NASARAWA STATE UNIVERSITY KEFFI

SCHOOL OF POST GRADUATE STUDIES

DEPARTMENT OF MASS COMMUNICATION

COURSE CODE/TITLE: MCM 717 – MEDIA MANAGEMENT

ASSIGINMENT BY

NAME: UMMUKUSSUM IDRIS SULAIMAN

MATRIC NO: PGA25MCM0008

QUESTION:

WRITE A PROPOSAL AS A MEDIA DIRECTOR OR NASARAWA STATE

UNIVERSITY RADIO AND TELEVISION STATION ON THE BEST WAY TO
KEEP THE STATION FUNCTIONING IN THE CAMPUS AND ENVIRONMENT

JUNE, 2025
PROPOSAL FOR SUSTAINING NASARAWA STATE UNIVERSITY RADIO
AND TELEVISION STATION

To: The Management, Nasarawa State University

From: Ummukussum Idris Sulaiman, Media Director

Date: June 17, 2025

Subject: A Comprehensive Strategy for Enhanced Functionality and Sustainability of

NSUK Radio and Television Station

1.0 Executive Summary

This proposal outlines a strategic framework designed to ensure the continuous and
optimal functioning of the Nasarawa State University (NSUK) Radio and Television
Station within the university campus and its surrounding environment. By focusing on
enhanced content creation, technological upgrades, robust community engagement,
sustainable funding models, and continuous staff development, the station can solidify
its role as a vital communication hub, educational tool, and community resource,
thereby maintaining its relevance and operational viability. This elaborated version
provides more specific actionable steps for each strategic pillar, with a refined focus
on local currency for budgeting and a more narrative presentation of the strategies.

2.0 Introduction and Background

The NSUK Radio and Television Station serves as a crucial platform for information
dissemination, education, entertainment, and practical training for Mass
Communication students. It is an invaluable asset that fosters critical thinking,
journalistic ethics, and technical proficiency among students, while also providing a
voice for the university community and a link to the wider Nasarawa environs.
However, like many institutional media outfits, maintaining consistent functionality
requires proactive strategies to address evolving technological landscapes, audience
demands, and financial realities (Benthaus, Risius, & Beck, 2016). This proposal
seeks to provide a clear roadmap for sustaining and enhancing the station's operations
through detailed, actionable initiatives.

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3.0 Current Situation Analysis

The NSUK Radio and Television Station currently functions as an integral part of the
university's academic and social ecosystem. It provides practical experience for
students, disseminates university news, and offers public service broadcasting.

Strengths:

 The station benefits from dedicated student and staff participation, who are
eager to learn and contribute to its operations, forming a strong human resource
base.

 It offers direct and immediate access to university news, events, and

administrative updates, making it the primary internal communication channel
for the institution.

 There is significant untapped potential for community outreach and

engagement within Nasarawa environs, which can broaden the station's impact
and relevance.

 The station serves as a vital practical training ground for Mass Communication
students, providing invaluable hands-on experience that complements their
theoretical studies.

 The existing infrastructure, though potentially outdated, provides a

foundational base upon which necessary upgrades can be strategically built.

Challenges:

 A primary challenge is the potential for outdated broadcasting and production

equipment, which often leads to lower quality output and operational
inefficiencies, making it difficult to compete with modern media houses.

 The station faces limited and often inconsistent funding for new initiatives,
routine maintenance, and crucial technological refresh cycles, hindering its
growth and modernization.

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  Fluctuating audience engagement beyond the immediate campus is a concern,
limiting the station's wider community impact and its potential as a public
service broadcaster.

 There is increasing competition from established commercial media houses and

the pervasive influence of social media platforms, making it harder for the
university station to capture and retain audience attention.

 There is an ongoing need for continuous skill upgrades and professional

development for both technical staff and student broadcasters to ensure they
remain proficient and keep pace with evolving industry standards and practices.

 The station's reliance on traditional broadcast methods without fully leveraging

digital platforms means it is missing out on opportunities to reach a broader,
more digitally-native audience.

4.0 Vision Statement

To transform Nasarawa State University Radio and Television Station into a leading
campus and community media outfit, renowned for its innovative content, technical
excellence, profound impact on education, information, and socio-economic
development within Nasarawa State and beyond, serving as a model for university-
based broadcasting in Nigeria.

