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CAMBRIDGE COMMUNITY TELEVISION
STRATEGIC PLAN
2011 – 2013
Cambridge Community Television is a nationally recognized community media center that is the voice and vision of all residents, businesses and organizations in the city. CCTV provides tools and training to foster free speech and creative expression, and involves people from across the city as producers and viewers of media that is informative, engaging, and as diverse as the Cambridge community.
January 2011
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CCTV STRATEGIC PLAN
2011‐2013
Table of Contents
Page
Introduction 2
Section One: Organizational and Environmental Assessment 3‐7
1. Description of CCTV
2. Environmental Analysis
3. SWOT Analysis
Section Two: Goals and Strategies 8‐9
Section Three: Tactical Plan 10‐13
Appendices
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INTRODUCTION
Cambridge Community TV (CCTV) opened in 1988 and is the nonprofit community media center for Cambridge, Massachusetts. CCTV operates three community cable channels and a media‐rich website. The organization offers extensive video production and computer training programs and also provides production equipment for residents, businesses and organizations to produce programming for the channels.
Along with the Government Channel operated by the City and the Education Channels operated by the School Department, CCTV shares 5% of the gross annual Cambridge‐related revenues of Comcast, the city’s cable provider; this franchise fee is paid for the company’s use of public rights of way in the city. The fees represent approximately 85% of CCTV’s budget and are supplemented by membership and class fees; video production and rental fees; and individual, corporate and foundation support.
CCTV’s training and production activities have grown in recent years. Membership, now over 700, is up 27% since 2007. The number of slots for members enrolled in classes is down slightly from previous years but the completion rate of courses continues to be strong at close to 85%. Year‐to‐date, CCTV has shown over 23,000 hours of programming, including over 160 new productions led by over 120 producers. The website had approximately 150,000 hits in the past year from 103,000 unique visitors.
The organization has received ongoing national recognition for outstanding programming. The Alliance for Community Media (ACM) awarded CCTV its highest programming award nine out of the last ten years, most recently in 2010. In addition, a recent research report shows the organization is held in high esteem in Cambridge.
CCTV embarked on a strategic planning process in October 2010. The primary purpose of the effort is to strengthen the organization by examining the successes of the past and the current highly respected achievements, and combine them with new approaches in order to enable CCTV to better serve the Cambridge community.
A Strategic Planning Project Team consisting of three staff people and three Board members was formed, and ESC, a nonprofit consulting firm, was retained to facilitate the planning process.
Section One of the Strategic Plan focuses on the organizational and environmental assessment of CCTV. Section Two focuses on CCTV’s goals and strategies for the three‐year planning period. Section Three provides an implementation plan with financial estimates.
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SECTION ONE
ORGANIZATIONAL AND ENVIRONMENTAL ASSESSMENT
1. DESCRIPTION OF CCTV
A. CCTV Mission Statement
Cambridge Community Television is a nationally recognized community media center that is the voice and vision of all residents, businesses and organizations in the city. CCTV provides tools and training to foster free speech and creative expression, and involves people from across the city as producers and viewers of media that is informative, engaging, and as diverse as the Cambridge community.
B. CCTV Vision Statement
CCTV will enrich the lives of everyone living and working in Cambridge. As a leader in generating community dialogue and civic engagement, support for CCTV will broaden and deepen. Building on the trust generated through delivery of an increasingly unique and diverse schedule of local programming, CCTV’s audience will continue to grow. In its new, well‐located home of media innovation, CCTV will attract many new participants in the art and science of creating media for TV and the web.
C. CCTV Target Constituents
Cambridge residents
The population of Cambridge is 106,000 with 43,000 households. CCTV's constituency covers the full diversity of this city including Cambridge residents of all ages, classes, racial and cultural communities, and physical/mental abilities. See Appendix A for Cambridge demographic information.
In addition, to targeting the population of Cambridge as a whole, CCTV must give special consideration to the members of city government and other Cambridge public and nonprofit institutions that have dealings with CCTV. There are also many individuals and businesses that support CCTV’s annual fundraiser. Although CCTV has not, to date, pursued significant fundraising, there is another population in Cambridge, particularly some of the higher income residents, who should form part of the target audience for fund raising.
