Past Slides

Webinars and Slides
NFCB 5x5 Presentations

A 5x5 Model Webinar
• Engagement-Stage 2
• Presenters
– Ginny Z. Berson
– Maxie C Jackson III
– Janis Lane-Ewart
– Sally Kane
– Ann Alquist
• October 18, 2012
• 1pm EST

Engagement-Stage 2
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.

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A 5x5 Model Webinar
• Engagement-Stage 3
• Presenters
– Ginny Z. Berson
– Ann Alquist
• October 29, 2012
• 1pm EST

Engagement-Stage 3
November 2012
5x5 Webinars:
Programming

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
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

5x5 Model Webinar
Programming-Stage 1

5x5 Model Webinar
A 5x5 Model Webinar
• Programming-Stage 1
• Presenters
– Ginny Z. Berson
– Maggie Montgomery
– Heidi Holtan
– Sandy Roggenkamp
• November 8, 2012
• 1pm EST

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
A 5x5 Model Webinar
• Programming-Stage 2
• Presenters
– Ginny Z. Berson
– 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
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
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

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
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

H. June Fox
Director
DEI Station &
Business Relations
703.759.2221
www.deiworksite.org

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

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

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

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!

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

OPTIONAL STAFFING
Station Volunteers
Retired Service Programs
Disabled Citizens Groups

Kim McCarson
Executive Director
kim@koop.org

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

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

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

Pledge Drive
Introduced pitch practice
Required minimum of 5 pitches/hour
New Incentives:
T-shirts
Benefit Card
Fast Fulfillment:
3 weeks

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!

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

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.

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..

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!

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.

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!

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

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

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

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

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.

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

A 5x5 Model Webinar
• Development-Stage 2
• Presenters
o Ginny Z. Berson
o June Fox, DEI
o Beverly Hacker, KDHX
o Brian Terhorst, KCHO
o Pearl Stark, KPOV
• December 14, 2012
• 1pm EST

Stage 2
• Revenue generation includes foundations
and/or grants
• 2 Development Officers (1 Full-time)
Stage 3
• Multiple Revenue Streams
• Diversified Development Staffing
• Use Benchmark Data in planning
Development Activity
• Short & Long Term Plans to increase
revenues - on schedule

H. June Fox
Director
DEI Station &
Business Relations
703.759.2221
www.deiworksite.org

Diversify Revenues
Continue Growing Membership
Decrease Reliance
Increase Financial Stability

Easier to get renewal
and/or larger donations
from current donors
Growing current donors
critical to station's
financial health & stability

Additional Gifts
Program Services
Challenge Appeal
Special Needs
Equipment
Record Library
Other budget items
Emergency - tower, dues

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

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!

Add Gift
Conservative
.5x renewal amount
Renewal amount
1.5x renewal amount
Ask Chart
Aggressive
Renewal amount
1.5x renewal amount
2x renewal amount

Beverly Hacker
Executive Director
KDHX Community Media
bhacker@kdhx.org

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

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

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

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

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

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

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

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

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

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

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)

•
• 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

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

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

Pearl Stark
Station Manager
KPOV 88.9 fm
High Desert Community Radio
www.kpov.org
pearl@kpov.org
541.322.0863

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

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

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

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

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

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

How to learn?
Take a class. Read a book.
Read some grants that were funded.
Read some grants that were not funded.
Write a grant & get feedback.

Governance: Stage 1 &
2
Community 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

Community Licensees
Matt Murphy
General Manager
WERU
matt@weru.org

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.)

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.)

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”

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.

Community Licensees
Barry Gilbert
Board Chair, KGNU
barry@kgnu.org

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

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.

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

Community Licensees
Winston Clark
Station Manager
WJFF: 845.482.4141
Cell: 845.551.1849

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

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

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

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

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.

2
University Licensees

A 5x5 Model Webinar
• Presenters
o Ginny Z. Berson
o Craig Beeby, USA
• January 24, 2013
• 1pm EST

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

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.