5.0 Key Strategic Pillars for Sustainability

To achieve our vision, the following strategic pillars will guide our efforts:

1. Content Excellence and Diversification: This pillar focuses on producing

high-quality, relevant, and diverse programming that resonates with both
campus and community audiences, ensuring the station remains a primary
source of information and entertainment.

2. Technological Advancement and Infrastructure Upgrade: This involves

ensuring state-of-the-art broadcasting capabilities that meet contemporary
industry standards, thereby enhancing operational efficiency and the overall
quality of broadcasts.

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 3. Community Engagement and Outreach: This pillar aims to strengthen ties
with both the university campus and the wider Nasarawa community to foster
mutual benefit, enhance the station's relevance, and solidify its role as a
community voice.

4. Sustainable Funding and Resource Mobilization: This strategy focuses on

developing diverse and stable income streams, coupled with efficient resource
management, to ensure the long-term financial viability and operational
independence of the station (Montalvo, et. al., 2011).

5. Capacity Building and Professional Development: This involves

continuously investing in the skills, knowledge, and professional growth of
both staff and students, ensuring they maintain a high level of competence,
adapt to new technologies, and drive innovation.

6.0 STRATEGIES AND INITIATIVES TO KEEP THE STATION

FUNCTIONING IN THE CAMPUS AND ENVIRONMENT

Some of the strategies to adapt include the following;

6.1 Content Excellence and Diversification

To achieve content excellence, we will conduct quarterly qualitative and quantitative

audience surveys. These will include focus groups and interviews to gather in-depth
insights, alongside online surveys and social media polls to collect broader data from
students, faculty, staff, and local residents. The findings from these surveys will be
instrumental in developing a detailed content calendar and programming schedule,
specifically identifying prime-time slots for news, educational features, and
entertainment that align with audience preferences. For instance, we plan to introduce
a daily "Campus Pulse" show for student news, a weekly "Agro-Insight" segment
offering agricultural extension services, and a bi-weekly "Nasarawa Unveiled"
documentary focusing on local heritage, all designed to meet identified audience
needs.

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For Academic-Driven Content, we will establish formal partnerships with various
university faculties, such as Agriculture, Law, Health Sciences, Sciences, Arts, and
Social Sciences, to collaboratively co-create specialized programs. These
collaborations will lead to regular segments like "Research Spotlight," featuring
interviews with faculty on new findings; "Legal Compass," providing simplified legal
advice; "Health & Wellness Hour," with discussions involving medical experts; and a
"Literary Corner" for book reviews and author interviews. Our objective is to utilize
student talent from relevant departments for content creation and presentation,
ensuring they gain practical experience under the supervision of faculty and station
staff.

Regarding Youth-Oriented Shows, we will create a dedicated "Youth Desk" that

actively involves student leaders and youth ambassadors from the surrounding
community. This desk will be responsible for introducing highly interactive shows
such as "Campus Talk," featuring student debates on topical issues; "Talent Groove,"
showcasing student artists, musicians, and performers; and "Entrepreneurship Drive,"
which will include interviews with young entrepreneurs and provide business tips. To
maximize engagement, these programs will incorporate live phone-ins, social media
Q&A sessions, and online polls.

To strengthen Community-Focused Segments, we will assign dedicated reporters to

cover local government activities, community events, and developmental projects
specifically within Nasarawa town and surrounding Local Government Areas (LGAs).
This initiative will result in programs like "Community Voices," featuring interviews
with local leaders and residents on pertinent local issues; a "Traditional Rulers'
Forum," offering insights from local chiefs; and "Market Matters," which will delve
into discussions on the local economy and trade. The ultimate impact of these
programs will be to promote cultural diversity by including segments on local
languages, music, and traditions, ensuring the station serves as a true community
mirror.

Finally, for Digital Content Integration, we will develop and launch a dedicated station
website equipped with live streaming capabilities, on-demand audio/video archives

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(podcasts), and a news blog to extend our reach beyond traditional broadcasts.
Concurrently, we will establish a strong presence on key social media platforms such
as Facebook, Instagram, YouTube, and X (formerly Twitter) for effective content
dissemination, audience interaction, and timely breaking news alerts. Our strategy
involves creating short, engaging video clips and infographics from broadcast content
specifically for social media, actively encouraging sharing and wider reach, and
implementing analytics tools to continuously track and optimize digital engagement.

