LEADERSHIP PROFILE. President and Chief Executive Officer Public Broadcasting Atlanta (PBA) Atlanta, GA

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1 LEADERSHIP PROFILE Public Broadcasting Atlanta (PBA) Atlanta, GA We serve community, we enhance life. We educate, entertain, empower. We broaden perspectives, create joy, expand knowledge. And through our endeavors, we connect people to each other and the world. -- PBA s Mission THE OPPORTUNITY Based in the ninth largest U.S. metro, Public Broadcasting Atlanta (PBA) engages over 400,000 listeners and viewers each week with award-winning news, information, arts and music. PBA has a passionate following and 40,000 members. WABE (90.1 FM) is the dominant public radio force in Atlanta, and PBA30 is an Emmy-winning TV presence with a growing and diverse audience. PBA is at an exciting inflection point. This is a time of epic change in technology, media habits and demographics. In the midst of these challenges, and with new local competition, PBA is thriving and expanding its talent pool. As iconic, long-serving CEO Milton Clipper prepares to retire in June 2015, PBA seeks a bold and visionary leader for the future. During Milton Clipper s two decades at PBA, the organization has quadrupled in size and become a leader in technology, program content, educational innovation and community service. PBA is a financially stable $12.6 million nonprofit with reserves. With a dual format on radio (news/information and classical music), PBA has a robust vision and strategic plan, a strong national and local reputation, a passionate culture and talent base, and high listener and donor enthusiasm. The organization is investing in new talent in news, digital, fundraising and community outreach roles.

2 Page 2 of 8 The new CEO has a big, bold opportunity: to lead PBA s next phase of transformation and growth. PBA aspires to be a top national force in public media, and a central voice and destination within the diverse, evolving urban Atlanta community. PBA s next CEO has the mandate to: Lead PBA to national top-tier status, and solidify its role as Atlanta s epicenter, for news and cultural programming, and for thought leadership related to public and digital media Orchestrate the next phase of PBA growth in a changing, platformagnostic world Present a compelling mix of differentiated content that leverages local and national assets, including local offerings that reflect metro Atlanta s diversity and attract national play Engage the full richness of the Atlanta community and audiences, including current and emerging diverse populations and young audiences Collaborate, develop and share assets across public media locally and nationally, and with stakeholders including Atlanta Public Schools Grow membership and underwriting support, and develop significant new sources of revenue Enhance PBA s profile, role and reputation by engaging visibly, frequently and integrally across the Atlanta community PBA s challenges include the limitations of an older facility stretched to capacity, and the ongoing need to adapt swiftly to new changes in technology and digital platforms, media consumption patterns and audiences. Given the pace of change impacting PBA s world, the new CEO is charged with thinking ahead and moving forward. The CEO will lead nimble, innovative and ongoing transformation that orients the organization to the future and positions it to capitalize on change.

3 Page 3 of 8 THE ORGANIZATION Since its origins 66 years ago, PBA has occupied a unique niche in metro Atlanta and 20 surrounding counties, as the only public, 24-hour provider of news, information and arts programming. It has a unique history of community engagement and diverse Board leadership that includes African-American pioneers. Atlanta Public Schools holds PBA s operating license. In 1994, the Atlanta Educational Telecommunications Collaborative (AETC) was founded as a private nonprofit to oversee management of WABE and WPBA. AETC s Board of 40 is comprised of community, civic, business and academic leaders, including representatives of Atlanta-based universities and the Atlanta Board of Education (Atlanta Public Schools). In addition to national programming that includes National Public Radio (NPR), American Public Media (APM) and PBS content, Public Broadcasting Atlanta (PBA) offers locally-developed content and partnerships grounded in the community. PBA partners with StoryCorps, manages the Homework Hotline and runs Atlanta PlanIt, an arts and culture website. With its dominant share of the public radio market in metro Atlanta and 396,600 cumulative weekly listeners spending an average 3.30 hours, WABE is competitive relative to local commercial media. This year, WABE won Associated Press Awards for Best Staff Coverage, Best Anchor/Reporter, Best Specialized Reporting, Best Use of Sound and Best Investigative Reporting as well as the Pacemaker Award. It also earned an Edward R. Murrow and three GABBY Awards. In the last major ratings sweep, PBA30 s prime household average audience reached 19,000 households, up by a third in five years, and the ongoing audience averages 16,000 households/night. The network has secured several popular programs from Britain. PBA30 has earned 12 Southeastern Emmy Awards and several GABBY Awards. In FY 2014, PBA revenues climbed to $12.6 million, an increase of more than $3 million over the past decade. Individual giving accounts for over half the annual revenue. Two-thirds of that is generated via the pledge drives.

4 Page 4 of 8 Thousands of people respond to six major on-air pledge drives a year (two on WABE, four on PBA30). Monthly giving, via the Sustainer program, is the fastest-growing area, followed by the Cornerstone Society ($1000+ annual giving). A robust underwriting program delivers a third of annual revenues, with remaining revenues coming from the Corporation for Public Broadcasting, grants and rental income. PBA aspires to rank among the top public media entities in America, and to be a potent force for Atlanta s future. In January 2013, the Board approved a forward-looking strategic plan which provides a roadmap for growth and a clarion call to increase news and diversify music on radio. The strategic plan has four overarching strategies: 1. Maintain and grow our position as the relevant public media provider for metro Atlanta. Goals under this strategy include: enhancing current audience relationships while building a younger, more racially and ethnically diverse audience; intensifying connectivity with the metro Atlanta community; and enhancing industry, community and governmental relationships. 2. Raise awareness and market to attract audiences and future donors. The main goal is building a comprehensive brand and positioning, Intelligent Media, which transcends radio, TV and digital/mobile channels. 3. Ensure financial resources are available to achieve our goals. The financial goal is to strengthen current approaches and pursue viable new opportunities -- potentially via a capital campaign, growth of the endowment, expanded major giving and earned revenue options. 4. Organize to achieve our goals. Key initiatives in this strategy are staff recruiting, development, retention and succession plans; an improved technical infrastructure; building a culture that encourages innovation and action; and assessing Board structure and development in light of the strategic plan.

