past slides

Webinars and Slides

NFCB 5x5 Presentations

A 5x5 Model Webinar• Engagement-Stage

2• Presenters

– Ginny Z. Berson– Maxie C Jackson III– Janis Lane-Ewart– Sally Kane– Ann Alquist

• October 18, 2012• 1pm EST

Engagement-Stage 2

Engagement-Stage 2

Janis Lane-EwartExecutive Director

[email protected] www.kfai.org

mailto:[email protected]

http://www.kfai.org/

Engagement-Stage 2

Mapping Volunteer PopulationVS

Twin Cities Population

Engagement-Stage 2: Process

• Identify topic or issue to be mapped and relevance to meeting organizational mission.

• Identify human or capital resources required to complete mapping process.

• Establish timeline for completion, and adjust for unexpected variables.

Engagement-Stage 2: Universal Resources

United States Census Data Site http://quickfacts.census.gov/qfd/states/27000.html

Quick Links-State/County/Cityhttp://quickfacts.census.gov/qfd/states/27000lk.html

What’s New – Relevant Data About Population, Housing, Languages,

etc.http://quickfacts.census.gov/qfd/news.html

http://quickfacts.census.gov/qfd/states/27000.html

http://quickfacts.census.gov/qfd/states/27000.html

http://quickfacts.census.gov/qfd/states/27000lk.html

http://quickfacts.census.gov/qfd/states/27000lk.html

http://quickfacts.census.gov/qfd/news.html

Engagement-Stage 2:Human & Capital Resources

Area Colleges, Universities, High School Internship ProgramsStudents earn course credit for conducting research /mapping

process for nonprofits organizations.

Local Institutions Conducting Researche.g. Center for Urban and Regional Affairs: An applied research and

technology center that connects faculty and students with nonprofit groups,

public agencies, and others working on urban issues offers graduate student support and/or grant supported projects.

http://www.cura.umn.edu/CAP http://www.cura.umn.edu/NPI

Private Foundations or InstitutionsAn organization with a mutual interest in the data collected such as an

area foundation or institution may garner free human resources.

http://www.cura.umn.edu/CAP

http://www.cura.umn.edu/NPI

Engagement-Stage 2:KFAI Volunteer Mapping

Results

Engagement-Stage 2Conclusions from Mapping Exercise

• Volunteer Body Is Not Fully Reflective of Population Served

• Board Composition Not Reflective of Population Served

• Advance Recruitment Efforts for Volunteer & Board Within Specific Populations

Engagement-Stage 2

Sally KaneExecutive Director

[email protected]


http://www.kvnf.org/

Engagement-Stage 2: Why Map?

• Strategic planning on a strong foundation wider use, deeper value, greater impact

• Moving beyond reliance on anecdotes skewed input, diminishing inclusivity, defensible program decision making

• Engagement opportunities stronger messaging, board involvement new alliances, new constituencies

Engagement-Stage 2: KVNF Examples

• Development Examples– Working with DEI to

increase revenue• Acquisition mailing,

regional underwriting sales, new prospects for membership

• Community Engagement Examples– Heart &Soul

Community Planning• Pass The Mic, Story

Circles, asset mapping exercise

• Creative directory

Engagement-Stage 2: More KVNF Examples

• Targeted Outreach Examples– iSeechange

• New Farmer’s Almanac• Library partnership

• Census Data and Mapping– Population growth/decline,

age, income, ethnicity• http://www.census.gov/compendia/stata

b/

http://www.census.gov/compendia/statab/

http://www.census.gov/compendia/statab/

Engagement-Stage 2

Ann AlquistDirector of Radio [email protected]

608.890.2976www.mediaengage.org


http://www.mediaengage.org/

Engagement-Stage 2

ToolsUsing DataNext Steps

Engagement-Stage 2: Tools

Interactive Census Map:http://2010.census.gov/2010census/popmap/

Freeware:www.zipmap.net www.citi-data.com

http://2010.census.gov/2010census/popmap/

http://www.zipmap.net/

http://www.citi-data.com/

Engagement-Stage 2: Using Data: Census Data, Zip Codes,

Influencers

Engagement-Stage 2: Next Steps

1. Do a search for the fewest listener members by zip code. Invite them to an informal “getting to know you” in their area. Use zipmap.net to eyeball the geography. Plug into city-data.com to get a sense of the socioeconomic situation.


1. Do a search for the fewest listener members by zip code.2. Create a new field in your membership and volunteer

database “influencer”. Start identifying them based on their expertise (might they be a “mayor” of an emerging community? Or an expert on public health? Or regarded as a faith based leader?) Use the Interactive Census map to pinpoint specifics about their network.


1. Do a search for the fewest listener members by zip code.2. Create a new field in your membership and volunteer

database “influencer”.3. Start a partner and influencer list or database searchable

by zip code, county, town, area code, etc. Be sure to include organizations you aspire to work with as well as existing relationships you’d like to evolve.

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

MAY

JUNE

JULY

AUG

E PRIMER

X X INTENSIVES

V

P X X V

D X X V

G X V

C X V

Engagement-Stage 2

Engagement-Stage 3

A 5x5 Model Webinar

• Engagement-Stage 3

• Presenters– Ginny Z. Berson– Maxie C Jackson III– Ann Alquist


Engagement-Stage 3

Engagement-Stage 3

November 20125x5 Webinars:Programming

A 5x5 Model Webinar

• Engagement-Stage 3

• Presenters– Ginny Z. Berson– Maxie C Jackson III– Ann Alquist


Engagement-Stage 3

Engagement-Stage 3Most Important

Tools:

Database&

Ability to Listening

Engagement-Stage 3





Engagement-Stage 3PARTNERSHIPS

ARE KEY

PARTNERSHIPS REQUIRE

INVESTMENTS OF

TIME AND STAFF

Engagement-Stage 3Station Example:

WDETCrossing

TheLines

Engagement-Stage 3

“We’re really trying to find a way that we better communicate with each other, that we don’t just discount each other based on where we live.”

- Craig FehleThe Craig Fehle Show

Engagement-Stage 31. Several pieces of

content informed by community partnerships and dialogue.

2. Several meetings coordinated with community partners to meet content and station goals.

3. Identified community groups with relationships and influence.

Engagement-Stage 3

Identified community groups with relationships and influence.

WDET identified neighborhoods where they knew they didn’t have strong listenership or support. They approached community groups to collaboratively convene small meetings with residents to identify issues of concern and possible solutions.

http://www.wdet.org/shows/crossing-lines/

http://www.wdet.org/shows/crossing-lines/

Engagement-Stage 3PARTNERSHIPS

ARE KEY

PARTNERSHIPS REQUIRE

INVESTMENTS OF

TIME AND STAFF

Engagement-Stage 3





Engagement-Stage 33 A’s of Public LifeAuthority: Do you have

authority in your community?

Authenticity: Do your words and actions reflect authenticity?

Accountability: Are you accountable for your words and deeds?

Engagement-Stage 3

Useful ResourcesUnderstanding Community Rhythms: When

we insert a new project or initiative into a community without consider that community’s stage, we often find ourselves wasting time and resources, and creating unrealistic and unattainable expectations

5 Stages of Community Life: Communities evolve in stages. Learn about the stages at www.mediaengage.org


Engagement-Stage 3

November 20125x5 Webinars:Programming

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

MAY

JUNE

JULY

AUG

E PRIMER

X X INTENSIVES

V

P X X V

D X X V

G X V

C X V

Engagement-Stage 3

5x5 Model Webinar

Programming-Stage 1

5x5 Model Webinar

A 5x5 Model Webinar• Programming-

Stage 1• Presenters

– Maxie C Jackson III– Ginny Z. Berson– Maggie

Montgomery– Heidi Holtan– Sandy Roggenkamp

• November 8, 2012• 1pm EST

5x5 Model Webinar

Programming-Stage 1

5x5 Model Webinar

5x5 Model Webinar

Programming-Stage 1

5x5 Model Webinar

Programming-Stage 1Stage 1• you have performed a media scan and analysis of your broadcast

footprint• you have identified primary, secondary and tertiary target

audiences• you have positioned "public service" as the primary goal of your

broadcast organization– while public access is a valuable objective, you value service to the

community over that of individual programmers– engagement informs all aspects of your programming philosophy

5x5 Model Webinar

Programming-Stage 1

3 Basic Principles of Programming a Radio Station

1. The Business of Radio is Programming

2. Programming exists to serve listeners

3. Programming causes Audience

5x5 Model Webinar

Programming-Stage 1

Radio Listening is Determined by:

1. Lifestyle2. Format flow and quality

of programming3. Competition in the

market

5x5 Model Webinar

Programming-Stage 1

Targeting Audience

• Community radio’s “something for everyone” syndrome

• Undesirable consequence - we effectively exclude almost everyone

• The most listened-to public radio station has an 8 share– 8% of all radio listening is

going to that station– 92% of people listening to

radio are listening to something else.

5x5 Model Webinar

Programming-Stage 1

Common myths and mistakes

• Scheduling to volunteer or programmer availability

• People listen to Community Radio differently than other radio

• Our listeners tune us in and never change the dial

• People tune in at the top of the hour

5x5 Model Webinar

Since 1976

Programming-Stage 1

5x5 Model Webinar

Programming-Stage 1

Board of DirectorsPolicy Governance

“What good/benefits for which people, at what cost?”

