Broadcasting Board of Governors Broadcasting Board of Governors BBG _ab8cfa88-1317-4095-8036-447f8fc6421d A flexible, multi-media, research-driven U.S. International Broadcasting System, incorporating regional networks and single-country operations, that reaches mass audiences by programming the distinct content of the Voice of America and the surrogate services through state-of-the art formats and the distribution channels - AM, FM, audio and video satellite, shortwave, and the Internet -- that our audiences use and we control. _2d973510-07bb-4e16-aa2a-a2d9464412a5 To promote and sustain freedom and democracy by broadcasting accurate and objective news and information about the United States and the world to audiences overseas. _803ff11d-579a-4035-8a42-8d6addb1a76c Integrity Innovation Achievement Service Teamwork Sense of Urgency Diversity Broadcasting Architecture Design a Broadcasting Architecture for the 21st Century. _364901b6-5548-4ed0-9ddc-f5572e62589a I Worldwide System Create the Worldwide U.S. International Broadcasting System _aee0734a-f667-4490-9957-3175225be62d I.I The Board believes it is essential to consider the capabilities and resources of U.S. international broadcasting as a whole as we look to substantially enhance our impact in the priority markets. It would be unwise not to do so when 40% of BBG language services overlap. It is precisely by drawing on all available resources and assessing how the different components of broadcasting can best work together that we will be able to marry the mission to the market in priority areas worldwide. We see this as rationalizing our broadcasting consistent with the U.S. International Broadcasting Act of 1994. A broad purpose of the Act was to make our broadcasting more coherent and effective through the reorganization and consolidation of broadcasting. The Broadcasting Board of Governors has already moved strongly to fulfill the mandates of the1994 Act. It has consolidated worldwide program delivery systems (transmission networks and marketing of programming to affiliate stations), initiated annual language service review to address redundancy, centralized audience research within a single contract administered by the Board, and harmonized program quality standards. The BBG will carry this rationalization further. It will look upon U.S. international broadcasting as a single system. However, the Board has no pre-conceived configuration of the system. Marrying the mission to the market requires approaching each country and region on a case-by-case basis. The Board’s aim will be to leverage broadcasting assets in the most efficient and effective way to enhance overall impact in those places of greatest importance to U.S. strategic interests. · Create integrated programming streams across U.S. international broadcasting services –where such streams are both possible and advisable. While the programming of U.S. international broadcasters has long been complementary – i.e., VOA’s focus on representing America and providing regional and international news has complemented the surrogates’focus on reporting local news – integrating it into one stream is new. Integrating programming in this way has distinct advantages: (a) it allows each broadcaster to focus on its specific value-added; (b) it eliminates the need for separate, costly distribution channels; and (c) it heightens complementarity by having one service buttress the mission of the other – i.e., local news reporting will give audiences the news they most want, thereby attracting them at the same time to hear news and views from America. There is no one formula for integration. It can assume the level of full-scale integration as in the planned BBG 24/7 Farsi service in which VOA and RFE/RL will adapt their current formats to a new programming approach entirely. Integration can also assume the form of discrete programming blocks for each broadcaster using a shared broadcast frequency, with a coordinated overall sound, common production values, smooth on-air hand-offs, cross promotion,etc. – as in the case of the VOA-RFE/RL Afghanistan Radio Network. However, in some markets, such as China, any attempt to integrate programming would be counter-productive. For example, VOA’s efforts to distribute elements of its programming inside China would not be successful if its programming were bundled with RFA’s. As noted above, the Board will pursue the integration of programming on a case-by-case basis.· Fulfill both the VOA and the surrogate (local news) missions in every high priority market. The Board is committed to sustaining dual missions in all high priority markets. Both the VOA and the surrogate missions are vital to promoting freedom and democracy. Marrying the mission to the market as a general strategy is rooted in honoring the BBG’s legislatively mandated missions for VOA, RFE/RL, RFA, and OCB while seeking the largest possible markets for these missions. It is the express purpose of program integration to enhance the accomplishment of this mission.