.
NOTE: I have taken the stance to include every technological investment available in the state, whether it has a direct consequence to public access television or not, mainly because there is not a clear picture of what would apply to your specific jurisdictional circumstances. For example, if you were implementing a new networking topology for support of your broadcasting needs, there may be venues potentially available for technical and financial support which would be obfuscated if the discussion was limited to only direct opportunities for advisory and financial support of communications.
The level of consistency available from county organizations is relatively low. Bergen County and Essex County seem to be some of the more generous counties in the state, but navigating to the sources of this funding is an exercise in its own right. Within the Borough of Oakland, I am investigating what resources are available at the county level which the municipality can tap into. Any answers I surface pertinent to Bergen County will likely not be relevant in other counties
So, here is the capital improvement plan for the State of New Jersey, with the hope that this sparks some ideas of what avenues should be researched for advisory and financing sources within your community.
New Jersey’s Seven-Year Capital Improvement Plan (FY 2025)
New Jersey’s capital program is a comprehensive strategy for investing in short-term and long-term needs essential to its citizens. The plan prioritizes the preservation of existing assets, strategic investments in transportation and environmental systems, and the construction of modern facilities to generate economic growth and support public services.
A. Governance and Planning Process
The capital planning process is managed by the New Jersey Commission on Capital Budgeting and Planning, established in 1975. This 12-member advisory body provides a systematic focus on the investment of limited capital resources.
B. Core Investment Themes and Recurring Needs
Analysis of the departmental requests reveals several consistent and urgent themes, underscoring the systemic challenges facing the state’s physical assets.
Higher Education.
Universities across New Jersey have submitted extensive capital requests for new construction, major renovations, and deferred maintenance to support growing student enrollment and research initiatives, including Rowan University, Rutgers, Montclair State University and Kean University. Many of these funds can benefit municipalities.
Cross State Cybersecurity Initiatives.
The State and Local Cybersecurity Grant Program (SLCGP) is a New Jersey initiative designed to improve the cybersecurity posture of state and local government organizations. The program is structured around four key objectives:
Cable Communications PEG FEES
Under the federal Cable Communications Policy Act of 1984, local governments (franchising authorities) can collect fees from cable operators to support local Public, Education, and Government (PEG) channels. The use of these funds is strictly regulated.
State-wide organizations fostering the financing and advisory services to public access broadcasting initiatives are the Jersey Access Group, the New Jersey Board of Public Utilities, specifically their Office of Cable Television and Communications and the New Jersey Civic Information Consortium.
Other State Capital Improvement Opportunities
As outlined in the Capital Improvement Plan, the state relies on a variety of dedicated revenue streams and financing mechanisms to fund its capital program. These include providing capital funds from funds derived from motor fuel taxes, sales and use taxes, transportation related authorities, Motor vehicle registration fees, debt servicing on state issued bonds and the Debt Defeasance and Preservation Fund.
Coordinated Programs that Differ in Administration Across the Counties of New Jersey
Coordinated programs are those that are either driven by federal, state or county guidance but administered differently across the counties of New Jersey.
Shared Services Adoption
Many of New Jersey’s counties have adopted a shared services model to offer advisory and financial support to municipalities and to non-profits that support municipalities. For example, in Bergen County, Bergen Cares has taken the mandate to be the central spoke to delivering technical advisory and financial support programs in addition to other mandates. In Monmouth County, the Monmouth County Improvement Authority has a similar mandate.
Generally, the major initiatives of these initiatives are focused on technology modernization and in particularly deploying Ai for resident engagement, cyber-security as directed through the New Jersey Cybersecurity and Communications Integration Cell (NJCCIC), which has as part of its mandate to disburse $263 million via the federal Broadband Equity, Access, and Deployment (BEAD) program.