Create relationships fruitful for station & licensee.
Trust
What part of the university/college is worth illuminating?
PSA’s
News Source Interviews

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

• 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)

• 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.

• Weekly or monthly communications to all departments &
administrators
• #PSA’s for departments (give examples, give statements
to entities showing in-kind underwriting rate value)

• #News stories featuring faculty experts as resources
• #Special campus events
• #Awards or Special accomplishments by the stations

How to become part of University/College?
(Being a Team Player)
• Staff members active in staff advisory counsels
• Attend important functions hosted by Administration
• Treat licensee like your biggest contributor or major donor
because THEY ARE!
• Be visible on campus

Communicate Annual Value
Describe Weekly Cume:
• How many times does station fill stadium or arena each
week?
• Quantitative Worth
• Public Service Value
• Public Relations Value

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

Athletic Department - Stadium Holds 60,000
6 Weekends per year
X 6- 5-Hour Periods
Per Year

Radio Station Audience - Fills Stadium
52 Weeks per year
X 52 Weeks
Per Year

WNCU North Carolina Central University
Public Service
Annual Value
$2,398,794

WNCU North Carolina Central University
Public Relations
Annual Value
$861,480

WNCU Equivalent Annual Value to NCCU
Public Service Value $2,398,794
Public Relations Value $ 861,480
Total
$3,260,274

The University/College Holds the license. Start with what is
the licensee’s motivation?
Public Service Life-long
Learning
Training Students Historical
Don’t Ask Don’t Tell

When to start communicating if you are not already?
NOW!
If you wait, at some point someone else will be starting the
discussion of what you do and your station’s future using
“their paradigms.”
This is usually when you have all the wrong structures &
the Board structure works against you.
Inaction is an action.

Public Service Translates into What for Licensee?
Mission Outreach Crown
Jewel
University “Front Porch”
Expands Campus Boundaries – On-Air & On-Line
Contacting people with and without an affinity to Licensee

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

that lasts beyond the current dean or VP who loves
you

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)

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

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

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

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

If you do not already have one create a station
advisory group, a friends’ board, or a friends’
support group for the station
The clarity of the word “Board” can be complicated in
University environments. This is not the University Board
or University Trustees. The station will define it.

If the station does not already have planning
documents, develop them and include a
mission statement, goals, and objectives
Review the university’s mission statement and their goals
and translate how the station fits into those plans.

Communicate your station’s value to multiple
upper administration resources
Send out monthly emails to all the campus administrators
touting the station’s accomplishments and the ways the
station promotes the university.

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

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

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

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

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.

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.

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?

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.

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.

How to get the licensee--at every level--
to understand the value of the station
the station to call on the resources of the university
where appropriate

Discussion
Craig Beeby Ginny Berson Maxie
Jackson
craig.usa@att.net ginnyz@nfcb.org

Craig Beeby
University Station Alliance E.D.
craig.usa@att.net
@CraigBeeby

2
Tribal Licensees

A 5x5 Model Webinar
Tribal Licensees
• Presenters
o Ginny Z. Berson
o Debra Croswell, KCUW
o Sial Thonolig, KOHN
o Sue Matters, KWSO
• January 24, 2013
• 3pm EST

Tribal Licensees

Tribal Licensees
Debra Croswell
Deputy Executive Director
Confederated Tribes of the
Umatilla Indian
Reservation
www.kcuwradio.org
debracroswell@ctuir.org
541.429.7391

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.)

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.

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).

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.

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.

