January 28 & 29, 2011 CAB

Boise State Public Radio Community Advisory Board (CAB) Planning Retreat Dates: January 28 & 29 Location: BSPR Conference Room – Yanke Family Research Center; 220 Parkcenter Blvd.

Purpose: Come together as a team to collaborate in providing constructive guidance on a key strategic initiative Objectives: • • • • •

CAB has a shared understanding of Boise State Public Radio.

A definition of “local” we can collectively agree to support.

Guidance on “beats” covered and the range of that coverage (statewide, local, etc.).

Provide guidance on best practices in quality local news and programming.

Understanding the need for a sustainability plan and the role of the CAB in that effort.

Attending: Marshall Brezonick Susan Giannettino Mary Reiman Michael Zuzel Dede Ryan

Pat Johnson Janice Fulkerson Paula Brown-Sinclair Michelle Hicks

Scott McLean Camille Oldenburg Frank Zang Kenn Lamson

John Hess Adrienne Zachary

Erik Jones Samantha Wright

Shelby Zepeda Kelly Palmer

Facilitator: David Spann Welcome and Introductions were conducted, the ground rules for the meeting established, the agenda and objectives reviewed. Janice reported that she had collected feedback and comments from some of the CAB Members who are not able to attend the retreat.

1) John Hess, referencing sections 1 -7 of the CAB Book provided an overview of the history of the stations, highlighting the following: • There is institutional history, illustrating the relationship between the Station and the University.

• How the station developed with students to where the station is today.

• Thanks and Appreciation for all the work that went in to developing the book materials was expressed by all attending.

Action Item: Update the history to include the technology components and history of the station Action Item: Reach out to current and former CAB members, as well as employees of the station to add even more information to the history. Maybe capture some of the stories and first had accounts of things such as the engineers going out in the middle of winter to fix broken transmitters.

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2) Strategy – Section 2: Purpose/Mission/Vision/Values.

John shared that when joined the station five (5) years ago, the station did not really have a clear direction or plan. A strategic plan, based on the purpose, mission, vision, and values as developed by the station was defined. The plan was created with the core purpose in mind and included input from staff and CAB members.

The plan is reviewed and updated consistently. The following summary of the 2010-2012 Strategic Plan was shared: Things that are currently impacting the strategies include: • The economy, with the recession easing but not over • National Unemployment figures at 9.4%. Idaho’s unemployment figure at 9.5 • In the wake of recent events in AZ, civil public discourse is at an all-time low.

• Public broadcasting federal funding is threatened by members in congress.

• Local media continues to cut back providing less coverage on the legislature, education and high-tech. Parent companies of local media leaders (KTVB and Idaho Statesman) continue to drain financial resources out of the Boise market.

Organizational vision drives the on-going strategy: The Vision – We will build a stronger community-centered broadcasting organization by focusing the station’s new and existing resources where our listener and membership base is the strongest.

The Physical Plant Transition: • Plan and implement the move to the Yanke Family Research Park. Half the staff is currently located in the new Yanke location. The other half is still at Simplot Micron Information Technology Center (SMITC).

• Execute the capital campaign plan to support the Plant Transition. This includes fundraising by the CAB/Capital Campaign Committee. Capital campaign feasibility study is complete, the case statement is complete, and the review to determine qualified donors is underway. Each CAB Member will have a chance to identify their level of participation.

• Design lay-outs for phase I and II of Broadcast center completed w/ Hummel Architects • Move in of BSPR administrative, development and marketing staff completed.

Expanding our “Strategic Sweet Spot” for In-depth Local News and Programming • KBSU-AM placed on the market for sale in August 2010. Several potential buyers have shown an interest.

• Continue to monitor costs for KBSJ-FM, Jackpot.

• Continue the evolution within the news department to provide more in-depth local news and information.

• Will have a half-time (shared) position with IPTV. BSPR was chosen to receive an Impact of Government grant. BSPR is the only station west of the Mississippi to receive this grant. Appreciation was shared with Samantha and John for their efforts.

• The stories developed by the new designated reporters will be local stories shared nationally and branded under the BSPR name. This means that, pending any changes, the station will move from 3 employees to 7 in the News Dpt. by the end of Q4 2011.

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•

•

75% of all news stories now on Boise State Public Radio are tier 3, 4 or 5 stories.

Samantha provided an overview and examples of what this meant in the way of definitions and examples. This was appreciated by the CAB and many felt it gave them a much better understanding of the news stories.

New Community Engagement Plan adopted by the station/CAB. The Community Engagement Calendar is a component of the ‘Advocacy’ role of the CAB. There was discussion about how the CAB would support this. It was agreed to be developed as a committee or task force.

Action Item: Identify a CAB Member to take the lead in working with Vida and Adrienne in this advocacy effort.

