How one organizes the Corporation for Public Broadcasting obviously depends on the objectives one is trying to achieve. This particular proposal proceeds upon the assumption that we have three basic objectives. They are:

1.

2.

3.

To make it clear that the primary function of the CPB
is to encourage the production of high quality programs.
That to further its first objective, the Corporation
intends to maximize the money it uses in support of

programs.

That in light of the First Amendment, the CPB must make
every effort to insulate its program unit from any
pressures while maintaining an appropriate sense of
responsibility in and on behalf of that unit.

The reasons for stating the objectives this way are:
a. It has been clear from the outset that justification
for asking taxpayers to support public broadcasting
has been that the public would then receive programs
which would improve the quality of life in this
country. There is little doubt that the production
of programs has been the main objective of legislators
who have supported public broadcasting.

b.

Congress has criticized the CPB repeatedly for not

spending enough of its money on programs and for

C.

funding what is perceived to be duplicate administrative and other functions within public. broadcasting. There has been, and there will always be, the so-called "shield" problem. How does a private corporation which for all practical purposes is wholly funded by the taxpayers protect itself from outside interference?

THE NATURE OF A PROPOSED RESTRUCTURING

Both the House Rewrite Bill and the Carnegie I call for abolition of CPB as such. While they would place the Corporation's functions within different institutions, they do not agree in exact detail as to how this should be done. The organizations suggested by each have a substantial resemblance to each other.

One part would provide leadership, encompassing the businessplanning-research kinds of functions. The other part would deal with funding programs.

If the idea of segregating these two types of functions is sound and it is evident many people think so it would be possible for the CPB Board to voluntarily adopt that kind of organization by its own actions. The following is an effort to sketch a plan to meet the objectives set forth in the memorandum covering this proposal while at the same time restructuring the Corporation.

PART ONE: THE MANAGEMENT UNIT

One part of a newly structured CPB would, for lack of a

better name for the moment, simply be called the Management Unit.
The easiest way to define its tasks would be to say it
It would manage

would handle everything except program funding.

the fiscal affairs of the Corporation, engage in both short and long-range planning, plan and support training programs, continually evaluate the system and its work, represent the Corporation before Congress, explore and develop ways in which private funds can legitimately be attracted into the system, nurture and encourage the development and application of new technology and telecommunication services and "shield" the program unit which it would house.

One reason for following this path would be to deal with frequent complaints, some of which are justified, that there are now unnecessary duplications of some of these functions within the Corporation and organizations it helps to fund. Elimination of unnecessary duplication would free more money for investment in programs. Adoption of this part of the restructuring would doubtless require CPB to expand some of its present functions while eliminating the need to fund similar functions in organizations supported by CPB. Developing such a plan would require a sincere effort toward a harmonious solution.

PART TWO: THE PROGRAM FUND

The objective in establishing a Program Fund within CPB would be to provide maximum insulation to the program funding process while, at the same time, retaining sufficient accountability in the CPB Board.

One way to accomplish this would be as follows:

1.

2.

By CPB Board action, set up within CPB a separate
Program Fund, with its own budget (granted en bloc
by the CPB Board), its own director, its own advisory
Board and its own program staff. The Program Fund
would call upon the Management Unit of CPB for services
not connected with program funding.

In establishing the Program Fund, the CPB Board would
provide to the fund and its Advisory Board a periodic
statement of priorities in program funding. The
director would be expected to respect this charter.
Further, the CPB Board would, before taking action on
any program issue, seek the advice and counsel of the
Advisory Board to the Program Fund and the President of

CPB.

3. The director of the Program Fund would be selected as follows: The President of CPB would name a search committee of not more than six persons. It would be charged with finding and recommending to the President,

4.

and through him to the Board, not fewer than three nor
more than five individuals, all of whom the Search
Committee deemed to be desirable for appointment to
the directorship of the Program Fund. The President
would, from this list, recommend a nominee to the CPB
Board for its approval. The director would have a four-
year, renewable term.

The CPB Board would appoint a 12-15 person Advisory
Board to the director of the Program Fund. It would
represent the diverse interests of the public, as well
as public broadcasters, and would include both minorities
and women. The members of the Advisory Board would be
named to three-year terms. Initially they would be
chosen from a list twice the size of the number of
vacancies. The list would be compiled by the President
of CPB after consultation with a wide range of those
interested in the public broadcasting industry, as well
as in the industry itself. The CPB Board would then
name the appointees from the list presented by the
President. Whether future vacancies would be filled in

the same or a different manner could be an item for
discussion. The Advisory Board would meet at least four
times a year and would review with the director the
program priority categories, problems the director
might encounter, alternative strategies for dealing
with these problems, and the management of the program
budget. Individual program decisions could be made by