Additional focus areas are to utilize technologies to improve the optimization of taxpayer dollars by disbursing federal and state grant opportunities and advising on the adoption of best practices through practices like centralized eProcurement, strategic disposal of surplus assets and other intents as documented in the NJSTART initiative and other initiatives intended to achieve AAA credit ratings throughout the state, including initiatives focused on public safety and improving the quality of public services at a reduced overall cost. Statewide initiatives are also being deployed through coordination through the Division of Consumer Affairs and the Division of Local Government Entities to administer grants through the System for Administering Grants Electronically (SAGE) initiative all focused on achieving an elevated efficiency of local government.
County-Level Shared Service Models
Finally, the county specific programs, which are devised to assist both municipalities and, in many cases, only through nonprofits supporting those municipalities through programs like Bergen Cares, the Monmouth County Improvement Authority, the Union County Division of Information Technologies, the Middlesex County Ai for Resident Engagement initiative, the Piscataway based Educational Services Commission of New Jersey (ESCNJ) and the Rutgers’ Center for Urban Policy Research. Each county within the state of New Jersey is administered differently and navigating the complex of weaves, while difficult, can be softened with the aid of the New Jersey Association of Counties (NJAC) and its national counterpart, the National Association of Counties (NACO).
About Mark Albala
Mark Albala is semi-retired and serves as president of two companies, InfoSight Partners and Albala Press, serves on the board of directors of two start-ups, Singularity Media and Beyond Ai, and serves on several disciplines associated with communicating to the citizenry of Oakland, New Jersey. Mark has recently turned his attention to authoring works of science fiction and has been helping other budding artists navigate the weave of challenges complicating the ability to publish their works. Prior to semi-retirement, Mark ran several technology profit centers for consulting firms, has served as a trusted advisor to many global corporations, instituted the solution architecture department for several consulting firms and served as a driving force in information, technology and information architecture for clients across a variety of industries.
Posted: January 29, 2026 by Doug Seidel
The Power of Community Access TV
by John C. Morley, Independent Producer
Community media is vital for community communications and engagement
In a media landscape dominated by national headlines, streaming platforms, and fast-moving social media, it’s easy to overlook the importance of local stories. Yet across New Jersey, community access television continues to play a vital role in keeping residents informed, connected, and engaged. Jersey Access Group (JAG) members stations and other local access stations serve as a reminder that the stories closest to home still matter deeply.
Community access television exists to give residents a voice. Unlike commercial networks, which are driven by ratings and advertising, access stations are built around participation and inclusion. They provide a platform for local events, municipal meetings, nonprofit initiatives, educational programming, cultural celebrations, and personal stories that reflect the diversity and character of New Jersey’s communities. These are stories that may never reach a national audience, but they shape daily life for the people who live here.
One of the most important roles JAG plays is fostering civic awareness. By broadcasting town council meetings, school board discussions, and public forums, community access television helps residents stay informed about decisions that directly affect their neighborhoods. This transparency strengthens trust and encourages participation. When people can easily see how local government works, they are more likely to engage thoughtfully and responsibly in civic life.
Community access television also helps bridge gaps between generations and backgrounds. In New Jersey’s diverse communities, access programming creates space for different voices to be heard respectfully. Seniors, students, educators, artists, volunteers, and first-time producers all have the opportunity to share perspectives and experiences. This inclusive approach helps build understanding and reinforces the idea that community is stronger when everyone has a seat at the table.
Education is another cornerstone of community access television. Many stations, including JAG, provide training and resources that allow residents to learn media production skills. From operating cameras to crafting meaningful stories, these opportunities empower individuals to move from passive viewers to active creators. For young people exploring career paths, adults developing new skills, or organizations seeking to share their mission, community access TV serves as a practical and welcoming learning environment.
Preserving local history is yet another quiet but powerful function of community access television. Recorded interviews with longtime residents, coverage of community milestones, and documentation of cultural traditions create an archive that reflects New Jersey’s evolving story. These recordings become valuable historical resources, capturing moments that might otherwise fade with time. In this way, community access stations help safeguard the shared memory of the towns they serve.