Brand and Marketing Strategy: Objective is to use brand awareness and marketing to increase listening audience, web users, and turn them in to members and financial supporter.

• Website redesign finished, the development is underway and launch will be Q3 2011.

• Advertising campaign implemented with the contract support of Brand Smack. Janice noted that a few of the CAB members were involved in RFP selection process of Brand Smack.

• Develop and promote community events that connect to programming.

Staffing and Development John provided an overview of the current staffing, recruitment for open positions, and the implementation of an improved performance management system. BSPR is within the University System and is required to adhere to existing policies and procedures. Activities include: • Quarterly reviews for all employees • Establish quarterly coaching plans for all employees • Yearly training plans for all employees • Exit surveys are conducted when an employee departs and some results are shared with John.

CAB Suggestions and Comments: • Scott stated that committees should be reinstated within the CAB to support the various strategies of BSPR. • Scott and Marshall stated that they think having the website on our billboards is essential.

• Paula would like to know if we can put a billboard up in Twin Falls and other outlying areas.

• The CAB Agreed that the new web launch must be supported by mobile devices, Droids, Blackberry’s, IPads, and more. The ability to have BSPR website ‘on the go’ will be critical to have at the launch and not phased in at a later date. All agreed the mobile applications are critical.

• An annual survey, similar to what the City of Boise conducts, was discussed at length.

The goal of the survey, the expense, what information would be collected, etc. The CAB agreed it needed to have substance and be a robust survey. Consider the survey to be more than a simple ‘Survey Monkey,’ find out if NPR, PRI or others have done surveys that could be replicated in the BSPR broadcast area.

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• • •

• •

•

Is there a way to establish an intra-net for CAB Members to access materials and information on the BSPR website, a place that could be more private, yet accessible to CAB Members with a password?

Susan would like to see BSPR offer more coverage of things other than the legislature – to help fill the void.

Marshall stated that BSPR needs to differentiate between traditional media and online media and would like to explore all these different channels. CAB discussion involved how BSPR could work with what NPR, PRI and others do with the current/planned staff?

Other than IPTV, who else could BSPR work in collaboration?

BSPR has a brand that carries a certain amount of professionalism and competence – CAB feels strongly this can be built upon and make the station even more valuable to the community and valuable to other media outlets in the area.

Scott would also like to see more blogs by our reporters. The CAB talked about blogs, how they are used, and more. Reference to successful blogs were mentioned, and all agreed that as local news and programming is developed, this could be a part of the strategy.

Marshall stated that the web design is key to providing people with the information they need when they seek information.

Action Item: Investigate the options for intra-net access for CAB Members Action Item: Michael Zuzel agreed to take the lead in a task force that investigated and developed survey options, potentially with an emphasis on the goals of BSPR local news and programming.

Action Item: Vida will evaluate the mobile application options for the web and report to the CAB at the next meeting.

Action Item: John will ensure the new Program Director and News Director have the CABs feedback regarding the community outreach and blogs.

3)

Through its four main objectives and purposes set forth in the bylaws of the BSPR CAB, the CAB discussed how to tactically contribute and participate in the advancement of BSPR’s mission and vision?

The four primary areas of the CABs roles were review, referring to Section 6 in the CAB reference book: 1. To assist in the development of the Network's strategic plan and to provide guidance for its implementation; 2. To review existing services for the purpose of improving the same and to provide guidance for the development of new services; 3. To be an advocate for the Network throughout its geographic coverage area; and 4. To develop additional sources of funding for the Network's operation and expansion and to provide guidance with respect to expenditure of funds held for the benefit of the Network by the BSU Foundation.

With these four areas of focus as the criteria – the CAB collectively asked the following questions and discussed the following topics: What are the future trends for public radio, public broadcasting? Where does BSPR go as an organization?

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Existing and New Services: How are the existing services performing, how well are they serving the listeners in the broadcast areas? What new services might we add and/or what might we take away?

Advocacy: The need to reach out into the broadcast communities from a marketing and community outreach standpoint. Making sure our elected leaders and leaders of the community understand BSPR services and mission.

Sustainability: Bottom line, the station requires funding to fulfill the mission. BSPR needs to look at ways of becoming more self-sustaining given the ongoing risk of losing the federal CPB funding. BSPR receives $432,000 annually from CPB. David Spann, Facilitator, asked the CAB to think overnight about which focused area of the CAB’s area of focus would like to be participate and contribute (strategic plan, services, funding/sustainability, advocacy).

Pat suggested that once people decide which group(s) they would like to be in, it would be a good idea to develop some type of job description or accountability for the area of focus. CAB members should nominate themselves into one of these groups.

Michelle asked for clarification regarding Membership and where it fit in the categories?

She can see where it would fit into advocacy as well as sustainability. The CAB discussed and believed that Membership crossed all four areas and should be identified as a specific line-item or effort in each area. For example: sustainability could be growing membership and increasing contributions from existing members; services may be what to deliver to attract and recruit new members, etc.