Tribal Licensees
Sial Thonolig
General Manager
Hewel Ni'ok
sial.thonolig@tonation-nsn.gov

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

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

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

Tribal Licensees
Sue Matters
Station Manager
KWSO - Confederated Tribes of Warm Springs
smatters@wstribes.org
541.553.1968

5 x 5 Webinar: Compliance
Public Media Consulting Group

CPB Compliance Matters!
Be Forewarned and Be Prepared
Robert M. Winteringham

CSG New FY2014 Requirements are in Effect!
• New NFFS Minimums
• Diversity
• Transparency
• Data Security

Diversity Requirement
1. Established formal goal of 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

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

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

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

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

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
• Broad Requirement
• Anonymous Observation
• Meetings Preceded by Reasonable Notice
• Written Explanation Made Available

Open Financial Records and EEO
Requirements
• AFRs & Audited Financial Statments Not
Available
• Employment Statistical Report Not
Available

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.

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

Equal Employment Opportunities - The Law
(A) Funds may not be distributed pursuant to this subsection for any fiscal year to the licensee or permittee of any
public broadcast station if such licensee or permittee--
(i) fails to certify to the Corporation that such licensee or permittee complies with the Commission's regulations
concerning equal employment opportunity as published under section 73.2080 of title 47, Code of Federal
Regulations, or any successor regulations thereto; or
(ii) fails to submit to the Corporation the report required by subparagraph (B) for the preceding calendar year.
(B) A licensee or permittee of any public broadcast station with more than five full-time employees to file annually
with the Corporation a statistical report, consistent with reports required by Commission regulation, identifying by
race and sex the number of employees in each of the following full-time and part-time job categories:
(i) Officials and managers.
(ii) Professionals.
(iii) Technicians.
(iv) Semiskilled operatives.
(v) Skilled craft persons.
(vi) Clerical and office personnel.
(vii) Unskilled operatives.
(viii) Service workers.
(C) In addition, such report shall state the number of job openings occurring during the course of the year. Where
the job openings were filled in accordance with the regulations described in subparagraph (A)(i), the report shall
so certify, and where the job openings were not filled in accordance with such regulations, the report shall contain
a statement providing reasons therefor. The statistical report shall be available to the public at the central office
and at every location where more than five full-time employees are regularly assigned to work.

Equal Employment Opportunities
• The only specific requirement for CPB is the
statistical report
• Maintain report for public inspection
• Compliance with the FCC rules

CABs and Donor Lists
• Lack of Proof of Functional CABs
• Lack of Documentation

CABs - The Law
(A) Funds may not be distributed pursuant to this subpart to any public broadcast station (other
than any station which is owned and operated by a State, a political or special purpose subdivision
of a State, or a public agency) unless such station establishes a community advisory board. Any such
station shall undertake good faith efforts to assure that (i) its advisory board meets at regular
intervals; (ii) the members of its advisory board regularly attend the meetings of the advisory
board; and (iii) the composition of its advisory board are reasonably representative of the diverse
needs and interests of the communities served by such station.
(B) The board shall be permitted to review the programming goals established by the station, the
service provided by the station, and the significant policy decisions rendered by the station. The
board may also be delegated any other responsibilities, as determined by the governing body of the
station. The board shall advise the governing body of the station with respect to whether the
programming and other policies of such station are meeting the specialized educational and
cultural needs of the communities served by the station, and may make such recommendations as
it considers appropriate to meet such needs.
(C) The role of the board shall be solely advisory in nature, except to the extent other
responsibilities are delegated to the board by the governing body of the station. In no case shall the
board have any authority to exercise any control over the daily management or operation of the
station.

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

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

Documentation
• Written Policies
• Minutes

Financial Reporting
• Use of Restricted CSG Funds
• Incorrect Charges to CPB Grants

Consequences
• Loss of Eligibility
• Forfeiture
• Planning is Essential

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
I. Public Inspection File
• Have one
• Know you have one
• Make it available on request
• Keep it current
• Get ready for strict scrutiny

II. Other Recordkeeping
Licenses & Chief Operator
• Post licenses in studios
• Post designation of Chief Operator
--Duties of Chief Operator
--Contract for Chief Operator

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

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

Tower and Lighting
• Tower light log
• Antenna Structure Registration

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

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

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

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

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

V. Payola Plugola
• Definitions
• Sponsorship ID
• Reasonable Diligence Requirement

VI. Indecency
• Haiku history
• Current policy
• Complaints
• Fines

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.

