KTOO’s Strategic Plan 2020 – 2025

On June 4, 2020, the KTOO Board of Directors adopted a new five-year strategic plan to guide the work of KTOO Public Media through 2025.  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 a wide range of local, national and global media; 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 in which KTOO:

  • Has ensured delivery of 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 – more people feel “at home” with KTOO news and arts and culture programming
  • Is widely respected in the state as a high-performing, best-to-work-at nonprofit
  • Has a strong financial footing for ensuring financial stability, 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 (2020 – 2021)

PRIORITY: Has ensured delivery of best possible, unbiased, diverse, and quality news enterprise reporting and arts and culture programming for Juneau and Alaska

  • Lean into our role, as public media, in the public discourse
    • Serve as a facilitator and convener of public discourse, creativity, and cultural connections.
    • Be a safe place for challenging and respectful community conversation

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

  • The conversation about diversity has moved from the board table and is an understood part of our service and offerings. This is no longer needed as a discrete goal because it’s built so deeply in the organizational culture.
  • The voices and experiences of community members are reflected in our content and events
  • Continue to highlight the significant focus on incorporating Tlingit and other Alaska Native languages in programming
  • Determine what diversity goals look like for KTOO, developing policies necessary to achieve those goals
    • Include programming that better reflects the make-up of our community
    • Continue to monitor our progress with tools such as the source audit
  • Examine our recruitment and hiring practices and design job descriptions and roles that will result in a diverse and inclusive staff

PRIORITY: Widely respected in the state as a high-performing, best-to-work-at nonprofit

  • Review and update HR/personnel policies to ensure they contain the most progressive, employee-supportive policies, including an attractive family leave policy
  • Incorporate the concept of gender pay equity fully into the human resources infrastructure and KTOO budget

PRIORITY:  Strong financial footing for ensuring financial stability, with growing operating reserves, greater revenue diversification, and with the endowment at a principal of one million dollars

  • Assume a leadership and partnering role in developing community philanthropy
  • Reinvigorate the fund development committee
    • Task that committee with developing a plan in 2020 that guides the next work

 PRIORITY: State-of-the-art facilities and technology

  • Begin development of a 3-5 Year Capital Improvement Plan identifying a phased, priority-driven approach to address 2020’s $3.5 million backlog in facilities and technologies
  • Expand service to outlying communities. Extend TV and radio services to outlying areas

PRIORITY: Governed by the most high-performing, highly effective governance board

  • Develop annual board calendar to keep board members connected to their roles
  • Use Google Docs or similar tool to keep board members connected to documents they need
  • Board development includes
    • Board mentors program
    • Cohesive on-boarding process
    • Board member contract that reflects mission and obligations

 

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