Table of Contents. Executive Summary.. 2. Mission, Vision, Values, History. 4. Comprehensive Digital Strategy.. 7.

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2 Table of Contents Executive Summary.. 2 Mission, Vision, Values, History. 4 Comprehensive Digital Strategy.. 7 Gulf Coast Live 8 Gulf Coast Studios Production Services Local Television and Online Productions. 12 Student-Run Radio Station 16 Implementation of Florida PBSLearning Media in Southwest Florida. 18 Advertising in Expressions Magazine 20 XPoNential Concerts. 22 WGCU-TV Pledge Programming and Special Events.. 24 Membership 26 Major Giving. 27 Underwriting Revenue

3 Executive Summary The year 2013 marked the 30 th anniversary of WGCU Public Media, a member-supported service of Florida Gulf Coast University. Technology, specifically as it relates to media, particularly public media entities, is changing at warp speed. The 30 th anniversary of the organization provided the perfect opportunity to explore the future strategic direction of the only NPR and PBS stations in all of Southwest Florida. With more choices for radio and television programming than ever, WGCU must be as relevant as possible to the communities it serves. WGCU is very well positioned to expand its services and programs while maintaining its already very successful, award winning initiatives. The Strategic Plan for fiscal years is based on more than a year s painstaking work by the WGCU leadership team, its staff members and representatives from its Public Media Advisory Board. This plan articulates the strategic direction for WGCU during this future time period with the goal being for this plan to guide the station with its annual organizational goals, through staff and organizational development, and its future budgeting focus. It is WGCU s true intention to honor its mission to the seven counties it serves in Southwest Florida, and now with the expanse of online technologies the world. This Strategic Plan is a living, breathing document. Its development team will continue to explore new ideas, and reexamine existing programs, services, and practices with a commitment to fiscal responsibility, innovativeness, proactive decision-making, and a culture of collaborating with and supporting each other while working towards common goals. 2

4 Strategic Goal 1: Develop and Institute a Comprehensive Digital Strategy Strategic Goal 2: Grow Gulf Coast Live on WGCU-FM Strategic Goal 3: Grow Gulf Coast Studios Production Services Strategic Goal 4: Expand Local Television/Online Productions Strategic Goal 5: Create a Student-Run Radio Station Strategic Goal 6: Grow WGCU Martha Speaks Reading Buddies Project Strategic Goal 7: Increase Advertising in Expressions Magazine with Special Summer Editions Strategic Goal 8: Grow XPoNential Concerts on Campus Strategic Goal 9: Decrease Pledge Programming on WGCU-TV while Increasing Special Events Strategic Goal 10: Increase the Number of Members Significantly Over Five Years Strategic Goal 11: Increase Focus on Major Giving while Preparing for a Future Campaign Strategic Goal 12: Grow and Develop Underwriting Revenue 3

5 The Mission of WGCU Public Media: To inspire, inform, educate, engage and entertain through the power of public media. The Vision of WGCU s Future: WGCU is an essential public service for Southwest Florida enriching our community by providing programs that educate, enlighten and entertain. Furthering the educational mission of Florida Gulf Coast University, WGCU serves the region s diverse communities with insightful and engaging local, national and international programs using every available platform of communication and engagement. Values: Respect. Trust. Accountability. These are the three values by which WGCU plans to achieve its mission with both external and internal constituents. History: As the sole source of PBS & NPR for Southwest Florida, WGCU Public Media is a membersupported service of Florida Gulf Coast University in Fort Myers, Florida, and an award-winning media outlet. WGCU Public Media serves the interests of the Southwest Florida through its media streams, including four television channels; three radio channels; a member magazine; a website; three YouTube Channels and social media. The mission of WGCU Public Media is to inspire, inform, educate, engage and entertain through the power of public media. WGCU Public Media and its predecessor WSFP-TV/FM have served Southwest Florida with the finest in public television and radio programming for over 30 years. Originally a satellite operation licensed to the University of South Florida, WGCU Public Media became an independent entity in 1996 when the broadcast licenses were transferred to Florida Gulf Coast University, a new public university that was being built to serve the Southwest Florida region. The stations call letters were changed to WGCU-TV/FM, and a new state-ofthe-art broadcast facility was built as part of the new university s campus. The five-county Fort Myers/Naples designated market area (DMA) is the 62ND DMA market with a total population of 1,187,138. WGCU has a cumulative monthly audience reach of 730,000 in this 5-county area (source February 2013 Nielsen Data). 4

6 Historic Timeline: } 1967: Corporation for Public Broadcasting was created (results in NPR and PBS) } 1973: Advocacy began to bring public broadcasting to SWFL } 1979: Transmitter site was approved by FCC } 1980: Florida legislature appropriated funding for public broadcasting station to open on the University of South Florida campus in Fort Myers } 1982: Transmitter tower construction began } 1983: } 1984: } Transmitter tower construction completed. WSFP-TV and WSFP-FM are licensed through USF. } WSFP-FM is established at the USF s Fort Myers branch at Edison Community College; TV station doesn t have studio or office space. } Radio Reading Service went on the air. } First Local TV series We the People } First fundraising telethon: $40,000 raised } 1,054 new members } 1985: TV expanded broadcast hours to broadcast Late Night America } 1986: Fund for Excellence was created to fund programming and broadcast equipment. Westinghouse was first contributor. } 1987: First live auction benefitted both TV and radio } 1988: } TV station became accredited by CPB and moved into the former WEVU-TV studios and offices in Bonita Springs. } WGCU-FM began producing Southwest News Summary } 1990: On the Water debuted and was distributed throughout US and Canada. Exploring Florida also debuted. 5

