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Ernesto Aguilar

This document contains information from a webinar on engagement stages 2 and 3 using a 5x5 presentation model. It discusses using census data and other tools to map volunteer populations compared to local populations to identify areas for improved representation. Examples are given of specific radio stations' community mapping and partnership efforts. The importance of partnerships for programming and investing time/staff is emphasized.

Liderazgo y gestión
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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-Ewart Executive Director janislaneewart@kfai.org 612.341.3144 www.kfai.org
Engagement-Stage 2 Mapping Volunteer Population VS 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/City http://quickfacts.census.gov/qfd/states/27000lk.html What’s New – Relevant Data About Population, Housing, Languages, etc. http://quickfacts.census.gov/qfd/news.html
Engagement-Stage 2: Human & Capital Resources Area Colleges, Universities, High School Internship Programs Students earn course credit for conducting research /mapping process for nonprofits organizations. Local Institutions Conducting Research e.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 Institutions An organization with a mutual interest in the data collected such as an area foundation or institution may garner free human resources.
Engagement-Stage 2: KFAI Volunteer Mapping Results
Engagement-Stage 2 Conclusions 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 Kane Executive Director sally@kvnf.org 970.527.4866 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/statab/
Engagement-Stage 2 Ann Alquist Director of Radio Engagement Ann.alquist@mediaengage.org 608.890.2976 www.mediaengage.org
Engagement-Stage 2 Tools Using Data Next Steps
Engagement-Stage 2: Tools Interactive Census Map: http://2010.census.gov/2010census/popmap/ Freeware: www.zipmap.net 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.
Engagement-Stage 2: Next Steps 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.
Engagement-Stage 2: Next Steps 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.
S E P T O C T N O V D E C J A N F E B M A R A P R M A Y J U N E J U L Y A U G E P R I M E R X X IN T E N SI V E S 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 • October 29, 2012 • 1pm EST
Engagement-Stage 3
Engagement-Stage 3 November 2012 5x5 Webinars: Programming
A 5x5 Model Webinar • Engagement-Stage 3 • Presenters – Ginny Z. Berson – Maxie C Jackson III – Ann Alquist • October 29, 2012 • 1pm EST
A 5x5 Model Webinar • Engagement-Stage 3 • Presenters – Ginny Z. Berson – Maxie C Jackson III – Ann Alquist • October 29, 2012 • 1pm EST
Engagement-Stage 3
Engagement-Stage 3 Most Important Tools: Database & Ability to Listening
Engagement-Stage 3 Ann Alquist Director of Radio Engagement Ann.alquist@mediaengage.org 608.890.2976 www.mediaengage.org
Engagement-Stage 3 PARTNERSHIPS ARE KEY PARTNERSHIPS REQUIRE INVESTMENTS OF TIME AND STAFF
Engagement-Stage 3 Station Example: WDET Crossing The Lines
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 Fehle The Craig Fehle Show
Engagement-Stage 3 1. 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/
Engagement-Stage 3 PARTNERSHIPS ARE KEY PARTNERSHIPS REQUIRE INVESTMENTS OF TIME AND STAFF
Engagement-Stage 3 Ann Alquist Director of Radio Engagement Ann.alquist@mediaengage.org 608.890.2976 www.mediaengage.org
Engagement-Stage 3 3 A’s of Public Life Authority: 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 Resources Understanding 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 2012 5x5 Webinars: Programming
S E P T O C T N O V D E C J A N F E B M A R A P R M A Y J U N E J U L Y A U G E P R I M E R X X IN T E N SI V E S 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 1 Stage 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. Lifestyle 2. Format flow and quality of programming 3. 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 Directors Policy Governance “What good/benefits for which people, at what cost?”
5x5 Model Webinar Programming-Stage 1 Two Board Policies 1. Programming “…intellectually and emotionally stimulating, capable of satisfying an audience with diverse, eclectic musical interests.”
5x5 Model Webinar Programming-Stage 1 2.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 1 Formatting: “On The River” Why? Board policies Need for change from “my show” culture Demographics – 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 1 Formatting: “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 1 By 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 Population Current coverage area 159,469 Coverage area pre-KBXE 121,719 Population density: 9 people per km2 * Source: CPB
5x5 Model Webinar Programming-Stage 1 The Future Addition of KBXE 90.5 Volunteer response Measuring our success
5x5 Model Webinar Programming-Stage 2 Stage 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 2 Thursday, 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 2
5x5 Model Webinar Programming-Stage 2 Stage 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 2 Various Approaches Cultural-preservation Research-driven Psycho- Segmentation
5x5 Model Webinar Programming-Stage 2
5x5 Model Webinar Programming-Stage 2 In 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 2 www.wmmt.org From “Patch Quilt” to “Strips & Blocks” grid Music Variety Public Affairs
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
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 WBGO Since music scheduling impacts the time listeners spend with us, we follow an hourly clock and regularly evaluate our mix of music Following 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 2 Radio Researchers: P1=Good P2, 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 2 Jacobs 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 2 2011 Thanksgiving Jazz Parade Poll Female Vocalists 1Ella Fitzgerald164 2Sarah Vaughan82 3Billie Holiday70 4Diana Krall41 5Dinah Washington40 6Nancy Wilson27 7Nina Simone20 8Carmen McRae18 9Shirley Horn17 10Betty Carter15 Male Vocalists 1Frank Sinatra129 2Johnny Hartman73 3Ray Charles61 4Joe Williams42 5Tony Bennett41 6Mel Torme35 7Nat Cole34 8Louis Armstrong18 9Lou Rawls16 10Sammy Davis, Jr.15 Piano 1Oscar Peterson115 2Thelonious Monk70 3Bill Evans61 4Herbie Hancock39 5Chick Corea30 6McCoy Tyner22 7Duke Ellington20 8Art Tatum18 9Keith Jarrett16 10Horace Silver16
5x5 Model Webinar Programming-Stage 2 Building a Listener Coalition Creatives Idealists Eavesdroppers
5x5 Model Webinar Programming-Stage 2 Distinctive - High Visibility Local Programming Your Call solutions-oriented participatory Crosscurrents Context Culture connection
5x5 Model Webinar Programming-Stage 2 Decision Process A Rubric should help you say YES or NO Local News Headlines America’s Test Kitchen VS 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 2012 Webinars Development
5x5 Model Webinar Programming-Stage 2
A 5x5 Model Webinar • Development-Stage 1 • Presenters o Ginny Z. Berson o Maxie C Jackson III o June Fox, DEI o Kim McCarson, o Isabel Pichardo • December 10, 2012 • 4pm EST
Development - Stage 1
Development - Stage 1
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 1 H. June Fox Director DEI Station & Business Relations 703.759.2221 www.deiworksite.org
Development - Stage 1 Membership Program • Pledge Drives 2x/yr o April & October • Within 48 hours of pledge o Pledge Reminders o Thank You Letters o Time IS money • Communicate Throughout the Membership Year o eBlasts o Newsletter o Event Invitations o Thanks-a-thons
Development - Stage 1 Renewal 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 1 Letter 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 1
Development - Stage 1 What Should Your Mailing Include? • Carrier Envelope o white envelope with your station’s return address • Letter o one sheet (can be front and back if you like) • Response Device o separate card or perforated section at bottom of letter • Return / Courtesy Envelope o 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 1 DATABASES Allegiance - $15,000+ www.allegiancesoftware.com MemSys - $10,000+ www.memsys.com Donor Pro - $2,160/yr + .005/record www.towercare.com Gift Works - $600 www.giftworksconnect.com Donor Snap - $500 www.donorsnap.com eTapestry - Free+ www.etapestry.com Be sure to look for discounts via www.techsoup.com
Development - Stage 1 OPTIONAL STAFFING Station Volunteers Retired Service Programs Disabled Citizens Groups
Development - Stage 1 Kim McCarson Executive Director kim@koop.org
Development - Stage 1 KOOP 97.1fm 18 years old 3,000 watts 1800 members 150 volunteers staff: 2 ft, 2 pt Mixed format Share frequency $270k Annual Budget
Development - Stage 1 Looking 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 1 Direct Mail Campaign Increased mailed-in donations Renewals 18% increase in renewal income Ask strings Lapsed 84% increase Additional gifts 90% increase Very little cost Printing & Postage costs: 18% of lapsed letter income 13% of end of year addt'l gift income No Increased cost in thank you gifts
Development - Stage 1 Pledge Drive Introduced pitch practice Required minimum of 5 pitches/hour New Incentives: T-shirts Benefit Card Fast Fulfillment: 3 weeks
Development - Stage 1
Development - Stage 1 Mistakes to Avoid Taking on too much at once Trying to do it all yourself Instead... 1 Step at a time Devise a plan and goals Decide what you can implement Determine what worked/didn't work Delegate!