· Format the content of the joint broadcasting to suit the given market and to maximize appeal. As just noted, there is no pre-set formula for integration. It is important that the programming streams to a given market have internally consistent formats as well as formats that make them competitive and compelling within specific market conditions. Regardless of the scale of integration, the programming blocks of the broadcasters must sound broadly consistent and reflect uniform production values.· Rationalize news, programming, and administrative resources. Forging a U.S. international broadcasting system and integrating programming will facilitate a host of other activities that enhance BBG efficiency and effectiveness. In short, it’s less expensive to produce one programming stream than to produce two. When operating in concert, VOA and RFE/RL or VOA and RFA will hew closely to their legislative missions, preventing redundancy in news gathering and reporting and other programming resources. This affects, for example, the number of correspondents and stringer reporters required by each. A common format means both services share production costs for a host of programming elements such as musical bridges, station IDs, etc. As important, sharing of news bureaus and other office space should result not only in greater collaboration between services but in cost savings as well.· Marshal BBG resources towards the high priority markets. Limited resources are a challenge for all Federal government agencies. New allocations are often essential to expand program activity. This said, BBG resource allocations will take into account the relative priorities of broadcasting. Given the rising costs of modern transmission systems, research, and marketing, the BBG will assess the trade-offs required to ensure funding to be effective in reaching information-denied populations in countries like Iran, Pakistan, and China, to cite just a few high priority markets. d79c6efb-937d-4632-acf5-4d5631a28d66 18283797-b8ea-415a-9733-eb34d528e9ba Organizational Structure Realign the BBG Organizational Structure _18ae9b1c-e3ab-44f3-a5f3-61f30e6d8389 I.II As the BBG moves to establish the worldwide U.S. international broadcasting system, some internal realignments will be necessary. One might view this as marrying the mission with our own organization. Any adjustments will build on current practice, so the degree of change will be moderate. · Stress the roles of VOA, RFE/RL, RFA, and OCB as content providers for the U.S. International Broadcasting System (USIBS). The broadcasters are in fact today content providers. Their role is to produce high-quality, mission-driven news and information programming. However, they have also sought a role in programming distribution and marketing. In the evolving U.S. international broadcasting system, the broadcasters will focus on content, integrated as described above and professionally formatted so as to enhance its appeal to diverse audiences worldwide.· Re-affirm IBB as the network manager responsible for program delivery, combining all transmission and local placement. IBB is now the manager of BBG worldwide programming,distribution and marketing. As it has done well for the Middle East Radio Network, IBB’sresponsibility to gain new and better transmission systems will grow.· Consolidate the Board’s role as CEO to lead and manage change. The Board is the head of agency with a host of non-delegable authorities. It plays the lead role in shaping overall BBG strategic direction, in setting expectations and standards, and creating the context for innovation and change. As it consolidates its role as the collective CEO, the Board will seek to create better and stronger linkages among the entities, getting everyone united in a common purpose and program. Vital to this effort is developing effective internal communications. Communications in an organization must be good in all directions – which the BBG will strive to improve. At the same time, the Board will assume the role of helping the broadcasting organizations to develop radio formats to package and better present the broadcasters’ content. This becomes a major responsibility, as professional formatting is vital to BBG competitiveness and effectiveness. There is no one format that will serve BBG interests going forward; rather,there will be a variety of formats, some music and some news and some in between, that will enable BBG programs to reach wider audiences.· Institute annual strategic review. Language service review is currently the sole systematic oversight mechanism that the Board of Governors uses to consider the value and effectiveness of broadcasting. Instituted to fulfill the legislative requirement that language services be evaluated for additions and deletions at least annually, it has also fulfilled the requirement that effectiveness be measured. We will improve language review as a management tool by adding a budget review component. Language review now considers only part of the picture. The support services within IBB, which have a major impact on language service effectiveness, are not evaluated as part of the existing process. They should be.