PNB Meeting - Jan 2007 - Executive Director Report

Article Index
PNB Meeting - Jan 2007 - Executive Director Report
Initial Goals and Assessment
Duties and Activities
Programming
Licensing and Distribution
Station Issues
Governance
Vision, Goals and Objectives
Footnotes
Appendix A
Appendix B

Footnotes

BALANCING LOCAL AND NATIONAL:
A simplistic view of the current political dynamic is that there are “nationalists” and “localists,” one group that wants to expand the centralization of authority and power, and another that favors decentralization and “bottom up” control. But reality cannot be sorted neatly into such nice compartments. The center and periphery must always interact. In fact, they are defined by their relationship to each other; in other words, the national is central to what, and the local is peripheral to what? In Pacifica’s case, this has not been fully recognized. As a result, in relation to programming local control sometimes blocks innovation and subject decisions to factional politics and patronage.

The overarching organizational goal is to expand toward new constituents and new opportunities. But this requires optimism, and some Pacificans have become pessimistic, worried that along with expansion will come a loss of local identity and control. Optimism is a force for change, and change does alter identity. However, an expansion process will also attract new energies and generate new growth, and this growth -- like new branches on a tree -- can flourish only when connected to the life of the trunk and supported by it. Thus, rejecting the prudent use of national influence and authority as a force for constructive change can be self-defeating.

 

1.MANAGEMENT REORGANIZATION:
In addition to the current finance division under the daily supervision of the CFO and national staff under the general supervision of the ED, a revised national structure including the following divisions is envisioned: programming, technology, and outreach/development. (See Appendix C)

The national office budget already includes a break out budget for programming, but the management structure does not define the appropriate dynamic between the national organization and local stations. Efforts in the areas of technology and outreach are even more fragmented.

The Programming division should operate under the general supervision of the Network Programming Coordinator and include staff such as the DC Bureau Chief, national program producers and, where appropriate, staff involved in producing nationally aired specials or series. The outreach and development division should include the affiliates program, national staff designated by the ED, and a marketing team that includes staff assigned from each station. The technology division, including the expanding Internet functions of Pacifica, should also have a coordinator.

This approach will mean that the ED, rather than directly supervising at least 15 people, delegates substantial day-to-day authority to division coordinators and directly supervise fewer people.  

 

2.FINANCIAL PROJECTIONS:
Although Pacifica is several months away from a detailed consideration of the FY 08 budget, a number of demands and requests are already predictable: salary and benefit increases, some mandated by union agreements; addition of FSRN personnel to the Pacifica payroll; replacement of aging equipment and expansion of digital capacity; building repairs; funding for new programming, archive, and promotion initiatives, and increased support for those underway; and training for staff, volunteers, and elected officials. The impact could conservatively total as much as 3 percent, or $550,000, but at this point there are no clearly identified new revenue sources to support this.

 

3.PROGRAMMING PRIORITIES:
At a minimum network public affairs programming for the next year, under the general guidance of the Network Programming Coordinator, should include Democracy Now! (1 hour), Free Speech Radio News (30 minutes), Informativo Pacifica (30 minutes), From the Vault and selected weekly local programs, e.g. Law and Disorder, carried by all sister stations (30 minutes), daily headlines, and a limited series, e.g. Informed Dissent or other. The projection of three hours of national programming daily is actually a modest estimate. In addition, the Pacifica Archives should be an ongoing source of programming, used both as part of other broadcasts and sometimes stand alone.

Local program schedules should balance factors including diversity, inclusion, outreach, timeliness, social impact, educational value, uniqueness, and public service, with clarified policies and procedures for preemption, cost sharing, scheduling changes, national broadcasts, and testing new programs and concepts that expand audiences. In the process, public input is vital, but so is balance, reach, and creative management.

We need to let the larger independent media community know that we want to play a more active and supportive role -- without alienating current listeners or jeopardizing our financial health.