KTOO’s Strategic Plan 2020 – 2025

In 2020, the KTOO Board of Directors adopted a new five-year strategic plan to guide the work of KTOO Public Media through 2025. We are updating the plan annually, and the 2021 update is below.  The plan continues the progress we have made in developing news, arts and cultural programs and services, and the plan renews our commitment to diversity in governance, staffing and programming.  The board invites you to read the plan and give us feedback on how we are doing.  You can send comments to board@ktoo.org.

MISSION:“KTOO provides trusted and independent news, connects our community to the arts and music, promotes civic participation, and embraces diverse viewpoints and cultures.”

CORE PURPOSE: Creating Public Media: Connecting the Community to News, Arts, and Culture

CORE VALUES: Trust  |  Cultural Understanding  |  Community  |  Authenticity  |  Craft  |  Equity

ENVISIONED FUTURE (2025) – In this plan, we envision an inspiring future, viewed with the lens of a global pandemic, in which KTOO:

  • Is delivering the best possible, unbiased, diverse, and quality enterprise news reporting and arts and culture programming for Juneau and Alaska
  • Is more fully engaged with our many communities – that more people feel “at home” with KTOO news and arts and culture programming
  • Is widely respected in Alaska as a best-to-work-at nonprofit
  • Has a strong financial footing, with growing operating reserves, greater revenue diversification, and with the Endowment at a principal of one million dollars
  • Has state-of-the-art facilities and technology
  • Is governed by a high-performing, highly effective governance board

STRATEGIC PRIORITIES (2021 – 2022)

PRIORITY: KTOO is developing the best possible, unbiased, diverse, and quality news enterprise reporting and arts and culture programming for Juneau and Alaska

  • Acknowledging the realities of COVID, continue to contemplate KTOO’s public media role in the public discourse
    • Post COVID, prepare to serve as a facilitator and convener of public discourse, creativity, and cultural connections
    • Be recognized as a safe place for challenging and respectful community conversations, particularly in examining issues unveiled and highlighted by COVID – for instance, social equity, systemic racism
    • Enhance focus on ensuring participation by a diversity of voices
    • Continue making progress at the staff level
  • With respect to engagement and in-person events, proceed in the one-dimensional virtual world
    • Acknowledging there is no need for a rush to being in-person, with engagement for the remainder of FY 2021 and FY 2022 continuing to be primarily virtual
    • Actively develop strategies to improve virtual engagement
    • Improve KTOO’s beat reporting, including increasing stories on race and racism, as well as utilizing a greater health lens, particularly with respect to public health policy
    • Alter recruitment and training to better address the most pressing issues
    • Retool Alaska’s Energy Desk to a statewide Alaska desk
    • Continue to expand collaborations with other news agencies to improve the ability to cover critical topics and expand KTOO’s reach

PRIORITY: KTOO has more fully engaged with our many communities – more people feel “at home” with KTOO news, arts, and culture programming

  • Continue to build upon the successes and growing momentum, which has moved the diversity effort
    ○ Moving from the board table to being a critical element of KTOO’s organizational culture, services and offerings
  • Ensure the voices and experiences of community members are reflected in KTOO’s content and events – virtual for the foreseeable future and beyond
    ○ Continue to address generational diversity, and better representing and inspiring younger generations
  • Continue to highlight the significant focus on incorporating Tlingit and other Alaska Native languages in programming
    ○ Within a year, regular spoken Tlingit will be fully incorporated into something we hear every day on TV/radio
  • Continue to work on determining diversity goals KTOO, developing necessary policies
    ○ Develop a formal KTOO Statement of Diversity
    ○ Pursue diversity-focused changes in partnership with Coast Alaska
    ○ Identify/develop programming that better reflects our communities
    ○ Continue to monitor KTOO’s diversity progress with tools, i.e., the Source Audit
  • Examine our recruitment/hiring/retention practices and design job descriptions and roles/responsibilities that will result in a diverse and inclusive staff
    ○ Encourage an organizational culture at KTOO that empowers staff to identify problems, issues, and celebrate successes
    ○ Complete internal review of bylaws, policies, procedures, with a diversity lens, written in clear-to-understand language

PRIORITY: KTOO is widely respected in Alaska as a best-to-work-at nonprofit

  • Improve support of staff by considering the role of the KTOO organization in addressing potential COVID-driven mental and physical health issues – PTSD, physical safety, etc.
  • Review and update HR/personnel policies to ensure they contain the most progressive, employee-supportive policies, including an attractive family leave policy
    ○ Finalize Parental Leave Policy
    ○ Finalize a Work at Home Policy
  • Incorporate the concept of gender pay equity fully into the human resources infrastructure and KTOO budget
    ○ Build upon current ad-hoc committee work to engage a third party to look at this in more depth

PRIORITY: Has a strong financial footing, with growing operating reserves, greater revenue diversification, and with the Endowment at a principal of one million dollars

  • Board to consider formalizing KTOO’s Major Giving Program by summer 2021
  • Reinvigorate the Fund Development Committee
  • Finalize KTOO Fund Development Plan to guide future work
  • Assume a leadership and partnering role in developing community philanthropy

PRIORITY: KTOO has state-of-the-art facilities and technology

  • Begin development of a 3-5 Year Capital Improvement Plan
    ○ Develop a phased, priority-driven approach to address 2020’s $3.5 million backlog in facilities and technologies
  • Continue working to expand TV and radio service to outlying communities

PRIORITY: KTOO is governed by the most high-performing, highly effective governance board

  • Develop annual board calendar to keep board members connected to their roles
  • Governance Committee to present a plan to better connect board members
    ○ Incorporate more widespread use of Google Docs or similar tool to keep board members connected to documents they need
  • Pursue a range of board development activities, including:
    ○ Continue implementing the Board Mentor program
    ○ Identify a cohesive on-boarding process
    ○ Update Board Member Contract/Board Member Job Description to include signature line for board members

 

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