FY20 Public Television Strategic Priorities July 2019

STRATEGIC VISION 1. Wisconsin Public Television is an essential, trusted community organization that provides access and connectivity to the people and communities of Wisconsin through video, broadcast, multimedia, and other direct engagement. 2. Wisconsin Public Television is a vital part of the educational ecosystem of our state, focused on young learners, K-12 education and community education, using multi-platform content, resources and direct engagement as tools to engage, inspire, educate and foster dialogue and community connections. 3. Wisconsin Public Television remains sustainable financially through innovative fundraising, prudent stewardship of resources and continuously demonstrating the impact of our work, and thus our value, to audiences, stakeholders and the communities we serve.

Focused Areas and Metrics of Strategic Change

A. Build and Engage Audiences • Deepen engagement of WPT Audiences and engagement with strategic content partners o Increase our overall viewing and engagement across platforms, emphasizing creating and acquiring Wisconsin content and establishing new models of workflow, content creation and distribution. o Stimulate citizen participation across Wisconsin through community engagement using multiple platforms and partners. o Partner with , the Educational Communications Board and the University of Wisconsin to increase and enhance our reach, service and community impact. • Develop, standardize and implement PBS • Facilitate introduction and promotion new Wisconsin name and brand package in LiveStream service with November kick off on conjunction with the PBS national rebrand YouTube TV . launching in November 2019. • Introduce WPT News landing page with WPT, • Implement new tentpole/priority calendar and WisContext, WPR content in November. planning by September. • Identify and experiment with livestream-only • Push priority projects i.e. Perry, Leckrone, productions (e.g., continue to explore this Country Music, Rabbett, to audiences using a option for Jerry Awards). Increase variety of platforms and engagement methods. livestreaming of local productions: stream at • Introduce two new digital-first / digital-only least 10 U Place records, 3 H&N records/week, projects with cross-departmental collaboration and 2 performance specials. (e.g., All for One project). • Implement and track FY20 WisContext plan • Revamp of wpt.org including content migration adding WisContext branded columns to WPT by September and TV Schedule by March. news communications and vertical projects. • Complete FY20 broadcast series; and • Re-examine the cross-scheduling opportunities share end of season reports on demographic between WPT and The Wisconsin Channel to and geographic content diversity, on innovative build increased synergy. production and delivery styles. • Continue to prioritize Not Enough Apologies: • Prioritize coverage of 2020 Spring & Fall Trauma Stories with a continued public push, a Elections. Plan, integrating Radio, TV and secondary school push in September, and Online for 2020 Convention coverage/Fall continued work with libraries via Reel to Real. Elections created by Jan. 2020. • Update UW projects list and use Mike Leckrone • Review interstitial plan for prioritized use of bio and Trout Education Innovation Lab to WPT series, digital and education content. model partnerships with UW. • Continue to expand digital journalism efforts by • Identify one 3D-VR or similar interactive media utilizing livestream & social channels. Prioritize project as a model to experiment with creation, cross-integrated journalism opportunities with delivery, and distribution of content. Noon Wednesday, WisContext, and WPR with WPT News staff.

• Deepen Engagement of PK-12 educators, parents and educational partners and build WPT's reputation as an essential contributor to Wisconsin's Educational Ecosystem o Create, curate and activate high quality digital media resources to meet Wisconsin learner and educator needs. o Connect learners and educators to WPT and to communities of learning through partnerships, professional development and equitable access to resources. o Increase public understanding of and appreciation for PK-12 educators and awareness of educational systems and best practices. • Launch Timothy William Trout Education • Refine all-channel promotion-content launch of Innovation Lab and build long-term plan. Year 1 key WPT Education tools (e.g., Kindness implementation plan by September. Model Curriculum, Gaylord Nelson biography) content pieces by November. including exploring broadcast opportunities • Grow Education email list by 25% to 12,500 with a model education project. email addresses. • Activate PBS Media Literacy Certification • Produce REL Midwest documentary in spring- program with DPI and CESAs under the Click summer 2019 for delivery/broadcast in fall Youth Media umbrella through workshops and 2019. Roll out integrated promotion and digital engagement by January. content distribution for general audiences and • Expand connections between Production and education audiences through variety of Education with projects like the First Nations platforms. website, U Place connections, HTS: Sauk • Build collaboration between Education, Prairie, YPI projects. Marketing, and Development on projects like • Continue collaboration between WPT News Teacher Appreciation Week, Extraordinary and WPT Education to create meaningful Educator posts. experiences for PBS NewsHour SRL groups in • Pilot aka Teacher digital voltage project with Wisconsin (tours, workshops, demos, social media engagement phase in Fall 2019. mentoring, etc.). • Continue development of new website for WPT Education including initiating phase 1 of teacher review in Fall ’19.