7 } 1991: First live, primetime auction raised $41,000 } 1994: The station launched on the World Wide Web with TV schedules and program highlights } 1996: WGCU Public Media moved into the new, state-of-the art Broadcast Building of Florida Gulf Coast University and broadcasting licenses were transferred to FGCU (one year prior to FGCU opening to students) } 2001: } Expressions magazine debuted. } Full- time outreach coordinator was hired. } 2002: Live, call-in talk show Sound Off with Sasha was added to radio lineup } 2003: WGCU-TV launched Untold Stories series } 2004: Gulf Coast Live! call-in radio talk show was launched } 2006: First WGCU fundraising exhibit Arts Edition Live! } 2008: WGCU added HD radio channel with classical music 24/7 and WGCU-FM transitioned to news, information and entertainment } 2009: Switch from analog to digital is made. Two new TV channels (World and Create/Encore) were launched } 2010: Your Voice was introduced: combining TV, radio, the Web and magazine to examine issues } 2011: Curious Kids, SWFL s only locally produced children s program wass unveiled. WGCU-FM earns Peabody award for Lucia s Letter. } 2012: } WGCU TV Production Into the Wild was distributed to 150 Public Television stations } WGCU-FM launches AAA format on HD Radio: XPoNential Radio } 2013: WGCU-TV Production Silver King was distributed to 172 Public Television stations 6

8 Strategic Priorities A. Develop and Execute a Comprehensive Digital Strategy Goal: The way viewers and listeners receive their television and radio broadcasts is drastically changing. On-demand viewing, high-end competition between hundreds of channels, web streaming and online applications, social media all are impacting the way public radio and public television reaches viewers and listeners. WGCU Public Media is at a turning point and must develop and maintain a state-of-the-art digital presence for all WGCU Public Media content or become obsolete. FY 15 Recruit and hire Director of Digital Strategies and Social Media by July 30, 2014 Complete assessment of current technical and content resources by September 30, 2014 Complete survey of key staff, administration and stakeholders to assess strengths, challenges and opportunities related to development of successful Digital Strategy Complete draft of FY Digital Strategy by January 31, Finalize plan by March 31, 2015 Develop budget recommendations and identify funding needs and potential resources by June 30, FY 16 Align staff and resources as needed to successfully launch and maintain year one by August 31, 2015 Launch Stage 1 of Strategy by October 1, 2015 Complete review and assessment of FY strategy by January 31, 2016 Finalize FY strategy by March 31, 2016 Develop budget recommendations and identify funding needs and potential resources by June 30, FY 17 Align staff and resources as needed to execute strategy by August 31, 2016 Complete review and assessment of FY strategy by January 31, 2017 Finalize FY strategy by March 31, 2017 Develop budget recommendations and identify funding needs and potential resources by June 30,

9 FY 18 Align staff and resources as needed to execute strategy by August 31, 2017 Complete review and assessment of FY strategy by January 31, 2018 Finalize FY strategy by March 31, 2018 Develop budget recommendations and identify funding needs and potential resources by June 30, FY 19 Align staff and resources as needed to execute strategy by August 31, 2018 Complete review and assessment of FY strategy by January 31, 2019 Finalize FY strategy by March 31, 2019 Develop budget recommendations and identify funding needs and potential resources by June 30, B. Grow Gulf Coast Live on WGCU-FM Goal: To expand Gulf Coast Live from once per week to five days per week with the addition of a full-time staff (host & producer) dedicated to the show. This will attract sustainable funding, accrue and preserve credibility and trust, increase users and engagement across platforms, increase financial support and recognition for the newsroom and station while meeting the mission of WGCU. FY 15 Begin concerted effort to gain underwriting for Gulf Coast Live by July 1, 2014 Develop partnership with FCIR Florida Center for Investigative Reporting by July 1, 2014 Create a pilot of TV program tentatively called Gulf Coast Life by July 15, 2014 Investigate naming rights of building/studios/offices to use funds for talk studio & performance studio for show (Development) by January 15, 2015 Begin seeking permission with FGCU to open two full time FTE lines in FM (GM)- by January 15, 2015 Hold bi-annual ascertainment meetings with Diversity Advisory Group by June 30, 2015 (Re-)Practice doing occasional shows live on scene and with live studio audience at WGCU to include web streaming by June 30,

