A new vision was reflected in the ten point Transformation Proposal adopted at a historic, broad based community/staff meeting at La Pena Cultural Center, which included "the expansion and transformation of KPFA's Program Council to include diverse non-paid staff and community representatives as voting members" and "a commitment to turning the 4-5 PM program slot into a dynamic, top-quality community/public affairs show (now known as "Hard Knock Radio") appealing especially to young people and people of color." Also demanded was the return of fired KPFA general manager Nicole Sawaya, who had become emblematic of creative, collaborative, and visionary station leadership. The push for new, more inclusive programming, as well as enduring changes in internal power relations, gained prominence during the Lockout.

Nine years later, some of these goals have yet to be realized. We are excited about the prospect of fresh leadership at KPFA as we enter 2009. Pacifica network is in a dismal financial state and moving KPFA forward through vision and strong leadership will result in a wider base of support among new listeners. Pacifica's move toward the digital/internet realm to reach a global community will help move the network into more equitable and sustainable financial streams. As KPFA has historically been a beacon within the network, a financially stable KPFA must be a role model for all of the Pacifica stations. In this context, we look forward to innovative management that embodies the following qualities listed below.

We, the undersigned members and supporters of Pacifica Radio Network and KPFA, offer the following points of recommendation for the fresh leadership that we would like to see within KPFA and Pacifica. These attributes reflect our common goals of shifting the culture of KPFA and Pacifica to one of collaboration, support and creative diversity. We wish to see leadership that:

Believes in the mission of Pacifica Radio Network and is committed to fulfilling the overarching preface to the historic Transformation Proposal made during the 1999 KPFA Lock-Out, which reads, "It is imperative that we take advantage of the opportunities that present themselves for transforming KPFA into an even more powerful and inclusive voice for social justice."

Supports and encourages the professional and organizational growth of Unpaid Staff, KPFA radio collectives, and the First Voice Apprenticeship Program. Maintains a respectful and collaborative spirit with regard to the historical struggles, internal operations, autonomy, freedom of speech in on- air content & programming, and self-organization of KPFA collectives and programs.

Is committed to achieving democracy within the radio station, including ensuring an active, empowered role for a Program Council, which includes Unpaid Staff, LSB and Listener Representatives in programming KPFA’s air waves. Supports inclusive, fair and collaborative decision-making processes with respect to programming, which is enshrined in Pacifica’s bylaws: "radio broadcasting operations to engage in any activity that shall contribute to a lasting understanding between nations and between the individuals of all nations, races, creeds and colors." Understands that we can measure our success in meeting the needs of communities through our broadcasting with the active participation of community representatives on our decision-making bodies.

Is committed to shifting the current programming grid, and has the vision to integrate decentralized multi-media tools such as interactive web pages and digital radio bands to attract a new generation of listeners, to create space for new voices and talents to be fostered, and to move Pacifica forward in the 21st century. Understands that the listener base will grow through equitable participation and inclusion of the "first person" story, moving beyond basic reporting about these communities to letting the people speak for themselves, broadening listener-based support and interaction.

Understands the changing demographics of our listener base from a financial perspective. Recognizes that our subscriber base is an aging population, and because of this there is a need for younger listeners and attracting them will require new fund raising approaches that go beyond the traditional fund drive model, such as engaging in collaborative projects with organizations/individuals from new communities.

Within the station budget, supports the needs and growth of local producers and staff through funding for the recommendations of the Disability Access Report, staff training, reimbursements for station-related costs such as transportation, childcare, promotion, and production expenses and in-station support for grant and fellowship applications.

Will adhere to an equitable hiring process and rejects backdoor hiring. Is accessible to staff and community members, and can rise above factional disputes and can work successfully with a broad spectrum of people.

Shows due respect to under-served and under-represented communities by prioritizing annual ethnic specials (including heritage or history months, anniversaries, celebrations, and yearly specials) to be aired on the appropriate dates or months, adjusting for fund drive dates, and confirming awarded dates and timeslots with the producers and programmers concerned at the earliest possible time. Eliminates repeated bureaucratic problems in scheduling specials and is inclusive in the decision-making process in relation to programmers who produce annual specials and events for broadcast.