• Build a foundation for the expansion of Early Learning & Adult and Community Education o Leverage national content from PBS Kids/Ready to Learn, build local training and engagement, and experiment with new technologies to support early learners, caregivers and families. • Launch Bright by Text in Wisconsin. In the first • Implement Ready to Learn communications six months, have 2,000 subscribers. Send one plan. statewide and an average of four county-level • Continue Ready to Learn CC-ELM grant work in localized messages a week in English and Westby and Cashton, training facilitators in RTL Spanish for Dane, Outagamie, Monroe, and camps and Family & Community Learning Vernon counties. events for sustainable impact. • Collaborate with PBS on Bright by • Continue to priority promote 24-7 Kids Channel Text distribution and promotion. and online learning tools for Kids. • Expand sensory time to all Get Up and Go events.

B. Diversity & Inclusion • Increase the diversity of our staff, content, sources, and deepen our community connections to reflect the diversity of our state o Identify tangible and measurable ways to improve staff recruitment strategies. o Prioritize projects and partnerships that highlight the diversity of our state. • Engage in WPM recruitment strategies to • Implement and manage inaugural WPT Next diversify hiring pools. Generation internship program for UW • Complete Ready to Learn in Westby and students from underrepresented communities. Cashton; use lessons learned to model work • Support the Change Team by providing time for with new partners (e.g., OneCity) that build on participation, at least 3 TV Leadership meetings collaborative work leveraging educational with Change Team including reviewing progress media to address opportunity gaps. on goals, and include D&I information at each • Steward connections with the Hmong all staff meeting. community, prioritizing the Widening the Circle • Continue to track and report on diversity conference in preparation for expanding metrics for WPT series including mid-year educational tools beyond Joe Bee Xiong. update at a WPT all-staff meeting. • Focus resources and attention to projects that • Sustain relationships and prioritize work with advance our work in telling diverse stories, First community leaders and organizations Nations education work, Gay Wisconsin deepening our community connections History, Rabbett Before Horses biography, Joe including Centro Hispano, Madison Urban Bee Xiong education materials, REL (Regional League, Hmong Language and Culture Education Laboratory) documentary, Food Enrichment Center, Nehemiah Institute and Traditions, Day of the Dead collaboration with Tribal leadership. Centro Hispano, Zhalarina Sanders Digital • Explore developing content partnership with Voltage collaboration, and Suffrage project. two new partners (e.g., the Nehemiah Center • Continue work with Wisconsin Tribal and their African American History project, the communities including advancing and featuring UW Afro-American Studies program on Always the Rabbett Before Horses project, Wisconsin in Season, and UW’s Public History project). First Nations Education Resources, and Molly of • Bring diverse voices to WPT to expand our Denali. perspective and professional development • Work with WPR and Change Team to create (e.g., producer Jacqueline Olive and leadership and disseminate DEI content toolkit of advisory trainer Juan Sepulveda). resources for content creators. • Over two years, add two diverse members to • Use Get Up and Go Madison as a model for Friends of WPT board. rethinking access to WPT events and content.

• Inclusion o Be a welcoming organization where staff and audiences are involved and included, can make personal connections, be inspired and feel empowered to share their voice. • Support WPM’s new staff orientation-day • Use sensory time space at Get Up and Go for activities. our audience members who require more time • Host an Intro to WPT Education session for all and different conditions in order to process new staff members in Fall 2019. information and feel comfortable; expand this • Create an inviting opportunity for staff to effort to other Get Up and Go events. share/pitch ideas for projects or productions; • Create periodic “Finance Updates,” particularly refine Digital Voltage invitation process after as processes change with transition to UW- assessment and feedback. Madison, to communicate updated information • Invest in Audience Services staffing to and processes. accommodate professional development • Continue Fall Schedule Preview meeting; intro opportunities. two new “overview“ meetings (e.g. Education • Assign colleague-mentors to newly hired staff. and Tent Pole overview) • Feature Molly of Denali as model for cultural • Director of TV will meet with all new staff as engagement and inclusion. they start and about 3 months in to learn from • Highlight work and accomplishments of new their experiences. WPT staff in every all-staff meeting.

C. Fund Development • Strengthen and diversify fundraising • Successfully implement new CRM. Work with • Raise visibility for directed giving (Focus Funds, WPR to establish training practices, supporting Masterpiece Trust). email, and web migration by October. • Implement new sustainer retention strategies • Prioritize Passport activations across platforms following CRM launch. including on-air, Airwaves, email and social. • Build strategy of longer-term opportunities i.e. • Development and Marketing review of Trout Innovation Lab and RTL building Passport metrics and promotion plan in relationships for deep support. February. • Analyze online Auction and implement new • Maintain 3-year long lead Pledge production Auction. pipeline. Includes Michael Perry, Mike • Allocate production staffing time to allow for Leckrone, Rabbett Before Horses, and Nancy seeking and developing client and partner Zieman doc. relationships, including providing grant-funded • Increase transformational giving. Complete one services in collaboration with UW researchers. or more $1M asks in FY20. Reach out to five new foundations.

