Moutse Community Radio Station (MCRS) Strategic Planning Request for Proposals March 2014 1. Summary: MCRS is seeking a strategic plan to address our financial sustainability. We would like to focus on the roles of marketing, development and our organizational structure (which includes staffing roles, volunteer roles, and governance) as they fit into our financial sustainability. 2. Organizational Overview: MCRS is a community radio station in Moutse, Limpopo. We are a Section 21 company and nonprofit organisation. We have 26 employees and nearly 10 active volunteers at any given time. The staff and board typically make decisions by consensus, and often look to broader community participation through committees, community meetings, social media and phone in programs. It is integral to the work of the station that volunteers, staff, and the board work together as a whole. Currently our management structure is in transition, and there are competing priorities at the board level. 3. History—MCRS s competitive environment: When MCRS began broadcasting in 1997 we flourished in an environment with little community radio competition. By the late 2000 MCRS was a major local news station carrying local programs in the provinces of Limpopo and Mpumalanga. In 2010 MCRS had the largest community radio audience in the province of Mpumalanga and Limpopo, 2nd and 1st respectively. In the last decade new stations and media have moved into MCRS’s programming areas. Capricon FM commercial radio, Limpopo in 2011, new webcasts from local stations , satellite radio, the Internet, iPods, and other digital media give more listening choices. 4. Strengths: MCRS has a strong core of listeners and volunteers, has an investment (although it is dwindling) and a valuable broadcasting license. The station brings diverse communities together and generates a sense of grassroots engagement across communities that few other stations (or nonprofits) achieve. The diversity of age, ethnicity, spiritual orientation, physical ability, etc., is particularly impressive in villages that are more homogeneous than many. MCRS is able to offer voices, views, and music that may be too far from the mainstream or too new for other stations to handle. 5. Why Change? Listenership and membership are declining. While this is true for radio generally, We’re seeing a sharper decline. In fact, many local stations recently saw a small increase in listenership while MCRS’s continued to decline. This leads to the question of how MCRS can better serve our communities. Declining listenership also has financial implications: we are in our second year of deficit budgeting. MCRS’s mandate is to provide a public forum, fill unmet needs, and to create community. But Moutse and surrounding areas has changed dramatically in the last few decades. MCRS has not examined its mission in this new environment. Taking a wide-ranging look at the greater Portland region and the global media landscape is vital not only to building listenership, but also to fulfilling MCRS s mission. While the station enjoys a high level of participation and involvement by staff and volunteers, decision-making processes are unclear and laborious. We are left questioning how the station can make decisions in general and about our financial health in particular, and move forward while ensuring that all voices are heard, respected, and valued. How can MCRS be a more welcoming environment? How can the staff and board operate efficiently and yet be confident that the spirit and programming policy of the station will remain intact? How can MCRS be a vital entity in this century? 6. Project Description: We see the need to begin strategic planning that addresses our financial stability and fiscal health. However, we have been unsuccessful in the past at completing a strategic plan. The purpose of this project is to help us consolidate the work we have already done and provide direction on how we proceed. The workshop is scheduled for one and half day. 7. Application: Strategic plan proposal The level of financial compensation you require. You may choose to submit multiple proposals to offer a range of cost structures. Cvs, including strategic planning background. Two references Without reference to a client, give a concrete example of a problem you were presented with, and how step-by-step you overcame it. 8. Selection Criteria: • Cost • Experience working with volunteers • Ability to bring people to the table and integrate varying points of view • Community organization and nonprofit experience, including those with nontraditional structures • References • Completeness of proposal 9. Deadline: Monday, March 24, 2014 5:00 pm Apply to: Mabilo Nkadimeng MCRS Board Chairperson [email protected] Tel: 013 944 8901
Posted on: Thu, 13 Mar 2014 12:06:07 +0000
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