5x5 Model Webinar

Programming-Stage 1Two Board Policies

1. Programming“…intellectually and

emotionally stimulating, capable of satisfying an audience with diverse, eclectic musical interests.”

5x5 Model Webinar

Programming-Stage 12.Audience“…made up

primarily of people who live in northern Minnesota, who are community-based, intellectually curious, and enjoy diverse music and cultures.”

5x5 Model Webinar

Programming-Stage 1Formatting: “On The River”

Why?Board policies

Need for change from “my show” cultureDemographics – audience

Timed to coincide with move to new station

5x5 Model Webinar

Programming-Stage 1

Formatting: “On The River”

• How?– focus groups– group sessions– focus statement– core values

5x5 Model Webinar

Programming-Stage 1Formatting: “On The River”

• What?– entertain listeners with a

variety music program that creates a soundtrack for their lives (focus statement)

• Unified mix• Balance of elements• Dynamic flow• Natural and engaging

presentation

5x5 Model Webinar

Programming-Stage 1By The Numbers:• Membership

– FY 2004 1321 households– FY 2012 1860 households

• Membership receipts (operating only)– FY 2005 $147,447– FY 2012 $207,894

• Underwriting– FY 2005 $103,848+ $36,559 trade– FY 2012 $167,610+ $47,049 trade

5x5 Model Webinar

Programming-Stage 1

PopulationCurrent coverage area 159,469Coverage area pre-KBXE 121,719

Population density: 9 people per km2* Source: CPB

5x5 Model Webinar

Programming-Stage 1

The FutureAddition of KBXE

90.5Volunteer response

Measuring our success

5x5 Model Webinar

Programming-Stage 2Stage 2

• you have identified and executed a program format that is unique to the market and speaks to the psychographic makeup of your primary audience

• you have identified and executed opportunities - outside of your high-listening hours to address secondary and tertiary audiences

• you employ "best practices" in programming (imaging, scheduling, production and presentation)– you present strip and block programming - limiting quilt programming– you offer consistency in format and sound

Webinar Schedule

Programming-Stage 2Thursday, November 15th @ 1pm EST

Focused Formats&

Best Practices

Featuring Station presenters

5x5 Model Webinar

Programming-Stage 1

5x5 Model Webinar

A 5x5 Model Webinar• Programming-

Stage 2• Presenters

– Ginny Z. Berson– Maxie C Jackson III– Brett Ratliff,

WMMT– Thurston Briscoe,

WBGO– Matt Martin, KALW

• November 15, 2012

• 1pm EST

5x5 Model Webinar

Programming-Stage 2

5x5 Model Webinar

Programming-Stage 2Stage 2• you have identified and executed a program format that is unique to the

market and speaks to the psychographic makeup of your primary audience

• you have identified and executed opportunities - outside of your high-listening hours to address secondary and tertiary audiences

• you employ "best practices" in programming (imaging, scheduling, production and presentation)– you present strip and block programming - limiting quilt programming– you offer consistency in format and sound

5x5 Model Webinar

Programming-Stage 2

FOCUSED FORMATS

5x5 Model Webinar

Programming-Stage 2Various Approaches

Cultural-preservationResearch-driven

Psycho- Segmentation

5x5 Model Webinar

Programming-Stage 2

5x5 Model Webinar

Programming-Stage 2In The Beginning…• Established in 1985• Service of the

Appalshop, Inc.• 24 hour voice of

mountain people’s music, culture, and social issues.

• Heard across much of southeast Kentucky, southwest Virginia, and southern West Virginia (as well as portions of eastern Tennessee and western North Carolina)

5x5 Model Webinar

Programming-Stage 2

Regional Demographics• Letcher County Population – 24, 519 people• Whitesburg (county seat) – 1600 people• Under 18 = 23.7%, 18-64 = 63.7%, 65 older = 12.6%• Pop. below poverty line = 27%, Families below poverty line = 23.7%,

compared to a 15.1% national poverty rate in the U.S.• In the 2010 Gallup-Healthways Well-being Index, KY’s 5th Congressional

District, the nation’s most rural district (home sweet home), reported the poorest physical and emotional health in the nation, and also scored lowest on a more general measure of “life evaluation” – assessing both current living conditions and prospects for the near future.

5x5 Model Webinar

Programming-Stage 2• Mixed Format: The diversity of programming is a direct

reflection of WMMT’s commitment to serving as a voice for each and every segment of our local population, to giving folks a means to play and hear the music they love, to keeping our traditional culture both alive and thriving, and to providing the people of Appalachia the means through which to tell their own story to listeners both across the holler and around the world.

5x5 Model Webinar

Programming-Stage 2www.wmmt.org

From “Patch Quilt” to

“Strips & Blocks” grid

Music VarietyPublic Affairs

http://www.wmmt.org/

5x5 Model Webinar

Programming-Stage 2

• www.makingconnectionsnews.org

• www.fracturedappalachia.org

• Mountain News & World Report

• Calls from Home

• The Passing the Pick and Bow After-School Program

• Health Matters

http://www.makingconnectionsnews.org/

http://www.fracturedappalachia.org/

5x5 Model Webinar

Programming-Stage 2

Memo to WBGO Announcers:Our audience includes both jazz lovers and curious listeners.

We offer a mix of new and familiar music to engage them, then draw them back to WBGOSince music scheduling impacts the time listeners spend with us, we follow an hourly clock and

regularly evaluate our mix of musicFollowing this new format clock is mandatory.

Take your time to get used to it, and ask questions. And as always, there are no substitutes for quality recordings and performance. Time your sets, plan your hours, plan your breaks, and pre-read all

copy.

5x5 Model Webinar

Programming-Stage 2Radio Researchers:

P1=GoodP2, P3=Vital 2 Growth

P4

Based on these findings:we have adjusted our

format clock to focus on creating jazz sets with elements that appeal to “Heavy” jazz lovers, yet keep the “High” and “Moderate” listeners interested and engaged

5x5 Model Webinar

Programming-Stage 2Jacobs Media constructed an hourly

clock:Their goal was to create a music

flow, or sequence of music, that best appeals to our listeners.

Jacobs Media stressed: It is important for the WBGO

program director, music director and air staff to have an understanding of this genre pecking order in:

• choosing music• considering concert and

festival sponsorship• other considerations

5x5 Model Webinar

Programming-Stage 22011 Thanksgiving Jazz Parade Poll

Female Vocalists1Ella Fitzgerald164 2Sarah Vaughan823Billie Holiday70 4Diana Krall415Dinah Washington40 6Nancy Wilson277Nina Simone20 8Carmen McRae189Shirley Horn17 10Betty Carter15

Male Vocalists1Frank Sinatra129 2Johnny Hartman733Ray Charles614Joe Williams425Tony Bennett41 6Mel Torme357Nat Cole34 8Louis Armstrong189Lou Rawls16 10Sammy Davis, Jr.15

Piano1Oscar Peterson115 2Thelonious Monk703Bill Evans61 4Herbie Hancock395Chick Corea306McCoy Tyner227Duke Ellington20 8Art Tatum189Keith Jarrett16 10Horace Silver16

5x5 Model Webinar

Programming-Stage 2

Building a Listener CoalitionCreativesIdealists

Eavesdroppers

5x5 Model Webinar

Programming-Stage 2Distinctive - High

Visibility Local Programming

Your Callsolutions-oriented

participatory

CrosscurrentsContextCulture

connection

5x5 Model Webinar

Programming-Stage 2Decision ProcessA Rubric should help

you say YES or NO

Local News Headlines

America’s Test KitchenVS

The Moth Radio Hour

5x5 Model Webinar

Programming-Stage 2

Sound & tone

Promotion & partnerships

Power of small, produced pieces

5x5 Model Webinar

Programming-Stage 2

December 2012Webinars

Development

5x5 Model Webinar

Programming-Stage 2

A 5x5 Model Webinar• Development-Stage 1• Presenters

o Ginny Z. Bersono Maxie C Jackson

IIIo June Fox, DEIo Kim McCarson,o Isabel Pichardo

• December 10, 2012• 4pm EST

Development - Stage 1


Stage 1• 2 Revenue Streams• Membership Database• Underwriting Kit• Employ "Best Practices" in

development

Stage 2• Revenue generation includes

foundations and/or grants• 2 Development Officers

Development - Stage 1H. June Fox

DirectorDEI Station &

Business Relations

703.759.2221www.deiworksite.o

rg

Development - Stage 1Membership

Program

• Pledge Drives 2x/yro April & October

• Within 48 hours of pledgeo Pledge Reminderso Thank You Letterso Time IS money

• Communicate Throughout the Membership Yearo eBlastso Newslettero Event Invitationso Thanks-a-thonso etc.

Development - Stage 1Renewal Letters

• Use a multi-letter series – at least two letters, but more is better

• Be sure you are asking your donors to increase the donation amount each year

• Code your letters so you can analyze your results

Development - Stage 1Letter Conventions• 12 point type, minimum

• Serif font (courier or times) unless your audience is very young

• Short, indented paragraphs, conversational language

• Ragged right margins

• Signature preferably in blue - black is the second best choice

• A.P.S. that summarizes what you would like the person to do - the call to action

• A responsive device that does not give the member an opportunity to downgrade from their previous membership gift• Self-addressed courtesy reply envelope• Simple creative - no more than two colors (black plus 1 primary) and few graphics

Development - Stage 1What Should Your Mailing

Include?

