【正文】 ving levels after rapid increases in the late 1990s andshrinking endowments since 2023 Independent producers 8 Continued growth uncertain Government agencies 9 Threatened by government deficits Other 10 Too small to make a difference 43211CHALLENGES: INCREASINGLY, NATIONAL PROGRAMMING DOLLARS HAVE LESS LEVERAGE RELATIVE TO COMPETITIONGrowth Rate% Programming investment of 4parable cable sAnnual programming investment, 19932023$ MillionsSource:Kagan39。 TV Program Investor。 McKinsey Nonprofit PracticeGiving pyramid for typical station before launching major gift effort*Giving pyramid for typical station after launching major giving effortMajor giving revenue6%94%13%87%SOLUTIONS: MAJOR GIVING HAS A POTENTIAL IMPACT – $20$35 MILLION NET REVENUEIf all stations could see parable improvements, system could raise $2035 million revenue18SOLUTIONS: CASE STUDIES OFFER USEFUL ROLE MODELS FOR STATIONS LAUNCHING HIGH TOUCH DEVELOPMENT EFFORTSSource: Station data (KLRU, KNPB, Oregon PTV, and KUED) Cost per dollar raisedPercent KNPB’s major giving effort was successful because they aggressively targeted high worth individuals for large gifts$ ThousandsKLRU’s major giving effort grew ~3 times as fast as their regular membership efforts$ Thousands Oregon has been successful because they expanded a full range of high touch development efforts, including major giving, planned giving, and an endowment fund$ Thousands75 90 113Number of major donors 27 47 71 106 Midlevel givingMajor givingPlanned givingEndowment34 80 82 122 112Number of major donors7 63 85 N/A 95 127 **1,701 787 460 615 697Cost per donor$0 814 575 N/A 960 632 ***KUED’s longterm investment in major giving has led to a tenfold increase in this revenue$ Thousands Growth Rate**1,4202,1743,0543,7904,5197,8538,495Growth RateGrowth Rate19SOLUTIONS: SUCCESS REQUIRES SIGNIFICANT ACTION * Defined as stations with no or limited major giving efforts or reporting, less than 6% of total member revenues from major gifts) ** Defined as stations where major giving revenues account for 613% of total member revenue ***Defined as stations where major giving revenues account for +14% of total member revenueSource: SABSStations segmented by major gift effortsTotal= 176 $374MNumber of stationsTotal member revenueStrong major gift effort***Limited major gift effort*Some major gift effort**? Establish full range of high touch development efforts (., major giving, planned giving, endowment development)Opportunity Potential$1020M revenue? Raise current efforts up to best practice (., improve existing major giving, expand menu of high touch development offerings)$815M revenue? Continue efforts to achieve full potential Total unknown$2035M+20SOLUTIONS: MEMBERSHIP STAFF OUTNUMBERS MAJOR GIVING STAFF OVER 6:1Source: SABSServe over million members and over $120 million in revenueServe 8500 major givers and over $40 million in revenue21SOLUTIONS: KEY ELEMENTS OF OUR PLAN WILL INCLUDE DEVELOPING CAPACITY AT STATIONS – WITH GMs AND BOARDS, AS WELL AS WITHIN DEVELOPMENT DEPARTMENTS Benchmarks to Focus Our EffortsID major giving cohortsSet key station benchmarksTrack improvementCommunication Campaign to Ensure BuyinClear understanding of our pastIdentify change agents and early adoptersIdentify station success factorsToolkits to Support ImplementationDesign and implement new programs for GMs and Board MembersCreate an inventory of “what we know”Create copy points, job descriptions, etc.Creation of a National Environment for SuccessPeertopeer GM worksLaunch national campaignAddt’l financial incentivesIdentify economies of scale in membership to free up r