1. A 5x5 Model Webinar Development-Stage 3 Presenters o Ginny Z. Berson o Craig Oliver March 20, 2013 3pm EST

2. Development - Stage 3

4. Why benchmarks? Increased dependence on audience- sensitive revenue Decline in federal funding Increased programming costs Positioning station as important community institution

5. What Benchmarks can Do For every hour of listening to my station this year: How much net revenue do we have in… membership mid-level giving underwriting

6. What you get Trend Report o How is my station doing compared to previous years?

7. What you get Peer Report o How does my station compare with others? o Who are my peers?

8. What Benchmarks can Do Relative to my audience: Are my membership and underwriting programs becoming more or less efficient from year to year? What is my potential based on the performance of my peers?

9. Listener Hours Listener Hours are the amount of a program or station “consumed.” They are the result of: o The number of persons tuning in. o How long they listen. Therefore….

10. Listener Hours 1 listener listening for 5 hours = 5 listener hours. 5 listeners listening for 1 hour also = 5 listener hours. 5 listener listening for 5 hours = 25 listener hours

11. WDEI Annual Listener Hours Source: Arbitron/RRC Persons 12+ in Total Market Mon-Sun 24 Hours 51,105,600 (FY 2012)

12. Benchmarks Metrics Net Fundraising Revenue ÷ Annual Listener Hours Net FR Revenue per LH

13. Below the Median 90th Median WDEI

15. Boston #10 San Diego #17 Seattle #13 Austin #37 Providence #42 Chicago #3 90 th San Antonio #28 Minneapolis #16 San Francisco #4 Los Angeles #2 Columbus #35 Riverside #26 Washington #7 Is there a relationship between market size and Benchmark’s efficiency?

16. WDEI’s Potential Members/Mid-level Members/ Mid-level CURRENT90 th Percentile The Difference GIVERS9,45317,0577,604 NET per LISTENER HOUR 1.402.97 cents1.57 Net Revenue 715,5221,517,836802,314

17. WDEI TRENDS

18. WDEI On-Air Trend YEAR201020112012 % on air37%37544%

19. What Top Performers Do Same average annual gift as everyone else In membership ($1--$249) Slightly higher average annual gift in mid-level ($250--$999) More givers at both levels

20. What Top Performers Do Raise money effectively all year, not just during drives Raise six of every 10 dollars outside of drives Compared to the median, they are more efficient at converting listening to givers 40% better $1--$249 250% better $250--$999

21. Between the median and 90th 90th Median WDEI

23. WDEI’s Potential Underwriting Current90 th Percentile The Difference Net per Listener Hour 1.211.82 cents0.61 Net Revenue 621,047930,122309,075

24. Underwriting Performance Comparison Station Net/LH FTEClientsClients/ FTE Gross $ /Client Gross $/ FTE KAAA 7.6 2.5174705,524379,652 WBBB 3.6 4513128.254,402544,748 KCCC 3.5 1125 2,405297,529 WDDD 2.77 33301105,120560,016 WDEI 1.2 4208524,503231,262

27. C.F.S.I. The Community Financial Support Index (CFSI) is 75 out of 100. WDEI’s net revenue per Listener Hour is falling below the station’s annual cost of serving one listener for one hour.

28. How to participate Visit BENCHMARKS.DEIworksite.org Use assigned USER NAME (WXXX) and password (WXXX1234) Change Password Profile Enter Data

29. WDEI C.F.S.I. What’s the bottom line? 75 percent of WDEI’s current operating costs are covered by its current NET fundraising revenue. 90th WDEI Median

30. DEI Benchmarks Benchmarks Team o Craig Oliver, DEI Director of Research  coliver@deiworksite.org o Jay Clayton, DEI On-Air Fundraising Coordinator  jclayton@deiworksite.org

31. Development - Stage 3