• Carrier Envelopeo white envelope with

your station’s return address

• Lettero one sheet (can be front

and back if you like)

• Response Deviceo separate card or

perforated section at bottom of letter

• Return / Courtesy Envelopeo pre-addressed to the

station, but not stamped

Lapsed Donors• Send at least 1 lapsed letter per

year• Go back up to 5 years in your

files• The majority of lapsed donors

don't know they're lapsed!

Development - Stage 1DATABASES

Allegiance - $15,000+www.allegiancesoftware.com

MemSys - $10,000+www.memsys.com

Donor Pro - $2,160/yr + .005/recordwww.towercare.comGift Works - $600

www.giftworksconnect.comDonor Snap - $500www.donorsnap.comeTapestry - Free+www.etapestry.com

Be sure to look for discounts viawww.techsoup.com

Development - Stage 1OPTIONAL STAFFING

Station VolunteersRetired Service ProgramsDisabled Citizens Groups

Development - Stage 1Kim McCarson

Executive [email protected]

Development - Stage 1KOOP 97.1fm

18 years old3,000 watts

1800 members150 volunteersstaff: 2 ft, 2 ptMixed format

Share frequency$270k Annual

Budget

Development - Stage 1Looking Back...• No direct mail

campaign• No guidelines for

pledge drive• No development

database• Slow to send thank

you letters and gifts• Only 1 staff member• Pledge drive raised

$34,000

Development - Stage 1Direct Mail

CampaignIncreased mailed-in donations

Renewals18% increase in renewal income

Ask strings

Lapsed84% increase

Additional gifts90% increase

Very little costPrinting & Postage costs:

18% of lapsed letter income13% of end of year addt'l gift

incomeNo Increased cost in thank you

gifts

Development - Stage 1Pledge Drive

Introduced pitch practice

Required minimum of 5 pitches/hour

New Incentives:T-shirts

Benefit Card

Fast Fulfillment:3 weeks

Development - Stage 1Mistakes to AvoidTaking on too much at onceTrying to do it all yourself

Instead...1 Step at a time

Devise a plan and goalsDecide what you can implementDetermine what worked/didn't

workDelegate!

Development - Stage 1Isabel Pichardo

WRTU/WRUODevelopment

Coordinator

787.764.0000 ext 15741#

[email protected]

How we developed a “Boricua” Fundraiser effort in Puerto Rico


Radio Universidad WRTU / WRUO FM

On the air since 1980 as a music and information station, we started funding awareness campaign on 1995

Station was seen as part of the Government, so there was no culture of giving and only listeners that had been exposed to Public Radio philosophy at the States knew what a Friends organization was

about.

Development - Stage 11-Person Development Team

As a good example of the above, I need to plan ahead all the stages of the fundraiser…

Theme, music beds, testimonials, premiums, volunteers, food, mailing goods..

The station had never engaged before in asking for support, and in 12 years we have gone from -0- to 10,000 members, active and non active… but still there..

Development - Stage 1Community Engagement

It was the natural first step, to position WRTU as a station committed to support the cultural scenario in Puerto Rico

Provide a forum for local and international musicians, theater, dance, art exhibitions to promote and explain their work to our audience, that we knew had a special interest in cultural affairs.

Community Engagement paid off!

Development - Stage 1Awareness Campaign

Started a campaign explaining the concept of Public Radio. A media tour in major TV and Newspaper was an important part of making the case.

Letting listeners know that even if we were financially founded by the University of Puerto Rico and CPB’s funds, the listeners will have the opportunity to help support the station.

Started with a major fundraising concerts in 1996, that helped finance the next steps.

Development - Stage 1Preparation & Training

Not even staff was fully convinced

it was a good idea!

CPB training was the key… as part of the Stable Revenue Project we had a consultant that gave us guidance in different areas.

Participation in the NFCB & PMDMC conferences gave us perspective. We are not alone!

Invested in the MEMSYS database to be able to organize the donations and track them…

The best investment!

Development - Stage 11999: 1st On-Air

FundraiserSelected special related music

premiums, books among with station goods…

Have staff and volunteers ready and relate them to the process…

Make every show sound like a special, the Festival ambiance is contagious to the public.

We started a Monday… and a Hurricane showed up!!! So we tide it up next week, and it was a huge success!!! Always something is going to happen, shake the dust and keep asking!

Development - Stage 1Plan, Prepare, and

Repeat

Make sure musicians, performers and artists show up at the station during the campaign.

Pledge reminders should go out in 24 hours

Encourage listeners to use their credit cards and invite them to make multiple pledges during campaign!

Use the web page to let people know the atmosphere at the station, photos, Facebook, Twitter and other social media.

Development - Stage 1Lessons Learned

WORST NIGHTMARE- NEVER offer something that you do not have on hand!

Avoid people showing up during the Festival to pick up their premiums!

WRTU’s Shopping Network- Don't get carried away with premium offerings- make it simple

I confess, we never do a renewal series, we renew two times a year, during OAF Campaign… until next year! I'm planning on that!

Development - Stage 1We participate in different ways;

making sponsorships, trades, co-productions and public service announces to countless activities in the year.

We receive exposure, logo presence, tickets and Cd’s or books for future premiums and regular giveaways to the audience.

We place our promotional booth, distribute promotional material and collect names, addresses and emails for our prospects lists.

We reinforce communication with our listeners through social media.

Not Fundraising...

Be Visible


Special Project/Events

Concerts produced by us, or for us… Income and exposure!

Professional recording studio used in co-production of full production of Cd’s in exchange of Cd’s as premiums and special presentation for the RadioAmigos. Even got a Grammy nomination!

“Jazz, arte y amigos”- Art exhibition for the station programming fund.

Development - Stage 1Fundraising is a

Continuing Relationship

Let them feel that the station enriches and helps transform their local cultural sphere.

Our programming and the community support for the arts are worth the investment

As we interact with our community, we become their partners, and they will become our supporters.

It’s all about value… Our role in the community is greater than our airwaves…

A 5x5 Model Webinar• Development-Stage 2• Presenters

o Ginny Z. Bersono Maxie C Jackson IIIo June Fox, DEIo Beverly Hacker,

KDHXo Brian Terhorst,

KCHOo Pearl Stark, KPOV

• December 14, 2012• 1pm EST


Stage 2• Revenue generation includes

foundations and/or grants• 2 Development Officers (1 Full-time)

Stage 3• Multiple Revenue Streams• Diversified Development Staffing• Use Benchmark Data in planning

Development Activity• Short & Long Term Plans to increase

revenues - on schedule

Development - Stage 2H. June Fox

DirectorDEI Station &

Business Relations

703.759.2221www.deiworksite.o

rg


Diversify Revenues

Continue Growing MembershipDecrease Reliance

Increase Financial Stability


Easier to get renewal and/or larger donations

from current donors

Growing current donors critical to station's financial health &

stability

Development - Stage 2Additional Gifts

Program ServicesChallenge Appeal

Special NeedsEquipment

Record LibraryOther budget itemsEmergency - tower,

dues

Development - Stage 2Send at least 1 additional gift letter per year

Exclude anyone currently getting a renewal letterThose giving additional gifts more likely to renew on their

anniversary

Longevity Add Gift % Renewal Response

Rate

Average Gift

First Year No 36% $57.55

First Year Yes 63% $72.26

Multi Year No 65% $77.60

Multi Year Yes 75% $86.95

Development - Stage 2Timing of Add Gift Appeals• Prior to each on-air pledge drive• End of calendar year• End of fiscal year

Additional Gift LettersAsking for additional gifts is NOT greedy... it's giving your donors the opportunity to provide additional support for the great programming you provide!

Development - Stage 2Add Gift

Conservative

.5x renewal amount

Renewal amount1.5x renewal

amount

Ask Chart

Aggressive

Renewal amount1.5x renewal

amount2x renewal amount

Development - Stage 2Beverly Hacker

Executive DirectorKDHX Community Media

[email protected]

Development - Stage 2KDHX Community Media

43,000 watt community station in Metro St. Louis, MO

21st largest market in US – Includes a major NPR station

and 4 college/university stations

25 years in the market

2.5 M population in coverage area

AAA Music FormatVolunteer programmed

$1.3 M annual revenues – 40% from individual gifts

Development - Stage 2Historically, 60-65% of

revenue was from individual donations

Overall membership growth slowed around 2003

Introduced sustaining memberships with EFT only in 2001 – not very

successful

Started sustainer program in Fall 2009

Currently 40% of revenue is from individual donations

Development - Stage 2Set up a

successful sustainer program

1. Have a compelling mission and convey it succinctly

2. Be sure that there are advantages for the donor to make the switch to sustaining membership and make that part of your communications

3. Have an efficient ‘back-end’ process that enables you to thank donors promptly and address any donor concerns

4. Develop an integrated approach with a well-planned communication plan

5. Make it “exclusive” and give it a name

Development - Stage 2Back-end system considerations

Will you do EFT and/or credit/debit cards?