In our digital world, community access television complements online platforms rather than competing with them. While social media often prioritizes speed and popularity, access programming offers depth, context, and continuity. It allows conversations to unfold thoughtfully and provides reliable local information in a format that is accessible to viewers of all ages. This balance between traditional broadcasting and modern media ensures that local stories remain visible and relevant.
Perhaps most importantly, community access television reminds us that connection begins locally. Seeing familiar faces, recognizing neighborhood landmarks, and hearing voices from within the community fosters a sense of belonging. Shared experiences strengthen the social fabric and encourage residents to take pride in their community. As media continues to evolve, Jersey Access Group and community access stations across New Jersey remain committed to their core mission: serving the public, amplifying local voices, and supporting informed and engaged communities. Their impact may not always be loud or viral in the national sense, but it is lasting. By focusing on people, participation, and place, community access television continues to be a powerful force—right here at home.
Posted: January 27, 2026 by Doug Seidel
Legislative Update January 2026: News from Trenton & Washington, DC – Changes in the FCC
by Dave Garb, Legislative Committee Chair
Revisiting ADA Title II Web and Mobility Access Compliance to the WCAG 2.1 Level AA Rules
To prepare us for the important ADA Compliance Rules that are quickly approaching (by which many of us will have to abide), we want to once again review some information offered during JAG’s October General Meetings:
From Mike Wassenaar, President-Alliance for Community Media (ACM)
Certain rules about communication for state and local governments were a part of the DOJ order that came forward, but even with the rulemaking that occurred in 2024, the ADA still didn’t change in and of itself. But, the responsibilities that nonprofits and local governments have to the public are still maintained. This is really more about a quality issue as opposed to a yes or no question.
You must provide effective communication for the community based upon what people who need accommodations need. Captioning doesn’t work with someone who’s illiterate. What about people who are American Sign Language speakers? Would captioning wouldn’t meet their needs? This ruling came up with captioning as sort of a uniform quality standard for video, particularly to be able to meet as many needs as possible in a community. Below are some other key points:
Mike Wassenaar and the ACM have also shared with us a slideshow ACCESSIBILITY RULES EVERY PEG CHANNEL SHOULD UNDERSTAND, that highlights everything you need to know about these rules, as well as the following list of key takeaways to remember about disability access with your channels and services:
You are *not* exempt from ADA requirements. They require all non-profits and local governments to assess the costs of providing effective communication for residents. Solutions must be based on what residents need. You may not be required to provide that service if it fundamentally changes what you do, or it presents an undue economic burden. Guidelines are at https://www.ada.gov/resources/effective-communication/
Starting April 24, 2026, local governments serving more than 50K people must provide online communications that meet a minimum WCAG standard. This rule applies to all governments starting April 24, 2027. This includes captioning for live video online, and descriptive audio for pre-recorded video online. You should determine the costs for compliance with the new rule and plan either to meet the standards for your online presence or to make the case that compliance with one or more elements presents an undue burden. In either case, decision makers with local government need to be involved.
Regardless of the Federal Government’s enforcement of the ADA, these rules can be enforced through private legal action, so local governments and non-profits would be subject to legal liability if they fail to act appropriately.
Technology and pricing change, so you should be prepared to assess costs for compliance regularly.
Please contact us if you are in need of any further information.
Mike Wassenaar, President
Alliance for Community Media
mwassenaar@allcommunitymedia.org
David Garb, Legislative Chair
Jersey Access Group
davegarb@paps.net
Posted: January 9, 2026 by Doug Seidel
Spotlight: Jordan Anderson Independent Producer – A Platform for Career Development
by Jordan Anderson, Television Producer
Jordan Anderson is an aspiring producer and currently produces and directs three television shows at Piscataway Community Television. Jordan graduated from Rider University in December 2023 with a BFA degree in film and television. Having lived and studied in various cities (domestic and international) she strives to do the best work possible.
A background that prepared her for a career in media
Her background in entertainment began in high school, when she decided to pursue storytelling and visual media as a career. She interned and lived in Los Angeles, learning about media in the heart of Hollywood. She also worked as a traveling journalist in Urbino, Italy. These experiences contributed to her current success.
