Compendium A

NOVEMBER 2015
DEFINING OUR ROADMAP

Distinctive new programming, deeper audience engagement across

platforms, expanded revenue, operational transformation: all will take
dedicated and focused effort by WAMU across multiple years. In this
companion document, we chart the tactics and initiatives to make
progress against each of the 20 objectives described in WAMU’s
strategic plan. The result is a roadmap for WAMU as it embarks on its
ambitions for the station’s future. Moving forward, the entire organization
will need to embrace and evolve this roadmap over time—adding detail
and making adjustments along the way.
Tactics are categorized within three high-level time horizons:

Short Term (2015-2016)

Short term refers to the first year of WAMU’s strategic plan. This year will focus on
implementing base layer investments and getting North Star initiatives off the ground.
Starting with these investments will align the organization and lay the groundwork for future
success. Given the time required for organizational turnaround, this year will require heavy
investment with small returns. Although progress during this year will feel limited and slow,
this first year is critical to lay the foundation for the station’s transformation and long-term
sustainability. By the end of the short-term period, employees will experience a shared sense
of purpose and direction, and improvements in organizational culture will become apparent.
The station will also have begun several long-term initiatives that will take time to generate
a return. Employees will need to stay committed to these efforts, and ultimately see them
through to success.

Medium Term (2017-2018)

Medium term refers to the second and third years of WAMU’s strategic plan. During these
years, the station needs to focus on cultivating returns from its strength builder, north
star, and differentiator investments. The station will begin to feel the positive effects of its
efforts, although there will still be a tremendous amount of work required to complete these
efforts. Talent recruitment should become easier, and audience engagement metrics should
increase during these years. By the end of the medium-term period, the station should be
experiencing signs of sustainable growth.

Long Term (2019 - 2020)

Long term refers to the fourth and fifth years of WAMU’s strategic plan. During this period,
the station will focus on maximizing the growth potential cultivated during the preceding
three years. Audience engagement and revenue generation should continue to increase, and
the organization should be thriving. The final year of the strategic plan should also be a time
for learning and reflection as the station charts out its next phase of growth. By the end of
the fifth year, the station should be on a stable forward trajectory, ready to build off its early
successes and learnings.
IMPACT INVESTMENT CHART

DIFFERENTIATORS

NORTH STARS
IMPACT

STRENGTH
BUILDERS

BASE LAYERS DISTRACTIONS

INVESTMENT
 AUDIENCE

ASSESSMENT OF OBJECTIVES TO RETAIN, GROW, AND DIVERSIFY

OUR AUDIENCES
Objectives
1. Align on who WAMU’s
audiences are and how
WAMU serves them.

DIFFERENTIATORS
2. Deepen and expand
regional audience
NORTH STARS
engagement.
IMPACT

3. Extend reach and

engagement to audiences
STRENGTH across the nation.
BUILDERS

4. Expand diversity of
audiences to better reflect
regional and national
BASE LAYERS DISTRACTIONS populations.

INVESTMENT
 AUDIENCE

OBJECTIVE #1: ALIGN ON WHO WAMU’S AUDIENCES ARE AND HOW WAMU SERVES THEM.

Short Term Tactics Medium Term Tactics Long Term Tactics

Integrate station’s new identity to Assess cost of expanding station’s Continue implementation of Short and
convey consistent message across editorial focus to areas beyond DC Medium Term tactics.
activities. Promote via a marketing metro region.
campaign.

Redesign visual identity to deliver more

attractive and consistent message to
audiences.

Ensure that the diversity of the region

is represented by the identity of on-air
talent, and use of platforms.

Clearly define WAMU’s core geographic

region, prioritizing DC metro area.

Set performance-based goals for all

staff.
 AUDIENCE

OBJECTIVE #2: DEEPEN AND EXPAND REGIONAL AUDIENCE ENGAGEMENT.