· Institute annual reviews by each language service. Language services will develop annual plans, set targets, and state the resources they need to achieve those targets. Decision-making should start at that level, where generally the resource needs are clearest. Their conclusions should be vetted at the next higher level and so on up the organization. All of these individual plans should come together at the top, through broadcast entity management to the BBG, to be considered and evaluated against strategic requirements and resource availability organization-wide. 1b8f3821-e494-4f39-a271-e0d6210849b6 1cc9afb2-f73b-4a43-bd92-71d98187fcd2 Regional Networks and Single-Country Initiatives Expand the U.S. International Broadcasting System through Regional Networks and Single-Country Priority Initiatives _99a98a3d-5612-4448-bcc7-e53603d4813e II Middle East Launch the Middle East Radio Network and Make It a Success _0bcd8bb7-b2c4-4d6c-81e5-b0916e4ab069 II.I Although daily radio use remains strong across the region, this has not traditionally meant strong listening to U.S. international broadcasting. Voice of America (VOA) Arabic listening rates in the region averaged around two percent of the population. Awareness of VOA was lower than for competing international media, probably due largely to VOA's poor signal delivery in the region. To remedy this, the BBG last year proposed and recently launched the Middle East Radio Network, replacing the VOA Arabic service. MERN broadcasts as Radio Sawa (“together”) in the Middle East. We must continue to design and build the network to achieve significant coverage using appropriate delivery means for local audiences. This means:· Attracting and building a significant audience from among the target group of under-30.· Staying "on-message" by using regular audience research to guide program decisions.· Presenting news that is objective, comprehensive, fresh, and relevant to Middle East audiences.· Providing a forum for reasoned discussion of regional "hot button" issues and U.S. policies.· Designing and building the network to achieve significant coverage using appropriate delivery means for local audiences. 30ecf174-e77d-4918-8de9-fef783e70b01 20d5eb98-2ad9-42db-9c62-e20f072249ce Afghanistan Harmonize Radio Free Afghanistan and VOA in the Afghanistan Radio Network _9af7a1d9-3cb1-4ff6-857b-b1bdf8bd7f3c II.II The BBG currently has two strong services broadcasting to Afghanistan, VOA and RFE/RL. Each has its own unique mission to fulfill. There is a need, however, to ensure that overall resources targeted to Afghanistan are used wisely and effectively, and not competitively. The answer is to harmonize the programs of both stations in a single "network" program stream. This will:· Permit each entity to retain its unique character, while smoothing transitions between programs.· Rationalize access to scarce broadcast frequencies.· Acclimatize listeners to tune in to one station for the information they need.· Facilitate sharing of program/news resources. Making this work will require close cooperation between the managements of RFE/RL and VOA. It will also necessitate ongoing support of the Board in the area of program formatting, using consultants, as required, to work with VOA and RFE/RL on the Afghan project. 8910958e-4a82-4c47-bcc5-7dafbddf438e c2e6626b-1409-47e0-8ccd-b5504acd4e8f Anti-Terrorism Pioneer Anti-terrorism Broadcasting _a126f2d7-ce09-462a-879d-b14380fbc18e II.III The nature of terrorism and the tools it uses make U.S. international broadcasting a natural, strong weapon in America's arsenal. Terrorism is not random, thoughtless violence. The terrorist carefully plans and orchestrates his campaign to achieve specific objectives. These primarily include showing the world that the terrorists have the power to do anything they want anywhere; and creating fear and panic in the public and an undercurrent of mistrust and revolt against the government. To maximize the media coverage of their actions, terrorists perpetrate graphic atrocities in an attempt to increase the number of victims. They attack places with social or religious significance at a time when an important event takes place and lots of media personnel are present. Modern media, particularly television, have been used by terrorists as a weapon. The popularity of TV guarantees terrorists immediate coverage and access to practically every household worldwide. Around the world, the terrorists' message of hatred of what America stands for resonated among many Islamic populations. They saw the awful scenes on television and read slanted coverage in local newspapers, which had the theme: "yes it was a terrible thing, but America deserved it because America is arrogant, pro-Israel and anti-Islam." · U.S. international broadcasting has a role to play in this environment. As noted, we have already established the successful Middle East Radio Network as a major part of the BBG’s anti-terrorism effort. At the same time, BBG broadcasters have surged broadcasting in the languages of Central Asia and South Central Asia to carry and analyze the news as well as explain U.S. policies.· And in the still longer run, given Congressional authorization and Administration approval, we stand ready to launch new model radio and television operations in a multitude of Islamic languages. America's message will be heard and seen.