Development - Stage 1 Isabel Pichardo WRTU/WRUO Development Coordinator 787.764.0000 ext 15741# lpichardo@wrtu.pr www.wrtu.pr How we developed a “Boricua” Fundraiser effort in Puerto Rico
Development - Stage 1 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 1 1-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 1 Community 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 1 Awareness 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 1 Preparation & 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 1 1999: 1st On-Air Fundraiser Selected 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
Development - Stage 1 Plan, 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
Development - Stage 1 Lessons 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
Development - Stage 1 We 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 Not Fundraising... Be Visible
Development - Stage 1 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 1 Fundraising 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
Development - Stage 1
A 5x5 Model Webinar • Development-Stage 2 • Presenters o Ginny Z. Berson o Maxie C Jackson III o June Fox, DEI o Beverly Hacker, KDHX o Brian Terhorst, KCHO o Pearl Stark, KPOV • December 14, 2012 • 1pm EST
Development - Stage 2
Development - Stage 2
Development - Stage 2 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 2 H. June Fox Director DEI Station & Business Relations 703.759.2221 www.deiworksite.org
Development - Stage 2 Diversify Revenues Continue Growing Membership Decrease Reliance Increase Financial Stability
Development - Stage 2 Easier to get renewal and/or larger donations from current donors Growing current donors critical to station's financial health & stability
Development - Stage 2 Additional Gifts Program Services Challenge Appeal Special Needs Equipment Record Library Other budget items Emergency - tower, dues
Development - Stage 2 Send at least 1 additional gift letter per year Exclude anyone currently getting a renewal letter Those 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 2 Timing of Add Gift Appeals • Prior to each on-air pledge drive • End of calendar year • End of fiscal year Additional Gift Letters Asking 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 2 Add Gift Conservative .5x renewal amount Renewal amount 1.5x renewal amount Ask Chart Aggressive Renewal amount 1.5x renewal amount 2x renewal amount
Development - Stage 2 Beverly Hacker Executive Director KDHX Community Media bhacker@kdhx.org
Development - Stage 2 KDHX 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 Format Volunteer programmed $1.3 M annual revenues – 40% from
Development - Stage 2 Historically, 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 2 Set 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 2 Back-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
Development - Stage 2 Planning, 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 2 Education for programmers and listeners Train 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 membership Head – No renewals, no need to call during drive, automatic premiums in spring & fall Heart – Its better for the station, I can give more Wallet – planned payments, annual tax letter Set realistic goals for drives with consideration for the effect of sustainer conversions
Development - Stage 2 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 2
Development - Stage 2
Development - Stage 2
Development - Stage 2 Stewardship • Initial gift confirmation o Acknowledgement o Amount / start date / draw date confirmation o Explanation of benefits o Welcome • Spring/Fall premiums • Year-end add gift appeal • >$30/mo – Sound Investor welcome • Sound Investor party invitations • Annual tax letter
Development - Stage 2 Results • Prior to instituting sustaining membership o 2 drives per year with the occasional ‘emergency’ drive • FYE 9/30/2009 o 2 drives - $125K each o Sustaining gifts - $38K • FYE 9/30/2012 o 2 drives - $150 K each o Sustaining gifts - $212K
Development - Stage 2 Brian Terhorst bterhorst@csuchico.edu General Manager Northstate Public Radio KCHO 91.7 FM, Chico & KFPR 88.9 FM, Redding California State University, Chico, California
Development - Stage 2 Who 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
Development - Stage 2
Development - Stage 2
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: $91,096 o Sustainer Breakdown:  EFT: $76,209  Monthly CC Debits: $7,266 (new and growing)  University Payroll Deductions: $7,621
Development - Stage 2 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 UA o 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
Development - Stage 2 Sustainer 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 sustainers o Incentives o Custom mailers o 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
Development - Stage 2 Pearl Stark Station Manager KPOV 88.9 fm High Desert Community Radio www.kpov.org pearl@kpov.org 541.322.0863
Development - Stage 2 Station 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 2 KPOV’s grant history: 2004 – 2008 we averaged $10,000/year 2009, 2010: $4000/year 2011: $36,000 2012: $34,000 committed 2013: $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 2 Who 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 2 How 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
Development - Stage 2 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 2 Things 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/mission o What problem are you addressing o How will you solve it
Development - Stage 2 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.
Development - Stage 2
Governance: Stage 1 & 2 Community Licensees Your Station as a Valuable Asset
A 5x5 Model Webinar • • Governance Stage 1&2 Community Licensees • Presenters o Matt Murphy, WERU o Barry Gilbert, KGNU o Winston Clark, WJFF o 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&2 Community Licensees
Governance - Stage 1&2 Community Licensees
Governance - Stage 1&2 Community Licensees Matt Murphy General Manager WERU matt@weru.org
Governance - Stage 1&2 Community Licensees WERU Profile Broadcasting since 1988 Programming Format: diverse music and public affairs 15,000 watts & 100 watts (translator) Location: Coastal & Eastern Maine (2,000 square miles) Population: 200,000 Community Support: 2,100 individual & household members, 200 business members and 200 underwriters Annual Budget: $500,000 Paid 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.)
Governance - Stage 1&2 Community Licensees 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.)