Select a provider that makes it easy, interfaces with or reports easily to

your database system

Make sure your system can keep track of upcoming expiration dates

Set up internal systems and procedures for handling the initial sign up as well

as the on-going stewardship

Decide on your ‘price’ and ‘offer’ and get that into all of your communications

Modify your renewal efforts to remove sustainers

Don’t remove sustainers from add gift solicitations

Development - Stage 2Planning, Goals &

Expectations• Understand the effect a

sustaining program will have on your membership drives

• It will take one or more annual cycles to really see how much the program will take from single donations

• Plan for this both in how you set your drive goals and how you budget your annual revenue

• Keep accurate records on conversions, drop-offs, add gifts from sustainers to be able to really judge success

Development - Stage 2Education for programmers and

listenersTrain on-air staff to pitch the

sustaining program and incorporate it into your pitching points

Use a limited number of very focused reasons to switch to sustaining membershipHead – No renewals, no need to call during drive, automatic premiums in spring & fallHeart – Its better for the station, I can give moreWallet – planned payments, annual tax letter

Set realistic goals for drives with consideration for the effect of sustainer conversions


Integrated marketing for

sustaining members

• On-air during drive• On-air between drives• Added to all direct mail

solicitations• Newsletter and brochures• Removal from renewal

mailings• Semi-annual premium

mailings• Annual tax letter• Annual add gift solicitation• Invitations to special events• On-line support layouts• On-line banner ads

Development - Stage 2Stewardship

• Initial gift confirmationo Acknowledgemento Amount / start date / draw date confirmationo Explanation of benefitso Welcome

• Spring/Fall premiums• Year-end add gift appeal• >$30/mo – Sound Investor welcome• Sound Investor party invitations• Annual tax letter

Development - Stage 2Results

• Prior to instituting sustaining membershipo 2 drives per year with the occasional

‘emergency’ drive• FYE 9/30/2009

o 2 drives - $125K eacho Sustaining gifts - $38K

• FYE 9/30/2012o 2 drives - $150 K eacho Sustaining gifts - $212K

Development - Stage 2Brian Terhorst

[email protected]

General ManagerNorthstate Public Radio

KCHO 91.7 FM, Chico & KFPR 88.9 FM, ReddingCalifornia State University, Chico, California

Development - Stage 2Who We Are:• KCHO-FM, Chico (signed on 1969)• KFPR-FM, Redding• Eight Translators• Licensed to CSU Chico Research

Foundation (non-profit auxiliary of CSU Chico).

• Annual budget of $1.6 Million.

Service Area:• 10-county area of Northeastern California.• Compared in size to the State of Ohio.• Coverage Area Population: 481,000• Rural Station: Avg. 24 persons per square

mile.• Positioned first in Chico Metro weekday

radio market during 7:00 and 8:00 am hours and 6:00 pm hour (i.e., morning and evening drive time). (RRC)

Development - Stage 2• Are supported by over 4,000 active

members.• Two 10-day drives per year, each

preceded by a 4-week “Silent Drive.”• Minimal reliance on thank-you gifts

(i.e., premiums)o Use drawings and challenge

matches to motivate giving

• FY 12/13 Total Projected Membership Revenue: $426,466.

• Sustaining Gifts: $91,096o Sustainer Breakdown:

EFT: $76,209 Monthly CC Debits:

$7,266 (new and growing) University Payroll

Deductions: $7,621


Partnership with...

University Advancement

· As University Licensee, Membership Donations are University Gifts

· Gifts processed exclusively through University Advancement (UA) as part of Annual Fund

· CSU Chico uses Banner Gift Software. Database is segregated to prohibit solicitation of station members for other University campaigns.

· Station no longer maintains an in-house membership department

o All renewal and reminder letters, billings, gift processing and end-of-year tax statements handled by UAo UA Staff assigned to Member Stewardship, Major Donor Cultivation, and Planned Giving.o UA Staff participate in drive planning effort

· Northstate Public Radio is CSU Chico’s single largest gift recipient, exceeding Alumni Association.

Development - Stage 2Sustainer Benefits for Members:· No need to renew.· Annual investment distributed over

the year.· Automatically entered in Silent

Drive Incentive Drawings.· Symbolic “renewal” to receive

featured thank-you gifts during drives.

· Thanked en masse during Membership Drives

Sustainer Benefits for Station:· Provides steady and predictable

monthly revenue stream.· No need to renew.· Cancellation requires member

initiative.· Reduced costs for thank-you gifts.

Sustainer Challenges· Requires effective stewardship

o Thanking sustainerso Incentiveso Custom mailerso Exclusive benefits and events

· Making a case for ongoing monthly donations rather than annual donations

o NPR sustainer handoffs· Initial reduction in annual donor

revenue


Pearl StarkStation Manager

KPOV 88.9 fmHigh Desert Community Radio

www.kpov.org

[email protected]

Development - Stage 2Station background:KPOV, High Desert Community Radio • Based in Bend, Oregon – a city of 80,000• Staff size: 2 part time staff totaling 1.3 FTE (+ 2 UW reps paid

on commission)• 100 volunteers• On the air 7 years, since June 2005• Transition from LP to FP in summer 2011• 2 big NPR translators air here• We are a Pacifica affiliate• Format: Mixed, news/talk/music• We are not CPB funded

Development - Stage 2KPOV’s grant history: 2004 – 2008 we averaged $10,000/year 2009, 2010: $4000/year 2011: $36,0002012: $34,000 committed2013: $20,000 already committed Most years these numbers include some donor advised funds. Interesting correlations:• 2004-2008 founding board member writing grants• 2009, 2010 volunteers writing grants• 2011->, staff writing grants

Development - Stage 2Who writes grants? Qualifications:• knows the station well• detail oriented… able to follow seemingly pointless directions• strong writing skills• willing to put time into it• grant writing experience

Mistakes:• Commission based grant writers• Volunteers walk in off the street and offer to write a grant• Someone too busy to follow through with reviews and rewrites

Development - Stage 2How to find grants:• Look at other non-profits in your community/state and see who is

granting them• Helpful to look at orgs with same size or same mission• DEI and APTS grant center website• Web search• Donor advised funds• Word of mouth• Look at what they’ve granted in the past and how much

Ideas of special foundations to look for:• Arts foundations• Social Justice foundations• Community foundations• City/county specific funds


Mistakes, Things that may not work:• Foundations or individuals with a lot of money

but no connection to your station in mission or geography

• Applying for grants for projects that are outside your mission

• Hard to budget for• Grants whose main focus is basic needs

Development - Stage 2Things that often work:• Take advantage of relationships with grantors• Start with smaller regional grants• Have people review the grant and give suggestions.• Make sure you follow all the rules of the grant and double check• Talk to the granting organization• Get feedback from the granting organization afterwards if they turn

you down.• Make sure you're prepared to follow through• Grants that fund operating costs are really nice. Most don’t. • Pick a few projects that you will write grants for.• Write some standard pieces that can be used for multiple grants.

Make the case.o Station history/missiono What problem are you addressingo How will you solve it


How to learn?

Take a class. Read a book.Read some grants that were funded.

Read some grants that were not funded. Write a grant & get feedback.

Governance: Stage 1 & 2

Community LicenseesYour Station as a Valuable Asset

A 5x5 Model Webinar

• Governance Stage 1&2 Community Licensees

• Presenterso Matt Murphy,

WERUo Barry Gilbert,

KGNUo Winston Clark,

WJFFo Sally Kane, KVNF

• January 22, 2013• 1pm EST

A 5 x 5 Model Webinar Two questions for staff and board members:

1. Generally speaking, what is the most positive contribution that your board makes to the success of the station?

2. Generally speaking, what is the area where you think your board is weakest?

Governance - Stage 1&2Community Licensees


Matt MurphyGeneral Manager

[email protected]


WERU ProfileBroadcasting since 1988

Programming Format: diverse music and public affairs15,000 watts & 100 watts (translator)

Location: Coastal & Eastern Maine (2,000 square miles)Population:

200,000Community Support:

2,100 individual & household members, 200 business members and 200 underwritersAnnual Budget:

$500,000Paid Staff:

7 (GM, programming & ops, news & public affairs, music & underwriting, office & volunteer coordination, finance management and membership & publicity)

Volunteers: 100 on-air & 150 other (committees, pledge phones, music library, cleaning, etc.)


Elements of a Strong Leadership Team:

Board Chair and General Manager

1. Weekly or Bi-weekly Communication

2. Substance of Communication: information sharing, feedback, decision making/problem solving, and planning (Center for Organizational Effectiveness, UC Berkeley, 2006)

3. Mutual Support within the Organization (“I got your back”)

4. Honesty, compatibility and mutual respect (Copyright © 2006 Mary Hiland, Ph.D.)


Building a Strong Board: Strategic & Consistent Board

Development1. Board Membership/Development

Committee2. Board Composition Matrix3. Prospect Cultivation4. Nomination & Election Process5. Board & Governance Policies &

Handbook6. Mutual Understanding Between

Board & Staff7. Specific Roles for Board Members8. Board Member Agreement9. Structured Board Meetings10. Feeding the Board “Best Practices”11. GM Coaching & “Support Group”


Fundraising/Development:

Responsibilities of the Board of Directors

1. Menu of Development Actions: pledge drives, general outreach/ambassadorship, non-ask donor cultivation, underwriting outreach, grant-writing assistance, e-newsletter article writing, etc. (Help Board members to become comfortable with development in order to “move them up the ladder” to doing major donor work.)