10 FY 16 Further develop partnership with FCIR for ongoing programming within weekly GCL program by July 1, 2015 Create job descriptions for talk show host and talk show producer by December 15, 2015 Development begins securing endowed funds by December 15, 2015 Hold one-day drive to raise funds for new hires $130,000 goal ($50,000 through predrive mixed media messaging & $80,000 radio drive) by January 15, 2016 If naming rights for studios is permitted continue process by January 15, 2016 Budget for two positions as well as equipment/office supplies for year three by June 1, 2016 Practice doing occasional shows live on scene and with live studio audience at WGCU to include web streaming by June 30, 2106 Create at least two Gulf Coast Life programs by June 30, 2016 Hold bi-annual ascertainment meetings with Diversity Advisory Group by June 30, 2016 FY 17 Advertise nationally for talk show host and talk show producer positions by July 1, 2016 Create the Gulf Coast Live Founders package a program whereby 13 corporate / foundations contribute $10,000 each annually for major messaging in all media (Underwriting) by July 1, 2016 Create Gulf Coast Live Lovers package for funders interested in maintaining the program with smaller donations than the Founders (Underwriting) by July 1, 2016 Interview and Selection of candidates in process by December 15, 2016 Equip office # s 77 & 78 in FM for new staff with working computers, telephones and audio equipment by October 1, 2016 Ensure talk show studio equipment is up to par by October 1, 2016 Make final decision on time of day for show and give 90 days advance notice to network of existing program airing at that time by March 1, 2017 Determine fair method for choosing which days show re-airs on Sunday by March 1, 2017 Decide if program will re-air in the evening and re-arrange programming by March 1, 2017 Create promotional package to launch daily show by April 1, 2017 Plan talk show best practices training program by April 1, 2017 Create chain of command and task list for daily program i.e.: promos, web content etc. by May 1, 2017 Work with Digital Director to create a daily digital plan for audience engagement by June 1, 2017 Create at least two Gulf Coast Life programs by June 30, 2017 Hold bi-annual ascertainment meetings with Diversity Advisory Group by June 30,

11 FY 18 Talk show producer and talk show host begin working by July 1, 2017 Promotion package launches by July 1, 2017 Launch talk show best practices training program by July 1, 2017 Transition tasks from current staff to new staff i.e.: promos, web content etc. by July 15, 2017 Launch digital plan for audience engagement by July 15, 2017 Train new staff for Emergency/Hurricane show coverage by August 1, 2017 Daily show launches after new staff takes over weekly show for a month by August 15, 2017 Hold weekly post-mortem meetings to continue best practices training and improvement by August 22, 2017 Hold a kick-off event to thank Gulf Coast Live Founders, Gulf Coast Live Lovers, donors and those who bought studio naming rights by September 1, 2017 Train new staff on shows live on scene and with live studio audience at WGCU continuing each rotating on a monthly basis starting 3 months after daily show launch by October 1, 2017 Take note of Arbitron ratings measurements of 5-year (7/1/13-7/1/17) 9am Wednesday show period as well as new time of day (TBA) prior to launch by December 1, 2017 Create six Gulf Coast Life programs by June 30, 2018 Hold bi-annual ascertainment meetings with Diversity Advisory Group by June 30, 2018 FY 19 Continue to hold weekly post-mortem meetings to continue best practices training and improvement Monitor Arbitron ratings measurements and web metrics for improvement and steady increases by July 15, 2018 With help from Digital Director and Outreach/Communications hold audience focus groups to broaden ascertainment by October 1, 2018 Hold annual event to thank Gulf Coast Founders, studio naming rights donors and Gulf Coast Lovers by October 19, 2018 (35 th anniversary) Create six-to-eight Gulf Coast Life programs by June 30, 2019 Conduct shows live on scene and with live studio audience at WGCU alternating style each month by June 30, 2019 Hold bi-annual ascertainment meetings with Diversity Advisory Group by June 30,

12 C. Grow Gulf Coast Studios Production Services Goal: To establish a reputation of quality and excellence as the premier production house in SWFL while increasing awareness of Gulf Coast Studios, thereby generating revenue to support the operations of WGCU Public Media. FY 15 Generate gross revenue of $100,000 with expenses totaling $30,000 for a net of $70,000 by June 30, Cost to include freelance personnel and equipment. Identify and hire freelance production personnel by July 1, Purchase DSLR camera and lens by August of Purchase LCD monitor and motorized head for jib by September Contact current freelance pool and get leads on others in the business by sending out e- mails and word of mouth, ongoing through June 30, Research way to cultivate more non-profit clients through a partnership with SWFL Community Foundation. Market studio space and webcasting. This will be done every September by putting an ad in Florida Film Guide. Also update listing with Film Florida and the Collier County Film Commission. (Annual goal that will extend over five years of the plan). Secure interns and student volunteers to assist as needed. Every August of each new school year, we will reach out to the intern coordinator and journalism professors. (Annual goal that will extend over five years of the plan). Utilize remote production trailer. We can utilize the truck for plays, small concerts, lectures and other events. (Annual goal that will extend over five years of the plan). Update GCS website and on line video. Update video and site October of every year. Involve entire production staff to get feedback on what needs to be updated. (Annual goal that will extend over five years of the plan). FY 16 Generate gross revenue of $120,000 with expenses totaling $35,000 for a net of $85,000 by June 30, Out of pocket cost to include freelance personnel and equipment. Continue to cultivate new clients and freelance personnel through ads, presentations and throughout the year. Use colleague s contact and set up a meeting with SWFL Community Foundation. Do a presentation about GCS. The goal is to get in their grant cycle to produce videos for their websites or to be used as a fundraising tool by June 30,