· The first such project, which will actually be funded within the BBG’s current allocation will be a powerful medium wave radio service to Iran aimed at young adults, building on the existing VOA Farsi Service and RFE/RL Persian Service.· A second project, still in the development stage, would target the Muslim populations of Pacific Asia, targeting Indonesia and possibly Malaysia. 936343a2-575d-4d13-8e69-7639aae20bc7 8677e265-eb83-44bf-9c30-82f7be9ef3bf Russia and China Reach the Two Continental Giants: Russia and China _82d7b7d8-d490-403e-9543-dff24e4a9450 II.IV Russia: Russia has in many ways regressed since the optimistic days of the early 1990s. A return to communism and Marxism-Leninism appears unlikely, but the national system has not developed into a civil society with liberal democracy and flourishing market economy. Putin's government has moved piecemeal in a more "authoritarian" direction and is exerting considerable pressure on what had become a pluralistic media scene. Independent national television is now non-existent. Weekly listening to RFE/RL and VOA combined have dropped from 21 percent nationally in 1993 to about 4 percent in 2001. Even worse, the audience is aging.· The challenge to RFE/RL and VOA is to reach out successfully to the more serious stratum among youth, while retaining a core of middle-aged and older listeners who are still committed to a transition to democracy. Delivering relevant and attractive programs via local FM stations is crucial, as is achieving a much better level of awareness among potential listeners. Efforts to date to place existing programs on affiliate stations have paid dividends in local markets, as shortwave listening has dropped.· We need to take a fresh, research-driven look at the kinds of formats needed to reach the crucial young adult listener and then re-invent our programming accordingly. The old models are not working. China: Reaching the Chinese population effectively through the barriers raised by the Chinese government (jamming, Internet firewall and no access to rebroadcasting) remains the greatest challenge to international broadcasters in the region. Reaching less than 1% of the population regularly (as we now do) will not inform the population of the facts. It is not surprising 68%identify the U.S. as the greatest threat to China, instead of a great trading partner and boon to its people. This attitude is based largely on ignorance of the facts. Most believe the U.S. “spyplane” incident was the fault of the U.S. We need to do a better job of getting the facts to the Chinese and all peoples in the Far East who are denied access to a free press.· We must develop programs that appeal to an increasingly nationalistic audience. This audience thinks it already understands America from commercial TV products and films. It believes that America, however attractive, is not to be trusted.· Clearly there are no simple communications solutions, as long as China continues to jam shortwave, to intimidate regional neighbors from permitting medium wave transmitters on their soil and block access to international news websites. None of these Chinese measures is totally effective.· We need to keep on exploring technical solutions. We need to be alert to any program placement opportunities that may emerge. And we need to keep the issues before the Administration, stressing: (a) the lack of reciprocity of treatment of U.S. international broadcasters compared to that of Chinese media in the United States, and (b) the need to repeatedly raise the broadcasting issue with China's neighbors. f32c4c4b-98ce-4174-8097-8627982f3a5c b37c1c75-8c61-4188-8823-9d1bc70a953d Techniques and Technologies Employ Modern Communication Techniques and Technologies _0ec5477d-d11e-410f-a2c7-0be3f60338ab III Multi-Media Accelerate Multi-media Development, Infusing More TV and Internet into the Mix _8fffa9a2-28d2-44e9-b50c-6666608da2c1 III.I Radio will remain the backbone of our communications. However, for some broadcast languages, TV and the Internet have strong roles to play as well. The power of images is such that most people around the world now use television as their primary source of news. This is true even in countries where the medium is state-run, and therefore censored. A February, 2002 poll found that 39 percent of Russians consider TV news biased, yet TV remains the primary information source for most of the population. At the same time, the Internet is assuming an ever-increasing role of information-provider as it spreads across the globe. A recent Chinese national survey found that 43 percent of Chinese who regularly access the Internet now use it as their primary information source. All of this has negatively affected international radio audiences. The answer is not to fight the problem, but to recognize the solution.· Appropriate Television – VOA has seen significant audience impact in several key markets through television broadcasts – the Balkans, Iran and Indonesia. We can and will do more with TV where market realities demand this and where resources permit. The first step is to cement the establishment of VOA-TV from the former WORLDNET.