Governance - Stage 1&2 Community Licensees Building a Strong Board: Strategic & Consistent Board Development 1. Board Membership/Development Committee 2. Board Composition Matrix 3. Prospect Cultivation 4. Nomination & Election Process 5. Board & Governance Policies & Handbook 6. Mutual Understanding Between Board & Staff 7. Specific Roles for Board Members 8. Board Member Agreement 9. Structured Board Meetings 10. Feeding the Board “Best Practices” 11. GM Coaching & “Support Group”
Governance - Stage 1&2 Community Licensees 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.
Governance - Stage 1&2 Community Licensees Barry Gilbert Board Chair, KGNU barry@kgnu.org
Governance - Stage 1&2 Community Licensees • Board’s Role in Fundraising o Should be expected of every board member o Fundraising takes many forms o Part of board’s culture • Stretch your comfort zone, but take a light touch
Governance - Stage 1&2 Community Licensees • Code of Ethics o No conflicts of interest (monetary gain, gifts, family member on staff, etc. Actual or perceived) o Respect confidentiality o Act with Integrity (do what you say you will do) o Compliance with bylaws, regulations, etc.
Governance - Stage 1&2 Community Licensees What Does the Board Need from the Station Manager? Budget process/issues Committees Legal/FCC/CPB risks and issues Significant personnel issues/changes Reports, emails Coach, sounding board, counsel, partner
Governance - Stage 1&2 Community Licensees Winston Clark Station Manager WJFF: 845.482.4141 Cell: 845.551.1849
Governance - Stage 1&2 Community Licensees
Governance - Stage 1&2 Community Licensees · 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
Governance - Stage 1&2 Community Licensees 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
Governance - Stage 1&2 Community Licensees 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
Governance - Stage 1&2 Community Licensees
Governance - Stage 1&2 Community Licensees Elected Boards KVNF Example • 9 person board • Staggered terms • Self nominating • Elected by the members • Online ballots prior to annual meeting • Ballots counted at annual meeting
Governance - Stage 1&2 Community Licensees Recruit Orient Cultivate Follow Through Elected Boards KVNF 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.
Governance - Stage 1&2 Community Licensees
Governance: Stage 1 & 2 University Licensees Your Station as a Valuable Asset
A 5x5 Model Webinar • Governance Stage 1&2 University Licensees • Presenters o Ginny Z. Berson o Maxie C Jackson III o Craig Beeby, USA • January 24, 2013 • 1pm EST
Governance - Stage 1&2 University Licensees
Governance - Stage 1&2 University Licensees
Governance - Stage 1&2 University 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
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How 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.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station Create relationships fruitful for station & licensee. Trust What part of the university/college is worth illuminating? PSA’s News Source Interviews
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station What parts of the university/college departments & schools should be brought into universal buy-in? • Administration – (Average President’s Tenure 5 years)
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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)
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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)
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station What parts of the university/college departments & schools should be brought into universal buy-in? Communicate Annual Value Describe Weekly Cume: • How many times does station fill stadium or arena each week? • Quantitative Worth • Public Service Value • Public Relations Value
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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 Audience Fills the stadium 52-weeks Each Year
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station What parts of the university/college departments & schools should be brought into universal buy-in? Athletic Department - Stadium Holds 60,000 6 Weekends per year X 6- 5-Hour Periods Per Year
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station What parts of the university/college departments & schools should be brought into universal buy-in? Radio Station Audience - Fills Stadium 52 Weeks per year X 52 Weeks Per Year
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station WNCU North Carolina Central University Public Service Annual Value $2,398,794
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station WNCU North Carolina Central University Public Relations Annual Value $861,480
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station WNCU Equivalent Annual Value to NCCU Public Service Value $2,398,794 Public Relations Value $ 861,480 Total $3,260,274
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station Brag in manner that boss and university can take the credit and they can take to their bosses, boards, and constituencies
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
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How 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)
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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.
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
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate Sometimes you simply have to wait for university administrations to leave
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate Be patient It takes time and energy that will be added to all the other jobs and duties the GM has.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate 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.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate 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.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate 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?
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate 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.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate 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.
Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset 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
Governance - Stage 1&2 University Licensees Discussion Craig Beeby Ginny Berson Maxie Jackson craig.usa@att.net ginnyz@nfcb.org
Governance - Stage 1&2 University Licensees Craig Beeby University Station Alliance E.D. craig.usa@att.net @CraigBeeby
Governance - Stage 1&2 University Licensees
Governance: Stage 1 & 2 Tribal Licensees Your Station as a Valuable Asset
A 5x5 Model Webinar • Governance Stage 1&2 Tribal Licensees • Presenters o Ginny Z. Berson o Maxie C Jackson III o Debra Croswell, KCUW o Sial Thonolig, KOHN o Sue Matters, KWSO • January 24, 2013 • 3pm EST
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees Debra Croswell Deputy Executive Director Confederated Tribes of the Umatilla Indian Reservation www.kcuwradio.org debracroswell@ctuir.org 541.429.7391
Governance - Stage 1&2 Tribal Licensees 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.)
Governance - Stage 1&2 Tribal Licensees • 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 plans o formal bi-annual reporting to the governing body o monthly policy-level reporting to the governing body o weekly activity summaries that are shared with all department directors and the governing body, etc.
Governance - Stage 1&2 Tribal Licensees 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).
Governance - Stage 1&2 Tribal Licensees 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.
Governance - Stage 1&2 Tribal Licensees • 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.
Governance - Stage 1&2 Tribal Licensees Sial Thonolig General Manager Hewel Ni'ok sial.thonolig@tonation-nsn.gov
Governance - Stage 1&2 Tribal 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
Governance - Stage 1&2 Tribal Licensees • 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 Services o Information Flow o Culturally based programming and operations
Governance - Stage 1&2 Tribal Licensees • 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
Governance - Stage 1&2 Tribal Licensees Sue Matters Station Manager KWSO - Confederated Tribes of Warm Springs smatters@wstribes.org 541.553.1968
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees
Governance - Stage 1&2 Tribal Licensees
5 x 5 Webinar: Compliance Public Media Consulting Group
Public Media Consulting Group CPB Compliance Matters! Be Forewarned and Be Prepared Robert M. Winteringham
Public Media Consulting Group CSG New FY2014 Requirements are in Effect! • New NFFS Minimums • Diversity • Transparency • Data Security
Public Media Consulting Group Diversity Requirement 1. Established formal goal of diversity 2. Implemented following: Reviewed practices to fulfill the station’s commitment to diversity and meet FCC rules; AND Post website statement no later than September 30, 2014
Public Media Consulting Group Diversity 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 Group Transparency 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
Public Media Consulting Group Common Findings • Communications Act Requirements • Documentation • Discrete Accounting • NFFS Miscalculation
Public Media Consulting Group Open Meetings • Meetings Weren’t Open to the Public • Lack of Public Notice • On-air Announcements • No Written Explanation
Public Media Consulting Group Open 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.