Short Term Tactics Medium Term Tactics Long Term Tactics

Tap into the stories that are unique to
the Washington region.
Help local residents understand their
community and how it relates to the
nation.
Increase diversity of journalists who are
from the minority communities on which
they report.
Cultivate local partnerships with NPR, Continue implementation of Short and
American University, and other regional Medium Term tactics.
organizations.
Support the individual who is tasked
with marketing WAMU to potential
collaborators.
 AUDIENCE

OBJECTIVE #3: EXTEND REACH AND ENGAGEMENT TO AUDIENCES ACROSS THE NATION.

Short Term Tactics Medium Term Tactics Long Term Tactics

Present nationally resonant issues Continue implementation of Short and Continue implementation of Short and
through a uniquely regional lens. Medium Term tactics. Medium Term tactics.

Develop a distribution strategy and

technology plan that will aid in the
dissemination of content and engage
target audiences across multiple
platforms.
 AUDIENCE

OBJECTIVE #4: EXPAND DIVERSITY OF AUDIENCES TO BETTER REFLECT REGIONAL AND

NATIONAL POPULATIONS.

Short Term Tactics Medium Term Tactics Long Term Tactics

Enlist staff, hosts, and guests that Continue implementation of Short and Continue implementation of Short and
represent age, ethnic, gender, sexual Medium Term tactics. Medium Term tactics.
orientation/identity and cultural
diversity.

Expand audience age and racial

diversity to more closely reflect the
regional population, by adopting a more
inclusive editorial lens and reflecting
modern audio trends in original content
 JOURNALISM

ASSESSMENT OF OBJECTIVES TO PRODUCE JOURNALISM THAT

REFLECTS OUR IDENTITY AND AUDIENCE
Objectives
5. Reconsider and right-
size investments in current
news and information
programming.
DIFFERENTIATORS

6. Determine the role music

will play in the station’s
NORTH STARS
future and adjust music
investments accordingly.
IMPACT

STRENGTH 7. Establish a framework for

BUILDERS developing and evaluating
new content.

8. Re-focus the newsroom

BASE LAYERS DISTRACTIONS and regional coverage to
align with defined value
proposition.

9. Invest in original
programming that will
INVESTMENT engage on a local and
national scale.

OBJECTIVE #5: RECONSIDER AND RIGHT-SIZE INVESTMENTS IN CURRENT NEWS
AND INFORMATION PROGRAMMING.
Short Term Tactics
Evaluate and adjust investments with
news and information programming.
Maintain regular communications with
journalists.
Plan for a reinvention of The Diane
Rehm Show and the long-term future of
The Kojo Nnamdi Show.
Identify opportunities to strengthen
Metro Connection’s name and content.
Re-assess the role of arts and culture
journalism.
Clarify short-term priorities for website
content and social media.
JOURNALISM
Medium Term Tactics Long Term Tactics
Strengthen Metro Connection’s multi- Re-assess station’s portfolio at regular,
platform presence. annual intervals to determine where
editorial tweaks and investment
Establish a digital content strategy. adjustments that need to be made.
Identify key digital assets and strengths
on digital platforms and social media.
Establish criteria to evaluate the station
content.
Conduct audience research as part of
the editorial process.
Build a system of regular internal
feedback.
 JOURNALISM

OBJECTIVE #6: DETERMINE THE ROLE MUSIC WILL PLAY IN THE STATION’S FUTURE AND ADJUST
MUSIC INVESTMENTS ACCORDINGLY.

Short Term Tactics Medium Term Tactics Long Term Tactics

Evaluate the extent to which music
aligns with the station’s value
proposition and organizational goals.
Determine the right formats and
positioning for any music offerings in
which the station decides to invest.
Establish a separate work stream to fully
evaluate the future of Bluegrass Country.
Evaluate the success of any ongoing
WAMU music initiatives and adjust
investments as needed.
Examine the public media music
landscape to determine programming
and music initiatives other stations are
sponsoring.
Optimize music programming on an
ongoing basis based on landscape
changes and audience feedback.

Determine the long term viability of

Bandwidth FM within the larger context
of music’s role and cultural coverage at
the station.
 JOURNALISM

OBJECTIVE #7: ESTABLISH A FRAMEWORK FOR DEVELOPING AND EVALUATING NEW CONTENT.

