CBA Future-Ready Association Steering Committee

The Steering Committee’s first meeting established three substantive areas of work leading to recommendations for the CBA Board Retreat on May 18, 2027: Revenue Strategy & Challenges, Industry Narrative, and Long-Term Strategic Planning Preparation.

This first input exercise is not intended to solve these issues. Its purpose is to identify where committee members see the greatest opportunities, concerns and information needs so our upcoming meetings can focus on areas requiring discussion and decisions.

Brief, direct responses are encouraged. There are no “right” answers. We’re looking for your perspective and experience.

Estimated completion time: 45–60 minutes.

CBA Future-Ready Association Steering Committee — Round 1 Input

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About You

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WORKSTREAM #1 — REVENUE STRATEGY & CHALLENGES

CBA’s Board identified revenue diversification and sustainability as an area requiring further exploration. The retreat specifically identified two opportunities for this committee to examine:

Special assessments/targeted fees associated with extraordinary regulatory, legal or legislative needs; and

Expansion of the Associate Membership program, including Premium membership and the possibility of creating additional value through NCSA-related opportunities.

The committee’s objective is not simply to generate additional revenue, but to determine whether these concepts can strengthen CBA’s long-term financial sustainability while continuing to provide demonstrable value to members.

In principle, when do you believe a special assessment or targeted fee could be appropriate?(Required)

Select all that apply.

Extraordinary legislative issue

Extraordinary regulatory issue

Extraordinary legal need

Any significant issue requiring resources beyond CBA’s normal operating budget

An ongoing annual assessment supporting advocacy, legal and regulatory work

I don’t believe a special assessment or targeted fee is appropriate

Other

Which basic structure do you believe is most worth exploring?(Required)

Temporary assessment tied to a specific need

Issue-specific assessment

Assessment triggered when extraordinary expenses exceed a defined threshold

Recurring annual assessment

A combination of approaches

I don’t believe an assessment should be pursued

Unsure — I need more information

If an assessment were implemented, which method of allocating it among members is most worth exploring?(Required)

Same amount per station

Based on station count

Based on market size

Based on ownership/company size

Based on CBA’s existing dues structure

A combination of factors

Another formula

Unsure — I need more information

Please explain your answer above or suggest another approach.

What would members need to understand about the purpose and value of an assessment before you believe they would support it?(Required)

What is the greatest risk or concern the committee should consider before recommending an assessment?(Required)

What information would you need before you would be comfortable making a recommendation to the Board about a special assessment or targeted fee?(Required)

Associate Membership Expansion

The Board also identified expansion of CBA’s Associate Membership program as a potential opportunity. Areas discussed included attracting additional Associate Members, increasing participation in Premium membership, examining whether current pricing and benefits remain appropriate, and potentially creating an NCSA-related benefit for Premium members.

Based on what you know today, how much attention should the committee give each opportunity?(Required)

	High Priority	Medium Priority	Low Priority	Need More Information
Recruit additional Associate Members
Increase participation in Premium membership
Reevaluate standard Associate Membership pricing
Reevaluate Premium Membership pricing
Develop stronger/more distinctive Premium benefits
Explore NCSA underwriting as a Premium-level benefit

What benefits or opportunities could make Premium membership meaningfully more valuable?(Required)

What types of organizations, vendors or industry partners are we currently missing from the Associate program?(Required)

What information would you want the committee to have before making recommendations about the future of the Associate program?(Required)

WORKSTREAM #2 — INDUSTRY NARRATIVE

The Board identified a need to move away from defending broadcasting against perceptions that it is “dated” or declining and instead affirmatively demonstrate the value broadcasters provide to Colorado.

The committee will explore who we need to reach, what we want those audiences to understand about broadcasting, and what credible evidence is necessary to support that story.

A Community Impact Survey & Report is one potential tool for developing that evidence.

How important should each audience be in the first phase of CBA’s industry-narrative work?(Required)

	Highest Priority	High Priority	Medium Priority	Low Priority	Not a Current Priority
Policymakers
Advertisers / business community
General public / Colorado communities
Future employees / talent pipeline
CBA members

Is an important audience missing? If so, who?

If you identified another audience, why is that audience important?

What Should Our Story Communicate?

What are the three most important things you want someone outside our industry to understand about Colorado broadcasters?(Required)

Brief statements or bullet points are encouraged.

