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,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Unit of measure,*Footnote,Source:Source,Developing a Sustainable Economic Model for Public Television,May 29,2003,CONFIDENTIAL,PROJECT ASPIRATIONS AND KEY QUESTIONS,Identify and drive major changes that will put public television on a more sound economic footing and ensure its future success,How severe and long lasting are the financial pressures on the system?,How should we launch these initiatives and effect lasting change?,Which performance improvement opportunities offer the most promise?,1,CHALLENGES:BOTH STATION ECONOMIES AND PROGRAM DEVELOPMENT ARE AT-RISK,*Excludes capital funding for digital upgrade.Revenues not adjusted for inflation,*Growth rate from 1994-2001,Source:CPB Audited Financial Reports(AFR),PBS analysis(dues),Appendix Q from PBS SG white paper(“Funding for PBS NPS Programming by Funder Category”),$1.93 Billion,$450 Million,2001 Local Station Economy,2001 National Program Funding,Prospects for future revenue growth,3.5%per year*,3.1%per year*,Historical growthin revenues(1990-2001),Currentsize,Decline in real terms due to falling net member revenues,A system decision,5.4%per year,Flat to very slowly growing(1%above inflation),2001 Station Assessment,$107 M,2,273.3,374.0,249.4,328.5,230.5,330.5,205.6,347.6,128.6,259.6,104.2,145.6,62.9,94.5,Total PTV system revenue,*1990 and 2001,$Millions,University,In-kind,Corporate and foundation giving,Unrelated business,State and local funding,Federal funding*,Member giving,*Excludes capital funding for digital upgrade,additional capital fundraising,endowment,and interest,*Federal agency grants for 2001 are estimated(assumed 5%growth over 2000),Source:AFR;federal reports;PBS annual reports,$1.25 billion,$1.88 billion,CHALLENGES:ONLY GROWTH AREAS ARE UNRELATED BUSINESS AND UNDERWRITING,1990,2001,3.8,3.1,6.6,4.9,3.3,2.9,Annual Growth%,1990-2001,2.5,Drivers of growth,3,CHALLENGES:HISTORICALLY,THE SYSTEM HAS GROWN THROUGH DIVERSIFICATION NOW ALL REVENUE SOURCES ARE THREATENED,Source:AFRs;Team perspective,Future Outlook,4,CHALLENGES:NET STATION MEMBERSHIP REVENUE HAS DECLINED IN REAL TERMS SINCE 1990,*All growth rates are compound annual growth rates.,Source:AFRs;Bureau of Labor Statistics,Fundraising costs:1.0%,Net membership revenues:-0.9%,$17 million lost income,$Millions,Adjusted for inflation to constant 2001$,Gross revenues:0.1%*,5,CHALLENGES:DECLINES WILL CONTINUE IN NET MEMBER SUPPORT,Pledge,which is the engine of new member acquisition,has seen rising costs relative to new member yield in line with declining productivity trends outside PTV,Net renewal revenue will not offset declining acquisition,Stations already have among the nonprofit sectors highest renewal rates,Renewal mails productivity is flat to declining,Declining ratings increase stations challenge,Falling ratings likely contribute to the long term membership decline,both because the prospect pool with a connection to PTV shrinks and because membership renewal is highly correlated with audience,With the number of nonprofits growing twice as fast as real household charitable giving,stations will be hard pressed to grow their share of members wallets,Source:“Donor Centrics Comparison Report for Public Television,December 2000;”DMA Factbook 2001;,Giving USA 2002,Audience Size,New Member,Renewing Member,Philanthropic,Environment,Membership Revenue Drivers,Outlook,6,CHALLENGES:STATION HAVE MET THESE CHALLENGES IN THE PAST BY CONTROLLING COSTS ACROSS THE BOARD,1990,Underwriting,Program information,Fundraising,Management and general,Broadcasting,Programming and production,100%=,$1.80 billion,7.9,3.3,3.8,3.1,4.0,3.8,*Expenses do not include CPB or PBS overhead or CPB provided nonstation grants,Source:AFR;PBS annual report,2001,Annual Growth Rate,1990-2001,Stations expense,1990 and 2001,Percent,100%=,$1.19 billion,2001,NPS dues and services,4.0,Nearly 1/3 of station programming and production costs are concentrated in producing stations for national programming,7,2001 Actual,2010 Illustrative,Broadcast ops,Membership,Educ./outreach,Other,CHALLENGES:REVENUE DECREASES WILL PROMPT REPEATED PAINFUL COST REDUCTIONS,Source:SABS;interviews,Station cost-cutting scenario:,15%revenue loss,Acquisition&scheduling,Prog.production,General&administrative,$10.7 million,Underwriting,Website,76,Reduce headcount by 26%,from 80 to 59,Cut local production budget by 40%,reducing annual locally produced hours from 109 to 65,Eliminate the Program Guide,Maintain or slightly decrease investment in website and education,76,$9.1 million,Illustrative expense budget for an average medium/large community station,100%=,8,CHALLENGES:CAPITAL INVESTMENTS MAY FURTHER REDUCE AVAILABLE FUNDING,Only$800 million of the estimated$1.7 billion goal has been raised,Digital Conversion,Plans are to replace current infrastructure by 2006 using CPBs$177 million appropriation request,Source:CPB;APTS Digital Clearinghouse;PBS
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