Public Media Consulting Group Open Meetings • Broad Requirement • Anonymous Observation • Meetings Preceded by Reasonable Notice • Written Explanation Made Available
Public Media Consulting Group Open Financial Records and EEO Requirements • AFRs & Audited Financial Statments Not Available • Employment Statistical Report Not Available
Public Media Consulting Group Open 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.
Public Media Consulting Group 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 Group Equal Employment Opportunities - The Law Section 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.
Public Media Consulting Group Equal Employment Opportunities • The only specific requirement for CPB is the statistical report • Maintain report for public inspection • Compliance with the FCC rules
Public Media Consulting Group CABs and Donor Lists • Lack of Proof of Functional CABs • Lack of Documentation
Public Media Consulting Group CABs - The Law Section 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.
Public Media Consulting Group 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 Group 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.
Public Media Consulting Group 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”
Public Media Consulting Group Documentation • Written Policies • Minutes • Discrete Accounting
Public Media Consulting Group Financial Reporting • NFFS Miscalculation • Use of Restricted CSG Funds • Incorrect Charges to CPB Grants
Public Media Consulting Group Consequences • Loss of Eligibility • Forfeiture • Planning is Essential
Public Media Consulting Group Contact Information • Bob’s e-mail: bobw@publicmediaconsulting.com • Bob’s phone: (202) 417-6797 • 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 1
Compliance - Stage 1 I. Public Inspection File • Have one • Know you have one • Make it available on request • Keep it current • Get ready for strict scrutiny
Compliance - Stage 1 II. Other Recordkeeping Licenses & Chief Operator • Post licenses in studios • Post designation of Chief Operator --Duties of Chief Operator --Contract for Chief Operator
Compliance - Stage 1 Station Logs • How logged and for how long • Transmitter readings/Calibrations • Equipment Performance Data • Drawing of electrical or mechanical mods
Compliance - Stage 1 EAS • Required Weekly Test • Required Monthly Test • Monitoring assignments • Status of EAS Handbook
Compliance - Stage 1 Tower and Lighting • Tower light log • Antenna Structure Registration
Compliance - Stage 1 Contracts • Subchannel leasing • Rebroadcast consent • Sponsored contracts longer than 4 hours
Compliance - Stage 1 EEO Materials to respond to EEO audit • Most recent report on website • All notices advertising openings • Documents re outreach initiatives
Compliance - Stage 1 EEO (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 1 III. Ownership Rules 1. National and local limits on commercial stations 2. Rules for full-service NCE stations 3. LPFM rules 4. Cross-ownership rules 5. Minority ownership initiatives
Compliance - Stage 1 IV. 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 1 V. Payola Plugola • Definitions • Sponsorship ID • Reasonable Diligence Requirement
Compliance - Stage 1 VI. Indecency • Haiku history • Current policy • Complaints • Fines
Compliance - Stage 1 John Crigler Melodie A. Virtue Garvey Schubert Barer 1000 Potomac Street N.W. Fifth Floor Washington, DC 20007 202-965-7880 jcrigler@gsblaw.com mvirtue@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 1
Compliance - Stage 1 Other 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.org Login: memberarea Password: nfcbersonly
A 5x5 Model Webinar Compliance - Stage 1 • Presenters o Ginny Z. Berson, NFCB o Robert Winteringham, CPB • February 28, 2013 • 1pm EST
Compliance - Stage 1
Compliance - Stage 1
Common Findings • Communications Act Requirements • Documentation • Discrete Accounting • NFFS Miscalculation
Open 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 – 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 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.
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 Law Section 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 Law Section 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
Compliance - Stage 1
Need More Information? Guidelines are at • http://www.cpb.org/stations/certification/ • Bob’s e-mail: winteringham@cpb.org • 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
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Past Slides

  • 1. Webinars and Slides NFCB 5x5 Presentations
  • 2. 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
  • 4.
  • 5. Engagement-Stage 2 Janis Lane-Ewart Executive Director janislaneewart@kfai.org 612.341.3144 www.kfai.org
  • 6. Engagement-Stage 2 Mapping Volunteer Population VS Twin Cities Population
  • 7. 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.
  • 8. Engagement-Stage 2: Universal Resources United States Census Data Site http://quickfacts.census.gov/qfd/states/27000.html Quick Links-State/County/City http://quickfacts.census.gov/qfd/states/27000lk.html What’s New – Relevant Data About Population, Housing, Languages, etc. http://quickfacts.census.gov/qfd/news.html
  • 9. Engagement-Stage 2: Human & Capital Resources Area Colleges, Universities, High School Internship Programs Students earn course credit for conducting research /mapping process for nonprofits organizations. Local Institutions Conducting Research e.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 Institutions An organization with a mutual interest in the data collected such as an area foundation or institution may garner free human resources.
  • 11. Engagement-Stage 2 Conclusions 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
  • 12. Engagement-Stage 2 Sally Kane Executive Director sally@kvnf.org 970.527.4866 www.kvnf.org
  • 13. 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
  • 14. 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
  • 15. 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/statab/
  • 16. Engagement-Stage 2 Ann Alquist Director of Radio Engagement Ann.alquist@mediaengage.org 608.890.2976 www.mediaengage.org
  • 18. Engagement-Stage 2: Tools Interactive Census Map: http://2010.census.gov/2010census/popmap/ Freeware: www.zipmap.net www.citi-data.com
  • 19. Engagement-Stage 2: Using Data: Census Data, Zip Codes, Influencers
  • 20. 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.
  • 21. Engagement-Stage 2: Next Steps 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.
  • 22. Engagement-Stage 2: Next Steps 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.
  • 26. A 5x5 Model Webinar • Engagement-Stage 3 • Presenters – Ginny Z. Berson – Maxie C Jackson III – Ann Alquist • October 29, 2012 • 1pm EST
  • 28. Engagement-Stage 3 November 2012 5x5 Webinars: Programming
  • 29. A 5x5 Model Webinar • Engagement-Stage 3 • Presenters – Ginny Z. Berson – Maxie C Jackson III – Ann Alquist • October 29, 2012 • 1pm EST
  • 30. A 5x5 Model Webinar • Engagement-Stage 3 • Presenters – Ginny Z. Berson – Maxie C Jackson III – Ann Alquist • October 29, 2012 • 1pm EST
  • 33. Engagement-Stage 3 Ann Alquist Director of Radio Engagement Ann.alquist@mediaengage.org 608.890.2976 www.mediaengage.org
  • 36. 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 Fehle The Craig Fehle Show
  • 37. Engagement-Stage 3 1. 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.
  • 38. 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/
  • 40. Engagement-Stage 3 Ann Alquist Director of Radio Engagement Ann.alquist@mediaengage.org 608.890.2976 www.mediaengage.org
  • 41. Engagement-Stage 3 3 A’s of Public Life Authority: Do you have authority in your community? Authenticity: Do your words and actions reflect authenticity? Accountability: Are you accountable for your words and deeds?
  • 42. Engagement-Stage 3 Useful Resources Understanding 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
  • 43. Engagement-Stage 3 November 2012 5x5 Webinars: Programming
  • 47. 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
  • 51. 5x5 Model Webinar Programming-Stage 1 Stage 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
  • 52. 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
  • 53. 5x5 Model Webinar Programming-Stage 1 Radio Listening is Determined by: 1. Lifestyle 2. Format flow and quality of programming 3. Competition in the market
  • 54. 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.