Camille feels that three of the categories all fit into Strategic. The CAB agreed that much like Membership, each area needs to be strategic. The role of the CAB is really to contribute to strategy, with the BSPR staff being strategic, operational and tactical.

Requested Task: Each member should nominate themselves in to an area of focus.

Wrapping up: • Susan would like to know which members are not in attendance tonight and would like to see a more complete list of the bios, terms of service and CAB members..

• Scott would like to know how the executive committee is formed. It was voted upon at a meeting over a year ago, Susan is Vice Chair, and Bob Youde holds the third executive committee position.

• Involve student employees of BSPR more involved, inviting them to CAB meetings.

• Camille proposed filling both student seats for CAB meetings • Pat Johnson suggested crossing the generations, recruiting younger CAB members • Paula outlined that by-laws are specific one student should be from CSI. • John proposes more academics with industry knowledge to add to future board members/ expertise.

Action Item: Susan agreed to Chair the CAB Nominating Committee. Other who volunteered included: Camille Oldenburg, John Hess, and Janice suggested that Bob Youde be included.

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Adjourn. Dinner at the Cottonwood Grille for those attending.

Saturday Morning – 1/29, 8:30a.m. -12:30p.m.

Agenda: John and Janice welcomed everyone back the Planning retreat.

David Spann recapped the Friday evening meeting, established expectations for the day, and reminded everyone still had the opportunity to self select for one of the committees.

1. What definition of “local” is for BSPR. A common understanding of how the CAB defines ‘local’ will be helpful to the mission of BSPR. Referencing Sections 16-18 the CAB discussed the following: • • • • • • • • • • • • • • • • • • • • •

Marshall states definition of “local” could be different for everyone.

Paula Is concerned that it may be too peroquial.

John suggested there are many different contexts by which ‘local’ may be defined.

It was suggested to put into context of the regional and international world we live.

Listeners need to see the value.

Local means anything produced by BSPR – news or non-news programming Local costs more than national it’s a cheaper operation model.

Susan stated that to increase sustainability BSPR needs to engage casual listeners to become more of an audience and members to support sustainability.

John reported that it generally takes 18 month to get a new or casual listener to become a member of Public Radio.

Pat Johnson wants to emphasize NPR and BSPR are two separate brands, it has potential to get more listeners with a local brand.

BSPR needs a brand that compliments NPR, builds on NPR, yet is recognized as local.

Build brand loyalty for BSPR; brand coherence.

Mary suggests there should be a focus on gaining new memberships from a new sector of the market.

Pat Johnson reminds us that we shouldn’t overlook the NPR Piece being connected to BSPR. Focusing on tiers 3-5, John suggest that BSPR use the opportunity to make up for the lack of local news in the market.

Don’t overlook the Classical and Jazz listeners, they are a significant component of the listeners.

Micheal Zuzel suggests connecting the potential listenership and their desires to the market survey. It programs and services need to be validated with the community.

It is critically important to find how our audience defines local.

Marshall believes we should be in the community to get a sense of ‘local’ Scott agrees quality is important, relevancy, tier 3, 4, and 5 are most important. Add increased local produced programming.

Susan points out that BSPR may have a definition of local as being locally produced, yet the struggle is the amount of local services being produced without interfering with national services that are valued by the listeners.

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• • • • •

Paula points out that what makes NPR different is the brand. News beyond the first paragraph. “News that goes beyond boundaries.”

Observation made: more data about current and potential listeners is required and the discussion about the survey options continued.

The survey would be related to the content, timing, and delivery of local programming, and connected even more to people who are not associated with BSPR, and connect with those who not to find how what they think/believe/want.

Is the average listener aware of what is happening, is available? Or knows enough to give the survey value.

Local definition: Agree that local means it must be produced in conjunction/ BSPR, Focus on tiers 3-5, News beyond the first paragraph, ideas that cross boundaries, and unique perspective.

Scott summarizes “local” as: High quality, in depth cultural and news programming produced by BSPR that provides a unique perspective on issues that are broadly relevant, across our broadcast area. It’s about what is going to peak someone’s interest.

The producing makes you want to listen to certain shows.

(Cheering!) The CAB embraced this definition.

Facilitator finds that everyone accomplished one of the bigger objectives of the day.

• • • • • • • •

Camille suggests we broaden the spectrum of the survey to get more information, more objective.

Susan recognizes that we are a Focus Group and our conversation could be a contributor more than anything else by making personal contacts-it’s cheaper.

Are there other stations with a survey that may be replicated? John reported that there is from other stations and affiliate entities.

The Survey Task Force would be accountable to define the scope, consider moving beyond radio, to web and other options.