Learning from her mentor and colleagues
Upon meeting her mentor and close friend, Steve Kaiser. Steve has worked closely with PCTV for 33 years and has the longest-running show there called On the Loose. Steve taught Jordan the business with hands-on experience. She and Steve actively work on Non-Profit Television (NPTV), The Green Industry Report, and On the Loose together every week. Steve taught her all she knows about cable television and continuously inspires her.
Their partnership began in January 2024, when her father brought her down to the Total Pro Expo in Edison, NJ. Steve and the host, Lisa, were filming an episode for Growing Green (now The Green Industry Report) where Lisa interviewed her dad. Jordan’s father works for CLC Landscape Design in Ringwood, NJ, and was tasked with receiving their awards that year.
As Steve and Lisa introduced themselves as cable television crew members, Jordan’s dad recommended she meet them. Lisa has worked closely with both of them since. Upon joining her father the second day of the Expo, Jordan met Steve and immediately picked up the equipment and filmed the remaining interviews for that month’s show. Jordan was a natural, and Steve was impressed with how quickly she learned.
Bringing Gen Z flair
Having worked in television for decades, Steve started many different shows during his time with PCTV. When Jordan joined the team, he revived one of his old shows, Non-Profit Television, which had existed for 8 years, and gave Jordan full control of the new age of the show. She started social media pages, YouTube channels, and her own business. She brought the innovations from what she learned in college to make the show better. These shows include:
Non-Profit Television (NPTV) is a show dedicated to 501(c)(3)s and promoting organizations and their upcoming events. Besides being producer, Jordan has worked as a camera operator, director, content creator, social media expert, and host. Although her original intention was to stay behind the scenes, she was encouraged by Steve to be on camera, interviewing the different people they met. This gave her a sense of both sides of the business–crew and talent. Some non-profit organizations that have been featured on the show include: The Fighting Children’s Cancer Foundation, the Meghan Rose Bradley Foundation, the Somerset County Sheriff’s Department, the Branchburg Rotary, and many more.
The Green Industry Report was formerly known as the award-winning Growing Green. Originally sponsored by the New Jersey Nursery & Landscape Association (NJNLA), it focused on all things green industry in New Jersey.With host Lisa DeAngelis, the show features various garden centers, business owners, and agriculture experts sharing their knowledge of plants and flowers (most recently sponsored by Hionis Greenhouses). The team loves learning more about the green industry in the Garden State.
On the Loose has been on the air for over 30 years, representing many different businesses. Steve started the show back in 1992, where he has had over 40 hosts. Currently hosted by Lisa and Jordan, the crew gets to meet a multitude of business owners and industry professionals. Best described as a variety show, it captures the fun parts of life by supporting small businesses. Having ice cream shops, meat markets, thrift stores, entertainment venues, etc., Jordan truly loves to see the connection this show has had over the years with so many people.
Jordan’s goals with these shows are to create a portfolio of herself and her work for future projects and opportunities. In addition to working as a producer on the shows, she is also the executive assistant at a production company in New York City. She has worked with Sonia Victoria Werner at the Lighthouse Ladies, LLC., since January 2024 as well. Here, she branches out her narrative film knowledge while still learning the aspects of the broadcast world.
Jordan is very grateful for all of the opportunities she has been given, and strives to work hard every day she can, and thanks those she has met along the way who have helped her out. She is especially thankful to her parents, Steve and Lisa, along with George and Doug at PCTV, who helped her be a part of the JAG community and exposed her to the broadcast world.
Posted: January 8, 2026 by Doug Seidel
How Your Phone Is Making Your Local TV Station Smarter
by John C. Morley, Independent Producer
Instead of competing, pull phones into the community TV experience
Local community TV has always been pretty simple at its core: turn on the channel and see people and places you actually recognize. That part still matters. What has changed is how viewers watch. They sit on the couch with a phone in their hand, half watching and half scrolling. That sounds like a problem, but for community stations it can actually be an opportunity. With a few new tech ideas, you can pull that phone into the experience instead of competing with it.