13 FY 17 Generate gross revenue of $145,000 with expenses totaling $45,000 for a net of $100,000 by June 30, Out of pocket cost to include freelance personnel and equipment. FY 18 Generate gross revenue of $175,000 with expenses totaling $50,000 for a net of $110,000 by June 30, Out of pocket cost to include freelance personnel and equipment. FY 19 Generate gross revenue of $210,000 with expenses totaling $55,000 for a net of $155,000 by June 30, Out of pocket cost to include freelance personnel and equipment. D. Expand Local Television/Online Productions Goal: To continue to develop internal collaboration; community partnerships; our pool of freelance talent and our digital platform so we can expand local television/online productions and generate net revenue for station operations while meeting the mission of WGCU. FY 15 To recruit two interns/student production assistants as a way to minimize production costs. To enhance our local TV production brand by producing three interstitial spots for radio/tv/social media/youtube that promote it by Nov To strategize with FM on ways to maximize production of LOCAL content. PROGRAM-SPECIFIC GOALS: 1. MAKERS: Women Who Make Southwest Florida (Multi-platform project honoring exceptional women in Southwest Florida. Based on PBS/AOL national MAKERS, the project is the only women s award in our region that invites public nominations; includes a structured selection process and results in a digital archive of video and audio portraits of these amazing women for generations to come. ) a. To expand community awareness by developing a well-defined marketing plan prior to opening nominations Sept

14 2. Gulf Coast Life/Magazine (A magazine format program, hosted by Amy Tardif, that includes roll-in video segments and possible studio interviews.) a. To produce and air a pilot utilizing our radio reporters as producers by July b. To have radio reporters produce 4 segments by June 2015 for Show #2. 3. Topical Documentaries a. In collaboration with Amy Tardif, FM Station manager, to identify 2 possible topics that would generate revenue and bring $5k net profit per documentary into station by Aug b. To collaborate on one co-production to air in Spring c. To develop creative ways to develop partnerships with other organizations to keep local content on our airwaves and to develop new content for our digital platform by June FY 16 ANNUAL DEPT. GOALS: To use measurable outcomes to do an ROI analysis of all programs listed below by June PROGRAM-SPECIFIC GOALS: 1. Makers a. To further develop our social media/digital marketing campaign to increase awareness of the program and alumni initiative. b. To have MAKERS premiere serve as WGCU signature fundraising event that nets profit and creates a self-sustaining funding source for MAKERS. 2. Gulf Coast Life/Magazine a. To develop a social media/marketing campaign to increase awareness of the program by Sept b. To have radio reporters produce 4 segments by June 2016 for Show #3. 3. Topical Documentaries a. In collaboration with Amy Tardif, FM station manager, to identify 2 possible 13

15 topics that would generate revenue and bring $20k net profit per documentary into station by Aug b. To seek out production companies to keep local documentary content on our airwaves by June c. To have bi-annual meetings of the Diversity Advisory Group to work on potential ideas for a documentary series that identifies the multicultural reality of our region. FY 17 ANNUAL DEPT. GOALS: To research and reflect emerging trends in digital production by revising our LOCAL production strategy by May PROGRAM-SPECIFIC GOALS: 1. Makers a. To launch a social media/marketing campaign to increase awareness of the program to boost underwriting potential by Aug b. To research grants that might augment funding of MAKERS by March Gulf Coast Life/Magazine a. To have radio reporters produce 4 segments by June 2017 for Show #4. 3. Topical Documentaries a. In direct collaboration with Amy Tardif, FM station manager, to identify 2 possible topics that would generate revenue and bring $20k net profit per documentary into station by Aug b. To seek out production companies to keep local documentary content on our airwaves by June

16 FY 18 PROGRAM-SPECIFIC GOALS: FY Makers a. To continue to build on the depth of community engagement through the alumni initiative to increase awareness of the program to boost underwriting potential by Aug b. To continue to explore possible events, partnerships and ways that MAKERS can help bring in donors; sponsors and nominations making it a successful community engagement opportunity By June Gulf Coast Life/Magazine a. To have radio reporters produce 4 segments by June 2018 for Show #5. 3. Topical Documentaries a. In collaboration with FM, communications and underwriting, to identify 2 possible topics that would generate revenue and bring $20k net profit per documentary into station by Aug b. To seek out production companies to keep local documentary content on our airwaves by June ANNUAL DEPT. GOALS: To reassess our digital platform/broadcast differential. PROGRAM-SPECIFIC GOALS: 1. Makers a. To enhance our social media/marketing campaign to increase awareness of the program to boost underwriting potential by Aug Gulf Coast Life/Magazine a. To develop a social media/marketing campaign to increase awareness of the program to boost underwriting potential by Aug b. To have a robust online platform by May Topical Documentaries a. To seek out production companies to keep local documentary content on our 15