6.2 Technological Advancement and Infrastructure Upgrade

For the Modernization of Equipment, we will prioritize the acquisition of digital audio
mixers, such as the Behringer X32 or Allen & Heath Qu series, and broadcast-quality
microphones, including Rode Procaster or Shure SM7B, to enhance audio clarity. We
will also procure professional studio cameras, like the Blackmagic Pocket Cinema
Camera or Sony Alpha series, updated video switchers, and non-linear editing suites
utilizing software such as Adobe Premiere Pro or Final Cut Pro. These acquisitions are
crucial to enhance broadcast quality, reduce latency, and significantly improve overall
production value, thereby making the station competitive within the media landscape.
We plan to implement these upgrades in phases, starting with the most critical
broadcast chain components like the transmitter, antenna, and main studio equipment
to ensure immediate operational improvements.

In terms of Software and Automation, we will invest in industry-standard broadcast

automation software, such as RadioBOSS or Myriad 6 Playout, to enable seamless
program scheduling, efficient commercial insertion, and automated playout.
Additionally, we will acquire media asset management (MAM) systems for the
efficient archiving and retrieval of all content. The key benefit of these software
solutions is to minimize manual errors, optimize airtime utilization, and create a
highly professional broadcast flow. Comprehensive training will be provided on all
new software to ensure all relevant staff and students are proficient in their use.

Regarding Power Redundancy, our action plan involves procuring and installing a
robust industrial-grade generator, ranging from 50kVA to 100kVA depending on a
thorough load assessment, equipped with an automatic transfer switch (ATS) to ensure
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immediate and seamless power switchover. Furthermore, we will explore and integrate
a significant solar power component, such as a 10-20kW solar array with
accompanying battery storage, to reduce reliance on the national grid and mitigate fuel
costs. The primary objective is to guarantee 24/7 uninterrupted broadcasting. To
support this, we will also establish a reliable fuel procurement and storage protocol for
the generator.

To ensure High-Speed Internet Access, we will secure a dedicated fiber-optic internet

connection with a minimum symmetrical bandwidth speed of 100 Mbps. This is vital
for stable live streaming, smooth cloud-based media operations, and efficient content
upload and download. As a crucial backup, we will implement a secondary internet
connection, such as a reliable 4G/5G mobile broadband service, to serve as a failover
in case the primary connection experiences disruptions.

Finally, for a robust Maintenance Protocol, we will establish a mandatory preventive

maintenance schedule for all equipment. This includes daily checks of levels and
connections, weekly cleaning, monthly calibration, and quarterly professional
servicing by certified technicians to ensure optimal performance. A recurring budget
line item will be specifically allocated for repairs, spare parts, and annual servicing
contracts to prevent prolonged downtimes. Comprehensive documentation will be
maintained, including a detailed log of all equipment, service history, and warranties,
to facilitate efficient asset management and troubleshooting.

6.3 Community Engagement and Outreach

To foster strong Partnerships with Local Organizations, we will initiate formal

Memoranda of Understanding (MOUs) with key entities such as the Nasarawa State
Ministry of Information, various local government councils, prominent Non-
Governmental Organizations (NGOs) focusing on areas like youth empowerment and
health awareness, local primary and secondary schools, and the Nasarawa Chamber of
Commerce, Industry, Mines and Agriculture (NACCIMA). These collaborations will
enable us to jointly produce public awareness campaigns, educational jingles, and
provide comprehensive coverage of community development projects and events,
solidifying the station's role as a public service entity.
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For Interactive Community Programs, we will organize monthly "Outside Broadcasts"
(OBs). These will take place at significant university events like matriculation,
convocation, and cultural festivals, as well as at key community locations such as
market squares, public parks, and town halls, to facilitate live interaction with the
audience. We will introduce weekly call-in shows that focus on pressing community
issues, "Vox Populi" segments to gather broad public opinion, and a "Citizen
Reporter" initiative where community members can submit short audio or video
reports. These segments aim to enhance community participation and give a voice to
local residents.

