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Plans to Win During The Great Recession And After: Best practices in analyzing fundraising efficiency and effectiveness. Doug Eichten, DEI President Craig Oliver, DEI Director of Research. DEI’s Benchmarks for Public Radio Fundraising.

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Presentation Transcript
slide1

Plans to Win During The Great Recession And After: Best practices in analyzing fundraising efficiency and effectiveness

Doug Eichten, DEI President

Craig Oliver, DEI Director of Research

dei s benchmarks for public radio fundraising
DEI’s Benchmarks for Public Radio Fundraising

How do evaluate your station’s fundraising performance?

How do you estimate your station’s potential?

benchmarks is a management tool
Benchmarks is a management tool.

“Without it, there is no discipline to the fundraising process. It allows me and my staff to demonstrate to others outside the station, such as major donor prospects, that the station is operating efficiently.”

  • Dave Edwards, General Manager, WUWM Milwaukee
why benchmarks
Why benchmarks?

Stations increasingly depend on audience-sensitive revenue.

  • Decline in federal funding
  • Increased programming costs
  • Positioning station as important community institution
benchmarks
Benchmarks
  • 84 DEI member stations participated (to date) in both 2008 and 2009.
  • In 2009 this represents:
    • Approximately 40% of all public radio listening
    • 1.1 million members
    • Nearly 17-thousand underwriting clients
    • 261 million gross revenue
    • 191 million net revenue
key questions
Key Questions
  • How much NET revenue did stations generate?
  • How does that NET compare with prior years?
  • How much NET revenue did my station generate relative to my AUDIENCE?
  • How much of our POTENTIAL did we realize?
  • How much of our operating costs are covered by net fundraising revenue?
key questions1
Key Questions
  • How much NET revenue did stations generate?
  • How does that NET compare with 2008?
  • How much NET revenue did my station generate relative to my AUDIENCE?
  • How much of our POTENTIAL did we realize?
  • How much of our operating costs are covered by net fundraising revenue?
key questions2
Key Questions
  • How much NET revenue did stations generate?
  • How does that NET compare with 2008?
  • How much NET revenue did my station generate relative to my AUDIENCE?
  • How much of our POTENTIAL did we realize?
  • How much of our operating costs are covered by net fundraising revenue?
audience listener hours
Audience = Listener Hours

A station’s Average Quarter Hour (AQH) is average listening.

Listener Hours are total listening

1 listener listening for 5 hours = 5 listener hours.

5 listeners listening for 1 hour = 5 listener hours.

Benchmarks Listener Hours are Annual.

listener hours
Listener Hours
  • Annual Listener Hours let us ask:
    • What does it cost to serve one listener for one hour?
    • How efficiently does a station convert listening to giving and to underwriting?
    • How much NET revenue do we generate for each hour of listening?
benchmarks1
Benchmarks

Net Fundraising Revenue÷ Annual Listener HoursNet FR Revenue per LH

ppm vs diary
Spring 09 national audience estimates begin Tuesday

16 markets are PPM

Last Time

Houston

Philadelphia

This time

New York

Los Angeles

Chicago

San Francisco

Dallas

Atlanta

Washington

Boston

Detroit

Miami

Seattle

Phoenix

Minneapolis

San Diego

PPM vs. Diary
members
Members

+8.5%

key questions3
Key Questions
  • How much NET revenue did stations generate?
  • How does that NET compare with 2008?
  • How much NET revenue did stations generate relative to AUDIENCE?
  • How much of our POTENTIAL did we realize?
  • How much of our operating costs are covered by net fundraising revenue?
potential
Potential

Stations judge themselves against:

The Median

90th Percentile – Potential or goal?

slide24

Membership Potential

Nearly $30m in revenue is “left on the table.”

slide25

Underwriting Potential

Nearly $58m in revenue is “left on the table.”

benchmarks2
Benchmarks

Did stations “raise the bar” in 2009?

Net Revenue per Listener Hour (in cents)

comparing same station subset year to year

key questions4
Key Questions
  • How much NET revenue did stations generate?
  • How does that NET compare with 2008?
  • How much NET revenue did stations generate relative to AUDIENCE?
  • How much of our POTENTIAL did we realize?
  • How much of our operating costs are covered by net fundraising revenue?
benchmarks3
Benchmarks

Community Financial Support Index (CFSI)

Are operating costs, after the cost of fundraising, covered by listener-generated NET revenue?

An index of 100 means the station is fully covering its costs through fundraising.

slide29

CFSI

…only 10 percent of 2009 participants achieve a 100 index. This is 8 of 85 stations. The median CFSI is 64.

100 Index

Median = 64

benchmarks4
Benchmarks
  • The more a station relies on net fundraising revenue to pay for operations, the more control it.has over its own future
  • Conversely, the more a station relies on subsidies to pay for its operations, the less control the station has over its future.
benchmarks5
Benchmarks
  • These preliminary findings are consistent with early 09 DEI member survey
    • Membership revenue up or flat.
    • More members
    • Underwriting down or flat, especially in large markets.
what a station should do
What a station should do
  • Review the Benchmarks Trend Report to learn if there is improvement over time.
  • Review the Benchmarks Peer Report to see where the station stands among peers and others.
  • Set goals
    • Strive for the median if below.
    • Strive for the 90th percentile or an interim goal.
  • Talk with Benchmarks Peers.
dei benchmarks
DEI Benchmarks
  • Doug Eichten, President
    • deichten@deiworksite.org
  • Craig Oliver, Director of Research
    • coliver@deiworksite.org
  • Jay Clayton, Individual Giving Coordinator
    • jclayton@deiworksite.org