IT Strategic Plan: KUNR-FM

Revised April 2005

Information Technology/KUNR FM
Strategic Plan 2004 – 2008
Revised April 2005

Executive Summary

The next few years will focus on research and planning activities to improve fundraising efforts, hire key personnel, update, and refurbish broadcast equipment at the rural transmitter sites, and upgrade the KUNR studio and office facilities. (A new main transmitter will be installed on McClellan Peak soon to improve the quality of the signal that is sent to the rural transmitter sites.) KUNR has broadcast the current program line-up for many years and it is necessary to assess how effective these shows are today. New marketing strategies and promotional materials will be designed to support and promote any changes that are made.
The strategic plan contains plenty of time to research and assess possible changes so that there is confidence in their success once they are implemented. Too often, the station has initiated hasty adjustments that then have had to be revised. This causes confusion for listeners as well as staff. After proper review of research studies and consultant recommendations, KUNR will build and present the case for revising program content, increasing the number of members and membership building activities, and marketing strategies to announce those changes.

A careful scrutiny of major KUNR activities is crucial because of the erosion of public radio listeners in our market. Satellite radio will continue to be a threat as more and more people acquire receivers to tune into these channels. Capital Public Radio in Sacramento is aggressively appealing to our public radio listeners and is mailing direct marketing campaigns requesting membership and support. The initiatives outlined below will address the station’s competition and improve the station’s efficiency and relevance for delivering program content as well as administrative support.

What We Do at KUNR FM

Mission Statement

KUNR is a non-commercial, listener-sponsored, public radio station providing northern Nevada and northeastern California with a stimulating and diverse mix of music, news, public affairs, and cultural programming. KUNR serves its communities with thought-provoking discussion and perspectives that contribute to an informed citizenry in a way heard nowhere else in the region.

Summary of the Services KUNR Provides

  • Broadcast NPR and local news, weather and music programming 24 hours a day, every day of the year
  • Liaison between the arts/cultural community and the listeners throughout northern Nevada and northeastern California
  • Secondary Emergency Alert System (EAS) resource
  • Self-supporting through a variety of fundraising techniques, including Spring and Fall Membership drives

Strategic Initiatives

  1. Improve Fundraising Effectiveness. The number of nonprofits continues to increase and there is more competition for every donor’s contribution. It is paramount that fundraising be conducted professionally and efficiently with professional pitch announcements, plus software and accounting procedures to support accurate measurements.
    1. Work with professional fundraising consultants to improve the effectiveness of membership campaigns. (2005)
    2. Research fundraising methods at other University licensed public radio stations that are similar in size. (2004 – 2006)
    3. Investigate options for improved online fundraising solicitations, including options to capture increased data by volunteers during membership campaigns. (2005 – 2006)
    4. Upgrade current data systems (Raiser’s Edge) to accommodate customized reports, process data faster and sort information into additional queries. (2005 -2006)
    5. Determine major donors who have capacity to make a contribution of $1,000 or more per year to the station (2005 – 2008)
    6. Enhance fundraising training for underwriting/development staff (2004 – 2008)
  2. Determine and hire essential staff positions. The KUNR staff is relatively small (nine full-time employees, eight part-time employees) and everyone wears a variety of “hats.” The perspective of each staff member is influenced by the amount of duties s/he now performs. Therefore, it is vital to have an outside entity give guidance to staffing improvements.