TV viewers with access to CCTV
TV viewers have access to CCTV if they are subscribers to Comcast cable TV. Comcast reports that they have 31,500 subscriber households in Cambridge. Considering an average of two persons per household, it is possible that the total number of people with access to CCTV would be 50,000 to 60,000. Although there is no viewership survey for CCTV (Nielsen), random telephone survey and focus group questionnaires indicate that viewers in Cambridge are well aware of the CCTV channels and can recall watching some of the popular programs. A broad‐brush estimate of the CCTV audience (people who watch at least once per month) in Cambridge is 15,000 to 30,000 viewers � 30% to 50% of the people with access to CCTV in Cambridge.
In addition, CCTV is available via live streaming on the web. This opens up the potential for considerably more viewers. Currently, only one of CCTV’s three channels is being streamed (Channel 9). This channel has more locally produced and Cambridge‐oriented content than the other channels.
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Current and future producers of TV programming
All residents of Cambridge can take courses with CCTV and become television editors and producers, learning how to use the tools available. Typically, the users of CCTV production services and computer facilities (members) number more than 700 annually. Members take classes offered by CCTV, produce a wide variety of shows and media, and in many cases form part of the corps of producers who support scheduled programming. The students, the producers, and the participants in programming are all part of CCTV’s target audience.
D. Statement of Need
There is general recognition in Cambridge of the need for a public electronic platform to provide locally focused programming and educational opportunities for all Cambridge residents.
E. Services Provided
CCTV is the community media center that provides a public forum for all Cambridge residents. Focused on local news, information and entertainment, the organization offers a wide range of training and educational courses for the public to acquire production and creative skills in order to express their ideas and opinions. Viewers have access to three channels of programming and a dynamic website that present a broad spectrum of programs. Additionally, CCTV offers a well‐attended computer lab for training purposes, a gallery exhibiting the work of local artists, a year round youth program, and NeighborMedia, a citizen journalism initiative.
2. ENVIRONMENTAL ANALYSIS
It is desirable to describe the current operating environment of CCTV in order to understand some of the factors that shape the organization’s operations. It is also important to identify important underlying factors and trends that are likely to impact the future of CCTV. The Strategic Planning Team used the following data gathering process to describe CCTV’s operating environment and to identify key external trends that may impact the organization over the three‐year planning period:
• Review and summary of relevant 2009 Buske Survey results (Appendix B) • Ongoing discussions with Strategic Planning Team • Interviews with a range of key CCTV stakeholders and others in Cambridge to identify
community perceptions and needs (Appendix C) • Review of leading community media centers through published materials and websites to
identify trends and initiatives (Appendix D) • Staff summary of CCTV Snapshot Data (Appendix E) A. Competition
CCTV has the exclusive right to cable access in Cambridge. However, CCTV has a growing number of competitors including hundreds of cable channels, the growth of social networking, Internet entertainment, on‐line video streaming, mobile media, and the availability of inexpensive digital recording equipment. With the revolution in web‐based media and affordable equipment, both viewers and producers have many more options to produce and share their own media.
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B. Perception of CCTV
Perception of CCTV was assessed in the 2009 Buske Group Report and through community interviews. The Buske Group was retained by the City of Cambridge to conduct an ascertainment of community cable‐related needs and interests as a part of the cable license renewal process. Appendix A shows a summary of findings.
• Of Cambridge Comcast cable subscribers, 50% have watched CCTV, 30% have watched in the last month and approximately 15% in the past week. The most viewed programs are BeLive (50%) and Democracy Now with Amy Goodman (43%).
• Less than 30% said that the signal quality on Cambridge PEG Access channels is equal to the signal quality of the other channels on the cable system.
• A very large majority (83%) said it is either “important” or “very important” to have local cable TV channels that feature programs about area residents, organizations, events, schools and government.
ESC conducted phone interviews with 12 individuals, including City officials, non‐profit organizations, local businesses, Cambridge residents, and former CCTV Board members. Key findings are summarized below.
• Those familiar with CCTV have a clear understanding of its mission and believe that the organization achieves it well.
• CCTV is well known and respected in the community, especially in human services, non‐profit and government circles.
• There is a general belief that not enough people know about CCTV. There is a need to increase visibility in the broader community, especially in Cambridge’s higher socio‐economic segments.
• CCTV is perceived as a TV channel; not as much as a web resource. • There is an unmet need for more live on‐site coverage of local events and news. • A yearning for local community was noted. • Some respondents see a new location as an opportunity to leap forward technologically and
increase visibility. • There is an opportunity for more partnerships with academic, business and nonprofit
organizations. • Some respondents recognize the risk of loss of revenues from Comcast via deregulation and/or
reduced revenues from Comcast. This risk makes it imperative to communicate the value of CCTV as a basis for future funding.
