Nonprofit PEG TV Station Strategic Plan

Overview

In 2023, the nonprofit operator of a local public access television channel launched a strategic planning process to prepare the organization for its next phase of growth and sustainability. The goal was to evaluate current operations, assess shifts in the media landscape, and develop a roadmap that would guide the organization through evolving technology, funding challenges, and changing community needs.

As Executive Director, I led the development of the station’s 2023–2026 Strategic Plan, working alongside board members, community stakeholders, educators, and media professionals to create a shared vision for the future of the organization.

The resulting plan established priorities around rebranding, workforce development, revenue diversification, and expanding the station’s role as a regional hub for media creation and training.

The Challenge

The station operates within a rapidly changing media ecosystem. Like many community media organizations, it faces a number of structural challenges:

• Declining PEG funding as audiences shift away from traditional cable

• Fragmentation of media consumption across digital platforms

• Limited public awareness of the station’s services and impact

• A need to diversify revenue sources beyond government funding

• Outdated web platforms that separated video and news content

• A growing demand for workforce development opportunities in media production

At the same time, Santa Clarita itself is evolving — with new residents, new businesses, and new media voices emerging. The station needed a strategy that would both preserve its legacy of community storytelling and position it for the future of digital media.

My Role

As Executive Director, I led the strategic planning process from concept through completion. My responsibilities included:

• Designing and facilitating the strategic planning process

• Convening a cross-sector committee of community leaders, educators, and industry professionals

• Conducting internal and external organizational assessments

• Identifying industry trends and structural risks

• Synthesizing stakeholder feedback into actionable priorities

• Drafting and finalizing the strategic plan and implementation roadmap

The planning process brought together voices from local government, education, nonprofit leadership, business, and the media industry to ensure the plan reflected the broader community ecosystem.

Strategy & Process

The strategic plan was developed through a multi-phase process that included organizational assessment, stakeholder consultation, and scenario planning.

Key steps included:

Organizational Assessment
We evaluated the station’s internal operations, staffing structure, facilities, funding model, and program mix to identify areas requiring change or investment.

External Landscape Analysis
We examined trends affecting local media, including:

• cord-cutting and declining PEG funding

• the rise of short-form digital video

• fragmented media consumption

• increased competition from social platforms and hyperlocal outlets

Stakeholder Engagement
Community representatives from education, government, media, and business participated in planning sessions to identify needs and opportunities for collaboration.

Future Scenario Planning
The committee explored best-case and worst-case scenarios for the organization, helping clarify priorities and risk mitigation strategies.

Strategic Priorities

The final plan identified several key initiatives for the 2023–2026 planning period:

Rebrand & Digital Infrastructure

• Modernize the station’s brand identity and marketing strategy

• Merge the separated websites into a unified digital platform

Media Arts Collaborative

• Launch a regional partnership connecting media professionals, educators, and students

• Expand workforce development opportunities in film, television, and digital media

Revenue Diversification

• Develop sponsorship programs, advertising opportunities, and fee-for-service offerings

• Pursue grants and philanthropic funding

Facility Expansion

• Support the development of a new media facility that would allow for expanded programming, training, and community engagement

Board & Organizational Development

• Expand the board of directors and build succession plans

• Align staff roles and compensation structures with long-term sustainability

These initiatives were designed to strengthen the station’s ability to serve the community while adapting to structural changes in the media industry.

Impact

The strategic plan created a clear roadmap for the station’s next phase of development and positioned the organization to evolve from a traditional public access station into a collaborative regional media hub.

The process also strengthened relationships across the community’s civic, educational, and media sectors, creating new opportunities for partnerships and workforce development initiatives.

Most importantly, the plan reaffirmed the station’s core mission:
to serve as a center for community storytelling, media training, and collaborative content creation in the Santa Clarita Valley.