· Higher Quality Web Presence – We have seen spotty progress towards the goal of having all language services create high quality news-oriented websites. Some are outstanding. The content of others is thin in content and visually uninteresting. Bottom line: We will ensure that all the entities have world-class Internet presences. 930ce43f-f02b-43e3-a2a0-28f55597cbae f9f5b140-55a2-4949-b57c-7ec3e7a25f39 Radio Formatics Adopt the Principles and Practices of Modern Radio "Formatics" _e976c71c-041f-4bfc-96d4-bf5d2392ef24 III.II In its early days, radio was a medium characterized by specific programs broadcast at known times. Radio stations had very wide intended audiences and sought to be “all things to all people.” Then, partially in response to the drastically increased availability of media, radio developed into a “format” medium where each station targeted a specific segment of society with a specific kind of programming (e.g. all-news, all-sports, all-talk, all-rock, golden oldies, etc.). Successful, modern radio today, is based on providing a consistent, clear, targeted service to a target audience 24 hours a day – a “format” rather than a collection of unique programs. The United States led the development of format radio starting in the late 50’s and early 60’s. Since then, format radio has become the norm in Europe, Asia and increasingly in other parts of the world as well. This has strong implications for U.S. international broadcasting, if we are to effectively compete with listeners.· Where we control the distribution channel (e.g. Radio Sawa), formatics will shape our program philosophy.· Where we are rebroadcasting via affiliates, we will shape our programs to fit into the affiliates 'formatics. Having identified the target audience and how best to reach them, we will consider the following aspects of formatics in designing our programs:· Music – Selection of what songs to play and in what proportions, creation of program clocks to schedule specific types of music at specific times each hour of the day.· News – what types of news to cover and in what proportions (i.e. international vs. national vs. local news), development of an on-air style of presentation, creation of a schedule of news to meet the needs of the audience at different parts of the days.· Feature programming – What other kinds of non-musical programming the station will present (i.e. topics, lengths, scheduling during the day).· DJ presentation – What types of on-air personalities the station will use, including their on air attitude (will they be funny? serious? warm and friendly?).· Imagery – Slogans and so-called “positioning statements” which, along with the other elements, help create the station’s image in the listeners’ minds.· On-air and off-air promotion – What kinds of contests and other activities will be conducted to make direct contact with the target audience and develop a bond between them and the radio station. a79addbd-e2e9-4d92-bf60-103f49aeea4d 65e09050-b59e-43a7-8ac6-63dd3d547a6f Distribution Channels Control the Distribution Channels that Audiences Use _cea88a6f-5f1e-42da-b811-2865c76d0c42 III.III To achieve success in broadcasting it is just as important to remove reasons for not listening as it is to create reasons to listen. The easiest reason for people not to even sample a radio station is for it not to be available on the channels that the target audience already uses. A telltale indication that programs are being delivered via the wrong channels is a very low awareness level of your station among the intended audience. At the same time, control of the channel is important to permit a consistent format the audience can count on at any time they tune in. Therefore, where possible, BBG will follow these principles:· Broadcast on the channels the audience uses and ensure redundancy. If they listen to AM, then we need to be on AM; if FM, then FM. The last thing we want is to be inaccessible. Which is why we must also have sufficient redundancy as a hedge against host government interference.· Own the channels of distribution. Owning the channels precludes sharing or leasing arrangements whereby programming incompatible with our format and profile would air juxtaposed to ours.· Broadcast 24/7. Being on around the clock establishes a fixed, prominent profile as opposed to sporadic broadcasts at different times during the day. We need to maintain a constant onair presence and be available whenever the audience wants us. 800dc4e9-3810-4fb3-acb8-96a2adff9864 09f97ccd-3386-4e4d-9e29-71218fbe5dda Locality Go Local in Content and Presence _8dd072ef-a7dd-4600-beae-51ee340014fb III.IV Paradoxically, for us to be successful as international broadcasters, we must be local in orientation and sound. Broadcasting from 10,000 miles away inevitably sounds like it and turns listeners off. Radio Sawa is BBG's first effort to reflect this at the truly local (not national) level. The fully developed MERN will have a unique format of locally targeted programming streams together with a pan-Arabic stream. It will serve as a model for regional broadcasts in the future.