C. Legislative/Regulatory
CCTV currently receives approximately 85% of its funding from Comcast. There is an ongoing risk of deregulation that would omit or reduce this funding. Comcast funding is tied to cable TV revenues only and not to internet revenues; as a result, there is also a potential decline in cable revenue as people switch to Internet‐based platforms.
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D. Technology
The pace of change in communications technology is explosive. Current trends include:
• migration from broadcast to Internet • mobile viewership • opportunities for individual media production such as YouTube • high interest in electronic conversation and dialogue • the availability of inexpensive digital equipment and software • demand for easy access to archival information
E. Social /Political/Economic Changes
Deregulation of campaign finance laws has allowed for more paid political messages. Public access media provides opportunity for free communications to balance this. Challenging economic conditions continue to make it more difficult to raise money; many major charities report downturns this past year. In addition, the New York Times recently reported a decline in charitable giving among wealthy individuals. 3. CCTV SWOT ANALYSIS
A SWOT analysis is a strategic planning technique used to evaluate an organization’s strengths, weaknesses, opportunities and threats. It involves identifying the internal and external factors that are favorable and unfavorable for achieving the organization’s goals. SWOT is particularly helpful in identifying areas for development. The CCTV Strategic Planning Team developed the following SWOT analysis, which synthesizes the internal and external analyses described above.
STRENGTHS
• Excellent cable programming • Excellent training programs • National recognition • Positive local and national reputation • Diverse and engaged membership • Strong outreach programs especially for youth, seniors and non‐English speakers • Respected youth programming • Strong support from organizations that benefit from CCTV services • Excellent relationship with City of Cambridge • Strong, consistent management • Good financial record and position
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WEAKNESSES
• Outdated technology platforms • Limited awareness of CCTV and its value among the general public • Limited viewership data and measurement • Dependence on mostly one funding source • Signal quality inferior to other Comcast channels • Space limitations that hamper ability to grow programming
OPPORTUNITIES
• CCTV’s move to significantly larger space in an MIT‐owned property on Mass Ave in Central Square is a unique opportunity to: Leverage reputation and services to attract new viewers and supporters Upgrade technologies Promote CCTV vision and new technologies Attract new funders
• Live local coverage • Expansion of citizen journalism program • Expansion of youth program • Development of training programs for those who own their own equipment • More effective marketing of CCTV features and benefits • More effective promotion of programs and schedules • Partner with organizations that can offer technical and financial resources: academic, business,
charitable
THREATS
• Deregulation leading to loss or reduction of funding • Reduction in Comcast funding due to business decline • Shift from broadband to wireless technologies • Mission becoming less compelling in era of increasingly accessible and individualized media
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SECTION TWO
CCTV GOALS AND STRATEGIES (2011‐2013)
CCTV’s vision for the next three years is to enrich the lives of all those who live and work in Cambridge. In order to enable this vision, CCTV is expanding to a larger facility in an MIT‐owned building in Central Square. This is an outstanding setting and will provide the city with an up‐to‐date community media center to meet its communication needs. CCTV has developed three‐year goals to ensure its ability to expand on the high level of community service that has marked its past and present operations.
Goal 1 Increase awareness of CCTV programming and services by 30%
Goal 2 Increase noncable revenue by 30%
Goal 3 Expand CCTV audience by 10% a year
Goal 4 Increase membership by 30% and strengthen members’ engagement
Goal 5 Build community by increasing relationships with Cambridge nonprofits 20%/yr
Goal 6 Conduct Capital Campaign to raise $600,000 for CCTV’s expansion and relocation
The strategies that CCTV proposes in order to achieve these important goals are presented here.