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
• Presenters
o Ginny Z. Berson, NFCB
o Robert Winteringham,
CPB
• February 28, 2013
• 1pm EST

Common Findings
• Communications Act Requirements
• Documentation

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
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
(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
(A) Funds may not be distributed pursuant to this subsection for any fiscal year to the licensee or permittee of any public
broadcast station if such licensee or permittee--
(i) fails to certify to the Corporation that such licensee or permittee complies with the Commission's regulations concerning
equal employment opportunity as published under section 73.2080 of title 47, Code of Federal Regulations, or any successor
regulations thereto; or
(ii) fails to submit to the Corporation the report required by subparagraph (B) for the preceding calendar year.
(B) A licensee or permittee of any public broadcast station with more than five full-time employees to file annually with the
Corporation a statistical report, consistent with reports required by Commission regulation, identifying by race and sex the
number of employees in each of the following full-time and part-time job categories:
(i) Officials and managers.
(ii) Professionals.
(iii) Technicians.
(iv) Semiskilled operatives.
(v) Skilled craft persons.
(vi) Clerical and office personnel.
(vii) Unskilled operatives.
(viii) Service workers.
(C) In addition, such report shall state the number of job openings occurring during the course of the year. Where the job
openings were filled in accordance with the regulations described in subparagraph (A)(i), the report shall so certify, and
where the job openings were not filled in accordance with such regulations, the report shall contain a statement providing
reasons therefor. The statistical report shall be available to the public at the central office and at every location where more
than five full-time employees are regularly assigned to work.

EEO – What does CPB
Require?
• The only specific requirement for CPB is the
statistical report
• You must certify you comply with the FCC
rules
• If CPB gets a complaint, we refer the person
to the EEOC

Donor Lists – the Law
• Section 396(k)(12) of the Communications Act states:
Funds may not be distributed under this subsection to any public broadcasting entity
that directly or indirectly--
(A) rents contributor or donor names (or other personally identifiable information) to
or from, or exchanges such names or information with, any Federal, State, or local
candidate, political party, or political committee; or
(B) discloses contributor or donor names, or other personally identifiable information,
to any nonaffiliated third party unless--
(i) such entity clearly and conspicuously discloses to the contributor or donor that
such information may be disclosed to such third party;
(ii) the contributor or donor is given the opportunity, before the time that such
information is initially disclosed, to direct that such information not be disclosed to
such third party; and
(iii) the contributor or donor is given an explanation of how the contributor or donor
may exercise that nondisclosure option.

Donor Lists – Third Parties
• Any third party is a nonaffiliated third party
unless the they are acting on behalf of and at
the request of the public broadcasting entity
for the purposes of the public broadcasting
entity's fundraising development.
• Different departments within your
organization are not third parties

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

Donor Lists – Political Groups
• CPB defines candidate, political party and
political committee
• Just don’t do it

Need More Information?
Guidelines are at
• http://www.cpb.org/stations/certification/
• Bob’s e-mail: 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

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

What We’ll Cover
• Schedules A – F
• Areas of Concern/College University Licensees
• Understanding Changes In AFR Variance
• Maintaining Compliance In Reporting
• Wrap-up and Questions

Schedule A – Direct Revenue
• Track direct revenue sources eligible as NFFS with specific CSG
sub-code in accounting process – Schedule A being revised
into specific sections to address OIG concerns about revenue
types and types of revenue transactions.
• In-kind revenue is not to be reported on Schedule A
• Direct revenue reported as Source – such as underwriting,
tower rental revenue, for-profit business community
• Direct revenue reported as Form/Type – such as auction and
special fundraising revenue
• Direct revenue sources not meeting NFFS must be reported in
“NFFS X” links located throughout Schedule A
• Pay close attention to the exclusions in Business &
Industry/Line 9; Membership Premiums/Line10; Special
Fundraising Activities/Line 14; Major Individual Donors/Line
19 and Other/Line 20 (i.e. sale of parking vouchers to
volunteers).