• Instill a spirit of stewardship throughout the organization • Continue to feature donor stories and the value • Finish Studio Lobby reconstruction to include community input and contributions in all staff donor recognition. meetings and other staff communications. • Increase the participation of key WPT staff in • Prioritize WPT Donor thank you call out as donor conversations. professional development activity. • Mesh the WPT rebrand within Vilas with messaging highlighting community impact.

• Earn appreciation and support from audiences consuming content on our many platforms o Communicate impact and appreciation through continual proof of performance, advocacy, with a disciplined, creative and energetic branding and marketing approach. • Utilize WPT rebrand in November to improve • Solicit, document, and share testimonials from visibility and appreciation across platforms. educators about the value and impact of WPT • Establish clear and tracked Proof of Education. Performance schedule, including on-air, with • Collaboration between Engineering and impact storytelling strategy and tactical Leadership on Service Vision of ATSC 3.0. support for non-broadcast projects like teacher Organized one Intro to ATSC3 station meeting. training and digital-only content. • Introduce new Quilt Expo name – Great • Collaboration between Education and Wisconsin Quilt Show – while sustaining Marketing & Communications to build upon a appreciation of current audiences. branding and promotional strategy that • Track and share WisContext reports. Use as a increases access and use of Education model for consistent tracking of engagement resources and reflects value of our work for over time. general audiences and donors.

D. Continuous Improvement and Sustainability • Foster and support innovation, investing for the long term o Experiment and learn in the creation and delivery of digital content. o Continue to model cross-functional teams. o Invest in upgrading our work tools and facilities. • Prepare for rigorous onboarding of new leaders • Convert to new CRM. Train and support staff including Finance Manager, Director of through the implementation and use. Programming, HR Director, and Chief Engineer. • Complete evaluation of utilization of 3rd floor • Assess Digital Voltage initiative and implement production and engineering spaces to meet changes in process. current and future needs of staff. • Continue investment in facilities adding • Document grant application processing workspaces and new collaborative spaces. requirements and create “decision trees” for • Implement updated design workflow from new UW-Madison vs. Friends. Creative Director. • Research streaming software and streaming • Establish digital file storage plan and digital methods to increase community engagement workflow plans across and within departments. across platforms. • Facilitate cross-functional project development • Work with ECB Engineering to complete for tent pole projects using Nancy Zieman transfer of WHA-TV transmission implementation and Not Enough Apologies responsibilities to ECB. assessment as models for change. • Further cross-integrate WisContext journalism • Continue to streamline and improve digital with News and Public Affairs staff. media workflows.

• Evaluation and Measurement o Invest in the learning and practicing necessary to improve goal setting, evaluation and measurement. • Use Impact Measures Dashboard to build • Implement Trac Locale and share with WPT layered data and model for tracking social, Marketing and Development. education, TV viewership and event • Refine and maintain Education dashboard of participation. Key Performance Indicators; share with • Implement monthly online snapshot of digital Leadership quarterly. viewership emailed to all TV staff. • Act on Wisconsin Evaluation Collaborative (a • Present audience data to Leadership and staff unit of the Wisconsin Center for Education on a regular basis. Research) recommendations and integrating into specific project evaluation in 2020.

• Professional Development o Invest time and resources in professional growth focused on organizational sustainability, adaptability and inclusivity. • Track annual evaluation goals for all staff in • Provide opportunities for staff to participate in annual review and at mid-year check-in. diversity and inclusion workshops (e.g., YWCA). Support staff time to work on goals. • Continue ambitious WPT Manager training plan • Build staff engagement plan for DEI content including three 2-day trainings with Juan toolkit of advisory resources for content Sepulveda and a follow up WPT meeting after creators. each of those trainings. • Conduct a WPT training on 3D-VR-Interactive • Organize creative and technical training for media (i.e. WPT-UW summit with pubic content staff, including one each of interactive media leaders). videographer, storyteller, and tech training.

• Facilitate WPM’s transition to our new administrative home in UW-Madison • Establish relationships with UW financial • WPT Finance team will collaborate with WPM services staff; and work to make the transition and ECB to review shared budgeting, revenue to UW as smooth as possible for staff. and expense processes, and improve processes • Continue to monitor and manage WPM and procedures. messaging for UW transition.