Establishing a strong Campus Liaison is critical (Benthaus, et. al., 2016). We will
appoint dedicated student and staff liaison officers for each faculty, administrative
department, and key student organizations, including the Student Union Government
(SUG) and departmental associations. The primary goal of this initiative is to ensure
comprehensive coverage of all academic, administrative, and student activities.
Regular liaison meetings will be held to efficiently gather information, solicit input,
and ensure effective communication between the station and the entire university
community.

To ensure continuous improvement, robust Feedback Mechanisms will be

implemented. We will provide multiple, easily accessible channels for feedback,
including a dedicated email address, a toll-free SMS line, physical suggestion boxes
placed at strategic points on campus and in the community, and active monitoring of
social media comments and messages. We will regularly review the feedback received
to identify areas for improvement in programming, technical quality, and community
service. To demonstrate our commitment to responsiveness, we will publish periodic
"You Said, We Did" reports, highlighting how audience input has led to tangible
changes.

6.4 Sustainable Funding and Resource Mobilization

To secure University Subvention, we will prepare an annual detailed budgetary

proposal that robustly demonstrates the station's intrinsic value proposition,
particularly its role in student training, public relations, and community service,
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alongside its operational costs. This proposal will be formally presented to the
University Management and Governing Council. Our advocacy efforts will highlight
the station's crucial role in the university's accreditation process and its overall public
image, emphasizing its contributions beyond mere broadcasting.

For Commercial Sponsorships and Advertisements, we will establish a professional

marketing and sales team, comprising both dedicated staff and entrepreneurial
students who can gain practical experience. This team will develop a tiered advertising
rate card for radio and TV spots, program sponsorships, and event promotions,
designed to be attractive to potential clients. We will actively solicit local businesses
such as hotels, eateries, boutiques, bookshops, and event centers, alongside
government agencies (ministries, parastatals) and corporate bodies with a presence in
Nasarawa State. To incentivize partnerships, we will offer attractive packages,
including package deals for multiple broadcasts and discounts for long-term contracts.

Regarding Grant Applications, we will identify and regularly monitor grant

opportunities from reputable organizations such as the National Broadcasting
Commission (NBC) grants, the MacArthur Foundation, Ford Foundation, Open
Society Foundations, and other specific grants dedicated to media development or
educational initiatives. A dedicated team for grant proposal writing will be developed,
focusing on projects that are well-aligned with the station's mission, such as
community health awareness campaigns, voter education drives, or youth skills
development programs.

To generate revenue through Consultancy and Production Services, we will formally

establish a commercial arm of the station. This arm will offer a range of professional
media services to both the university community and external clients. These services
will include jingle production, documentary filmmaking, comprehensive event
coverage (audio/video), professional voice-over services, studio rental, and basic
media training. We will develop a competitive pricing model for these services based
on industry standards, ensuring profitability while keeping them accessible to foster
partnerships.

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Finally, for Alumni Engagement, we will create a dedicated "Friends of NSUK
Media" alumni network. We will actively host annual alumni mixers and fundraising
dinners to foster a sense of community and support. Our appeal will focus on
launching specific campaigns for equipment donations, financial contributions, and
mentorship opportunities for current students and junior staff. We will leverage the
success and influence of alumni who have excelled in media, advertising, and
corporate sectors to garner significant support.

6.5 Capacity Building and Professional Development

For Regular Training Workshops, we will organize quarterly workshops covering a

range of critical topics to keep our staff and students at the forefront of media trends.
These topics will include Advanced Audio & Video Editing using software like Adobe
Audition, Premiere Pro, and DaVinci Resolve; Digital Journalism & Multimedia
Storytelling; Broadcast Announcing & Presentation Skills; Media Law & Ethics;
Crisis Communication in Broadcasting; and Social Media Marketing for Broadcasters.
We will ensure that these workshops are led by experienced professionals from
reputable media houses, university lecturers, and certified trainers, providing practical,
industry-relevant knowledge.

To establish Industry Mentorship, we will create a formal mentorship program

designed to connect advanced Mass Communication students and junior staff with
seasoned journalists, broadcasters, producers, and media managers from national
stations such as NTA, FRCN, and Channels TV. This program will be structured to
facilitate one-on-one mentorship sessions, virtual Q&A sessions, and shadowing
opportunities, allowing mentees to gain invaluable insights and practical guidance
from industry leaders.