  • 55. 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
  • 56. 5x5 Model Webinar Since 1976 Programming-Stage 1
  • 57. 5x5 Model Webinar Programming-Stage 1 Board of Directors Policy Governance “What good/benefits for which people, at what cost?”
  • 58. 5x5 Model Webinar Programming-Stage 1 Two Board Policies 1. Programming “…intellectually and emotionally stimulating, capable of satisfying an audience with diverse, eclectic musical interests.”
  • 59. 5x5 Model Webinar Programming-Stage 1 2.Audience “…made up primarily of people who live in northern Minnesota, who are community- based, intellectually curious, and enjoy diverse music and cultures.”
  • 60. 5x5 Model Webinar Programming-Stage 1 Formatting: “On The River” Why? Board policies Need for change from “my show” culture Demographics – audience Timed to coincide with move to new station
  • 61. 5x5 Model Webinar Programming-Stage 1 Formatting: “On The River” • How? – focus groups – group sessions – focus statement – core values
  • 62. 5x5 Model Webinar Programming-Stage 1 Formatting: “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
  • 63. 5x5 Model Webinar Programming-Stage 1 By 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
  • 64. 5x5 Model Webinar Programming-Stage 1 Population Current coverage area 159,469 Coverage area pre-KBXE 121,719 Population density: 9 people per km2 * Source: CPB
  • 65. 5x5 Model Webinar Programming-Stage 1 The Future Addition of KBXE 90.5 Volunteer response Measuring our success
  • 66. 5x5 Model Webinar Programming-Stage 2 Stage 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 2 Thursday, November 15th @ 1pm EST Focused Formats & Best Practices Featuring Station presenters
  • 68. 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
  • 71. 5x5 Model Webinar Programming-Stage 2 Stage 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
  • 73. 5x5 Model Webinar Programming-Stage 2 Various Approaches Cultural-preservation Research-driven Psycho- Segmentation
  • 75. 5x5 Model Webinar Programming-Stage 2 In 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)
  • 76. 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.
  • 77. 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.
  • 78. 5x5 Model Webinar Programming-Stage 2 www.wmmt.org From “Patch Quilt” to “Strips & Blocks” grid Music Variety Public Affairs
  • 79. 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
  • 80. 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 WBGO Since music scheduling impacts the time listeners spend with us, we follow an hourly clock and regularly evaluate our mix of music Following 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.
  • 81. 5x5 Model Webinar Programming-Stage 2 Radio Researchers: P1=Good P2, 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
  • 82. 5x5 Model Webinar Programming-Stage 2 Jacobs 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
  • 83. 5x5 Model Webinar Programming-Stage 2 2011 Thanksgiving Jazz Parade Poll Female Vocalists 1Ella Fitzgerald164 2Sarah Vaughan82 3Billie Holiday70 4Diana Krall41 5Dinah Washington40 6Nancy Wilson27 7Nina Simone20 8Carmen McRae18 9Shirley Horn17 10Betty Carter15 Male Vocalists 1Frank Sinatra129 2Johnny Hartman73 3Ray Charles61 4Joe Williams42 5Tony Bennett41 6Mel Torme35 7Nat Cole34 8Louis Armstrong18 9Lou Rawls16 10Sammy Davis, Jr.15 Piano 1Oscar Peterson115 2Thelonious Monk70 3Bill Evans61 4Herbie Hancock39 5Chick Corea30 6McCoy Tyner22 7Duke Ellington20 8Art Tatum18 9Keith Jarrett16 10Horace Silver16
  • 84. 5x5 Model Webinar Programming-Stage 2 Building a Listener Coalition Creatives Idealists Eavesdroppers
  • 85. 5x5 Model Webinar Programming-Stage 2 Distinctive - High Visibility Local Programming Your Call solutions-oriented participatory Crosscurrents Context Culture connection
  • 86. 5x5 Model Webinar Programming-Stage 2 Decision Process A Rubric should help you say YES or NO Local News Headlines America’s Test Kitchen VS The Moth Radio Hour
  • 87. 5x5 Model Webinar Programming-Stage 2 Sound & tone Promotion & partnerships Power of small, produced pieces
  • 88. 5x5 Model Webinar Programming-Stage 2 December 2012 Webinars Development
  • 90. A 5x5 Model Webinar • Development-Stage 1 • Presenters o Ginny Z. Berson o Maxie C Jackson III o June Fox, DEI o Kim McCarson, o Isabel Pichardo • December 10, 2012 • 4pm EST
  • 93. 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
  • 94. Development - Stage 1 H. June Fox Director DEI Station & Business Relations 703.759.2221 www.deiworksite.org
  • 95. Development - Stage 1 Membership Program • Pledge Drives 2x/yr o April & October • Within 48 hours of pledge o Pledge Reminders o Thank You Letters o Time IS money • Communicate Throughout the Membership Year o eBlasts o Newsletter o Event Invitations o Thanks-a-thons
  • 96. Development - Stage 1 Renewal 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
  • 97. Development - Stage 1 Letter 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
  • 99. Development - Stage 1 What Should Your Mailing Include? • Carrier Envelope o white envelope with your station’s return address • Letter o one sheet (can be front and back if you like) • Response Device o separate card or perforated section at bottom of letter • Return / Courtesy Envelope o 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!
  • 100. Development - Stage 1 DATABASES Allegiance - $15,000+ www.allegiancesoftware.com MemSys - $10,000+ www.memsys.com Donor Pro - $2,160/yr + .005/record www.towercare.com Gift Works - $600 www.giftworksconnect.com Donor Snap - $500 www.donorsnap.com eTapestry - Free+ www.etapestry.com Be sure to look for discounts via www.techsoup.com
  • 101. Development - Stage 1 OPTIONAL STAFFING Station Volunteers Retired Service Programs Disabled Citizens Groups
  • 102. Development - Stage 1 Kim McCarson Executive Director kim@koop.org
  • 103. Development - Stage 1 KOOP 97.1fm 18 years old 3,000 watts 1800 members 150 volunteers staff: 2 ft, 2 pt Mixed format Share frequency $270k Annual Budget
  • 104. Development - Stage 1 Looking 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
  • 105. Development - Stage 1 Direct Mail Campaign Increased mailed-in donations Renewals 18% increase in renewal income Ask strings Lapsed 84% increase Additional gifts 90% increase Very little cost Printing & Postage costs: 18% of lapsed letter income 13% of end of year addt'l gift income No Increased cost in thank you gifts
  • 106. Development - Stage 1 Pledge Drive Introduced pitch practice Required minimum of 5 pitches/hour New Incentives: T-shirts Benefit Card Fast Fulfillment: 3 weeks
  • 108. Development - Stage 1 Mistakes to Avoid Taking on too much at once Trying to do it all yourself Instead... 1 Step at a time Devise a plan and goals Decide what you can implement Determine what worked/didn't work Delegate!
