KCTS: Board must re-establish ties to its community

For 12 years, beginning in 1984, I worked in local production at KCTS/Channel 9. I rose through the ranks to become senior producer of local public-affairs programming. I produced a wide assortment of regional political and issues programs, both weeklies and specials, throughout my tenure.

In 1996, I resigned my position in protest of the station's diminishing commitment to the community and to locally produced and locally focused programming. Burnie Clark, the station's CEO, thought that investing in high-definition video technology and producing national programming were a better path for the community-licensed broadcaster. He was wrong.

Throughout his 26 years at KCTS, Clark paid little or no attention to the vibrant cultural life or the important and endlessly fascinating public-policy issues facing Seattle and its environs. But Clark was not alone. The top managers who were at KCTS when the station's local programming was gutted are complicit in the unraveling of the station. They were Clark's "Yes Men and Women."

In 1996, with Clark, of course, inaccessible, I met with each of them on behalf of local production. Didn't they think local issues were important? "I don't read the local papers," then-COO Walter Parsons said to me at the time. "I only read The New York Times."

Parsons bailed out of the station a few years back. Clark has announced he is stepping down from his imperial perch at KCTS. The sooner, the better. Unfortunately, Clark is taking others with him. Arrogance and mismanagement resulted in millions of dollars of debt for the station and will result in layoffs of dozens of wonderful, talented, hard-working staff members.

KCTS's is a cautionary tale, with many valuable lessons. Here are three:

• Public-broadcasting stations must remain relevant to their communities through intelligent, locally produced, locally focused programming and community collaborations;

• Community stations' fiduciary boards are responsible for reviewing the vision and management practices of their station managers. When red flags are raised and bottom-line numbers look bad, they must act. They are the stewards of a public trust.

• Board meetings should be open to the public.

I currently manage a community-owned public radio station on the north Oregon coast, which was founded in 1983. The station's seven-member fiduciary board is elected by the station's membership. The board's monthly meetings are open to the public, with meeting dates published in our bi-monthly newsletter.

At each meeting, board members receive station financial reports that are issued by the board treasurer and in-depth updates of station plans and activities from me and my staff. Board minutes are posted at the station and readily available to anyone interested in reviewing them.

In addition, the board and I are guided by a strategic plan — publicly posted — which we hammered out collectively and which provides a road map for all of us — board, management and members alike.

I value and respect my board members and the time they devote to maintaining both the mission and financial health of the station. Although the important role affluent movers and shakers play on a nonprofit, public-broadcasters board cannot be overstated, a diversity of backgrounds and socio-economic status among board members is as important. So is openness. And, of course, what is most important is that board members take their role as stewards of an essential public trust very, very seriously.

Lisa C. Smith is the general manager of KMUN, a community-owned and operated public radio station located in Astoria, Ore.