KUNM Report

1. KUNM Report Michelle Detry Jacqueline N. Hood Keystone International, Inc.

2. Overview • The following report will summarize • Strengths of KUNM • Challenges faced by KUNM • Recommendations

3. Strengths • Commitment and dedication of staff to KUNM • Commitment and dedication of volunteers to KUNM • Growth of the station • Listener satisfaction and connection • Unique format of radio station; “patchwork quilt” versus mono-format

4. Challenges • Lack of accountability • Stipulation of Dismissal (Settlement Agreement) • Not enough paid staff • High work load and stress • Increased conflict • Difficulty in recruiting Board members • Structural constraints • Lack of current strategic plan • Trust and communication could be improve • Difficult to manage such a large number of volunteers (140+)

5. Survey Respondents • Volunteer Respondents On Air/Off Air • 50% On air • 13.6% Off air • 36.4% Both • Declared Classification of Respondents = 68 • 30.9% KUNM Staff • 64.7% Volunteer Staff • 4.4% Undeclared • Gender • 65% Male • 35% Female

6. Overall Survey – Areas of Strength • Understand the mission and goals at KUNM • Understand my role and expectations of me • Volunteer Staff produce high quality programming • Trust the top Management team • Management and Operational Staff are helpful • Belief that Management and Operational Staff act ethically

7. Overall Survey – Areas of Strength • Belief that customers very satisfied with programming • Have the tools to do the work effectively • Have adequate input and information to do the work • Information in Zounds is valuable • Read Airwaves when published

8. Overall Survey – Areas for Improvement • Overall trust level at KUNM could be improved • Full-time volunteer coordinator needed • Performance management system is important to institute for Volunteer Staff • Annual review process for volunteers needed • Need standards of professionalism for Volunteer Staff • Improve maintenance of music library • Need for more technology training • Need for annual survey of listeners

9. Overall Survey – Areas That are Split or Neutral to Many • The Volunteer and Operational Staff work well together • Cooperative teamwork exists at KUNM • Volunteer Staff selection process ensures that we hire the best people • Recognition for the work done • Accountability and clarity of policies and procedures • UNM administration acts in the best interest of KUNM • Management has leadership and management capabilities

10. Overall Survey – Areas That are Split or Neutral to Many • Have seen positive changes at KUNM over last year • Accountability and clarity of policies and procedures • Cooperative teamwork exists at KUNM • Clarity of reporting structure • Satisfaction with availability of equipment • IT provides services needed • Zounds is an effective communication tool

11. Volunteer Results • Positive factors • Adequacy of training • Work assignment at KUNM • Process that was used to assign the work • Would like to stay as a volunteer with KUNM for a long time • Would not leave KUNM if could find similar volunteer work elsewhere • Look forward to volunteer time at KUNM

12. Volunteer Results (cont.) • Split on • Opportunity to change assignment at KUNM • Opportunity for personal development at KUNM • Worth and adequacy of general meeting

13. Operational Staff Results • Positive about • Being listened to at staff meetings • Effective facilitation of staff meeting • Areas for improvement • Need for retreat in the near future • Need more interaction between staff members • Split on • Effectiveness of staff meetings • Staff needs are taken into consideration in decisions • Respect received at KUNM • Working well as a team • Opportunities for professional development at KUNM

14. Recommendations • Several categories of recommendations emerged from the interviews including: • Organization structure • Management/Staff • Board • Volunteers • Stipulation of Dismissal (Settlement Agreement) • Students • Processes

15. Organization Structure • Hire a full-time Volunteer Coordinator • Smaller organizations that rely on fewer volunteers have paid full-time volunteer coordinators • Considering having this person also handle HR for KUNM • Fill interim positions with permanent employees • Production Manager • Programming Manager

16. Management/Staff • Have a staff retreat – focus on team building and planning • Training for Management/Staff • Communication skills • Conflict management • Team building • Supervisory skills – most staff end up supervising volunteers • Meeting management – running effective meetings • Ongoing coaching for managers

17. Board • Clearly define the role of the Board • Change Board terms to provide overlap • Engage the community to foster potential Board members • Training for Board Members • Meeting facilitation • Conflict management • Dispute resolution • Team building

18. Volunteers • Develop a volunteer contract/agreement • Clearly outline performance expectations, feedback process, grounds for dismissal, etc. • Annual renewal of agreement • Develop volunteer job descriptions and selection process • Select volunteers based on criteria outlined in job description • Only select volunteers when there are vacant positions • Conduct background & reference checks

19. Volunteers (continued) • Develop a performance review process with a probationary period • Streamline/simplify volunteer grievance process • Conduct volunteer exit interviews • Ongoing training for volunteers • Equipment, especially on air • Conflict management • Communication skills

20. Volunteers (continued) • Improve communication with volunteers • Require email address so email can be used to communicate with volunteers – improves timeliness of communication saves money • AirWaves– publish online to save money by not printing and mailing a publication • General Meeting – consider running the meeting with a skilled meeting facilitator

21. Students • Involve students academically in the station • Ex., have Spanish majors do translation and programming in Spanish • Involve more students as volunteers • Partner volunteers with students to involve them in station activities • Get more students interested in and listening to KUNM to keep KUNM current with listeners and technology • Need to develop younger listener base and volunteer pool

22. Processes • Review and revise the programming change process • Make it easier to change programming as needed • Streamline process for filling vacant on-air slots, especially for evaluating public comment on potential new programs • Do a comprehensive listener survey • Conduct an inclusive strategic planning process • Facilitated team building amongst staff, staff and volunteers, and staff and board

23. Processes (continued) • Develop systems of accountability • Train staff on systems and accountability processes • Conduct human resources audit • Determine best structure and appropriate staffing levels • Independent legal counsel review of all governance documents

24. Processes (continued) • Develop a system/schedule for acquiring and maintaining equipment • Determine equipment needs • Develop plan for acquisition of new equipment • Develop a maintenance of current equipment • Develop systems for the music library • Organize the library – file music in Director’s office • Develop a process to ensure new music is handled efficiently • Create a system for tracking music – check in and check out system

25. Conclusion • KUNM is composed of a group of dedicated staff and volunteers operating a unique community radio station • The organization can take positive steps for improvement, some of which include: • Staff retreat, training and coaching • Board facilitation to clarify role, develop improved fundraising and enhance engagement of members • Write volunteer contracts, clarify expectations, develop performance review processes, enhance communication • Overall interviewees and respondents, KUNM provides a high level of listener satisfaction in a unique format