  • 109. Development - Stage 1 Isabel Pichardo WRTU/WRUO Development Coordinator 787.764.0000 ext 15741# lpichardo@wrtu.pr www.wrtu.pr How we developed a “Boricua” Fundraiser effort in Puerto Rico
  • 110. Development - Stage 1 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.
  • 111. Development - Stage 1 1-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..
  • 112. Development - Stage 1 Community 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!
  • 113. Development - Stage 1 Awareness 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.
  • 114. Development - Stage 1 Preparation & 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!
  • 115. Development - Stage 1 1999: 1st On-Air Fundraiser Selected 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
  • 116. Development - Stage 1 Plan, 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
  • 117. Development - Stage 1 Lessons 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
  • 118. Development - Stage 1 We 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 Not Fundraising... Be Visible
  • 119. Development - Stage 1 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.
  • 120. Development - Stage 1 Fundraising 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
  • 122. A 5x5 Model Webinar • Development-Stage 2 • Presenters o Ginny Z. Berson o Maxie C Jackson III o June Fox, DEI o Beverly Hacker, KDHX o Brian Terhorst, KCHO o Pearl Stark, KPOV • December 14, 2012 • 1pm EST
  • 125. Development - Stage 2 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
  • 126. Development - Stage 2 H. June Fox Director DEI Station & Business Relations 703.759.2221 www.deiworksite.org
  • 127. Development - Stage 2 Diversify Revenues Continue Growing Membership Decrease Reliance Increase Financial Stability
  • 128. Development - Stage 2 Easier to get renewal and/or larger donations from current donors Growing current donors critical to station's financial health & stability
  • 129. Development - Stage 2 Additional Gifts Program Services Challenge Appeal Special Needs Equipment Record Library Other budget items Emergency - tower, dues
  • 130. Development - Stage 2 Send at least 1 additional gift letter per year Exclude anyone currently getting a renewal letter Those 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
  • 131. Development - Stage 2 Timing of Add Gift Appeals • Prior to each on-air pledge drive • End of calendar year • End of fiscal year Additional Gift Letters Asking for additional gifts is NOT greedy... it's giving your donors the opportunity to provide additional support for the great programming you provide!
  • 132. Development - Stage 2 Add Gift Conservative .5x renewal amount Renewal amount 1.5x renewal amount Ask Chart Aggressive Renewal amount 1.5x renewal amount 2x renewal amount
  • 133. Development - Stage 2 Beverly Hacker Executive Director KDHX Community Media bhacker@kdhx.org
  • 134. Development - Stage 2 KDHX 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 Format Volunteer programmed $1.3 M annual revenues – 40% from
  • 135. Development - Stage 2 Historically, 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
  • 136. Development - Stage 2 Set 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
  • 137. Development - Stage 2 Back-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
  • 138. Development - Stage 2 Planning, 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
  • 139. Development - Stage 2 Education for programmers and listeners Train 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 membership Head – No renewals, no need to call during drive, automatic premiums in spring & fall Heart – Its better for the station, I can give more Wallet – planned payments, annual tax letter Set realistic goals for drives with consideration for the effect of sustainer conversions
  • 140. Development - Stage 2 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
  • 144. Development - Stage 2 Stewardship • Initial gift confirmation o Acknowledgement o Amount / start date / draw date confirmation o Explanation of benefits o Welcome • Spring/Fall premiums • Year-end add gift appeal • >$30/mo – Sound Investor welcome • Sound Investor party invitations • Annual tax letter
  • 145. Development - Stage 2 Results • Prior to instituting sustaining membership o 2 drives per year with the occasional ‘emergency’ drive • FYE 9/30/2009 o 2 drives - $125K each o Sustaining gifts - $38K • FYE 9/30/2012 o 2 drives - $150 K each o Sustaining gifts - $212K
  • 146. Development - Stage 2 Brian Terhorst bterhorst@csuchico.edu General Manager Northstate Public Radio KCHO 91.7 FM, Chico & KFPR 88.9 FM, Redding California State University, Chico, California
  • 147. Development - Stage 2 Who 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)
  • 151. 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: $91,096 o Sustainer Breakdown:  EFT: $76,209  Monthly CC Debits: $7,266 (new and growing)  University Payroll Deductions: $7,621
  • 152. Development - Stage 2 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 UA o 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
  • 153. Development - Stage 2 Sustainer 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 sustainers o Incentives o Custom mailers o 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
  • 154. Development - Stage 2 Pearl Stark Station Manager KPOV 88.9 fm High Desert Community Radio www.kpov.org pearl@kpov.org 541.322.0863
  • 155. Development - Stage 2 Station 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
  • 156. Development - Stage 2 KPOV’s grant history: 2004 – 2008 we averaged $10,000/year 2009, 2010: $4000/year 2011: $36,000 2012: $34,000 committed 2013: $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
  • 157. Development - Stage 2 Who 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
  • 158. Development - Stage 2 How 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
  • 159. Development - Stage 2 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
  • 160. Development - Stage 2 Things 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/mission o What problem are you addressing o How will you solve it
  • 161. Development - Stage 2 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.
  • 163. Governance: Stage 1 & 2 Community Licensees Your Station as a Valuable Asset
  • 164. A 5x5 Model Webinar • • Governance Stage 1&2 Community Licensees • Presenters o Matt Murphy, WERU o Barry Gilbert, KGNU o Winston Clark, WJFF o Sally Kane, KVNF • January 22, 2013 • 1pm EST
  • 165. 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?
  • 166. Governance - Stage 1&2 Community Licensees
  • 167. Governance - Stage 1&2 Community Licensees
  • 168. Governance - Stage 1&2 Community Licensees Matt Murphy General Manager WERU matt@weru.org
  • 169. Governance - Stage 1&2 Community Licensees WERU Profile Broadcasting since 1988 Programming Format: diverse music and public affairs 15,000 watts & 100 watts (translator) Location: Coastal & Eastern Maine (2,000 square miles) Population: 200,000 Community Support: 2,100 individual & household members, 200 business members and 200 underwriters Annual Budget: $500,000 Paid 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.)
  • 170. Governance - Stage 1&2 Community Licensees 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.)
  • 171. Governance - Stage 1&2 Community Licensees Building a Strong Board: Strategic & Consistent Board Development 1. Board Membership/Development Committee 2. Board Composition Matrix 3. Prospect Cultivation 4. Nomination & Election Process 5. Board & Governance Policies & Handbook 6. Mutual Understanding Between Board & Staff 7. Specific Roles for Board Members 8. Board Member Agreement 9. Structured Board Meetings 10. Feeding the Board “Best Practices” 11. GM Coaching & “Support Group”
  • 172. Governance - Stage 1&2 Community Licensees 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.
  • 173. Governance - Stage 1&2 Community Licensees Barry Gilbert Board Chair, KGNU barry@kgnu.org
  • 174. Governance - Stage 1&2 Community Licensees • Board’s Role in Fundraising o Should be expected of every board member o Fundraising takes many forms o Part of board’s culture • Stretch your comfort zone, but take a light touch
  • 175. Governance - Stage 1&2 Community Licensees • Code of Ethics o No conflicts of interest (monetary gain, gifts, family member on staff, etc. Actual or perceived) o Respect confidentiality o Act with Integrity (do what you say you will do) o Compliance with bylaws, regulations, etc.
