KCPBS 2022-25 Strategic Plan FNL WEB - Flipbook - Page 3
Kansas City PBS | 125 E. 31st Street | Kansas City, MO 64108 | 816.756.3580 | kansascitypbs.org
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Our Audiences Are Power Users
We are committed to an audience-first approach and increased use of business intelligence to make
better-informed decisions and deepen our relationship with our users. Our goal is to have a highly
engaged audience and expand our user base across all platforms. To do this, we will grow and nurture
our audience, turning them into power users — community residents who consider the content and
services we provide an essential part of their daily routine. This not only will create deeper relationships
with our community but also will compel our audience to support us financially.
Local Content Creation Generates Revenue
While we compete for audience share in a saturated and fragmented media environment, we know
that the stories we tell not only make us unique — but also relevant. As the public media landscape
continues to evolve, traditional services and delivery will no longer meet the needs of our audiences as
they turn to over-the-top services for national programming. To that end, we will focus on areas where
we can provide unique value, creating local content that the people of Kansas City want. We believe
this is the largest opportunity to find sustainable revenue streams to continue to support our mission. In
addition, we recognize the opportunity to further cultivate and leverage community partnerships with
local organizations and foundations to increase revenue and audiences and will incorporate data-driven
decision-making to inform our funding practices.
We Are an Integral Part of Community Fabric
For more than 60 years, we have worked to create community trust and, as a result, have deep roots and
connections within the community. We remain committed to creating enriching content and services
that the people of the Kansas City region cannot get anywhere else. Our goal is that the community
relies on us for news, journalism, entertainment, and education, and that funders and local leaders
recognize us as a source of local information and a leader in content creation. We see an opportunity
in deepening those relationships and will do that by growing the volume, relevance, and quality of local
content and storytelling, as well as increasing our presence in the community and strengthening our
relationships with local organizations.
KEY PERFORMANCE INDICATORS
In addition to the above strategic goals, we have developed a number of key performance indicators
(KPIs) for select goals that will enable us to track our progress in reaching them. These KPIs will also
help us accomplish relevant business process objectives and strategic initiatives. The results and the
progress we are making will be monitored regularly as a part of our strategic management process
consistent with our commitment to data-driven decision-making.
KEY STRATEGIC INITIATIVES
Our strategic initiatives are carefully managed projects that will help us build the bridge between
where our current performance level is and where we want it to be. Each of these initiatives ties to
one or several of our strategic goals. Due to the tactical and operational nature of these initiatives and
their short timespan, we are not listing all of them in this document. However, as an illustration, some
examples include engagement events, a renovated building, ATSC 3.0 NEXTGEN TV, the Kansas City
Media Collective, etc.
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