Short Term Tactics Medium Term Tactics Long Term Tactics

Establish consistent metrics and
feedback channels for evaluating the
impact and effectiveness of existing
content.
Establish a consistent set of metrics for
evaluating the viability of content ideas.
Set quantitative benchmarks for pilot Continue implementation of Short and
ideas so their success can be measured Medium Term tactics.
over time.
Provide training opportunities to staff
on approaches to innovating new
content.

Establish a system for measuring

investments of time and resources.

Prioritize “low hanging fruit” projects

and ideas that will fill obvious gaps.

Cultivate a culture of listening and

constructive feedback.

OBJECTIVE #8: RE-FOCUS THE NEWSROOM AND REGIONAL COVERAGE TO ALIGN WITH DEFINED
VALUE PROPOSITION.
Short Term Tactics
Restructure news staff to report to one
person, resulting in better integration of
digital and on-air roles.
Re-organize news beats by theme
instead of by geography.
Tailor coverage for consumption on
digital platforms. Develop a digital filling
system and impact metrics.
Develop a staff training plan to increase
production and editing capacity.
Increase journalists’ participation in
community events.
Medium Term Tactics
Identify “master narrative” of news
coverage, emphasizing core topics and
storytelling approaches.
Increase the integration of audio and
video content across digital channels.
Measure progress against newsroom
success metrics. Adapt tactics based on
progress.
Launch the station’s first major
collaborative beat with a strategic
partner.
Begin to increase the number of news
staff, emphasizing multi-platform
capacity.
JOURNALISM
Long Term Tactics
Continue to develop employee skill sets
with cross-platform training.
Monitor hot topics of conversation
across the region and nation.
Develop mechanisms to feedback to
the audience and the community how
WAMU has listened and responded to
the news dialogue.
Achieve a newsroom size and skill set
that is comparable to those of other
major market public radio newsrooms.

OBJECTIVE #9: INVEST IN ORIGINAL PROGRAMMING THAT WILL ENGAGE ON A LOCAL AND
NATIONAL SCALE.
Short Term Tactics
Identify values within content portfolio
that are core to the station’s future.
Instill a culture of feedback, including
sound checking, group listening sessions
and constructive criticism.
Apply Washington sensibilities to
original programs, while also covering
issues that are relevant nationwide.
Solicit pilot and project ideas from
internal and external stakeholders.
Invest in programs that reflect audio
trends, such as culturally diverse hosts,
accessible tone, and high production
value.
Develop a strategy for tapping into
user-generated ideas and information.
Medium Term Tactics
Identify successful pilots to transition
from a “passion project” model to a
sustainably resourced model.
Create original flagship program(s) for a
national audience.
Establish evaluation process to
determine when to create original
content versus purchase outside
content.
Experiment with content pilots as
digital-only initiatives. Evaluate their
success.
Tap into WAMU’s audiences for user-
generated ideas and information.
JOURNALISM
Long Term Tactics
Continue to strengthen the station’s
robust new content development
process and dynamic environment of
incubation.
Look across the public media content
landscape at regular intervals to assess
original content from other stations..
Reflect on the strengths and
shortcomings of the incubation process
and update it based on learnings.
Create a second major original show,
with either a local or national focus.
 REVENUE

ASSESSMENT OF OBJECTIVES TO INCREASE AND DIVERSIFY REVENUE

Objectives
10. Reinvent the membership
operation to meet and
exceed the industry
standard, and optimize the
DIFFERENTIATORS region’s unique potential.

NORTH STARS
11. Develop a robust major
gift program.
IMPACT

12. Strengthen existing

STRENGTH
underwriting and expand
BUILDERS the digital underwriting
operation.

13. Expand grant funding

BASE LAYERS DISTRACTIONS and develop new streams
of revenue that align with
defined value proposition.

INVESTMENT
 REVENUE

OBJECTIVE #10: REINVENT THE MEMBERSHIP OPERATION TO MEET AND EXCEED THE INDUSTRY
STANDARD, AND OPTIMIZE THE REGION’S UNIQUE POTENTIAL.