GOAL 1
Increase Awareness of CCTV Programming and Services by 30%
Strategy 1 Refine branding to more clearly communicate CCTV’s unique value
Strategy 2 Develop and implement annual marketing plan
Strategy 3 Implement high‐impact marketing program to promote Q4 2011 opening
Strategy 4 Develop awareness measurement system
GOAL 2
Increase Noncable Revenue by 30%
Strategy 1 Develop major donors (part of Goal 6)
Strategy 2 Seek foundation and corporate grants for programs‐‐‐$70K in 2011, increasing 20%/yr
Strategy 3 Increase earned income to $25K in 2011, increasing 20%/yr thereafter
Strategy 4 Expand “Friends of CCTV” annual giving
Strategy 5 Further develop CCTV business partner program
Strategy 6 Expand the CCTV Board to include a larger representation of the Cambridge business, academic and residential communities
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GOAL 3
Increase CCTV Audience by 10%/Year
Strategy 1 Improve technical quality of broadcast signal
Strategy 2 Broaden access to programming via new technologies
Strategy 3 Establish CCTV as state‐of‐the‐art community media center
Strategy 4 Continue to build website as a portal to Cambridge and CCTV information
Strategy 5 Distribute programming information in broader and more timely ways
Strategy 6 Develop audience measurement system
GOAL 4
Increase Membership by 30% and Strengthen Members’ Engagement
Strategy 1 Communicate regularly with potential members and current members.
Strategy 2 Evaluate member pricing and structure and adjust, as needed
Strategy 3 Increase total productions by 10% a year
Strategy 4 Increase participation in classes 10% a year as measured by graduates from key courses
GOAL 5
Build Community by Increasing Relationships with Cambridge Nonprofits 20%/Year
Strategy 1 Make CCTV’s nonprofit online community calendar the go‐to source for information on local activities
Strategy 2 Increase collaborative activities with other Cambridge nonprofits
Strategy 3 Determine appropriate measure and baseline for this goal
GOAL 6
Conduct Capital Campaign to Raise $600,000 for Expansion and Relocation
Strategy 1 Leverage Executive Director’s reputation and contacts to attract significant donors
Strategy 2 Leverage CCTV’s award‐winning national reputation to make the case for significant community support
Strategy 3 Leverage CCTV members and program participants to garner donations
Strategy 4 Gain 100% financial participation in the campaign from the CCTV Board
Strategy 5 Engage the Board in a campaign leadership role
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SECTION THREE
CCTV TACTICAL PLAN
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Goals/Strategies/Tactics (continued)
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Goals/Strategies/Tactics (continued)
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Goals/Strategies/Tactics (continued)
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Goals/Strategies/Tactics (continued)
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Goals/Strategies/Tactics (continued)
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APPENDICES
APPENDIX A Select Cambridge Demographics
• 11.1% of the population is under 18 years. 7.7% is over 65.
• 65% of the population is white, 11.5% is black, 11.9% is Asian, 7.4% is Hispanic.
• 10.8% of the population has come from abroad in the last 5 years. 31.2% (5 and older) speak a language other than English at home. 26,000 citizens are foreign born. Of the foreign language speakers about 14,000 (roughly 50%) speak Spanish, French or Portuguese.
• 65% of Cambridge residents have a college degree or higher vs. 33% for all of Massachusetts. The average income in Cambridge is also considerably higher than for the rest of Massachusetts.
• Cambridge has a significant student population living in dormitories and a large population employed by academic institutions – Harvard, MIT, and Lesley – many of whom do not reside in Cambridge.
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Appendix B
Highlights from Buske Group Ascertainment Report for CCTV
The Buske Group was retained by the City of Cambridge to conduct an ascertainment of community cable‐related needs and interests as a part of the cable License renewal process. Comcast reportedly serves about 31,500 subscribers in the City. The study was conducted July ‐October 2009 and the Final Report was presented January 15, 2010.
Information was gathered from the following groups of City residents.
• Cable subscribers • Non‐subscribers • Government agencies and representatives • Schools and educational institutions • Human/social service organizations • Arts, cultural and heritage organizations • Civic, community service and faith‐based organizations • Non‐profit organizations • Members of the general public Research methods included: Telephone Survey of Comcast Cable Subscribers in Cambridge
401 respondents randomly selected. Fielded July 2009. Series of six focus group workshops
156 people representing 71 organizations. Fielded October 2009. Questionnaires by persons who participated at the focus group workshops
127 “Community Needs & Interests” questionnaires were returned from persons who attended one of the focus group workshops.
More detailed on‐line Survey Monkey questionnaire for completion by Cambridge residents: announcement of survey availability placed on websites of City and CCTV plus email blasts.
490 respondents. Fielded October 2009. Questionnaires regarding PEG Access facilities, equipment, programming and other activities; and an on‐site inspection of the existing PEG Access equipment and facilities.