· In the local stream, we will focus on local news, issues, and problems. At the same time, we have to sound local, which means employing on-air talent speaking local dialects. The more local we are overall, the more the audience will see us as their own.· We will also establish a physical presence in the area. Local and regional news bureaus and program centers will drive the news gathering and reporting and specialized programming development and facilitate recruitment of language-qualified talent. Clearly we cannot afford to take this approach for every one of our broadcast languages. But to the degree we can apply them, these principles will help shape our broadcast policies everywhere. f80cf4f1-fc0b-4edc-8ac7-309c8998bf6d 2c77a81b-9077-48c1-8a89-00c5d8ebdbc8 Audience Tailor Content to the Audience _6c96eb0e-8c88-4476-9e6b-74d18f0b9d82 III.V Success, for any radio station anywhere in the world, depends on the station becoming an integral part of the lives of its audience. This is what must ultimately happen for U.S. international broadcasting to succeed. This will establish the trust and loyalty that will pave the way for our news and information mission.· Where appropriate, we must make strategic use of music and entertainment as vital programming tools. We have to be realistic. The target audiences for Radio Sawa are young adults aged 15-30. This group, for the most part, listens not for news, but entertainment. We have to attract them with the programming they want to hear and expose them to the news and information we want them to hear. This means strategically using music and entertainment. Since music will be a vital programming tool, it must be absolutely current. A major competitive advantage of Radio Sawa is access to specialized music researchers who use state-of-the-art music research to stay up to the minute on changing audience preferences. 4465ebcd-d771-4888-9833-22b0f36c2a29 3e39624a-380b-4d23-bd61-e8186016d719 Research, Innovation, and Performance Drive Innovation and Performance with Research _219110f9-3eda-45ff-a837-15c9aeaf2534 III.VI All broadcasting aims to communicate. Successful communication, however, is not solely in the hands of the broadcaster. It depends on the willingness of the target audience to receive the message or even to listen. That is why audience research is the life’s blood of broadcasting and why it is our challenge to use this powerful tool correctly. Audience research tells us what customers want and do not want and it points to the ways to reach them. It does this by informing us in three areas:· Programming – Research identifies outmoded formats, shows how to remain relevant, how to maintain and inspire trust and how to appeal to specific groups (e.g., young people).· Delivery – Identifies the usage patterns of various electronic channels by the target population.· Media Habits – Identifies the best ways to enhance audience reach in a given population by using supplemental media. (e.g. satellite TV simulcasts may make sense in some target countries, but not others.) Audience research can guide at the micro level (e.g. a focus group suggests that a particular newscast is too long) or the macro level (surveys and focus groups across a region point to trends in new media use and therefore that certain changes will be needed to reach audiences there). In FY 2002, the BBG consolidated long-standing individual research efforts spread across theentities and instituted a comprehensive audience research program that now serves all. We will ensure that the results of the research are interpreted and drive change appropriately. da038455-8618-4e37-993c-b73633ae46fd 64510c44-4b86-4267-a0a2-44d877b7d995 Credibility Preserve our Most Precious Commodity – Credibility – and Ensure Overall Programming Excellence _15290293-1235-43ec-9114-e7fdb55f5372 IV Firewall Maintain the Firewall _62dc20f7-4f41-4b92-9464-f0ad8a22fe78 IV.I Credibility is the key to success in broadcasting, and it is our greatest asset. In order to preserve our credibility as a public diplomacy tool, Congress decided, in considering the Foreign Affairs Reform and Restructuring Act of 1998, not to merge broadcasting functions into the Department of State. Instead, the Act establishes the Broadcasting Board of Governors as an independent agency. The reason is simple: If our audiences do not find our broadcasts to be credible, they will tune us out. If they tune us out, we sacrifice our mission of advancing U.S. foreign policy goals. This is why being credible is the first requirement of marrying the mission to the market. Two things follow from this. First, we must appreciate the impediments to being credible with any given audience. Secondly, we must resist efforts to sway our news coverage or otherwise interfere with the content of our broadcasts.· Because we are government-supported, our credibility is automatically suspect. Audiences worldwide often believe government-supported media simply toe an official line - because many government-supported media (e.g., Iraqi, Cuban, North Korean media) do toe an official line.