17 airwaves by June E. Create a Student Radio Station Goal: To start, build and operate a student radio station, giving WGCU Public Media access to an untapped market and demographic of young adults who aren t normally reached via NPR or PBS. Underwriting will have the added opportunity to sell sponsorships to current clients that want to reach this specific demographic. This project will strengthen the relationship between WGCU and FGCU as a whole, while educating the next generation of future broadcasters. The student-run station will not be broadcast over the air, but rather will stream the audio & video (an internet camera) from the control room over the WGCU web page and perhaps through the on campus cable system. By putting this stream on the WGCU web page and mobile application, this will create large amounts of traffic to the WGCU internet site, and increase the revenue stream overall. FY 15 FY Build a radio production facility by February 1, Work with the Journalism department to recruit 15 students by January 5, Promote the station to FGCU Students by February 1, 2015, by posting flyers around the university, FGCU Website, This FGCU, Eagle News, Student Announcements, etc. 4. Recruit three WGCU staff members and/or Journalism professors to help mentor students by February 1, Secure a minimum of $5,000 in underwriting revenue by June 30, Add 1% more traffic to WGCU internet page and mobile application by June 30, Secure funding by June 30, 2015, for the student production room. 2. Increase the number of students participating in the station to 20 by September 15, Have student elections for station management positions by September 15, a. General Manager b. Assistant General Manager c. Sales Manager -- Works with WGCU Underwriting i. Two additional Student sales positions d. Promotions Manager i. Two additional Student promotions positions e. Program Manager f. Student Engineer 16

18 4. Move to a level of 60% automation, 40% of the airtime, is produced by students. September 30, Build a student radio production studio (location to be determined) by October 1, Promote the station to FGCU Students from the first week of the fall semester to the last day of the spring semester, by posting flyers around the university, FGCU Website, This FGCU, Eagle News, Student Announcements, etc. 7. Secure a minimum of $6,000 in underwriting revenue 8. Add 5% more traffic to WGCU internet page and mobile application by June 30, 2016 FY Maintain all the equipment and infrastructure, funded through underwriting. A portion of the money from previous years will be budgeted for the repair and future needs of the station by July 1, Increase the number of students participating in the station to 30 by September 15, Move to a level of student operation for eight hours per day with the rest programed via automation by September 30, Secure a minimum of $7,500 in underwriting revenue 5. Add 8% more traffic to WGCU internet page and mobile application by June 30, By June 30, 2017, the station will be self-sustaining and no additional income from FGCU will be needed FY 18 FY Increase the number of students participating in the station to 35 by September 15, Move to a level of student operation for 12 hours per day with the rest programed via automation by September 30, Begin doing live productions by October 1, Secure a minimum of $9,000 in underwriting revenue 5. Add 10% more traffic to WGCU internet page and mobile application by June 30, Increase the number of students participating in the station to 40 by September 15, Move to a level of student operation for 16 hours per day with the rest programed via automation by September 30,

19 3. Produce minimum of (12) live productions by June 30, Secure a minimum of $12,000 in underwriting revenue 5. Add 10% more traffic to WGCU internet page and mobile application by June 30, Research plans for new capital investment by June 30, Explore opportunity for FGCU to create an elective class for multiple majors by June 30, 2019 F. Implementation of Florida PBSLearning Media in Southwest Florida Goal: In partnership with the Florida Public Broadcasting System, WGCU will introduce Florida PBS Learning Media to every classroom in WGCU s broadcast area: Lee, Collier, Charlotte, Glades and Hendry counties. With support from the Florida Department of Education and endorsement by the Florida Legislature, PBS LearningMedia will be customized for Florida by aligning high quality PBS content with the Florida Course Code Directory. This online digital library will be available, free, to every classroom, student, teacher, home-schooler and parent in the state. PBS LearningMedia is a free media-on-demand service offering educators access to the best of public media and delivering research-based, classroom-ready digital learning experiences to engage students in exploring curriculum concepts that align with National and Common Core State Standards. WGCU, in partnership with the Florida Public Broadcasting System, will train teachers in grades K-12 on how to use PBS LearningMedia in the classroom and to augment classroom work. According to 2014 data, there are 152,301 K-12 public school students in the WGCU service area attending 97 elementary schools, 38 middle schools, 28 high schools and more than 30 charter schools. The implementation plan below may be adjusted with input from the Florida Public Broadcasting System and PBS. The goal of this strategic plan is to provide training to teachers in all of the public schools in WGCU s service area by FY The estimated cost to train teachers of one school is $500 Total Estimated cost is $100,000 FY Hire and train trainers 18

20 2. Train teachers in Lee County and Collier County as follows Lee County: 11 middle schools and 7 high schools Collier County: 5 middle schools and 4 high schools Total number of schools trained: 27 FY Train Teachers as follows: Lee County: 11 middle schools and 7 high schools Collier County: 5 middle schools and 4 high schools Charlotte County: 4 middle schools and 3 high schools Hendry County: 2 middle schools and 2 high schools Glades County: 2 elementary schools and 1 JR. high/high school Total number of schools trained: 41 FY Train Teachers as follows: Lee County: 25 elementary schools Collier County: 25 elementary schools Charlotte County: 10 elementary schools Hendry County: 6 elementary schools Total number of schools trained: 66 FY Train Teachers as follows: Lee County: 25 elementary schools Collier County: 4 elementary schools 10 Charter Schools (Lee, Collier, Glades) Total number of schools trained: 39 FY 19 19