Focus Groups
On October 6‐8, 2009, The Buske Group led a series of six focus group workshops. The workshop constituencies were:
• Local Government Departments and Agencies • Health/Human Service/Social Service Organizations and Agencies
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• Senior Citizens and Organizations Serving Seniors • Nonprofit, Civic, Community and Faith‐Based Organizations • Arts/Culture/Heritage Organizations • Educational Institutions, Educators and Youth
56% of Focus Group participants were Comcast subscribers.
When all of the focus group respondents were asked if they had watched CCTV channels 9, 10 and 22, a very large majority (81%) said “Yes.” Of those who had watched the CCTV channels:
• Nearly 40% said they had watched them more than five times during the previous month. • The most frequently mentioned CCTV programs that these respondents said they had watched
more than five times were “BeLive” (42.9%) and “Democracy Now! with Amy Goodman” (31.9%). • Very high percentages said they agreed or strongly agreed that CCTV provides worthwhile
community programming (98%), provides valuable information (93.9%), and provides programming that is interesting to watch (89.7%).
Over two‐thirds of all focus group questionnaire respondents said that they had helped to produce a program to show on a CCTV channel, or appeared as a guest on a program shown on a CCTV channel. Participants expressed enthusiasm for CCTV informing, entertaining and educating Cambridge residents in a wide variety of new ways, suggesting numerous expanded and new initiatives. Phone Survey of Comcast Subscribers – Random Sample 50% of the respondents said they have watched CCTV programming. Of those who said they had watched a CCTV channel: • Just over 60% said they had watched at least once in the past month. Well
over one‐fourth said they had watched at least once in the past week. • About half said they have seen BeLive; about 43% said they have seen Democracy Now! with Amy
Goodman; and just over one‐fourth said they have seen Street Corner Classics with Brother Blue. • Less than 30% said that the signal quality on Cambridge PEG Access channels is equal to the
signal quality of the other channels on the cable system. • A very large majority (83%) said it is either “important” or “very important” to have local cable TV
channels that feature programs about area residents, organizations, events, schools and government.
• When all survey respondents were asked how much of their monthly cable bill, the average of all responses was $3.27. This average compares very favorably to five commercial channels that were similarly tested (ESPN, Fox News, Sci‐Fi Channel, MTV and Comcast Sports Net), as the averages for each, respectively, were $1.44, $1.27, $1.00, $0.76 and $0.75.
On‐Line Survey of Cambridge Residents — Opt‐in Sample 76% were Comcast subscribers • 70% of these subscribers had watched CCTV
o ¾ of subscribers feel quality is lower than other Comcast channels • 1/3 had helped produce or been a guest on a CCTV show;
o Of these, 83% said it was “Very Important” for CCTV to have the ability to transmit video programming “live” from locations throughout Cambridge
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APPENDIX C
CCTV Environmental Scan: Interview Summary
ESC conducted 12 phone interviews between October 25 and November 3, 2010 with the following individuals:
• Nancy Schlacter: Assistant to the City Manager • Ellen Semonoff: Assistant City Manager for Human Services • Steve Swanger: Director of Resident Services, Cambridge Housing Authority • Kathleen Granchelli: Draper Laboratories • Susan LaPierre: Cambridge Savings Charitable Foundation • Bob Hurlbut: Executive Director, Cambridge Community Foundation • Sue Walsh: Office of Workforce Development, City of Cambridge • Joe Douillette: Director of Teen Media Program, ICA, former Board chair • Denise Jillson: Executive Director, Harvard Square Business Association • Mel Scovell: Cambridge resident, community minded • Sybil Hendrikson: longtime Cambridge resident, active volunteer • Bill August: Attorney, Cable Access field
The following summarizes key points from the interviews:
1. What do you think is the mission of CCTV? • Expression of local, cultural and social interests • Promote first amendment goals • Build community • Open channels of community discourse • Promote civic involvement • Provide access for electronic media for those typically excluded • Disseminate information about Cambridge to local residents
2. How well does CCTV achieve that mission? • Extremely well • Not enough people know about CCTV, which limits their ability to achieve their mission
3. How do you think CCTV is perceived in the community? Are they widely known? • Well known and highly respected in human services, non‐profit and government circles • Seen as very responsive • Need to increase visibility in broad community; need more marketing
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4. What does CCTV do particularly well? • TV communications • Open to all • Knitting community together • Outreach to low income and minority groups • Well‐run • Connection to young people
5. Are there areas where CCTV could improve? • Not as well known as could be • Better educate public on need for Public Access, as base for future funding • More funding for more programs • Better partnerships with schools • Measure viewership to know reach and show value
6. What are unmet needs in Cambridge that CCTV would be suited to provide? • More live, on‐site coverage of local events and programs, which would attract a wider audience • Real Cambridge TV news coverage • Bulletin board for non‐profits on web • More training for non‐profit organizations • More middle school programming