· At the same time, peoples' views of our country and our policies color their view of the purposes of U.S. international broadcasting. Middle East audiences, for example, have viewed traditional VOA Arabic-language programming through the prism of U.S. support for Israel. · In places like Afghanistan, where we broadcast in multiple languages to distinct ethnic groups, we must be sure that our coverage across the languages is consistently balanced and that we in no way imply partisanship. 50890ceb-4738-4701-8b16-c9f9b740dece ee00686c-3531-44bc-b2f4-cfed34c897ea Standards Update and Enforce Journalism Standards _dc87ec4f-900a-4200-94f3-81db3d239908 IV.II Credibility over time is achieved by being seen by our audiences as an accurate, objective and comprehensive news agency. Ensuring that that happens requires setting standards for our journalists.· Each broadcast entity will maintain and annually update a programming handbook that contains standards and guidelines for high quality journalism and programming. As we increasingly program to the audience, and as we find solutions to firewall issues, these standards and guidelines will need to change.· Editorial supervisors will continuously train employees in the highest standards of journalism and ensure they are followed. e378f43b-dd76-4db5-ba2f-715a319a5ed3 05d360c1-d4c7-4621-a13e-3aa9ac496df0 Reviews Perform Periodic Program Reviews of All Broadcast Services _f724df3e-66d8-4a9c-aba6-3a9fdc1dc282 IV.III Quality control must be at the very heart of managing effective broadcast services. It is the crucial vehicle through which listener feedback and environmental assessment come together to provide a measuring stick. We exercise quality control through program reviews.· At least once each year, each language service will undergo a program review, one purpose of which is to continuously improve the quality of programs targeted to each market area. While the program review will cover all aspects of programming, delivery and impact, the programming quality will be sampled and assessed by external and internal evaluators and listeners as part of the International Audience Research contract.· Four months after seeing the program review and listening panel results, broadcast management will perform a second review to ensure that all programming quality deficiencies have been addressed and that the programming has improved markedly. The procedures for this programming quality review will be standardized throughout BBG to ensure highest quality reviews. 7eae4e9e-85a9-43aa-b128-bd40561b9b04 db214b6c-f0fc-4511-a5f8-21dc3624a03b America's Story Revitalize "Telling America’s Story" to the World _859f67a9-e5bc-414a-b506-b73d70bdbb86 V In the wake of September 11, 2001 it appears widely accepted that America is losing the "hearts and minds" war. Congress has commissioned a study by GAO of the effectiveness of public diplomacy programs to learn what has gone wrong. Whatever the eventual findings of this study, we know from audience research that U.S. international broadcasting needs to make programs in support of this part of the mission resonate better with intended audiences.· Be a model of a free press and democracy in action. Populations in countries having less than free access to information tend to need a great deal of support in building democratic societies. That also means they have a critical need to know the truth about the U.S., its values, policies, and institutions. In part, this is because as globalization spreads, decisions taken in America often affect their standard of living and even their way of life. But in a larger sense, they need a model.· Concentrate on those aspects of America that research tells us interest individual audiences. First we must understand our audiences – both current and potential audiences – their local context, values, tastes, issues and needs. What is their specific interest in America and how do we make programs that appeal to them? Audience research is key.· Present targeted editorials that are relevant to local and regional concerns. Based on there search, we must select content that is appropriate, relevant, and will connect with our target audiences. Here especially, one size does not fit all. Audiences just across borders will have widely differing interests and concerns.· Use formats, presentation techniques, and on-air presence that will appeal to audiences. Editorials, call-in shows, stories of countrymen’s lives in America, travel and business features, features on problems that audiences face in their internal affairs and how the U.S. has approached similar ones, and reports on the activities and actions of foreign officials when they visit Washington, are but a few of the examples.