2. General Manager must manage the Board’s development work.


Barry GilbertBoard Chair, KGNU

[email protected]


• Board’s Role in Fundraisingo Should be expected of

every board membero Fundraising takes many

formso Part of board’s culture

• Stretch your comfort zone, but take a light touch


• Code of Ethicso No conflicts of interest

(monetary gain, gifts, family member on staff, etc. Actual or perceived)

o Respect confidentialityo Act with Integrity (do

what you say you will do)

o Compliance with bylaws, regulations, etc.


What Does the Board Need from the Station Manager?

Budget process/issuesCommittees

Legal/FCC/CPB risks and issuesSignificant personnel issues/changes

Reports, emails Coach, sounding board, counsel, partner


Winston ClarkStation Manager

WJFF: 845.482.4141Cell: 845.551.1849


· Volunteers unwilling to acknowledge authority of Board, or authority in general

· Board timid and unfocused, afraid to assert its leadership· Absence of clear, defined policies and rules


Roles & Responsibilities

· Close relationship between Board President and Station Manager

· Build trust with Board by continually sharing problems solved

· Address volunteer issues so Board doesn’t have to

· Undertaking small forward steps together empowers everyone

· Engage the board in developing rules and procedures

· Keep bylaws a living, breathing document· Lay out large issues early, provide options

for thought· Remember the teaching component· Retreats invaluable for building teamwork· Use retreats to prioritize timeframes for

goals· Use retreats to discuss big, amorphous

issues· Hire a pro


Mistakes We Have Made · Not solving small problems before they

grow· Tolerating bad behavior· Not having clear rules that lay out

expectations for all stakeholders· Board involved in management, program

deliberation· Board members acting independently,

being lobbied· Role confusion in Board members who are

also programmers· Recruiting Board members on basis of

position in community


Elected BoardsKVNF Example• 9 person board• Staggered terms• Self nominating• Elected by the

members• Online ballots

prior to annual meeting

• Ballots counted at annual meeting


Recruit

Orient

Cultivate

Follow

Through

Elected BoardsKVNF Nuggets

• Thoughtful Cultivation: making the case in a transparent way to the members about the needs of the station.

• Recruiting: this can happen through committee work, from events, and in professional circles.

• Thorough Orientation: make sure people know what the job is before they choose to run and if they are elected make sure the orientation is comprehensive.

• Follow Through and Follow Up: say what you mean, mean what you say, check back in often and reliably. Create a climate that values honest self assessment and healthy feedback.

• Inspiration: be the inspiring and engaged person you would like your board members to be….its contagious.


University LicenseesYour Station as a Valuable Asset

A 5x5 Model Webinar• Governance Stage

1&2 University Licensees

• Presenterso Ginny Z. Bersono Maxie C Jackson

IIIo Craig Beeby, USA


Governance - Stage 1&2University Licensees

Governance - Stage 1&2

University Licensees



Your Station as a Valuable Asset

o How to get the licensee--at every level--to understand the value of the station

o How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you

o How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate



Your Station as a Valuable AssetHow to get the licensee--at every level--to understand the value of the station




You cannot hide.

Your station is one of the most visible services on campus.

University administrators should be cognizant of the broad contributions the station provides to the different areas of university importance.




Create relationships fruitful for station & licensee. Trust

What part of the university/college is worth illuminating? PSA’s News Source Interviews




What parts of the university/college departments & schools should be brought into universal buy-in? • Administration – (Average President’s Tenure 5 years)




What parts of the university/college departments & schools should be brought into universal buy-in? • Vice President or higher reporting structure – station’s performance is more likely measured by outward focused performance with the community

• Reporting to a Dean or lower – station’s performance measurement is more inward focused (how many students)




What parts of the university/college departments & schools should be brought into universal buy-in? • Your responsibility as station administrator is to translate the station’s performance into the paradigm of measurement important to the entity of which you are communicating.

• How are the athletic department and alumni association measured for performance? Station should be measured the same.




What parts of the university/college departments & schools should be brought into universal buy-in? • Weekly or monthly communications to all departments & administrators

• #PSA’s for departments (give examples, give statements to entities showing in-kind underwriting rate value)




What parts of the university/college departments & schools should be brought into universal buy-in? • #News stories featuring faculty experts as resources

• #Special campus events

• #Awards or Special accomplishments by the stations




What parts of the university/college departments & schools should be brought into universal buy-in?

How to become part of University/College? (Being a Team Player)

• Staff members active in staff advisory counsels• Attend important functions hosted by Administration• Treat licensee like your biggest contributor or major donor because THEY ARE!• Be visible on campus





Communicate Annual ValueDescribe Weekly Cume:• How many times does station fill stadium or arena each week?

• Quantitative Worth • Public Service Value• Public Relations Value




What parts of the university/college departments & schools should be brought into universal buy-in? Add Visual – Stadium Or Arena

Stadium Holds 60,000 6 or 7 Weekends per year

Radio Station AudienceFills the stadium 52-weeks Each Year





Athletic Department - Stadium Holds 60,000 6 Weekends per year

X 6- 5-Hour Periods Per Year





Radio Station Audience - Fills Stadium 52 Weeks per year

X 52 WeeksPer Year




WNCU North Carolina Central UniversityPublic Service Annual Value

$2,398,794

= listener support + CPB grants + gifts & grants from nonprofits + value of community volunteer hours + imputed value of listening by non-members




WNCU North Carolina Central UniversityPublic Relations Annual Value

$861,480

= underwriting rate X IDs + hour segments + news stories + PSAs




WNCU Equivalent Annual Value to NCCU

Public Service Value $2,398,794

Public Relations Value $ 861,480

Total $3,260,274




The University/College Holds the license. Start with what is the licensee’s motivation?

Public Service Life-long Learning

Training Students Historical

Don’t Ask Don’t Tell




When to start communicating if you are not already?NOW!

If you wait, at some point someone else will be starting the discussion of what you do and your station’s future using “their paradigms.”

This is usually when you have all the wrong structures & the Board structure works against you.

Inaction is an action.




Public Service Translates into What for Licensee?

Mission Outreach Crown Jewel

University “Front Porch”

Expands Campus Boundaries – On-Air & On-Line

Contacting people with and without an affinity to Licensee




Brag in manner that boss and university can take the credit and they can take to their bosses, boards, and constituencies



Your Station as a Valuable AssetHow to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you

The internal university reporting structures are critical to the success of the station.

An efficient structure results in an effective line of communications between station management and the FCC broadcast license holder (board of regents, board of trustees, or school board)




University’s administration and governing body should recognize that the FCC licenses the station to serve the community’s interests and needs and therefore utilize broad outward-focused performance measurement criteria that define the station’s importance and influence its success within the university and throughout the community




By placing a station high on the administrative reporting ladder, the university is broadening the station’s focus which improves the station’s ability to surpass university performance measurements.




Since top-level administrators are more likely to embrace public service as an important station focus, they are also more likely to understand the importance of the station to the university.




Compare station’s reporting chain of command to those of the Athletic Department, the Alumni Association, and/or the University Foundation. These entities are usually recognized as broad-based outward-focused units representing the university as a whole and providing outreach and services to external communities. Your station should be recognized equally with these entities




If you do not already have one create a station advisory group, a friends’ board, or a friends’ support group for the station

The clarity of the word “Board” can be complicated in University environments. This is not the University Board or University Trustees. The station will define it.




If the station does not already have planning documents, develop them and include a mission statement, goals, and objectives

Review the university’s mission statement and their goals and translate how the station fits into those plans.




Communicate your station’s value to multiple upper administration resources

Send out monthly emails to all the campus administrators touting the station’s accomplishments and the ways the station promotes the university.




Get 100% agreement and buy-in among the station staff and endorsements from the station advisory group, major funders, political connections, and other key individuals whom the university respects and trusts.






o How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate



Your Station as a Valuable AssetHow to create the kind of cooperative relationship that enablesthe station to call on the resources of the university whereappropriate

Sometimes you simply have to wait for university administrations to leave




Be patient

It takes time and energy that will be added to all the other jobs and duties the GM has.




Find strong allies within the university

There were a few times that successful persuasions were as the result of a power within that you will know nothing about. Your station’s friends have friends, too, and sometimes you will not know all of them.




Integrity is Everything

It takes years to build trust and integrity, but it can be lost quickly. Within the university, your trust factor is your strength. If you are trusted you will be heard. If you make a promise … fulfill it. You provide the vision for the future of the station.




Do not get caught in the personality trap

“I really like reporting to _____ because he or she is great!” What happens when this great person leaves?




Conclusion

Change is not the exception but the rule, so have in place an on-going licensee education process that extends beyond the administrator to whom you commonly report.




Conclusion

Regardless of how much or how little financial resources the university supplies the station, they still own it and you are hired to protect it for them, and in some unfortunate instances, from them.