What evidence or data would make those statements credible to someone outside the broadcast industry?(Required)

How should CBA approach the industry narrative?(Required)

One overarching narrative for all audiences

One core narrative adapted for different audiences

Different narratives for different audiences

Unsure — we need more information before deciding

Why?

COMMUNITY IMPACT SURVEY & REPORT

One potential tool for strengthening CBA’s industry narrative is a statewide Community Impact Survey & Report documenting broadcasters’ measurable contributions to Colorado communities.

Before developing the survey itself, we need to determine what information would be meaningful and what stations can realistically provide accurately and consistently.

How valuable would each measurement be in demonstrating broadcasters’ community impact?(Required)

	Essential	Useful	Low Value	Unsure
Dollars donated by stations
Value of donated airtime
Hours of donated airtime/community service
Charitable campaigns supported
Funds raised for Colorado nonprofits
Public-service campaigns
Emergency information / public-safety role
Local events and community partnerships
Employee volunteer hours
Scholarships / community programs

Based on your experience, how realistically could stations provide accurate information for each measurement?(Required)

	Easy to Provide	Possible With Some Effort	Difficult	Likely Inconsistent/Unreliable	Unsure
Dollars donated by stations
Value of donated airtime
Hours of donated airtime/community service
Charitable campaigns supported
Funds raised for Colorado nonprofits
Public-service campaigns
Emergency information / public-safety role
Local events and community partnerships
Employee volunteer hours
Scholarships / community programs

What important measure of broadcasters’ community impact is missing from this list?

What concerns do you have about collecting comparable, accurate and credible information from stations?(Required)

If CBA develops a successful Community Impact Report, how frequently should the underlying data eventually be collected?(Required)

Annually

Every two years

Every three years

Only when needed for a specific purpose

Unsure

Please explain your answer if you believe frequency presents an important issue.

WORKSTREAM #3 — LONG-TERM STRATEGIC PLANNING PREPARATION

The Steering Committee is not being asked to develop CBA’s next strategic plan.

Our responsibility is to identify and gather the information the Board will need to make informed strategic decisions.

The retreat envisioned gathering information about issues such as revenue trends, audience behavior, changing content expectations and broadcasters’ position relative to other platforms.

The central question is:

What do we wish we knew today that would help us make better decisions about what the CBA should be three years from now?

Which FIVE areas should be the highest priorities for research before the May 18 Board Retreat?(Required)

Please select no more than five.

Membership expectations

Radio / TV revenue trends

Audience consumption

Ownership consolidation

Technology and AI

Workforce / talent

Member demographics

CBA program utilization

Competitive alternatives to Association services

Revenue sustainability

Perception of broadcasting

Needs of small-market vs. large-market members

Other

Which TWO of these areas do you believe are most urgent?(Required)

Please select no more than two.

Membership expectations

Radio / TV revenue trends

Audience consumption

Ownership consolidation

Technology and AI

Workforce / talent

Member demographics

CBA program utilization

Competitive alternatives to Association services

Revenue sustainability

Perception of broadcasting

Needs of small-market vs. large-market members

Other

What do you wish we knew today that would help the Board make better decisions about what the CBA should be three years from now?(Required)

What information or research do you believe already exists that we should obtain rather than recreate?

If you know a specific organization, study, report or data source, please identify it.

What useful information could CBA member stations reasonably provide?

Where do you expect our biggest information or evidence gaps to be?(Required)

FINAL PRIORITY SUMMARY

You’ve now considered each of the committee’s three substantive workstreams. These final questions are intended to identify the issues that should receive the committee’s greatest attention as we develop our workplan.

If this committee could answer only THREE questions before presenting its recommendations to the Board on May 18, what should those three questions be?(Required)

Please list three.

What evidence or information would you consider essential before the committee makes recommendations to the Board?(Required)

What is the biggest red flag, unresolved concern or unintended consequence you want the committee to keep in view?

Is there anything else within these three areas of focus that you believe the committee should consider as we establish the workplan?

CBA Future-Ready Association Steering Committee — Round 1 Input

About You

WORKSTREAM #1 — REVENUE STRATEGY & CHALLENGES

Associate Membership Expansion

WORKSTREAM #2 — INDUSTRY NARRATIVE

What Should Our Story Communicate?

COMMUNITY IMPACT SURVEY & REPORT

WORKSTREAM #3 — LONG-TERM STRATEGIC PLANNING PREPARATION

FINAL PRIORITY SUMMARY

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