21 1. Provide 3 hours of training of home school groups 2. Provide updates and additional training to groups of teachers on a case by case basis G. Increase Advertising in Expressions Magazine with Special Summer Editions Goal: For the past few years, ad sales for Expressions magazine have continually declined. The goal of ad sales for the magazine has and continues to be to provide ad revenue equal or greater than the cost to develop, print and mail the magazine. Because of the seasonal nature of the Southwest Florida market ad sales decline dramatically (30-50 percent) for the summer magazines. In an effort to boost sales, specifically with potential new clients, WGCU is proposing developing special summer editions. These editions would still provide members with all TV and radio programming info and WGCU update information they rely on and expect. In addition, the magazine would focus and highlight interesting places, people, and attractions in Southwest Florida. These special editions would have a longer shelf life because residents would refer to this information throughout the year. Each special edition would have a theme. Examples are Beaches; Restaurants and night life; Environmental Sustainability; Staying fit in Southwest Florida, etc. FY 15 Develop theme for the June and July 2015 issues...november 1, 2014 Meet with underwriting to develop sales piece by February 1, 2015 Develop and complete the sales piece by February 28, 2015 Develop content for June 2015 in March and April, 2015 Develop ad size and ad space by March 1, 2015 Underwriting to sell $10,000 in ads for June by April 15, 2015 Underwriting to sell $10,000 in ads for July by May 15, 2015 Communications office prints the magazine with additional copies for Underwriting to distribute to their advertising clients. June, 2015 magazine is distributed by June 1, 2015 FY 16 July, 2015 magazine is distributed by July 1, 2015 Develop theme for the June and July 2016 issues. February 1,

22 Meet with underwriting to develop sales piece by February 1, 2016 Develop and complete sales piece by February 28, 2016 Develop content for June 2016 in March and April, 2016 Develop ad size and ad space by March 1, 2016 Underwriting to sell $11,000 in ads for June by April 15, 2016 Underwriting to sell $11,000 in ads for July by May 15, 2016 Communications office prints the magazine with additional copies for Underwriting to distribute to their advertising clients. June, 2016 magazine is distributed by June 1, 2016 FY 17 July, 2016 magazine is distributed by July 1, 2016 Develop theme for the June and July 2017 issues by February 1, 2017 Meet with underwriting to develop sales piece by February 1, 2017 Develop and complete sales piece by February 28, 2017 Develop content for June 2017 in March and April, 2017 Develop ad size and ad space by March 1, 2017 Underwriting to sell $12,000 in ads for June by April 15, 2017 Underwriting to sell $12,000 in ads for July by May 15, 2017 Communications office prints the magazine with additional copies for Underwriting to distribute to their advertising clients. June, 2017 magazine is distributed by June 1, 2017 FY 18 July, 2017 magazine is distributed by July 1, 2017 Develop theme for the June and July 2018 issues by February 1, 2018 Meet with underwriting to develop sales piece by February 1, 2018 Develop and complete sales piece by February 28, 2018 Develop content for June 2018 in March and April, 2018 Develop ad size and ad space by March 1, 2018 Underwriting to sell $13,000 in ads for June by April 15, 2018 Underwriting to sell $13,000 in ads for July by May 15, 2018 Communications office prints the magazine with additional copies for Underwriting to distribute to their advertising clients. June, 2018 magazine is distributed by June 1, 2018 Fiscal Year 19 21

23 July, 2018 magazine is distributed by July 1, 2018 Develop theme for the June and July 2018 issues by February 1, 2019 Meet with underwriting to develop sales piece by February 1, 2019 Develop and complete sales piece. February 28, 2019 Develop content for June 2019 in March and April, 2019 Develop ad size and ad space by March 1, 2019 Underwriting to sell $15,000 in ads for June by April 15, 2019 Underwriting to sell $15,000 in ads for July by May 15, 2019 Communications office prints the magazine with additional copies for Underwriting to distribute to their advertising clients. June, 2019 magazine is distributed by June 1, 2019 H. Grow XPoNential Concerts on Campus Goal: To hold concerts of local, original, Americana music on the lawn of FGCU s campus for students to promote WGCU s HD radio channel and its local Gulf Coast Music program. This has high appeal to students who could be cultivated to listen to the program, the station, the news station and someday become members and supporters. Measurable results would be by attendance, app downloads and streaming listeners as well as if people who attend the concerts eventually volunteer for or donate to the station. FY 15 Select date in coordination with campus designees, SWFL Music, Engineering, FM Operations by January 1, 2015 Create a promotional plan for campus including flyers (and app and GCM flyers), s, messaging through Facebook 6 months prior to concert Secure live trailer set up for remote broadcast and essential engineering staff to operate it 5 months prior to concert Investigate giveaways and the design and sale of T-shirts - 5 months prior to concert Look for funding or trade for production and sale of T-shirts -- 5 months prior to concert Secure musicians through SWFL Music 3 months prior to concert Secure equipment through IT 3 months prior to concert Coordinate with Campus Live Entertainment Board to confirm their promotion plan 3 months prior to concert Secure volunteers to post flyers, man the event, count attendees, hand out flyers about WGCU app and Gulf Coast Music at the event 3 months prior to concert Secure videographer(s) from WGCU-TV 3 months prior to concert Secure an emcee 3 months prior to concert Create a web page for the concert day, including the video of each musician performing. 1 week prior to concert and day after for video 22