Regarding the Student Internship Program, we will strengthen the station's internal
internship program by ensuring it provides structured learning objectives, assigns
dedicated supervisors, and includes regular performance evaluations. Additionally, we
will actively facilitate external internship placements for students at established
commercial media organizations, broadening their exposure to diverse media
environments and helping them build professional networks beyond the university.
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We will also explore Staff Exchange Programs by initiating partnerships with other
university radio/TV stations (e.g., University of Ibadan, UNILAG) or reputable
regional and national broadcasters for short-term staff exchange programs. The key
benefit of these exchanges is to allow our staff to observe different operational
models, share best practices, and bring back new ideas and innovative approaches to
enhance our station's operations.

Lastly, for Specialized Certifications, we will sponsor or provide support for staff to
acquire industry-recognized certifications in areas that are crucial for modern
broadcasting. These include certifications like Certified Broadcast Engineer (CBE),
Digital Marketing Professional (e.g., Google Ads, Meta Blueprint), Project
Management for Media (e.g., PMP certification), and Data Journalism & Analytics.
This investment will ensure our team remains highly competent and aligned with
contemporary industry demands.

7.0 Implementation Plan (Detailed)

Phase 1: Needs Assessment and Strategic Planning (Months 1-3)

 Month 1: The first step involves forming a core sustainability committee

comprising the Media Director, technical lead, content lead, and marketing
lead. Concurrently, we will initiate a comprehensive equipment audit to
catalogue all existing equipment, meticulously assess its functionality, and
identify immediate needs and areas of obsolescence. During this month, we
will also begin drafting detailed audience survey questionnaires and focus
group guides to prepare for outreach.

 Month 2: We will conduct extensive audience surveys utilizing both online

platforms and paper-based methods, alongside structured focus groups,
targeting students, faculty, staff on campus, and residents within key
community areas. The data collected from these surveys will be thoroughly
analyzed to identify audience preferences, existing gaps in our programming,
and both perceived strengths and weaknesses of the station. Based on this
analysis, a preliminary detailed content calendar will be developed.

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  Month 3: The efforts of the previous months culminate in the finalization of
the content calendar and programming schedule. Simultaneously, a
comprehensive list of required equipment upgrades will be developed,
complete with accurate cost estimates based on the initial audit. This month
also marks the formulation of a robust marketing and funding strategy,
including the drafting of initial proposals for securing university subvention
and external grants.

Phase 2: Infrastructure Upgrade and Foundational Training (Months 4-9)

 Month 4-6: This period focuses on prioritizing and securing funding for
critical equipment acquisition, specifically targeting the transmitter and core
studio equipment identified in Phase 1. Once funding is secured, we will begin
the phased procurement and installation of this new hardware. During these
months, we will also initiate crucial discussions with power solution providers
for the integration of both generator backup and solar power systems.

 Month 7-9: With equipment acquisition underway, this phase sees the
implementation of robust power backup solutions and dedicated high-speed
internet access to ensure operational stability. Simultaneously, we will conduct
initial foundational training workshops for both staff and students, focusing on
the operation of newly acquired equipment and the basic functionalities of
professional broadcasting software. This period also marks the launch of our
initial marketing efforts aimed at securing commercial sponsorships.

Phase 3: Content Diversification and Enhanced Community Outreach (Months

10-18)

 Month 10-12: This phase is marked by the rollout of new audience-centric

programs and academic-driven content, strictly adhering to the finalized
schedule. We will intensify our digital content creation efforts, which includes

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 launching the station's dedicated website and significantly expanding our
presence on social media platforms with regular, engaging content. Formalizing
partnerships with identified local organizations through signed Memoranda of
Understanding (MOUs) will also commence.

 Month 13-18: Building on previous efforts, we will launch interactive

community programs, starting with our first "Outside Broadcasts" and
establishing regular phone-in segments. Our campus liaison activities will be
strengthened through consistent meetings and dedicated reporting assignments.
Crucially, we will implement and actively promote accessible feedback
mechanisms across all our platforms. This period will also see us actively
pursuing grant applications and developing our consultancy service offerings.