Scott thinks that anything we gather from survey or focus groups needs to compliment what were creating with new resources in the news room.

Paula points out there is no crisis, the survey is important yet it is not an immediate need. Take the time to plan and ensure that for the price it is quality and repeatable.

Working assumption: survey task force would look at a long-term sustainable future and how BSPR would use the info in Strategic Planning.

Remember that the News Director and Programming Director will need to considered and involved in the process.

Action Item: John will work with Michael on the survey task force and look at surveys that may be replicated in this market. John will chair this task force. Other volunteers included: Micheal, Scott, Susan, Erik, Janice, Frank as a university perspective.

Task force will establish its first meeting prior to the 4/19 CAB meeting.

“Being Local” 1. Content interesting to a local listener 2. Provide a connection for BSPR vision, mission and objectives 3. Brand coherence - local compliments NPR 4. Increase members through conversion from listener BSPRCABRetreat

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5. Conduct a survey of current and future listeners/members 6. Ability to meet interest of current and future listeners/members 7. Creating sharing/engaging topics of local programming 2) What are the working assumptions and benchmarks currently being used by BSPR? Refer to sections 13 and 14. The CAB discussed metrics for news and programming: • Susan believes the opportunity of locally produced pieces will draw attention to BSPR and open up funding options.

• Paula notes that CSI Minute is as local and relevant. It’s a local opportunity, it does have some minimal production costs, and could be expanded. She suggests looking more closely at how to incorporate new collaborations to existing programming.

• John and Samantha plays a story out loud and asks the CAB what tier it fell under?

Refer to section 14. Tier 4 is nominated. The story was an example of a fixed event and the task is making it relatable, news tries to focus on the impact. Each reporter takes different time, in the context takes Scott half a day to produce a piece.

• John and Samantha provided examples of locally produced shows and explained the time and resources required for production. “Emergency Drill.” She notes there are 6 different voices on the piece which is extremely difficult to do and put together. In this specific situation all the people were in one location which made it easier. Stories can take different lengths of time to produce but all turn out the same. The difference from what she saw on the news and our piece had more info ending up being under tier 4, took her about 6 hours to complete.

• Janice would like to see programs produced by BSPR that can be re-broadcasted by other stations.

• Where do we want to go in the future? Must look at local market and what are the CAB roles going to be to ensure locally produced shows are sustainable.

Benchmarks: • Staff focused on Types of programming, benchmark will increase with more staff, and when the type of programming increases, too.

• Are there ways to measure the quality and quantity of BSPR locally produced services?

Action Item: BSPR Staff will develop quality and quantity measures and benchmarks. (note – to be done after News and Programming Directors in place) 3) Sustainability: Kelly provided an introduction to her role and high level plans for the Capital Campaign. $2 million dollars is the goal in a short amount of time. She emphasized the importance of maintaining current membership and additionally identifying donors who have the capacity to “write big checks.” She will be working with the CAB Members to network within community.

BSPR Members may currently giving frequently, yet in smaller amounts. Kelly wants to focus on major gifts options. She would like to partner with CAB members to find people that have capacity to donate.

•

Susan makes a proposal: Some conversations may be better 1:1 and suggested that Kelly consider reaching people, with the assistance of a CAB-based task force to help Kelly seek out larger gifts.

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• •

Paula suggested former CAB members may help because they were “movers and shakers” in public industry.

Susan suggests opportunities the new (empty) facility opens up new options for people who are passionate about BSPR, and see the unfulfilled need.

• Scott suggested that the CAB Members would be very helpful as advocate(s) in meeting with potential donors.

• Everyone may not have ability to make a major gift, however, may know someone who can make a significant contribution.

• Important to understand development plan to create best way to help out Action Item; Kelly will lead a sustainability task force. Those who volunteered to help Kelly included: Kenn and Scott; Janice with the CAB. Miscellaneous Action Items Captured during meeting: 1. Paula - reprint the Station guide for Twin Falls (marketing) 2. Janice – will organized a CAB matching grant fund for one-day drive in April.

3. Get list of CAB members and bios to CAB members 4. Consider adding website address in billboards 5. Billboards in Twin Falls and other outlying areas 6. Add Amber and Bob to Org Chart Parking Lot Items: 1. Can BSPR produce shows that are syndicated and sold to other stations?

2. Website: Consider multiple domain names, 25-30 demographic unlikely to identify radio.boisestate.edu (sites could be divided by content/demographic) 3. Determine the ratio of sponsor messages, have they increased relative to news and programming?

4. Car Promos: Identify key reasons people donate (likely to support BSPR and tax deduction) and say ‘please’ in messaging.

5. By Laws (Section 6, Article 2, Page 2) “no less than” should be “no fewer than”

The participating CAB Members and BSPR staff all believe the time was well spent, goals were accomplished and are looking forward to the task force activity and the year ahead.

Adjourn

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