24 Work with Programming Board Director for Live Entertainment at FGCU and Programming Coordinator for Campus Involvement regarding our request to help fund the concerts. 7/1/14 (completed they would fund the promotion) Hold a post mortem meeting one week after concert Check web metrics for streaming data to compare to 2013 hoping for 5% increase monthly for 3 months after concert Check app downloads to compare to 2013 hoping for 5% increase monthly for 3 months after concert FY 16 Select date in coordination with campus designees, SWFL Music, Engineering, FM Operations by July 1, 2015 Follow prior year s implementation plan as described earlier in Strategic Plan and adjust as necessary Check web metrics for streaming data to compare to 2014 hoping for 5% increase monthly for 3 months after concert Check app downloads to compare to 2014 hoping for 5% increase monthly for 3 months after concert FY 17 Select date in coordination with campus designees, SWFL Music, Engineering, FM Operations by July 1, 2016 Follow prior year s implementation plan as described earlier in Strategic Plan and adjust as necessary Check web metrics for streaming data to compare to 2015 hoping for 5% increase monthly for 3 months after concert Check app downloads to compare to 2015 hoping for 5% increase monthly for 3 months after concert FY 18 Select date in coordination with campus designees, SWFL Music, Engineering, FM Operations by July 1, 2017 Follow prior year s implementation plan as described earlier in Strategic Plan and adjust as necessary Check web metrics for streaming data to compare to 2016 hoping for 5% increase monthly for 3 months after concert 23

25 Check app downloads to compare to 2016 hoping for 5% increase monthly for 3 months after concert FY 19 Select date in coordination with campus designees, SWFL Music, Engineering, FM Operations by July 1, 2018 Follow prior year s implementation plan as described earlier in Strategic Plan and adjust as necessary Check web metrics for streaming data to compare to 2017 hoping for 5% increase monthly for 3 months after concert Check app downloads to compare to 2017 hoping for 5% increase monthly for 3 months after concert I. Decrease Pledge Programming on WGCU-TV while Growing Special Events Goal: WGCU has seen consistent financial growth in its membership program annually. However, WGCU-TV has relied heavily on television pledge programming to produce enough revenue to pay for its regular programming, resulting in airing fundraising programs for 165 days of the year. This interrupts the viewers /members regular viewing experience dramatically. Television pledge events are important ways of bringing new members into the fold; however, the amount of pledge programming on WGCU s airwaves is seen as excessive. The funding raised via this method is critical to station operations, though, and can t be eliminated overnight. Over the next year, we will evaluate ways to localize television pledge more efficiently, hopefully producing more pledge revenue in less time, thus reducing television pledge hours by half over a five year period. These numbers will be re-evaluated in year two and adjusted according to the local pledge programming plan in development. FY 15: Generate $200,000 in Event revenue reduce TV Pledge time by 15%, while maintaining TV Pledge funding levels at $959,000. Evaluate local pledge productions/programming for ROI and effectiveness. Determine if it is possible to continue to raise similar amount of funding during television pledge, but in less time. If it is determined that local television pledge productions/programming cannot continue to augment the budget with less interruption to regular programming, the following financial goals will instituted in years two-five of this plan to replace television pledge revenue and eventually grow the fundraising revenue line significantly overall. However, it is our goal to 24

26 keep TV Pledge revenue at its current levels (at least) while simultaneously increasing events revenue to generate net revenue growth for the station over the next several years. FY 16: Generate $235,000 in Event revenue to reduce TV Pledge revenue to $785,000, decreasing hours of pledge programming accordingly FY 17: Generate $320,000 in Event revenue to reduce TV Pledge revenue to $700,000, decreasing hours of pledge programming accordingly FY 18: Generate $500,000 in Event revenue to reduce TV Pledge revenue to $500,000, decreasing hours of pledge programming accordingly FY 19: Generate $1,000,000 Event Revenue Maintain TV Pledge revenue at $500,000 annually Reduce number of pledge days in half from FY 15 down to 85 days from 165 FY 19 will see the growth of additional revenue for station activities, after TV pledge and events are balanced out financially Note: A highly effective sustainers program (to be rolled out in FY15) and a successful inaugural signature event (to be launched in FY15) could speed up this process dramatically as could the creation of a robust local pledge production effort. J. Increase the Number of Members Significantly Over Five Years Goal: Members are the lifeblood of WGCU s financial model. Over the last five years, our number of members has fluctuated, but hasn t grown at all. Public Media donors are often transactional in nature giving a donation to support a specific event, or to obtain a specific pledge premium or gift. Recognizing the need to grow our membership base, we will be developing various initiatives to cultivate and sustain our relationships with existing members while growing the new member contingent as well. FY 15: Roll-out full scale sustainer program beginning July 1, 2014 Set goals for member retention by January 1, 2015 Evaluate renewal program strategies by January 1,

