DevelopingaSustainableEconomicModelforPublicTelevisionMay29,2003CONFIDENTIAL*essHowsevereandlonglastingarethefinancialpressuresonthesystem?Howshouldwelaunchtheseinitiativesandeffectlastingchange?Whichperformanceimprovementopportunitiesofferthemostpromise?*CHALLENGES:BOTHSTATIONECONOMIESANDPROGRAMDEVELOPMENTAREAT-RISK*** Growthratefrom1994-2001Source: CPBAuditedFinancialReports(AFR),PBSanalysis(dues),AppendixQfromPBSSGwhitepaper(“FundingforPBSNPSProgrammingbyFunderCategory”)$$%peryear*%peryear**Historicalgrowth inrevenues(1990-2001)Current %peryearFlattoveryslowlygrowing(1%aboveinflation)2001StationAssessment$107M*,*1990and2001$MillionsUniversityIn-kindCorporateandfoundationgivingUnrelatedbusinessStateandlocal fundingFederalfunding**Membergiving* Excludescapitalfundingfordigitalupgrade,additionalcapitalfundraising,endowment,andinterest ** Federalagencygrantsfor2001areestimated(assumed5%growthover2000)Source: AFR;federalreports;PBSannualreports$$:%1990-*CHALLENGES:HISTORICALLY,THESYSTEMHASGROWNTHROUGHDIVERSIFICATION–NOWALLREVENUESOURCESARETHREATENEDSource: AFRs;TeamperspectiveFutureOutlook*STATIONMEMBERSHIPREVENUEHASDECLINEDINREALTERMSSINCE1990*: AFRs;BureauofLaborStatisticsFundraisingcosts::-%$e$Millions,Adjustedforinflationtoconstant2001$Grossrevenues:%**CHALLENGES:MEMBERSUPPORTPledge,whichistheengineofnewmemberacquisition,renewalrevenuewillnotoffsetdecliningacquisitionStationsalreadyhaveamongthenonprofitsector’shighestrenewalratesRenewalmail’sproductivityisflattodecliningDeclini
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