7. What do you see as the challenges and opportunities that CCTV should consider in their planning?
Opportunities
• Be the “electronic hub” of the city • New location provides more visibility • Move provides opportunity to make big leap forward technologically • Focus on partnerships and resources from high potential partners such as MIT, Harvard,
foundations, HNW individuals • More partnerships with local businesses (particularly enviro‐tech, bio‐tech) • Grow youth programming
Challenges
• To keep up with new technologies (greater web presence, mobile media) • To differentiate CCTV from new media world of individual media and tools • Risk that Comcast revenues will decline; need to show value • Risk of deregulation
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Appendix D
Review of Leading Media Centers
ESC reviewed of a number of leading public access centers in a variety of markets via their published materials and web sites. This review showed that many access centers have identified some or all of the following initiatives as being critical to their future:
• Updating vision to adapt to new technological environment
• Shifting accessibility to different forms of media creation and distribution, especially
streaming content via the Internet
• Working to diversify funding and revenue sources
• Building stronger relations with local and state governments
• Documenting and communicating value to community
• Increasing focus on community and local issues
• Better promoting programs and services through own channels, active email lists, high
impact events, active local press relations, and active board community involvement
• Communicating and engaging more with viewers; considering viewer membership programs
• Conducting focused outreach to key community segments (e.g., youth, ethnic communities,
local non‐profits)
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Appendix E
CCTV Snapshot Data 2007‐2010 Membership 2007 2008 2009 2010*
Total members 600 573 649 732 Total Access members 447 438 514 588 Affiliate Members 153 135 135 144 Youth Access Members 40 45 61 67
Courses 2007 2008 2009 2010*
Total classes schedule 207 120 121 83 Total classes completed (ie not cancelled) 137 80 98 65 Total students enrolled 1104 933 971 719 Total students passed/completed 952 842 834 601 Programs ("television shows") 2007 2008 2009 2010*
Total programs scheduled 23728 21298 21796 23781 Total hours scheduled 21636 22106 22087 21702 Total live hours scheduled 1812 2160 2210 2183 Total titles (episodes not included) 707 613 776 803 Total producers 140 121 132 118 Productions 2007 2008 2009 2010*
Total productions initiated 166 183 224 178 Total productions completed 99 140 170 160 Total productions initiated by CCTV staff 35 43 54 48 Equipment Use 2007 2008 2009 2010*
Total Camera Use (days) 753 852 562 Total Edit Use (hours) 5086 5957 3919 Total Studio Use (hours) 427 536 490
Fundraising 2007 2008 2009 2010*
Total value of donations $ 106,607 107,991 85,983 30,369
* 2010 period is not complete, 10‐11 months of data only.
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Appendix F
CCTV Strategic Plan
Marketing Tactics Cost Estimates
The following are the assumptions used for the rough cost estimates for the tactics in Goals 1 and 3. These costs are in addition to base‐line regular programs.
Logo and graphics development: $5,000+ (awaiting proposal; may vary)
Targeted media: Cambridge Transit advertising for 2 months total cost $22,000
MBTA Printing Per month Two months*
Bus Posters (14) $ 350 $6,000 $12,000
Station Posters (8) $ 350 $4,000 $8,000
Creative $1,000
Total $1,700 $10,000 $20,000
* For non‐profits, no discounts but will likely get bonus time (an extra month on some buses and stations, especially in Nov/Dec)
Program Guides increased distribution: $3,000 in updated design, printing, mailing
Grand Opening Event: $10,000 total, but $5,000 donated for a net cost of $5,000
‐Invitations/mailing (1000 printed, first class mail, fulfilled in‐house) $1,500 ‐300 attendees at $20 each for food and beverage $6,000 ‐Rentals/decorations, staff etc. $2,500 ‐Donations/sponsorships ($5,000) Total net cost $5,000
Marketing Staff Resources: Part‐time consultant, $25,000
PR Resources: $2,000 fee for PR agency to promote opening
Measurement Systems: Developed and conducted in‐house