The easiest place to start is the humble QR code
A few years ago, most people ignored QR codes. Now they’re on menus, posters, buses, and bills—and people really do scan them. For a local station, that means you can turn a passive segment into something a viewer can act on in the moment. Interviewing someone from a nonprofit? Put a small code on screen that goes straight to their volunteer form or donation page. Covering a town event? Link to a map, schedule, or sign up sheet. No apps, no logins, just a clear label like: Scan for more info.
Some simple tools for interacting with viewers
Once you’re comfortable with that, you can try simple viewer input. Big networks are leaning on interactivity to hold on to younger audiences. The same tools are available to community TV, just on a smaller scale. Instead of guessing what people want to see, ask them. A basic online poll, tied to a QR code or short link, can let people vote on low risk decisions: which community event to cover next, which guest to invite back, or what topic deserves a deeper dive. You may not get thousands of responses, but the people who take the time are exactly the ones you want to hear from.
Think of your channel as the front door, not the whole house
Larger broadcasters often air a short piece and then send viewers online for the longer version, extra context, or tools they can use. Community TV can borrow that pattern without getting fancy. Say you produce a five minute segment about a local small business fair. On air, you keep it tight: a few quick interviews and some good visuals. On screen, you add a code or URL that goes to a simple landing page with the full list of vendors, links to their websites, and maybe a longer cut of one of the interviews. The broadcast stays watchable, and the people who really care have somewhere to go.
Younger viewers are a different challenge
Many younger viewers barely touch cable, but they will watch something if it shows up in their feeds and feels like it was made for a phone. That doesn’t mean you have to reinvent everything. When your crew is already out shooting, grab a few extra clips vertically on a phone. Later, cut those into short, captioned pieces for Instagram, YouTube Shorts, or TikTok, with a line like “Full story on Channel 34 this Thursday at 7 p.m.” It’s the same content, just packaged in a way that has a chance to land in someone’s timeline.
Community TV can help viewers acquire basic digital skills
A lot of people in town still struggle with things that tech folks take for granted—spotting a scam text, turning on closed captions, or signing up for local alerts. Stations can create a series of very short “tech tip” segments that show, step by step, how to do one small thing. Point a camera at a phone or laptop screen, have someone talk through the steps in plain language, and then repeat the key point on a graphic at the end. Those tips can fill odd time slots and live online as well.
Think about local emergencies and important events
Finally, think about the serious moments: storms, power outages, big public meetings, or other local emergencies. New TV standards and connected platforms are pushing bigger stations to rethink how they handle alerts and critical information. Community channels can plan ahead too, even with basic tools. That might mean building simple templates for on screen maps and checklists, keeping key hotline numbers handy in your graphics system, and having a QR or short link ready that leads to a “one page” local resource list. When something happens, you’re not scrambling—you’re plugging solid information into a system you already tested.
None of this requires a huge budget or a full time tech team. It’s mostly about small tweaks: adding a code here, a link there, a short poll, or a vertical clip. Community TV has survived everything from cable to streaming by staying rooted in real people and real stories. A few thoughtful tech touches won’t change that. They just make it a little easier for your neighbors to watch, respond, and feel like the station is still theirs in a very different media world.
Posted: January 6, 2026 by Doug Seidel
Legislative Update December 2025: News from Trenton & Washington, DC – Changes in the FCC
by Dave Garb, Legislative Committee Chair
American Broadband Act of 2025
On December 3rd, the House of Representatives, Committee on Energy and Commerce, hastily voted on a group of bills known together as H.R. 2289, The American Broadband Act of 2025. Inside this potpourri of bills, was one that could affect just about all cable franchises in the United States. Basically, this is H.R. 3557 all over again.
From Gerard Lederer, Attorney – Best, Best and Krieger
A few of the ways this bill impact local franchises include:
This bill has a series of provisions that don’t just affect cable franchising, but may actually affect local governments. The United States Conference of Mayors (USCM), The National League of Cities (NLC), The National Association of Counties (NACo), and The National Association of Telecommunications Officers and Advisors (NATOA) wrote a joint letter to express their strong opposition to the bills before the Communications and Technology Subcommittee that would preempt local authority over public rights-of-way and land use.
