【正文】 WELL AS WITHIN DEVELOPMENT DEPARTMENTS Benchmarks to Focus Our Efforts ID major giving cohorts Set key station benchmarks Track improvement Communication Campaign to Ensure Buyin Clear understanding of our past Identify change agents and early adopters Identify station success factors Toolkits to Support Implementation Design and implement new programs for GMs and Board Members Create an inventory of “what we know” Create copy points, job descriptions, etc. Creation of a National Environment for Success Peertopeer GM works Launch national campaign Addt’l financial incentives Identify economies of scale in membership to free up resources 23 McKinsey Study SOLUTIONS: SYSTEMWIDE OPERATIONAL EFFICIENCIES HAS THE POTENTIAL FOR $40 $200 MILLION ? Centralized Master Control ? Regional ? National ? Consolidated transmission facilities ? Fully automated traffic management amp。 scheduling ? Centralized Ingest ? Producing centers ? Interconnection POP ? Consolidated archiving ? Centralized/national purchasing ? Consolidated IT/Tel functionality ? Administrative/Back office consolidation = Opportunity Cost Savings $$ Booz Allen Study Accenture Study 24 SOLUTIONS: BROADCAST OPERATIONS WORK FLOWS PROJECT DECISION IMPLEMENTATION ANALYSIS amp。 PLAN DEVELOPMENT COMMUNICATIONS LAUNCH Tech Conf presentation CPB round tables TDC Review Station memos Expand working team Communicate value to stations 23 mon cause projects Track booked cost savings 1218 months Review projects quarterly Full PTV implementation? CPB SABs data Previous studies Review past OE projects McKinsey assumptions amp。 analysis Develop implementation plan 25 SG sells additional sponsorship Inventory SOLUTIONS: NATIONAL PROGRAMMING’S OBJECTIVE – IDENTIFY IMPROVEMENTS IN VALUE CHAIN (NEW PROCESSES, DIFFERENT ROLES) Research Commissioning/rights acquisition/ funding Sponsorship sales/ int’l post sales Promotion/ station outreach Back end rights exploitation Set priorities/ agenda Commission projects/ analyze results Synthesize all findings Share/ distribute findings Set strategy Define future schedule plan/goals Devise metrics to measure success Local underwriting spots sold Distribution agreements made Inventory/ manufactured stocked Sales Schedule and pop outs announced (Jun) Station “tool kits” assembled Commission project Green light for national schedule Negotiate contract w/producers Negotiate contract: CPB/PBS/ producing station Fundraising Green light CPB/PBS financial contribution Green light producing station financial contribution Domestic program sales Research/ develop projects Review external project proposals Fall/Spring schedules set in May Not done and/or no clear leader today PBS leads today Stations lead today Potential connections International post sales Strategy/ schedule planning 26 NEXT STEPS: TIMELINE AND DELIVERABLES Steering Committee meeting Annual meeting May June ? Review of suggestions and concerns from Round Robin meetings ? Refinements of analysis and plans ? Commitment from key stakeholders confirmed (., GMs for Major giving, technology munity) ? Project vision and progress shared with full station munity ? Launch programming research effort ? First wave of efforts developed (., early major giving adopters) Development Conference September ? Major giving internal campaign launched for first set of stations Build Capacity for Launches ? Build major giving project capacity ? Develop structure for station efficiencies effort ? Design initial programming needs and evaluation research ? Develop content and approach for local boards July/August 27 DISCUSSION QUESTIONS ?Do you agree with the financial findings? ?What questions do you have about the analysis? ?What will be required for success in major giving? Station efficiencies? ?What role can your functional areas play in ensuring success?