1 – Please detail your qualifications for the NPR Board.

I have over 25 years experience in broadcasting including the last 18 years in public broadcasting. I am currently General Manger of Utah Public Radio in Logan, UT and an Independent Public Broadcasting Development Advisor working with DEI. Previously I was the VP of New Hampshire Public Radio and concentrated on Development. I have worked directly and personally with over 200 stations training in sales, development, team building and marketing. I am a 7-time National award-winning Underwriting Sales Manager and Development Director. In addition, I received the "Marketing and Development Professional of the Year" in 1998 and, in July 2000, the national PRADO Pioneer Award. I have worked on several combined UW projects including North Carolina and through a CPB-funded grant to work with the Independent Public Radio stations in Minnesota. My work has been with Community licensed and University licensees and these experiences will inform my big picture thinking. And through my consulting I have worked with stations large and small. http://www.cathyives.com/

2 - If elected to the NPR Board, on what Board Committee – or in connection with what issue – do you believe you have the most to offer NPR?

As a station member of NPR and a national industry consultant in the areas of Development, Management, Marketing and team building, I believe I am in a unique position to advise my position as an NPR Member Director. With the current election cycle and the recent budget cut recommendations by the administration, I think it is more important now then ever to have someone on the board that is familiar with station Development innovations and Proven Practices. As NPR embarks on a new building I believe my Development experience would be extremely valuable. The technology is a changing and shifting challenge for Public Radio. I think we need to keep our eye on the ever-changing ball and stay competitive with new platforms always knowing that at the heart of our work is the community service that we provide. We are at a crucial crossroads for Public Radio service and NPR is at the cutting edge of the new technology, programming services and lobbying for support of Public Radio.

3 - What is your overall assessment of the NPR board? Is it responsive to stations? Is it sufficiently high profile?

I think that a major part of the NPR Board’s role is to be the forward thinking and strategizing for the strength and health of a station member based NPR. I think a major challenge is to engage station member A-Reps to participate in Board meetings and to share constructive suggestions and not waiting until there is a problem to encourage station input. I think new technology makes keeping in closer touch easier and more seamless. I would suggest monthly updates and blog opportunities for improved interaction.

4 - NPR does not currently have a conflict of interest policy and procedure for Board members. What sort of policy should be established in order to handle conflict of interest situations when a board member has a primary duty as an employee or officer of a competing station, network or distributor?

As a regular policy I believe that first a financial conflict of interest should be considered. Does the Board member get any financial benefit from a conflicting station, network or distributor. There is some value in having diverse interests represented but if there is any financial conflict that should be stated or not allowed.

5 - Since the institution of the A-Reps meeting format, NPR has not achieved a quorum for its Annual Meeting. Do you view this as a problem? Do you have any recommendations for engaging more stations in the citizenship of the annual meeting? 

I believe making meetings more accessible through technological advances should improve participation. I also believe empowering members to have a voice in decisions and planning process will engage more membership participation. Even looking at a participation incentive – program fees, training incentives or other advantages may increase participation.

6 - What suggestions might you have to add diverse experience and opinions to the board and management deliberative process? Would the reimplementation of working advisory committees with station staff members and others for specific topics and issues serve as a way to expand knowledge and increase awareness of station’s needs, feelings and reactions? 

I do believe that when you engage other staff members in issue discussions it becomes a richer and more informed process. The advisory committee model is one way to go – another would be to have some brainstorming meetings at national conferences – e.g. Development or Program Director or New Director conferences. Therefore specialists in each discipline would be engaged.

7 - As an NPR Board member, how would you distinguish between the types of business you believe the Board should conduct in Executive Session versus the business that should be conducted in Open Session? 

I am a strong proponent of transparency. I believe that most meetings should be handled as interconnects or as phone conference calls. I believe that Executive Session meetings or portions of meetings should be reserved for only the most sensitive of issues. These issues would include personnel issues and any private funding issues. For the most part being open and transparent will serve NPR and the member stations best.