How to get the licensee--at every level--to understand the value of the station

How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you

How to create the kind of cooperative relationship that enables the station to call on the resources of the university

where appropriate



Discussion

Craig Beeby Ginny Berson Maxie Jackson [email protected] [email protected] [email protected]

& YOU



Craig BeebyUniversity Station Alliance E.D.

[email protected]

@CraigBeeby

405-624-1192

Governance - Stage 1&2University Licensees


Tribal LicenseesYour Station as a Valuable Asset

A 5x5 Model Webinar• Governance Stage

1&2 Tribal Licensees• Presenters

o Ginny Z. Bersono Maxie C Jackson IIIo Debra Croswell,

KCUWo Sial Thonolig,

KOHNo Sue Matters, KWSO


Governance - Stage 1&2Tribal Licensees


Debra CroswellDeputy Executive

Director

Confederated Tribes of the

Umatilla Indian Reservation

[email protected]

g541.429.7391


KCUW is situated as a program within the Tribe’s Communications Department.

Tribe provides many avenues of cash and in-kind support for KCUW

(facility, janitorial, legal, financial, hr, IT, etc.)


• Tribe has well-established financial procedures (budgeting, grant applications, purchasing, payroll, etc.)

• Tribe has well-established procedures for all its departments:o approved annual work planso formal bi-annual reporting to the governing bodyo monthly policy-level reporting to the governing bodyo weekly activity summaries that are shared with all

department directors and the governing body, etc.


If your tribe (licensee) does not have such well-established procedures like these, the station could develop your own for internal use. This will create better informed and involved staff/volunteers and ways for the station to keep others informed (governing body, executives).


Radio station staff should develop relationships with governing body members and tribal executives: be receptive to their ideas; educate them on FCC and station rules; invite them to visit the station periodically.


• Radio station staff should develop relationships with staff in other departments that the station relies on (IT, finance, HR, etc.).

• Find ways to demonstrate the station’s value to the community and its leaders (be visible at large community events, continually promote the station’s programs). Station staff and volunteers should all be doing this – it’s not just one person’s job.


Sial ThonoligGeneral Manager

Hewel Ni'[email protected]

Governance - Stage 1&2Tribal Licensees• Organizational

Structure – “We are them, and they are us”o Leadership made

decision to operate KOHN as a government department under the executive branch

o Program designated to Hewel Ni’ok (Wind Talking) when FCC approved second FM Station

o Integrated into the Nation’s Emergency Management Response


• Key Elements to a Positive Governance – “The Nation is the Licensee, We are the Agents”o Well Defined

Roles and Responsibilities

o Established Policies

o Support Serviceso Information Flowo Culturally based

programming and operations


• Value to Community – “How do you know?”o All Employees

embrace the concept that they represent the station, but are agents of the licensee

o Promote the station as a resource

o Value the services – Issue Statement of services listing the value of announcements


Sue MattersStation Manager

KWSO - Confederated Tribes of Warm [email protected]

541.553.1968

5 x 5 Webinar: Compliance

Public Media Consulting Group


CPB Compliance Matters!

Be Forewarned and Be Prepared

Robert M. Winteringham


CSG New FY2014 Requirements are in Effect!

• New NFFS Minimums• Diversity

• Transparency• Data Security


Diversity Requirement

1. Established formal goal of diversity2. Implemented following:

Reviewed practices to fulfill the station’s commitment to diversity and meet FCC rules;

ANDPost website statement no later than September 30,

2014

Public Media Consulting GroupDiversity Requirement

3. Undertake one of the following initiatives on an annual basis:

• Include diverse groups in internships or workstudy programs;• Include qualified diverse candidates for elected governing boards that the

Grantee controls;• Implement a diversity training program for members of the organization’s

governing body on an annual basis;• Participate in minority or other diversity job fairs; or• Implement formal diversity training programs

4. Grantees are strongly encouraged to interview at least one qualified diversity candidate for each senior leadership position hire

Public Media Consulting GroupTransparency

By December 31, 2013, each Grantee must have on its website:

• A list of station senior management (names and titles) with contact information;• A list of the members of its Board of Directors;• A list of the members of its CAB (for stations that have a CAB);• The date, time, and place of all open meetings;• Its most recent Audited Financial Statements;• Information about how to obtain copies of annual financial reports;• If Grantee files its own IRS Form 990, the most current IRS Form 990;• If Grantee is not required to file an IRS Form 990, comparable compensation

information (unless prohibited by law) and• Its annual report on local content and services included in the Grantee’s 2013 SAS


Common Findings

• Communications Act Requirements• Documentation• Discrete Accounting• NFFS Miscalculation


Open Meetings

• Meetings Weren’t Open to the Public• Lack of Public Notice• On-air Announcements• No Written Explanation

Public Media Consulting GroupOpen Meetings - The Law

Section 396(k)(4) of the Communications Act (47 U.S.C. § 396(k)(4) states:

Funds may not be distributed pursuant to this subsection to the Public Broadcasting Service or National Public Radio (or any successor organization), or to the licensee or permittee of any public broadcast station, unless the governing body of any such organization, any committee of such governing body, or any advisory body of any such organization, holds open meetings preceded by reasonable notice to the public. All persons shall be permitted to attend any meeting of the board, or of any such committee or body, and no person shall be required, as a condition to attendance at any such meeting, to register such person's name or to provide any other information. Nothing contained in this paragraph shall be construed to prevent any such board, committee, or body from holding closed sessions to consider matters relating to individual employees, proprietary information, litigation and other matters requiring the confidential advice of counsel, commercial or financial information obtained from a person on a privileged or confidential basis, or the purchase of property or services whenever the premature exposure of such purchase would compromise the business interests of any such organization. If any such meeting is closed pursuant to the provisions of this paragraph, the organization involved shall thereafter (within a reasonable period of time) make available to the public a written statement containing an explanation of the reasons for closing the meeting.


Open Meetings

• Broad Requirement• Anonymous Observation• Meetings Preceded by Reasonable

Notice• Written Explanation Made Available


Open Financial Records and EEO Requirements

• AFRs & Audited Financial Statments Not Available

• Employment Statistical Report Not Available

Public Media Consulting GroupOpen Financial Records - The Law

Section 396(k)(5) of the Communications Act states:

Funds may not be distributed pursuant to this subsection to any public telecommunications entity that does not maintain for public examination copies of the annual financial and audit reports, or other information regarding finances, submitted to the Corporation pursuant to subsection (l)(3)(B)."

Section 396(l)(3)(B) of the Act requires that each public telecommunications entity receiving funds from CPB shall be required:

(i) to keep its books, records, and accounts in such form as may be required by the Corporation;

(ii)(I) to undergo a biennial audit by independent certified public accountants or independent licensed public accountants certified or licensed by a regulatory authority of a State, which audit shall be in accordance with auditing standards developed by the Corporation, in consultation with the Comptroller General; or (II) to submit a financial statement in lieu of the audit required by subclause (I) if the Corporation determines that the cost of such audit on such entity is excessive in light of the financial condition of such entity; and

(iii) to furnish biennially to the Corporation a copy of the audit report required pursuant to clause (ii) as well as such other information regarding finances (including an annual financial report) as the Corporation may require.


Open Financial Records

• Annual financial reports filed with CPB• Audited statements or other financial

statements filed with CPB• Other information regarding finances

submitted to CPB in connection with audit reports and financial statements

Public Media Consulting GroupEqual Employment Opportunities - The Law


(A) Funds may not be distributed pursuant to this subsection for any fiscal year to the licensee or permittee of any public broadcast station if such licensee or permittee-- (i) fails to certify to the Corporation that such licensee or permittee complies with the Commission's regulations concerning equal employment opportunity as published under section 73.2080 of title 47, Code of Federal Regulations, or any successor regulations thereto; or (ii) fails to submit to the Corporation the report required by subparagraph (B) for the preceding calendar year.

(B) A licensee or permittee of any public broadcast station with more than five full-time employees to file annually with the Corporation a statistical report, consistent with reports required by Commission regulation, identifying by race and sex the number of employees in each of the following full-time and part-time job categories: (i) Officials and managers. (ii) Professionals. (iii) Technicians. (iv) Semiskilled operatives. (v) Skilled craft persons. (vi) Clerical and office personnel. (vii) Unskilled operatives. (viii) Service workers.

(C) In addition, such report shall state the number of job openings occurring during the course of the year. Where the job openings were filled in accordance with the regulations described in subparagraph (A)(i), the report shall so certify, and where the job openings were not filled in accordance with such regulations, the report shall contain a statement providing reasons therefor. The statistical report shall be available to the public at the central office and at every location where more than five full-time employees are regularly assigned to work.


Equal Employment Opportunities

• The only specific requirement for CPB is the statistical report

• Maintain report for public inspection• Compliance with the FCC rules


CABs and Donor Lists

• Lack of Proof of Functional CABs• Lack of Documentation

Public Media Consulting GroupCABs - The Law


(A) Funds may not be distributed pursuant to this subpart to any public broadcast station (other than any station which is owned and operated by a State, a political or special purpose subdivision of a State, or a public agency) unless such station establishes a community advisory board. Any such station shall undertake good faith efforts to assure that (i) its advisory board meets at regular intervals; (ii) the members of its advisory board regularly attend the meetings of the advisory board; and (iii) the composition of its advisory board are reasonably representative of the diverse needs and interests of the communities served by such station.