· Maximize interactive use of the Internet with radio and TV as a ready reference source for presidential speeches and other vital documents. Great innovation and creativity is needed in this area. We must study past and present successes and be open to using new approaches. Perhaps more than any other element of our programs, explaining America to the world takes extraordinary skill. Democracy and Free Press Be a Model of a Free Press and Democracy in Action _b92355e1-6fc3-48df-8a03-120976599376 V.I a90b1082-5cd8-42c0-bac4-ffb6941f0ae8 5e40e134-9e2f-44b5-a546-de97493a8446 Audience Interests Concentrate on Those Aspects of America that Research Tells Us Interest Individual Audiences _93400fde-ca0c-48de-b8ec-03c6b9df769b V.II 9de6b24f-fe89-4617-b267-2e418044988a bf18ef86-fb1a-4bb8-8bab-1ac9434d643d Editorials Present Targeted Editorials that are Relevant to Local and Regional Concerns _99a69264-eed0-4477-abda-44c36b7074e3 V.III c6eae34f-1407-42a8-b6ae-df6bcb2bf9e2 8ac133b1-e5ef-4762-9fd2-46af7a5e2816 Audience Appeal Use Formats, Presentation Techniques, and On-air Presence that Will Appeal to Audiences _dfbf8587-24b7-4ae3-b90f-b63ad1a4c470 V.IV 96c51e22-91ab-44eb-b6e7-1e310d676731 cef63a28-2c60-4978-82a6-dd50eaa42f6b Internet Maximize Interactive Use of the Internet as a Ready Reference Source for Presidential Speeches and Other Vital Documents _9bf3c547-a664-43ed-99f2-a9b49e2347cf V.V 6ec9dc0d-a818-47eb-a766-806f96c43f71 6963ea86-3a73-4709-80c8-42387ebe624d Surge Capability Shore up Our Surge Capability _139a966b-eb41-4bd6-94d6-6661ae0fac7e VI The BBG needs to be better prepared for crisis broadcasting wherever it is needed. In 2000, the BBG issued its Crisis Broadcasting Plan with a set of standing procedures to manage crises whenever they occur. Now, the BBG needs to ensure that we have the technical means to respond to the transmission requirements of crises. Numerous crises have demonstrated that US international broadcasting requires flexible and rapid "surge" capability, totally under BBG control. September 11, 2001, and the US response in Afghanistan are only the most recent examples of critical, high priority needs emerging rapidly in political hot spots around the globe. Earlier examples since 1989 include China, Iraq, Haiti, Rwanda and the Balkans. In most cases, the needs are for an external delivery system that can broadcast across a national border. In those instances we need to broadcast over the heads of the local government to reach the population. Sometimes, as in Afghanistan, the need is for an in-country broadcast capability. It is not possible to predict which of those cases will apply next. It is, however, safe to say that BBG needs to create a rapid response capability that does not exist right now, and that this needs to be under the control of the BBG. We cannot, as we have learned in the case of Afghanistan, rely on other U.S. Government agencies to move speedily to help us fill that void, even with the best of will. Shortwave Upgrade Existing Shortwave Transmitter and Support Systems to Ensure Backbone of Our Surge Capability _356aeaae-6fa9-4da9-a688-f22834d524a1 VI.I In troubled times, despotic governments quickly move to block access to local affiliates. In those cases the BBG must be able to rely on shortwave. Existing shortwave transmitters must be refurbished. Many of the existing BBG shortwave transmitters are about 30 years old. Because of jamming and the crisis in the Balkans and now throughout the Middle East, these transmitters now broadcast many more hours per day. Some of them have been on the air 24 hours a day to the Middle East since September 11, 2001. Refurbishing these shortwave transmitters to extend their life would cost approximately $50 million in a one-time capital improvement expenditure. 063c5ea1-efa1-4d00-bf92-e67acfe4dfd5 7831a1cc-e73a-461f-816f-dc1e79a77a53 AM and FM Develop a Rapid-response Capability – Low power, Portable AMs and FMs. _fd4e44d0-dc51-4e50-b84b-9ab8a78ba0f3 VI.II We must become able to quickly mobilize, transport and deploy complete AM and FM broadcast stations to any location on the globe. The BBG should have ready and waiting for surge needs a transportable, moderate-power (300KW) medium wave transmitter with all its support gear as well as a number of lower power FM transmitters. 3bd0b702-1f6b-47a8-9f92-515fefd10a9e f7b1e8f9-fd23-4d1d-918c-295b4313aae8 Federal Support Ensure Broad Federal Support _22114f5c-71b0-4b25-a87c-2572c6ba8812 VII The BBG is both independent and dependent within the U.S. government. Congress made us an independent agency in order to preserve our journalistic integrity and credibility with audiences. Yet we serve U.S. foreign policy interests and require support from other agencies to further our mission -- gaining, say, the support of the U.S. government to end Chinese jamming. We need to work together within an overall relationship of mutual respect and trust. Key to getting the support we need from other Federal agencies is effective intra-governmental communications. While the BBG may have many recognized spokespersons, to be effective there must be a coordinated message. The BBG will provide the coordination while enlisting the full participation of broadcasting service management. In addition, the Board should ensure that the BBG is a participant in key policy circles so that we can obtain the necessary support for our broadcasting initiatives. 3394297b-0aaa-4998-b2f4-8f641b37a509 f55ea58a-37d7-4e19-8d95-25c9d745ace6 ba839af9-601e-42d6-9b0a-3546a69f44f6 2010-02-08 http://www.bbg.gov/bbg_plan.cfm Arthur Colman (www.drybridge.com) colman@drybridge.com Submit error.