  • 176. Governance - Stage 1&2 Community Licensees What Does the Board Need from the Station Manager? Budget process/issues Committees Legal/FCC/CPB risks and issues Significant personnel issues/changes Reports, emails Coach, sounding board, counsel, partner
  • 177. Governance - Stage 1&2 Community Licensees Winston Clark Station Manager WJFF: 845.482.4141 Cell: 845.551.1849
  • 178. Governance - Stage 1&2 Community Licensees
  • 179. Governance - Stage 1&2 Community Licensees · 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
  • 180. Governance - Stage 1&2 Community Licensees 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
  • 181. Governance - Stage 1&2 Community Licensees 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
  • 182. Governance - Stage 1&2 Community Licensees
  • 183. Governance - Stage 1&2 Community Licensees Elected Boards KVNF Example • 9 person board • Staggered terms • Self nominating • Elected by the members • Online ballots prior to annual meeting • Ballots counted at annual meeting
  • 184. Governance - Stage 1&2 Community Licensees Recruit Orient Cultivate Follow Through Elected Boards KVNF 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.
  • 185. Governance - Stage 1&2 Community Licensees
  • 186. Governance: Stage 1 & 2 University Licensees Your Station as a Valuable Asset
  • 187. A 5x5 Model Webinar • Governance Stage 1&2 University Licensees • Presenters o Ginny Z. Berson o Maxie C Jackson III o Craig Beeby, USA • January 24, 2013 • 1pm EST
  • 188. Governance - Stage 1&2 University Licensees
  • 189. Governance - Stage 1&2 University Licensees
  • 190. Governance - Stage 1&2 University Licensees
  • 191. 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
  • 192. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station
  • 193. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How 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.
  • 194. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station Create relationships fruitful for station & licensee. Trust What part of the university/college is worth illuminating? PSA’s News Source Interviews
  • 195. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station What parts of the university/college departments & schools should be brought into universal buy-in? • Administration – (Average President’s Tenure 5 years)
  • 196. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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)
  • 197. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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.
  • 198. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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)
  • 199. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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
  • 200. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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
  • 201. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station What parts of the university/college departments & schools should be brought into universal buy-in? Communicate Annual Value Describe Weekly Cume: • How many times does station fill stadium or arena each week? • Quantitative Worth • Public Service Value • Public Relations Value
  • 202. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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 Audience Fills the stadium 52-weeks Each Year
  • 203. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station What parts of the university/college departments & schools should be brought into universal buy-in? Athletic Department - Stadium Holds 60,000 6 Weekends per year X 6- 5-Hour Periods Per Year
  • 204. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station What parts of the university/college departments & schools should be brought into universal buy-in? Radio Station Audience - Fills Stadium 52 Weeks per year X 52 Weeks Per Year
  • 205. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station WNCU North Carolina Central University Public Service Annual Value $2,398,794
  • 206. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station WNCU North Carolina Central University Public Relations Annual Value $861,480
  • 207. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station WNCU Equivalent Annual Value to NCCU Public Service Value $2,398,794 Public Relations Value $ 861,480 Total $3,260,274
  • 208. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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
  • 209. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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.
  • 210. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station 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
  • 211. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to get the licensee--at every level--to understand the value of the station Brag in manner that boss and university can take the credit and they can take to their bosses, boards, and constituencies
  • 212. 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
  • 213. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How 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)
  • 214. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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
  • 215. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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.
  • 216. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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.
  • 217. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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
  • 218. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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.
  • 219. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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.
  • 220. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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.
  • 221. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of institutional relationship that lasts beyond the current dean or VP who loves you 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.
  • 222. 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
  • 223. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate Sometimes you simply have to wait for university administrations to leave
  • 224. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate Be patient It takes time and energy that will be added to all the other jobs and duties the GM has.
  • 225. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate 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.
  • 226. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate 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.
  • 227. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate 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?
  • 228. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate 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.
  • 229. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset How to create the kind of cooperative relationship that enables the station to call on the resources of the university where appropriate 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.
  • 230. Governance - Stage 1&2 University Licensees Your Station as a Valuable Asset 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
  • 231. Governance - Stage 1&2 University Licensees Discussion Craig Beeby Ginny Berson Maxie Jackson craig.usa@att.net ginnyz@nfcb.org
  • 232. Governance - Stage 1&2 University Licensees Craig Beeby University Station Alliance E.D. craig.usa@att.net @CraigBeeby
  • 233. Governance - Stage 1&2 University Licensees
  • 234. Governance: Stage 1 & 2 Tribal Licensees Your Station as a Valuable Asset
  • 235. A 5x5 Model Webinar • Governance Stage 1&2 Tribal Licensees • Presenters o Ginny Z. Berson o Maxie C Jackson III o Debra Croswell, KCUW o Sial Thonolig, KOHN o Sue Matters, KWSO • January 24, 2013 • 3pm EST
  • 236. Governance - Stage 1&2 Tribal Licensees
  • 237. Governance - Stage 1&2 Tribal Licensees
  • 238. Governance - Stage 1&2 Tribal Licensees Debra Croswell Deputy Executive Director Confederated Tribes of the Umatilla Indian Reservation www.kcuwradio.org debracroswell@ctuir.org 541.429.7391
  • 239. Governance - Stage 1&2 Tribal Licensees 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.)
  • 240. Governance - Stage 1&2 Tribal Licensees • 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 plans o formal bi-annual reporting to the governing body o monthly policy-level reporting to the governing body o weekly activity summaries that are shared with all department directors and the governing body, etc.
  • 241. Governance - Stage 1&2 Tribal Licensees 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).
  • 242. Governance - Stage 1&2 Tribal Licensees 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.
  • 243. Governance - Stage 1&2 Tribal Licensees • 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.