From Mike Wassenaar, President-Alliance for Community Media (ACM)
Whether you are in a state franchising state or a local franchising state. H.R. 2289 affects any organization that benefits from local cable franchising, such as a local government, a school district, or a community media center, nonprofit that’s operating in a local community.
It’s a wide range of organizations and a wide range of people around the United States that will be affected by some of the measures of the bill.
The American Broadband Deployment Act of 2025 is a very interesting logic model in terms of how to get broadband to rural communities that don’t have adequate broadband connections. If you have communities that don’t have broadband, we need to get rid of the rights of all communities that may have broadband.
A couple of the problems H.R. 2289 will cause is that it would implement shot clocks for decision making on new franchises or wireless applications and codifies them. So that if there’s no response from local government by a shot clock deadline, there’s deemed granted provisions for the application, even though the application may be defective.
There are restrictions on local government’s rights in terms of oversight for both telecommunications companies and cable companies. The bill eliminates state and local oversight over cable sales and transactions for mergers and acquisitions, with the idea that if we just eliminate consumer oversight, we’ll have more broadband in rural areas. H.R. 2289, also strips local governments of property rights and compensation in favor of cable, wireless, and telecommunications providers.
Another provision says that a cable company can alter or terminate a franchise with notice based on a number of conditions, including commercial impracticability. Any item within a contract can be altered by a company with 120 days’ notice. A community could dispute this, but they’d have to go to court or to the FCC to dispute it. There’s no negotiation in terms of sort of the way in which power is structured in the bill.”
During this markup, New Jersey Representatives Frank Pallone and Robert Menendez voiced very strong support for local communities and expressed quite coherently a set of protections for local rights. This bill remains a partisan measure even though there was a series of bipartisan measures that were put forward by the Committee on Energy and Commerce that all sides supported.
Now, the bills have been marked up. It passed along what was essentially a party line vote and is waiting for the next steps, which could happen in 2026 as this bill moves forward.
If you need more information, contact:
David Garb, Legislative Chair, Jersey Access Group davegarb@paps.net
Posted: December 10, 2025 by Doug Seidel
Strategies to Increase Community Engagement through Local TV in 2025
by John C. Morley, Independent Producer
Community engagement is critical for local TV stations to remain relevant and valuable to their audiences in 2025. As people increasingly turn to diverse digital sources, local TV must deepen connections by creatively serving and involving their communities. The following are some strategic approaches designed to boost community engagement effectively and sustainably.
Community-Centric Content Creation
Local TV stations should focus on producing content that reflects the identity and interests of their communities. This includes spotlighting local heroes, businesses, cultural events, and pressing local issues through human-interest stories and documentaries. By telling stories that resonate on a personal level, viewers feel recognized and develop loyalty toward the station, reinforcing their role as a vital community voice.
Multi-Platform Interaction and Creator Economy
To engage audiences, especially younger demographics, stations must harness social media and emerging digital spaces actively. This includes not only distributing vertical video formats on TikTok and Instagram, but also experimenting with platforms like Twitch, Discord, and Reddit for unique community interactions. Collaborating with local influencers and content creators blends authentic voices with the station’s brand, expanding reach and relevance beyond traditional broadcast viewers.
Hybrid In-Person and Virtual Community Events
Bringing viewers together through events, both virtual and live, fosters personal connections that deepen engagement. Local TV can host workshops, studio tours, community forums, and celebration events that offer interactive experiences. Hybrid models—combining in-person and streaming options—ensure inclusivity, allowing broader participation irrespective of physical constraints.
Transparent and Inclusive Communication
Stations should prioritize clear, consistent, and transparent communication with their communities. This means providing timely updates on local projects, news, and emergency alerts using a blend of channels such as newsletters, mobile alerts, social media, and the station’s website. Offering multilingual content and partnering with community organizations helps reach diverse populations, enhancing trust and participation.