(B) The board shall be permitted to review the programming goals established by the station, the service provided by the station, and the significant policy decisions rendered by the station. The board may also be delegated any other responsibilities, as determined by the governing body of the station. The board shall advise the governing body of the station with respect to whether the programming and other policies of such station are meeting the specialized educational and cultural needs of the communities served by the station, and may make such recommendations as it considers appropriate to meet such needs.

(C) The role of the board shall be solely advisory in nature, except to the extent other responsibilities are delegated to the board by the governing body of the station. In no case shall the board have any authority to exercise any control over the daily management or operation of the station.


Community Advisory Boards

• The CAB must be independent• The CAB must be functional• The CAB must meet regularly• The CAB must be representational• Open meetings requirement applies

Public Media Consulting GroupDonor Lists - The Law

• Section 396(k)(12) of the Communications Act states:

Funds may not be distributed under this subsection to any public broadcasting entity that directly or indirectly--

(A) rents contributor or donor names (or other personally identifiable information) to or from, or exchanges such names or information with, any Federal, State, or local candidate, political party, or political committee; or

(B) discloses contributor or donor names, or other personally identifiable information, to any nonaffiliated third party unless-- (i) such entity clearly and conspicuously discloses to the contributor or donor that such information may be disclosed to such third party; (ii) the contributor or donor is given the opportunity, before the time that such information is initially disclosed, to direct that such information not be disclosed to such third party; and(iii) the contributor or donor is given an explanation of how the contributor or donor may exercise that nondisclosure option.


Donor Lists

• You have to maintain control over the list• Know who non-affiliated third parties are• Just “say no” to political groups• Must offer an “opt out” for other non-affiliated

third parties• Law or judicial process will trump the “opt out”


Documentation

• Written Policies• Minutes• Discrete Accounting


Financial Reporting

• NFFS Miscalculation• Use of Restricted CSG Funds• Incorrect Charges to CPB Grants


Consequences

• Loss of Eligibility• Forfeiture• Planning is Essential


Contact Information

• Bob’s e-mail: [email protected]

• Bob’s phone: (202) 417-6797• www.publicmediaconsulting.com


http://www.publicmediaconsulting.com/

A 5x5 Model Webinar• Compliance - Stage 1• Presenters

o Ginny Z. Berson, NFCB

o John Crigler, Garvey Schubert Barer

o Melodie A. Virtue, Garvey Schubert Barer

• February 21, 2013• 1pm EST

Compliance - Stage 1

Compliance - Stage 1I. Public Inspection File

• Have one• Know you have one• Make it available on request• Keep it current• Get ready for strict scrutiny

Compliance - Stage 1II. Other Recordkeeping

Licenses & Chief Operator• Post licenses in studios• Post designation of Chief Operator

--Duties of Chief Operator--Contract for Chief Operator

Compliance - Stage 1Station Logs

• How logged and for how long• Transmitter readings/Calibrations• Equipment Performance Data• Drawing of electrical or mechanical

mods

Compliance - Stage 1EAS

• Required Weekly Test• Required Monthly Test• Monitoring assignments• Status of EAS Handbook

Compliance - Stage 1Tower and Lighting

• Tower light log• Antenna Structure Registration

Compliance - Stage 1Contracts

• Subchannel leasing• Rebroadcast consent• Sponsored contracts longer than 4

hours

Compliance - Stage 1EEO

Materials to respond to EEO audit• Most recent report on website• All notices advertising openings• Documents re outreach initiatives

Compliance - Stage 1EEO (cont.)

Materials to respond to EEO audit (cont.)• Discrimination complaints• Self assessment of EEO program• Review of pay, benefits, seniority,

promotions & selection techniques• Ensure union follows EEO policies

Compliance - Stage 1III. Ownership Rules

1. National and local limits on commercial stations

2. Rules for full-service NCE stations3. LPFM rules4. Cross-ownership rules5. Minority ownership initiatives

Compliance - Stage 1IV. Copyright

1. DMCA Performance Complement• Status of legislation• Risks of noncompliance

2. Broadcast of Online Music Services• What your PRO and SX licenses cover• Terms of Service for Pandora, Rdio• 3rd Party Interference of Contract

Compliance - Stage 1V. Payola Plugola

• Definitions• Sponsorship ID• Reasonable Diligence Requirement

Compliance - Stage 1VI. Indecency

• Haiku history• Current policy• Complaints• Fines

Compliance - Stage 1John Crigler

Melodie A. VirtueGarvey Schubert Barer

1000 Potomac Street N.W.Fifth Floor

Washington, DC 20007202-965-7880

[email protected]@gsblaw.com

This presentation contains information necessarily of a general nature that cannot be regarded as legal advice. The firm will be pleased to provide additional details and to discuss matters contained in

this presentation as they may apply in specific situations.

Compliance - Stage 1Other compliance webinars by John &

Melodie:• Music Licensing• Your Local Public File• Cover Your Assets: How to Renew Your

Broadcast License• Contest, Lotteries & Co-promotions

www.nfcb.orgLogin: memberareaPassword: nfcbersonly

A 5x5 Model Webinar

Compliance - Stage 1• Presenters

o Ginny Z. Berson, NFCB

o Robert Winteringham, CPB

• February 28, 2013• 1pm EST

Common Findings• Communications Act Requirements• Documentation• Discrete Accounting• NFFS Miscalculation

Open Meetings – the LawSection 396(k)(4) of the Communications Act (47 U.S.C. § 396(k)(4) states:

Funds may not be distributed pursuant to this subsection to the Public Broadcasting Service or National Public Radio (or any successor organization), or to the licensee or permittee of any public broadcast station, unless the governing body of any such organization, any committee of such governing body, or any advisory body of any such organization, holds open meetings preceded by reasonable notice to the public. All persons shall be permitted to attend any meeting of the board, or of any such committee or body, and no person shall be required, as a condition to attendance at any such meeting, to register such person's name or to provide any other information. Nothing contained in this paragraph shall be construed to prevent any such board, committee, or body from holding closed sessions to consider matters relating to individual employees, proprietary information, litigation and other matters requiring the confidential advice of counsel, commercial or financial information obtained from a person on a privileged or confidential basis, or the purchase of property or services whenever the premature exposure of such purchase would compromise the business interests of any such organization. If any such meeting is closed pursuant to the provisions of this paragraph, the organization involved shall thereafter (within a reasonable period of time) make available to the public a written statement containing an explanation of the reasons for closing the meeting.

Open Meetings – What is Open?

• Requirement is broad• Default Rule is Meeting Must be Open• People Have to be Able to Attend

When Can a Meeting be Closed?

• Is it a meeting?• Does it relate to public broadcasting?• Does it fall into a statutory exception?

Public Attendance

• Anonymity• Security – the rule is reasonableness• Telephonic meetings• Emergency meetings

Notice – What is Reasonable?

• In terms of time? A week• In terms of how? Posting advice

Posting Notice for a Meeting• CPB considers this reasonable:• A. Notice is placed in the "Legal Notices" or the radio and

television schedules section of a local newspaper in general circulation in the station's coverage area; or,

Notice is available through a recorded announcement that is accessible on the station's phone system; or

Notice is available through an announcement that is accessible on the station's web page; and

• B. Notice is communicated by letter, e-mail, fax, phone, or in person to any individuals who have specifically requested to be notified; and

• C. The station makes on-air announcements on at least three consecutive days once during each calendar quarter that explain the station's open meeting policy and provide information about how the public can obtain information regarding specific dates, times, and locations.

Open Meetings – Closed Meetings

• Create a written explanation for closure• Keep it handy• Distribute it like a notice of open meeting

Financial Records – the LawSection 396(k)(5) of the Communications Act states:

Funds may not be distributed pursuant to this subsection to any public telecommunications entity that does not maintain for public examination copies of the annual financial and audit reports, or other information regarding finances, submitted to the Corporation pursuant to subsection (l)(3)(B)."

Section 396(l)(3)(B) of the Act requires that each public telecommunications entity receiving funds from CPB shall be required:

(i) to keep its books, records, and accounts in such form as may be required by the Corporation;

(ii)(I) to undergo a biennial audit by independent certified public accountants or independent licensed public accountants certified or licensed by a regulatory authority of a State, which audit shall be in accordance with auditing standards developed by the Corporation, in consultation with the Comptroller General; or (II) to submit a financial statement in lieu of the audit required by subclause (I) if the Corporation determines that the cost of such audit on such entity is excessive in light of the financial condition of such entity; and

(iii) to furnish biennially to the Corporation a copy of the audit report required pursuant to clause (ii) as well as such other information regarding finances (including an annual financial report) as the Corporation may require.

Requirement Includes

• Annual financial reports filed with CPB• Audited statements or other financial

statements filed with CPB• Other information regarding finances

submitted to CPB in connection with audit reports and financial statements

Exempted Financial Records

• Financial information provided to CPB to accompany a proposal

• Financial support information to substantiate an audit

• Financial personnel records

Financial Records Storage Issues

• Keep the records handy• Exactly where? It is up to you

CABs – the LawSection 396(k)(8) of the Communications Act states:

(A) Funds may not be distributed pursuant to this subpart to any public broadcast station (other than any station which is owned and operated by a State, a political or special purpose subdivision of a State, or a public agency) unless such station establishes a community advisory board. Any such station shall undertake good faith efforts to assure that (i) its advisory board meets at regular intervals; (ii) the members of its advisory board regularly attend the meetings of the advisory board; and (iii) the composition of its advisory board are reasonably representative of the diverse needs and interests of the communities served by such station.