Schedule B – Indirect Admin. Support
• Indirect administrative support an important portion of
an Institutional Licensees’ AFR reporting.
• Institutional and station staff determine method of
calculating indirect administrative support – OSA, F&A,
MTDC, Basic Method or Grantee-Developed Method
(requires pre-approval from CPB).
• GM, Institutional Finance Director and/or Advancement
must have good & open working relationships.
• Station’s Chart of Accounts can be structured to feed
directly into AFR, especially Schedule B.

Areas of Concern/College University
Licensees
• GM not included in compiling AFR reporting
process nor in direct communication with
Finance Director, Comptroller or Audit team.
• Various departments reporting discrete areas
of revenue and/or expense and GM is
unaware of source or form as it related to AFR
• Relevant parties/departments only know
segments of NFFS eligibility- limited effort at
coordinated learning and areas of expertise.

Schedules C & D – In-kind Contributions
• Important to know all eligible NFFS sources of in-
kind contributions.
• Trade revenue and sponsorships eligible as NFFS
with appropriate documentation and evidence of
fair market value.
• Review checklist of eligible NFFS in-kind
donations of volunteer services.
• Ensure all contracts for trade revenue,
sponsorships and in-kind donations from
community members are documented on
appropriate letterhead and with original
signatures.

Schedule E - Expenses
• Required to report all expenses & investments in
capital assets.
• Develop formula for calculating functional
expenses by departments, square footage or
functional allocation and adjust annually based
on changes in staffing, building space, etc.
• Schedule E is being revised to eliminate recurring
mistakes in process of reporting functional
allocations; sub-parts to be added to ensure
discrete accounting method is employed for
tracking CSG grant.

Schedule F – Reconciliation With Audited
Financial Statements
• All revenue sources and expenses MUST track
back to audited financial statements.
• Common errors such as rounding or reporting
invalid source of direct revenue or expense
result in non-reconciliation of Schedule F.
• Reconciliation mistakes are linked to
misreporting of ineligible NFFS items – check
Schedules A, C&D for areas where “NFFS X”
should have been reported.

Understanding Changes In Variance
• Important to review variances over 10% - up or
down with staff and board members as part of
annual financial planning process.
• Annual financial reports are maintained online for
3-4 years – quick method for reviewing financial
status over time.
• Functional allocations may be source of variance
and affecting dips in variance – be sure to review
calculations and rationale for assigned
percentages regularly.

Maintaining Compliance In Reporting
• CPB’s Office of Inspector General is increasingly
reviewing AFR’s for areas of non-compliance in
discrete accounting methods.
• Repeated declines in certain revenue areas may
lead OIG to review institutions compliance with
overall CSG Communications Act requirements.
• OIG is increasing practice of issuing fines for non-
compliance, in addition to reducing size of CSG
grant – w/i last three months fines have been
levied from $5,000 to $70,000.

Wrap Up
• Preparation/Gathering Information throughout
the year essential to mastering AFR reporting.
• Discrete accounting and proper documentation
to support ALL CSG revenue and expenses is vital
to success.
• Check eligible and ineligible NFFS sources
annually – reporting requirements to change.
• Make your audit team your best friend(s) – they
are the key to your success in Mastering the
Annual Financial Report.

Need Direct Assistance from CPB?
• Send questions to isis@cpb.org
• Call 202.879-9600.
• Stay tuned for more information on
possible NFCB member service for
CPB compliance consultations.

Thank You
• Rock-star presenters Lackisha Freeman and
Brian Terhorst – and behind the scenes,
Barbara Hamm Lee.
• NFCB extends a huge thank you to Latino
Public Radio Consortium and Maria Diaz Di
Capta for translation services.
• This webinar also made possible by the
support of the Corporation for Public
Broadcasting.

Compliance – All Levels
5x5 Model Webinar

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