Corporate Business Planning

The Board of Directors’ Goals and Objectives (Appendix A) outline three broad areas of impact: Content and Services, Innovation, and Support for Public Media.The Goals and Objectives provide the foundation for the Business Plan and shape our three, inter-related strategic priorities: Collectively, these strategic priorities are focused on serving public media’s constantly evolving audience, sustaining access to public media’s service, addressing disruption in the public media industry, and securing resources on behalf of public media’s mission.As such, innovation and diversity must be at the center of public media’s culture.

The Board of Directors’ Goals and Objectives (Appendix A) outline three broad areas of impact: Content and Services, Innovation, and Support for Public Media.The Goals and Objectives provide the foundation for the Business Plan and shape our three, inter-related strategic priorities: Collectively, these strategic priorities are focused on serving public media’s constantly evolving audience, sustaining access to public media’s service, addressing disruption in the public media industry, and securing resources on behalf of public media’s mission.As such, innovation and diversity must be at the center of public media’s culture.

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CPB relies on information – quantitative and qualitative – to assess the success of a project or initiative, and to inform our decisions on behalf of the mission of public media.

CPB evaluates progress at multiple levels and across time, including: evaluating the performance of projects and initiatives against contracted performance goals; evaluating the impact of projects and initiatives on specific audiences and the communities public media seeks to serve; and evaluating the strategic priorities against the mission of public media.

In FY 2018, CPB engaged Eagle Hill Consulting to advise CPB as to how we could strengthen and systematize our information processes.

In FY 2019, CPB will begin to address Eagle Hill’s recommendations for improving the various surveys and tools we use to collect and analyze station data (SABS, SAS, AFR/FSR and Local Content and Services Reports).[1] We will begin by consulting with public media stakeholders regarding potential changes to the existing surveys.

Such a loss of access would ultimately have a cascading debilitating effect on the remaining stations and the national programming service.

At bottom, the loss of federal support for public broadcasting risks the collapse of the system itself.

Today’s media environment is marked by constant change and increasing competition.

Media consumption habits, audience expectations, and media technologies continue to rapidly evolve.

We will also assess custom and off-the-shelf software solutions that could help us address our survey and reporting needs.

collects information from Grantees about their station’s operations to enable CPB to advocate the interests of public broadcasting, assist stations and other public broadcasting organizations with planning and evaluation, study and anticipate industry-wide trends, and calculate CSG payments.