27 Develop strategies to retain members who join through special event attendance by January 1, 2015 Continue donor thank you call program and measure for success through June 30, 2015 Grow membership from 13,000 to 14,000 members by June 30, 2015 FY 16: Launch initiative for mid-level donor growth by July 1, 2015 Evaluate FY 15 member retention efforts by July 1, 2015 and set new goals/adjust program accordingly Develop new member campaign by September 1, 2015 to launch by season of 2015 Grow membership through major giving initiative through June, 2016 Grow membership from 14,000 to 16,000 members by June 30, 2016 FY 17: Launch Young Leaders program for adults 18-35, to further build membership is this special demographic by July 1, 2016 Continue to assess retention, stewardship and growth strategies and adjust accordingly through June 30, 2017 Continue to grow membership through major giving initiative through June 30, 2017 Launch online gift catalog/micro-endowment initiative by June 30, 2017 Grow membership from 16,000 to 18,000 members by June 30, 2017 FY 18: Continue to assess retention, stewardship and growth strategies and adjust accordingly through June 30, 2018 Continue to grow membership through major giving initiative through June 30, 2018 Grow membership from 18,000 to 20,000 members by June 30, 2018 FY 19: Continue to assess retention, stewardship and growth strategies and adjust accordingly through June 30, 2019 Continue to grow membership through major giving initiative through June 30, 2019 Grow membership from 20,000 members to 22,000 members by June 30, 2019 K. Increase Focus on Major Giving while Preparing for Future Campaign Goal: Increase focus on Major Giving, in preparation for future Capital/Endowment Campaign with Florida Gulf Coast University 26

28 FY 15: Establish Moves Management system in entire development department (membership and underwriting) by July 1, 2014 Identify funding priorities by July 1, 2014 Develop case statements for each priority by July 1, 2014 Establish endowment parameters with Foundation by July 1, 2014 Publish funding priorities on the web and via print documents by September 1, 2015 Evaluate 1,500 overall major donor prospects, identifying Top 200 Prospects by December 31, 2014 Set major giving goals for current major donor pool (approximately 155 donors), by December 31, 2014 Conduct Feasibility Study style interviews with of Top 200 by June 30, 2015 Begin fundraising for top funding priorities through June 30, 2015 Continue Public Media Advisory Board training and development throughout June, 2015 FY 16 FY 19 Plan to be updated in Spring, 2015 after goals and direction has been established in conjunction with University Advancement Division L. Grow and Develop Underwriting Revenue In an effort to maximize efficiency while continuing to grow and develop Underwriting Revenue, the Community Funding and Membership Departments will merge on July 1, 2014 operating as the Development Department. The staffs of both departments will work together as a team and be supervised by the Director of Development. FY 15: A new community funding representative will be hired by July 1, 2014 and will focus on selling new accounts, Expressions and digital assets. Existing community funding representatives will maintain their current and past client base. An additional part time community funding assistant will be hired by July 1, 2014 with the goal of providing support to funding representatives so they can free more time to visit clients. Generate $475,000 in WGCU-FM gross revenue by June 30, 2015 Generate $535,000 in WGCU-TV gross revenue by June 30, 2015 Generate $70,000 in Expressions gross revenue by June 30, 2015 Generate $10,000 in digital gross revenue by June 30,

29 Generate $90,000 in gross special project revenue by June 30, 2015 Generate $123,000 in gross television production revenue by June 30, 2015 FY 16: Generate $500,000 in WGCU-FM gross revenue by June 30, 2016 Generate $585,000 in WGCU-TV gross revenue by June 30, 2016 Generate $80,000 in Expressions gross revenue by June 30, 2016 Generate $20,000 in digital gross revenue by June 30, 2016 Generate $120,000 in special project revenue by June 30, 2016 Generate television production revenue TBD by June 30, 2016 Begin selling Gulf Coast Studio projects and will generate additional $35,000 in studio revenue (in addition to other studio sales goals) by June 30, 2016 FY 17 Generate $550,000 in WGCU-FM s gross revenue by June 30, 2017 Generate $610,000 in WGCU-TV gross revenue by June 30, 2017 Generate $90,000 in Expressions gross revenue by June 30, 2017 Generate $30,000 in digital gross revenue by June 30, 2017 Generate $150,000 in special project revenue by June 30, 2017 Generate television production revenue TBD by June 30, 2017 Generate $60,000 in additional studio revenue by June 30, 2017 FY 18: Generate $600,000 in WGCU-FM gross revenue by June 30, 2018 Generate $680,000 in WGCU-TV gross revenue by June 30, 2018 Generate $90,000 in Expressions gross revenue by June 30, 2018 Generate $40,000 in digital gross revenue by June 30, 2018 Generate $180,000 in special project revenue by June 30, 2018 Generate television production revenue TBD by June 30, 2018 Generate $90,000 in additional studio revenue by June 30, 2018 FY 19: Generate $625,000 in WGCU-FM gross revenue by June 30, 2019 Generate $720,000 in WGCU-TV gross revenue by June 30, 2019 Generate $90,000 in Expressions gross revenue by June 30,

30 Generate $60,000 in WGCU.org gross revenue by June 30, 2019 Generate $200,000 in special project revenue by June 30, 2019 Generate television production revenue TBD by June 30, 2019 Generate $100,000 in additional studio revenue by June 30,