(B) The board shall be permitted to review the programming goals established by the station, the service provided by the station, and the significant policy decisions rendered by the station. The board may also be delegated any other responsibilities, as determined by the governing body of the station. The board shall advise the governing body of the station with respect to whether the programming and other policies of such station are meeting the specialized educational and cultural needs of the communities served by the station, and may make such recommendations as it considers appropriate to meet such needs.

(C) The role of the board shall be solely advisory in nature, except to the extent other responsibilities are delegated to the board by the governing body of the station. In no case shall the board have any authority to exercise any control over the daily management or operation of the station.

CABs – Do you need one?

• Default rule is that you must have a CAB…• Unless you are some sort of state entity• All private entities must have a CAB• Multiple licensees can share if the CAB

meets the requirements for each community

CABs – What do they do?

• The CAB must be independent• The CAB must be functional• The CAB must meet regularly• Open meetings requirement applies

CABs - Composition

• Station has discretion• Station personnel should not be on CAB• CAB must be representative

EEO – the LawSection 396(k)(11) of the Communications Act states:

(A) Funds may not be distributed pursuant to this subsection for any fiscal year to the licensee or permittee of any public broadcast station if such licensee or permittee-- (i) fails to certify to the Corporation that such licensee or permittee complies with the Commission's regulations concerning equal employment opportunity as published under section 73.2080 of title 47, Code of Federal Regulations, or any successor regulations thereto; or (ii) fails to submit to the Corporation the report required by subparagraph (B) for the preceding calendar year.

(B) A licensee or permittee of any public broadcast station with more than five full-time employees to file annually with the Corporation a statistical report, consistent with reports required by Commission regulation, identifying by race and sex the number of employees in each of the following full-time and part-time job categories: (i) Officials and managers. (ii) Professionals. (iii) Technicians. (iv) Semiskilled operatives. (v) Skilled craft persons. (vi) Clerical and office personnel. (vii) Unskilled operatives. (viii) Service workers.

(C) In addition, such report shall state the number of job openings occurring during the course of the year. Where the job openings were filled in accordance with the regulations described in subparagraph (A)(i), the report shall so certify, and where the job openings were not filled in accordance with such regulations, the report shall contain a statement providing reasons therefor. The statistical report shall be available to the public at the central office and at every location where more than five full-time employees are regularly assigned to work.

EEO – What does CPB Require?

• The only specific requirement for CPB is the statistical report

• You must certify you comply with the FCC rules

• If CPB gets a complaint, we refer the person to the EEOC

Donor Lists – the Law• Section 396(k)(12) of the Communications Act states:

Funds may not be distributed under this subsection to any public broadcasting entity that directly or indirectly--

(A) rents contributor or donor names (or other personally identifiable information) to or from, or exchanges such names or information with, any Federal, State, or local candidate, political party, or political committee; or

(B) discloses contributor or donor names, or other personally identifiable information, to any nonaffiliated third party unless-- (i) such entity clearly and conspicuously discloses to the contributor or donor that such information may be disclosed to such third party; (ii) the contributor or donor is given the opportunity, before the time that such information is initially disclosed, to direct that such information not be disclosed to such third party; and(iii) the contributor or donor is given an explanation of how the contributor or donor may exercise that nondisclosure option.

Donor Lists – Third Parties

• Any third party is a nonaffiliated third party unless the they are acting on behalf of and at the request of the public broadcasting entity for the purposes of the public broadcasting entity's fundraising development.

• Different departments within your organization are not third parties

Donor Lists - Privacy

• You have to maintain control over the list• Must offer an “opt out”• Law or judicial process will trump the “opt

out”

Donor Lists – Political Groups

• CPB defines candidate, political party and political committee

• Just don’t do it

Need More Information?

Guidelines are at • http://www.cpb.org/stations/certification/• Bob’s e-mail: [email protected]• Bob’s phone: (202) 879-9707


A 5x5 Model Webinar

Compliance – Mastering the Annual Financial Report (AFR)

• Presenters– Lackisha Freeman– Janis Lane-Ewart– Brian Terhorst

• July 23, 2013• 1pm EST

5x5 Model Webinar

COMPLIANCE

5x5 Model Webinar

Para la traducción simultánea al español llame al número telefónico 1-626-677-3000 y marque el Código 92-55-344#.

tel:1-626-677-3000

What We’ll Cover

• Schedules A – F

• Areas of Concern/College University Licensees

• Understanding Changes In AFR Variance

• Maintaining Compliance In Reporting

• Wrap-up and Questions

Schedule A – Direct Revenue• Track direct revenue sources eligible as NFFS with specific CSG

sub-code in accounting process – Schedule A being revised into specific sections to address OIG concerns about revenue types and types of revenue transactions.

• In-kind revenue is not to be reported on Schedule A• Direct revenue reported as Source – such as underwriting,

tower rental revenue, for-profit business community• Direct revenue reported as Form/Type – such as auction and

special fundraising revenue• Direct revenue sources not meeting NFFS must be reported in

“NFFS X” links located throughout Schedule A• Pay close attention to the exclusions in Business &

Industry/Line 9; Membership Premiums/Line10; Special Fundraising Activities/Line 14; Major Individual Donors/Line 19 and Other/Line 20 (i.e. sale of parking vouchers to volunteers).

Schedule B – Indirect Admin. Support

• Indirect administrative support an important portion of an Institutional Licensees’ AFR reporting.

• Institutional and station staff determine method of calculating indirect administrative support – OSA, F&A, MTDC, Basic Method or Grantee-Developed Method (requires pre-approval from CPB).

• GM, Institutional Finance Director and/or Advancement must have good & open working relationships.

• Station’s Chart of Accounts can be structured to feed directly into AFR, especially Schedule B.

Areas of Concern/College University Licensees

• GM not included in compiling AFR reporting process nor in direct communication with Finance Director, Comptroller or Audit team.

• Various departments reporting discrete areas of revenue and/or expense and GM is unaware of source or form as it related to AFR

• Relevant parties/departments only know segments of NFFS eligibility- limited effort at coordinated learning and areas of expertise.

Schedules C & D – In-kind Contributions

• Important to know all eligible NFFS sources of in-kind contributions.

• Trade revenue and sponsorships eligible as NFFS with appropriate documentation and evidence of fair market value.

• Review checklist of eligible NFFS in-kind donations of volunteer services.

• Ensure all contracts for trade revenue, sponsorships and in-kind donations from community members are documented on appropriate letterhead and with original signatures.

Schedule E - Expenses

• Required to report all expenses & investments in capital assets.

• Develop formula for calculating functional expenses by departments, square footage or functional allocation and adjust annually based on changes in staffing, building space, etc.

• Schedule E is being revised to eliminate recurring mistakes in process of reporting functional allocations; sub-parts to be added to ensure discrete accounting method is employed for tracking CSG grant.

Schedule F – Reconciliation With Audited Financial Statements

• All revenue sources and expenses MUST track back to audited financial statements.

• Common errors such as rounding or reporting invalid source of direct revenue or expense result in non-reconciliation of Schedule F.

• Reconciliation mistakes are linked to misreporting of ineligible NFFS items – check Schedules A, C&D for areas where “NFFS X” should have been reported.

Understanding Changes In Variance

• Important to review variances over 10% - up or down with staff and board members as part of annual financial planning process.

• Annual financial reports are maintained online for 3-4 years – quick method for reviewing financial status over time.

• Functional allocations may be source of variance and affecting dips in variance – be sure to review calculations and rationale for assigned percentages regularly.

Maintaining Compliance In Reporting

• CPB’s Office of Inspector General is increasingly reviewing AFR’s for areas of non-compliance in discrete accounting methods.

• Repeated declines in certain revenue areas may lead OIG to review institutions compliance with overall CSG Communications Act requirements.

• OIG is increasing practice of issuing fines for non-compliance, in addition to reducing size of CSG grant – w/i last three months fines have been levied from $5,000 to $70,000.

Wrap Up• Preparation/Gathering Information throughout

the year essential to mastering AFR reporting.• Discrete accounting and proper documentation

to support ALL CSG revenue and expenses is vital to success.

• Check eligible and ineligible NFFS sources annually – reporting requirements to change.

• Make your audit team your best friend(s) – they are the key to your success in Mastering the Annual Financial Report.

Need Direct Assistance from CPB?

• Send questions to [email protected]• Call 202.879-9600.• Stay tuned for more information on

possible NFCB member service for CPB compliance consultations.

Thank You• Rock-star presenters Lackisha Freeman and

Brian Terhorst – and behind the scenes, Barbara Hamm Lee.

• NFCB extends a huge thank you to Latino Public Radio Consortium and Maria Diaz Di Capta for translation services.

• This webinar also made possible by the support of the Corporation for Public Broadcasting.

Compliance – All Levels

5x5 Model Webinar

past slides

Leadership & Management