Phase 4: Sustained Operations, Monitoring, and Expansion (Ongoing from

Month 19)

 Ongoing: From month 19 onwards, a continuous cycle of operation,

monitoring, and strategic expansion will be established. This includes
establishing a monthly review meeting for the sustainability committee to
diligently monitor progress against key performance indicators (KPIs). We will
conduct quarterly performance reviews for our content, technical, and
marketing teams to ensure efficiency and effectiveness. There will be a
continuous pursuit of funding opportunities through grants, commercial efforts,
and active alumni engagement. We will also regularly assess emerging media
technologies and audience trends to identify potential areas for expansion into
new formats, such as developing a dedicated mobile application or exploring
virtual reality content. Maintaining a proactive equipment maintenance
schedule and budget will be paramount, and we will consistently plan and
execute ongoing professional development and specialized certification
programs for all staff and students.

8.0 Monitoring and Evaluation

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The success of this proposal will be systematically measured through various key
performance indicators (KPIs) and regular evaluations to ensure accountability and
continuous improvement.

For Audience Reach and Engagement, we will track several metrics. This includes
daily and weekly listenership and viewership data, which will be measured where
feasible through broadcast software analytics. We will also utilize Google Analytics to
monitor website traffic, including unique visitors, page views, and time spent on site,
alongside social media insights to assess engagement rates, likes, shares, comments,
and follower growth. Furthermore, podcast download numbers will be closely
monitored. These metrics will be reported weekly for digital platforms, monthly for
overall broadcast reach, and comprehensively analyzed on a quarterly basis.

To assess Content Quality, various metrics will be employed. We will gather audience
feedback on content relevance and quality through surveys and dedicated feedback
forms. Peer reviews by external media experts will provide objective assessments, and
adherence to journalistic ethics and broadcast standards will be rigorously checked
against an ethical guidelines checklist. Content review sessions will be held monthly,
with a comprehensive quality audit conducted bi-annually to ensure consistent high
standards.

Financial Sustainability will be evaluated through specific financial metrics. This

involves tracking revenue generated from commercial sponsorships, advertising, and
consultancy services, as well as the total value of grants secured. A crucial metric will
be the ratio of external revenue generated against the university subvention received,
indicating growing self-sufficiency. These financial aspects will be monitored through
monthly financial reconciliations and quarterly budget performance reviews using
appropriate accounting software and grant tracking databases.

Regarding Student Proficiency, we will measure the number of students trained

annually and collect their feedback on the effectiveness of the training programs.
Metrics will also include the successful completion rate of specialized certifications,
the number of internships secured by students at external organizations, and their post-
graduation employment rates within the media industry. Training attendance records,
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pre- and post-training assessments, internship reports, and alumni surveys will serve
as key measurement tools, with assessments conducted bi-annually and alumni
surveys annually.

Finally, Kelley, et. al., (2022) noted that Equipment Functionality is a critical KPI. We
will track the equipment uptime percentage, the frequency of technical breakdowns,
and the response time for repairs. Adherence to the established preventive
maintenance schedules will also be closely monitored. Technical logbooks,
maintenance reports, and an up-to-date equipment inventory will be the primary
measurement tools, with daily system checks, weekly technical meetings, and monthly
maintenance audits to ensure all equipment operates optimally.

9.0 Budgetary Considerations

Successful implementation of these strategies will require a dedicated and sustained

financial commitment, focusing specifically on addressing outdated or lacking
equipment identified during the needs assessment phase. A detailed budgetary
breakdown will be developed upon the approval of this strategic direction, but key
areas of expenditure and estimated funding needs in Nigerian Naira (₦) include:

9.1 Equipment Procurement (High Capital Outlay):

New Transmitters and Antennas: Investment in modern, energy-efficient

transmitters and antennas, critical for ensuring wide and clear broadcast coverage,
which were assessed as outdated. This could range from ₦20,000,000 to ₦50,000,000.

Digital Studio Equipment: Acquisition of updated digital audio mixers, broadcast-

quality microphones, studio monitors, and professional lighting fixtures to replace
current inefficient or non-functional units. An estimated cost of ₦15,000,000 to
₦35,000,000.