5 Page 5 of 8 THE RESPONSIBILITIES Public Broadcasting Atlanta seeks a CEO who is passionate about public media and ready to lead PBA s next phase of transformation and growth. The CEO will build organizational vitality, quality, relevance and centrality in the market. She or he will inspire diversification of content, audiences and resources. The CEO will bring experience and a record of success in six key areas: 1. Forward-looking and forward-moving leadership. The CEO will be a dynamic catalyst for innovation and progressive change. He or she will be a compelling, nimble, strategic leader who galvanizes people around vision and ideas, goals, strategic risk-taking, and accountable progress. The CEO will be skillful at partnering with a strong Board, and will guide the enterprise, staff and Board forward to perennial success in a rapidlychanging marketplace. 2. Vision for the future of public media. The CEO will have relevant experience, knowledge and vision about the emerging world of media, content and technology. As the head of an organization with a news operation, the CEO will preserve and protect journalistic freedom. She or he will re-envision the role that public media can play in the daily lives of a more diverse cross-section of audiences, building on the strengths and heritage of PBA. The CEO will be insightful about new and emerging media habits and platforms, demographics, content and technologies, as well as fundraising and revenue trends. 3. Resource growth. The CEO will be exceptionally good at cultivating and engaging with donors and potential supporters of all kinds. Through skillful relationship building, passion for the mission and ability to project vision, the CEO will foster new engagement and investment from volunteers, donors, underwriters and the Board. In addition to expanding individual giving and underwriting support, the CEO will create new growth opportunities in capital, earned revenue and other sources of support. 4. External representation. The CEO will be a compelling speaker and presence who commands the attention and respect of donors, community leaders, partners, policy makers and the media. The CEO will be a potent advocate for public media,

6 Page 6 of 8 and instrumental in elevating PBA s profile in Atlanta and nationally. Through marketing, outreach, partnership, personal interaction and public speaking, PBA will increase its visibility and reputation as a thought leader, and as integral to the news, cultural and digital media realms in the Atlanta community and nationally. 5. Management. The CEO will be a strategic developer and manager of people and the business. She or he will promote innovation, collaboration and a culture that rewards deliberate, calculated risk taking. The CEO will create an environment of trust and transformation, inspiring staff to innovate and achieve their best. She or he will be comfortable across the spectrum of fostering consensus and making tough decisions. The CEO will foster a culture that rewards ideas, transparency, accountability, measurement, results and learning. 6. Relationships and collaboration. The CEO will be passionate about the Atlanta community and its diversity. He or she will be an engaging, authentic and proactive developer of relationships and partnerships. The CEO will create synergies with other public media entities, Atlanta Public Schools, and partners throughout metro Atlanta. By listening, caring and engaging with people, the CEO will build strong relationships with Board members, civic, corporate and nonprofit leaders, donors and partners of all kinds. THE CANDIDATE The ideal candidate is a compelling leader with knowledge, passion and experience relevant to leading PBA. The CEO will have passion for media, the public square and the metro Atlanta community. She or he will have demonstrated success in complex, changing contexts that require vision, resource growth, and savvy about technology and communications. CEO assets being sought include: A charismatic, energizing and inviting presence. High emotional intelligence, listening and communication skills. Interest in hearing fresh ideas, regardless of the source.

7 Page 7 of 8 Ability to lead, empower, excite and inspire people to work together and accomplish great things. Self-awareness and self-confidence, the strength and the courage to do and say what is bold and right. Depth of cultural and racial sensitivity. Ability to relate and connect well with people of diverse backgrounds, interests and talents. A predilection to action. Ability to develop positive, productive relationships with Board members and staff, donors, public media colleagues, partners, legislators and leaders throughout the Atlanta community. An instinct to collaborate. Financial and business acumen, coupled with entrepreneurial spirit. A sense of humor. A good PBA cultural fit. THE LOCATION PBA is located in midtown Atlanta, Georgia. Atlanta is the nation s 9 th largest media market -- with an inclusive, progressive history of collaboration and growth. Atlanta and its 20 surrounding communities are home to over five million residents and the world s busiest airport. The Atlanta metro area hosts six major institutions of higher learning, fifteen Fortune 500 companies, and some of the world s most visible public-benefit and nonprofit organizations.

8 Page 8 of 8 THE RELATIONSHIPS The CEO manages a full-time staff of 80+ and reports to the Board of Directors of AETC (Atlanta Educational Telecommunications Collaborative), the entity that oversees management of PBA. Reports to Chair, Board of Directors Directly Manages Works closely with PBA departments Builds key relationships COO CFO SVP of Human Resources Radio TV Community Engagement Governmental Affairs Engineering IT Digital & Social Media Individual Giving Underwriting Communications Donors of all kinds Civic, corporate and philanthropic leaders Nonprofits, individuals and communities Public policy makers Partners For potential consideration or to suggest a prospect, please PBA@BoardWalkConsulting.com or call Kathy Bremer, John Sparrow, or Ayanna Hunt at 404-BoardWalk ( ). For the current status of this and other searches, please visit