Short Term Tactics Medium Term Tactics Long Term Tactics

Determine whether to rebuild
membership functions in-house, or
outsource certain aspects.
Build a fundraising plan and set clear
milestones for 2016.
Align program messaging and strategy
with developing station identity project.
Institute a culture of accountability by
assigning responsibility to individuals.
Launch a formal multi-year membership
growth initiative.
Solidify and execute a plan for member
data management capable of sustaining
membership program growth and
member engagement.
Maximize use of technology to build a
program that is capable of operating on
the leading edge of public media.
Formalize successes as membership
program as it evolves.
Reward testing and experimentation,
particularly on technology-driven
platforms.
Update milestones and responsibilities
to ensure progress.
Grow membership to between 110,000-
120,000 members.

Develop a plan to grow member

participation to perform as leading radio
stations in comparable markets.

OBJECTIVE #11: DEVELOP A ROBUST MAJOR GIFT PROGRAM.
Short Term Tactics
Establish major giving as its own
department separate from membership.
Hire new leadership to create a major
gift strategy.
Staff department with four to five
people to focus on donors relations.
Build plan and calendar for new
department.
Define size and length of a major
fundraising campaign.
Remake the volunteer fundraising
support group (Development Advisory
Committee).
Evaluate various CRM solutions.
Medium Term Tactics
Increase the number of major donors.
Select and implement a CRM solution to
manage prospects.
Maximize use of technology to build a
program that is capable of operating on
the leading edge of public media.
Update workflows and processes as the
department grows and evolves.
REVENUE
Long Term Tactics
Formalize successes as an integral
element of the major giving program as
it evolves.
Update milestones and responsibilities
to ensure progress.
Increase the net revenue from major
gifts by 75 percent, for net revenue of
approximately $3 million.
 REVENUE

OBJECTIVE #12: STRENGTHEN EXISTING UNDERWRITING AND EXPAND THE DIGITAL

UNDERWRITING OPERATION.

Short Term Tactics Medium Term Tactics Long Term Tactics

Determine the extent to which
the underwriting operation will be
outsourced.
Develop a roadmap to grow
underwriting to perform at the 90th
percentile across the industry.
Implement systems to track
performance and accountability.
Increase the number of large
underwriting accounts.
Evaluate success of tactics and
messaging.
Evaluate success of tactics and
messaging.
Evaluate the underwriting landscape for
new sponsorship technologies.
Increase underwriting revenue by 45%
to $13 million, to perform at the 90th
percentile across the industry.

Update pricing and inventory

management to support higher spends,
and take full advantage of assets.

Focus on sponsor communications to

clarify WAMU’s marketing value.

Set year-end milestones for the

underwriting department.

OBJECTIVE #13: EXPAND GRANT FUNDING AND DEVELOP NEW STREAMS OF REVENUE THAT
ALIGN WITH DEFINED VALUE PROPOSITION.
Short Term Tactics
Identify grants and other financial
awards that the organization should
target.
Develop and evolve a foundation and
grant strategy.
Evaluate the grants marketplace
and grant revenue achieved by top-
performing public radio stations.
Develop a digital revenue diversification
strategy for increasing revenue from
digital sources.
Identify opportunities to participate
in corporate philanthropy with social
responsibility partners.
Medium Term Tactics
Implement top priority tactics from the
digital revenue diversification strategy,
ensuring that analytics are in place.
Identify opportunities for theme or
program-specific memberships.
Pilot revenue-generating events that will
also nurture community relationships
and produce compelling content.
Pursue relationships with corporate
philanthropy and social responsibility
partners.
REVENUE
Long Term Tactics
Evaluate the success of pilot revenue-
generating events.
Evaluate the success of digital revenue
diversification initiatives.
Evaluate performance of any program-
specific memberships.
Re-assess the public media revenue
landscape.
Evaluate corporate philanthropy
and social responsibility partnership
participation.
 PLATFORMS

ASSESSMENT OF OBJECTIVES TO INVEST IN PLATFORMS THAT

INCREASE EFFICIENCY AND EXPAND AUDIENCE REACH
Objectives
14. Create an analytics
strategy that will enable
the station to track its
performance across platforms
DIFFERENTIATORS and adapt over time.