Partnerships and Collaborations
Forging partnerships with local businesses, civic groups, educational institutions, and cultural organizations can enhance programming and community ties. Co-branded events, sponsorships, and cooperative content creation amplify local relevance and mutual promotion, driving higher engagement and shared value creation.
Leveraging Technology and Data Insights
Utilizing data to understand audience preferences and testing content across platforms allows stations to tailor stories and initiatives that resonate. Exploring generative AI tools can create personalized content experiences and optimize engagement strategies, making outreach more efficient and responsive. Data-driven creativity ensures that programming remains aligned with evolving community interests.
Interactive Contests and Participation
Audience participation can be increased by inviting viewers to contribute through contests, polls, and talent showcases. Encouraging user-generated content generates excitement and social sharing, reinforcing community bonds while increasing the station’s digital footprint.
Audience Development and Membership Programs
Long-term engagement can be cultivated through membership initiatives, subscriptions, or donation programs that offer exclusive content or community benefits. These programs build a dedicated viewer base invested in the station’s success and ongoing impact in the community.
In conclusion, local TV’s strength in 2025 lies in radical imagination and embracing a multi-dimensional approach to engagement. Combining compelling, community-focused content with innovative technology, transparent communication, and inclusive events positions local TV stations as indispensable hubs for connection, information, and civic pride. These strategies foster deeper community bonds and help local stations thrive in a converging media landscape.
This approach, rooted in listening to and serving the community, will enable local TV to grow relevance, reach, and impact in meaningful ways, driving sustained viewer loyalty and engagement in the coming years.
Posted: December 9, 2025 by Doug Seidel
Smarter Workflows for Community Stations: Switchboard Live’s Year of Updates
By Rudy Ellis, President, Switchboard
Dear JAG members,
As we reflect on this past year, we want to speak directly to you: the PEG stations, city teams, and community media communicators who make local transparency possible every single day. At Switchboard Live, our mission has always been to simplify live streaming so you can focus on what matters most: keeping your communities informed, connected, and confident. This year, we’ve introduced several important updates to help you do just that:
Scheduled Events is the go-to tool to plan ahead with confidence. Whether it’s a council meeting, a press conference, town hall, Friday night football game, or election night coverage, you can set up streams in advance and know they’ll go live exactly when needed, to all the channels your audience regularly visits.
With Analytics, you can measure what matters. Track viewership across platforms, see which channels resonate most with residents, and use those insights to strengthen communication strategies.
And with the recent launch of PartnerShare, collaboration has never been easier. Emergencies or large, city-wide events often require coordination across agencies, departments, and community partners. PartnerShare lets you share livestreams directly with trusted partners, ensuring that critical information reaches residents across multiple platforms without adding complexity for your staff.
Together, these updates mean smoother workflows, stronger collaboration, and broader reach for local TV stations. They’re built with your realities in mind: limited staff, tight budgets, and the need to do more with less while still delivering reliable, transparent communication.
Our Commitment to JAG
Outside of these application improvements, we are also proud to have deepened our involvement with JAG this year. From attending the annual conference last May, to hosting two exclusive webinars on relevant topics to the community and being available as a resource on multi-streaming and public-sector communication when needed. Every conversation with you helps us improve. We’re grateful for the chance to learn alongside such a dedicated community.
We’re not stopping here
On December 3, we’ll be joining you in person for a special presentation to JAG members. We look forward to sharing more about these updates, answering your questions, and continuing the conversation about how live streaming can strengthen public trust and community connection.
Looking ahead, Switchboard Live remains committed to building tools that make live streaming easier, smarter, and more resilient for public sector teams. We’re excited to continue this journey with JAG and look forward to another year of collaboration and innovation. Together, we’ll keep building stronger connections and more transparent communities. Remember, you can always reach out to us at success@switchboard.live or directly at rudy@switchboard.live, we’ll be happy to connect—it’s what we’re all about!