Production Equipment: Purchase of professional studio and field cameras, video

switchers, and non-linear editing suites, which are currently lacking or severely

15
outdated, to enable high-quality video production for TV content and digital
platforms. This could be in the range of ₦25,000,000 to ₦60,000,000.

Broadcast Automation Software Licenses: Initial and annual licensing costs for
industry-standard broadcast automation software and media asset management
(MAM) systems, currently lacking. This could range from ₦5,000,000 to
₦15,000,000 per annum.

9.2 Infrastructure (Significant Capital Outlay):

Generator Purchase and Installation: Procuring and installing a robust industrial-

grade generator with an automatic transfer switch (ATS) to provide reliable power
backup, as current power solutions are inadequate. This is estimated at ₦10,000,000 to
₦25,000,000.

Solar Power System Integration: Exploring and installing a significant solar power
component (e.g., 10-20kW solar array with battery storage) to reduce reliance on the
grid and fuel costs, a critical long-term investment. This could cost between
₦15,000,000 to ₦40,000,000.

High-Speed Internet Installation and Subscription: Securing a dedicated fiber-

optic internet connection (100 Mbps symmetrical bandwidth) and a reliable secondary
backup, currently inadequate for live streaming and digital content operations. This
includes initial installation and annual subscription costs, estimated at ₦2,000,000 to
₦5,000,000 per annum.

9.3 Recurring Operational Costs (Annual Estimates):

Preventive Maintenance Contracts and Spare Parts: A recurring budget for annual
servicing contracts for all equipment, along with procurement of necessary spare
parts. This is essential to prevent future breakdowns and maintain functionality,
estimated at ₦3,000,000 to ₦8,000,000 per annum.

Training Programs and Workshops: Facilitator fees for external trainers, training
materials, and fees for specialized certifications for staff and students. This investment

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is crucial for skill development and adaptation to new technologies, estimated at
₦4,000,000 to ₦10,000,000 per annum.

Marketing and Outreach Activities: Costs associated with website development and
maintenance, social media advertising, logistics for community events (Outside
Broadcasts), and promotional materials. This is vital for expanding reach and
engagement, estimated at ₦2,000,000 to ₦6,000,000 per annum.

Personnel & Operational Consumables: Salaries/stipends for technical, content, and

marketing staff, student intern allowances, fuel for generators, and general office
supplies. These are ongoing operational expenses, estimated at ₦10,000,000 to
₦25,000,000 per annum, depending on staffing levels.

We propose exploring a diversified funding model combining:

1. Increased University Subvention: As a core academic and PR asset,

consistent budget allocation from the university is fundamental.

2. Commercial Revenue Generation: Aggressive pursuit of sponsorships,

advertising, and professional media services from external clients.

3. Grant Funding: Proactive identification and application for grants from local
and international organizations that support media development.

4. Alumni and Donor Support: Cultivating a strong relationship with alumni

and other philanthropic organizations for financial contributions and in-kind
donations.

10.0 Conclusion

The Nasarawa State University Radio and Television Station stands at a pivotal
juncture, poised for enhanced functionality and greater impact. By rigorously
implementing the detailed strategies outlined in this proposal focusing on the
continuous refinement of content, strategic technological upgrades, deepened
community engagement, diversified funding approaches, and consistent professional
development we can not only ensure its sustained operation but also elevate its
standing as a premier educational and community media hub. We are confident that

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with the unwavering support of the university management, this comprehensive
framework will prepare our students for the dynamic media landscape of the future
and serve the Nasarawa community with unparalleled excellence.

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Benthaus, J., Risius, M., & Beck, R. (2016). Social media management strategies for
organizational impression management and their effect on public
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Kelley, L. D., Sheehan, K. B., Dobias, L., Koranda, D. E., & Jugenheimer, D. W.
(2022). Advertising media planning: a brand management approach.
Routledge.
Mierzejewska, B. I. (2011). Media management in theory and practice. Managing
media work, 13-30.
Mierzjewska, B. I., & Hollifield, C. A. (2006). Theoretical approaches in media
management research. In Handbook of media management and economics (pp.
49-78). Routledge.
Montalvo, R. E. (2011). Social media management. International Journal of
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Neill, M. S., & Moody, M. (2015). Who is responsible for what? Examining strategic
roles in social media management. Public Relations Review, 41(1), 109-118.

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