  • 244. Governance - Stage 1&2 Tribal Licensees Sial Thonolig General Manager Hewel Ni'ok sial.thonolig@tonation-nsn.gov
  • 245. Governance - Stage 1&2 Tribal 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
  • 246. Governance - Stage 1&2 Tribal Licensees • 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 Services o Information Flow o Culturally based programming and operations
  • 247. Governance - Stage 1&2 Tribal Licensees • 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
  • 248. Governance - Stage 1&2 Tribal Licensees Sue Matters Station Manager KWSO - Confederated Tribes of Warm Springs smatters@wstribes.org 541.553.1968
  • 249. Governance - Stage 1&2 Tribal Licensees
  • 250. Governance - Stage 1&2 Tribal Licensees
  • 251. Governance - Stage 1&2 Tribal Licensees
  • 252. Governance - Stage 1&2 Tribal Licensees
  • 253. Governance - Stage 1&2 Tribal Licensees
  • 254. Governance - Stage 1&2 Tribal Licensees
  • 255. Governance - Stage 1&2 Tribal Licensees
  • 256. Governance - Stage 1&2 Tribal Licensees
  • 257. Governance - Stage 1&2 Tribal Licensees
  • 258. Governance - Stage 1&2 Tribal Licensees
  • 259. Governance - Stage 1&2 Tribal Licensees
  • 260. Governance - Stage 1&2 Tribal Licensees
  • 261. 5 x 5 Webinar: Compliance Public Media Consulting Group
  • 262. Public Media Consulting Group CPB Compliance Matters! Be Forewarned and Be Prepared Robert M. Winteringham
  • 263. Public Media Consulting Group CSG New FY2014 Requirements are in Effect! • New NFFS Minimums • Diversity • Transparency • Data Security
  • 264. Public Media Consulting Group Diversity Requirement 1. Established formal goal of diversity 2. Implemented following: Reviewed practices to fulfill the station’s commitment to diversity and meet FCC rules; AND Post website statement no later than September 30, 2014
  • 265. Public Media Consulting Group Diversity 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
  • 266. Public Media Consulting Group Transparency 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
  • 267. Public Media Consulting Group Common Findings • Communications Act Requirements • Documentation • Discrete Accounting • NFFS Miscalculation
  • 268. Public Media Consulting Group Open Meetings • Meetings Weren’t Open to the Public • Lack of Public Notice • On-air Announcements • No Written Explanation
  • 269. Public Media Consulting Group Open 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.
  • 270. Public Media Consulting Group Open Meetings • Broad Requirement • Anonymous Observation • Meetings Preceded by Reasonable Notice • Written Explanation Made Available
  • 271. Public Media Consulting Group Open Financial Records and EEO Requirements • AFRs & Audited Financial Statments Not Available • Employment Statistical Report Not Available
  • 272. Public Media Consulting Group Open 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.
  • 273. Public Media Consulting Group 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
  • 274. Public Media Consulting Group Equal Employment Opportunities - The Law Section 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.
  • 275. Public Media Consulting Group Equal Employment Opportunities • The only specific requirement for CPB is the statistical report • Maintain report for public inspection • Compliance with the FCC rules
  • 276. Public Media Consulting Group CABs and Donor Lists • Lack of Proof of Functional CABs • Lack of Documentation
  • 277. Public Media Consulting Group CABs - The Law Section 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.
  • 278. Public Media Consulting Group 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
  • 279. Public Media Consulting Group 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.
  • 280. Public Media Consulting Group 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”
  • 281. Public Media Consulting Group Documentation • Written Policies • Minutes • Discrete Accounting
  • 282. Public Media Consulting Group Financial Reporting • NFFS Miscalculation • Use of Restricted CSG Funds • Incorrect Charges to CPB Grants
  • 283. Public Media Consulting Group Consequences • Loss of Eligibility • Forfeiture • Planning is Essential
  • 284. Public Media Consulting Group Contact Information • Bob’s e-mail: bobw@publicmediaconsulting.com • Bob’s phone: (202) 417-6797 • www.publicmediaconsulting.com
  • 285. 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
  • 288. Compliance - Stage 1 I. Public Inspection File • Have one • Know you have one • Make it available on request • Keep it current • Get ready for strict scrutiny
  • 289. Compliance - Stage 1 II. Other Recordkeeping Licenses & Chief Operator • Post licenses in studios • Post designation of Chief Operator --Duties of Chief Operator --Contract for Chief Operator
  • 290. Compliance - Stage 1 Station Logs • How logged and for how long • Transmitter readings/Calibrations • Equipment Performance Data • Drawing of electrical or mechanical mods
  • 291. Compliance - Stage 1 EAS • Required Weekly Test • Required Monthly Test • Monitoring assignments • Status of EAS Handbook
  • 292. Compliance - Stage 1 Tower and Lighting • Tower light log • Antenna Structure Registration
  • 293. Compliance - Stage 1 Contracts • Subchannel leasing • Rebroadcast consent • Sponsored contracts longer than 4 hours
  • 294. Compliance - Stage 1 EEO Materials to respond to EEO audit • Most recent report on website • All notices advertising openings • Documents re outreach initiatives
  • 295. Compliance - Stage 1 EEO (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
  • 296. Compliance - Stage 1 III. Ownership Rules 1. National and local limits on commercial stations 2. Rules for full-service NCE stations 3. LPFM rules 4. Cross-ownership rules 5. Minority ownership initiatives
  • 297. Compliance - Stage 1 IV. 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
  • 298. Compliance - Stage 1 V. Payola Plugola • Definitions • Sponsorship ID • Reasonable Diligence Requirement
  • 299. Compliance - Stage 1 VI. Indecency • Haiku history • Current policy • Complaints • Fines
  • 300. Compliance - Stage 1 John Crigler Melodie A. Virtue Garvey Schubert Barer 1000 Potomac Street N.W. Fifth Floor Washington, DC 20007 202-965-7880 jcrigler@gsblaw.com mvirtue@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.
  • 302. Compliance - Stage 1 Other 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.org Login: memberarea Password: nfcbersonly
  • 303. A 5x5 Model Webinar Compliance - Stage 1 • Presenters o Ginny Z. Berson, NFCB o Robert Winteringham, CPB • February 28, 2013 • 1pm EST
  • 306. Common Findings • Communications Act Requirements • Documentation • Discrete Accounting • NFFS Miscalculation
  • 307. Open 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.
  • 308. Open Meetings – What is Open? • Requirement is broad • Default Rule is Meeting Must be Open • People Have to be Able to Attend
  • 309. When Can a Meeting be Closed? • Is it a meeting? • Does it relate to public broadcasting? • Does it fall into a statutory exception?
  • 310. Public Attendance • Anonymity • Security – the rule is reasonableness • Telephonic meetings • Emergency meetings
  • 311. Notice – What is Reasonable? • In terms of time? A week • In terms of how? Posting advice
  • 312. 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.
  • 313. Open Meetings – Closed Meetings • Create a written explanation for closure • Keep it handy • Distribute it like a notice of open meeting
  • 314. 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.
  • 315. 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
  • 316. Exempted Financial Records • Financial information provided to CPB to accompany a proposal • Financial support information to substantiate an audit • Financial personnel records
  • 317. Financial Records Storage Issues • Keep the records handy • Exactly where? It is up to you
  • 318. CABs – the Law Section 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.
  • 319. 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
  • 320. CABs – What do they do? • The CAB must be independent • The CAB must be functional • The CAB must meet regularly • Open meetings requirement applies
  • 321. CABs - Composition • Station has discretion • Station personnel should not be on CAB • CAB must be representative
  • 322. EEO – the Law Section 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.
  • 323. 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
  • 324. 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.
  • 325. 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
  • 326. 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”
  • 327. Donor Lists – Political Groups • CPB defines candidate, political party and political committee • Just don’t do it
  • 329. Need More Information? Guidelines are at • http://www.cpb.org/stations/certification/ • Bob’s e-mail: winteringham@cpb.org • Bob’s phone: (202) 879-9707
  • 330. 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