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Strategic Direction for SRGMany SRG members are at the threshold of important organizational transformations. We hear a growing sense that the logical next steps in station development require more than incremental change. Driving Forces One reason for this transformation is the natural life cycle of organizations. More important, though, are numerous driving forces that are affecting stations in powerful ways.
The combined effect of these driving forces is steadily mounting pressure in three primary directions. Deeper connections with the communities we serve and constituencies whom we expect to support us, at a level that extends to the framework of ownership and governance of our operations. Renewed emphasis on the importance and value of our programming to the listeners who use it, the unique qualities of our services, and the nuances of our public service position. These shifts inspire an ongoing rethinking of SRG's activities as well. We are exploring different kinds of interaction with our members, moving along vectors that bring SRG closer to the "front lines" of station service, to a more active role in facilitating lateral connections, and to more constituent-specific work. SRG's tasks are expanding from a focus primarily on the context within which member stations work to one that embraces the character of the stations as well. If we are to be as effective in our work on this emerging agenda as we have been in other areas, we need to build our substantive knowledge and understanding. A variety of development and marketing disciplines, the station acquisition marketplace, the intricacies of television/radio operations, the legalities and politics of joint ventures and various forms of collaboration, the evolving expectations of institutional licensees, innovative approaches to securing major capital financing for public sector goals, the unfolding technology of digital transmission— all this and more is on our plate. We are under no illusions that there will be a mastery of all these areas "under SRG's roof." But we need to learn at least enough to shape a broad framework of action, to understand what we don't know, and to be able to find and secure the help of others who know more and can share that knowledge with our members. New Modes of Interaction We are also exploring new modes of interaction with our members. We are experimenting with several configurations of projects that involve some members but not others, with working with senior staff other than station managers, with collective fund raising and joint selection of consultants. Many of these interactions fall outside the conventional national organization/ member station relationships with which we are familiar. We are gaining new skills in collecting and managing information, in facilitating station interactions, in planning and executing various kinds of projects —and not without a few stumbles and course corrections along the way. SRG’s Strategic Position Finally, we are seeking to work through this transformation in a way that places SRG itself in the appropriate strategic position. We think SRG's fundamental strategic position is . . . strategy. The special role this organization plays in public radio is to capture the big picture and the long-term view in a way that is accessible to and actionable for station leaders. Our perspective is one that integrates the many disciplines and crafts of our field into a whole-system framework. Our goals are voiced in mission and institution-building terms. As we move into new territory, this perspective and this skill set should remain in the forefront. | |
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