15. Develop a digital strategy

NORTH STARS to amplify the reach and
impact of WAMU’s content.
IMPACT

16. Re-imagine WAMU.org

STRENGTH
as a platform that supports
BUILDERS
audience needs, content
distribution, and revenue
generation.

BASE LAYERS DISTRACTIONS

17 .Selectively sponsor and
host events that increase
community engagement
and offer value to regional
audiences.

INVESTMENT
 PLATFORMS

OBJECTIVE #14: CREATE AN ANALYTICS STRATEGY THAT WILL ENABLE THE STATION TO TRACK
ITS PERFORMANCE ACROSS PLATFORMS AND ADAPT OVER TIME.

Short Term Tactics Medium Term Tactics Long Term Tactics

Prioritize the hiring of a dedicated
analytics staff member to track WAMU’s
performance across platforms and
programs.
Evolve the current analytics dashboard.
Set conversion metrics on Google
Analytics (for web conversions) and
through the station’s CRM solution.
Allocate ongoing resources to analytics
tracking and reports.
Optimize the analytics dashboard based
on evolving organizational needs.
Update analytics workflows based on
organizational learnings to date.

Set growth targets across key metrics. Cultivate an expectation that

departments and programs adapt
Establish workflows for sharing analytics and learn from analytics data across
data with relevant departments and at platforms.
staff meetings.

OBJECTIVE #15: DEVELOP A DIGITAL STRATEGY TO AMPLIFY THE REACH AND IMPACT OF
WAMU’S CONTENT.
Short Term Tactics
Create a station-wide digital distribution
strategy to reach target audiences via
owned, earned, and paid distribution
efforts.
Include a long-term vision for apps
in the digital distribution strategy
to determine whether apps are an
important area for station investment.
Medium Term Tactics
Implement top priority tactics from the
digital distribution strategy, ensuring
analytics are in place.
Develop digital distribution strategies
for individual programs.
PLATFORMS
Long Term Tactics
Evaluate the success of each distribution
tactic on a regular basis, and optimize
distribution tactics based on learnings.
Assess the public media content
distribution landscape on a regular basis
to learn from innovative distributors in
the industry.
 PLATFORMS

OBJECTIVE #16: RE-IMAGINE WAMU.ORG AS A PLATFORM THAT SUPPORTS AUDIENCE NEEDS,

CONTENT DISTRIBUTION, AND REVENUE GENERATION.

Short Term Tactics Medium Term Tactics Long Term Tactics

Re-design WAMU.org.
Ensure online donation landing page is
updated during the website redesign.
Promote site launch with marketing
campaign to alert audiences to its
existence.
Promote the website and other digital
initiatives on the air on an ongoing basis
and during on air drives.
Redesign the online donation
experience to be more efficient and
user-friendly (currently served up by
Convio).
Evaluate the website’s performance
on an ongoing basis via analytics and
qualitative audience feedback.
Evaluate the public media digital
landscape regularly to learn from
innovative web experiences.

Allocate funding to the website and

other digital initiatives on an ongoing
basis.

OBJECTIVE #17: SELECTIVELY SPONSOR AND HOST EVENTS THAT INCREASE COMMUNITY
ENGAGEMENT AND OFFER VALUE TO REGIONAL AUDIENCES.
Short Term Tactics
Create an events strategy around the
unique value WAMU can bring to the
event market.
Determine event staffing needs and
supplement staffing accordingly.
Pilot a small number of events of
various types to determine what is most
successful.
Promote events to target audiences
within the regional market.
Collaborate with American University
to streamline events planning and
management.
Medium Term Tactics
Establish an events calendar.
Implement any needed updates to
the event operation’s systems and
processes.
Increase the number of hosted events
based on successes and learnings from
event pilots.
Integrate live events with digital and on
air content.
Track the success of events against the
metrics defined in the event strategy.
PLATFORMS
Long Term Tactics
Optimize the station’s events based on
successes and learnings to date.
Evolve and flesh out the events calendar
to grow a robust event arsenal of events
over time.
Increase number of partners to host
compelling events.
 RELATIONSHIPS

ASSESSMENT OF OBJECTIVES TO BUILD A NETWORK OF

COLLABORATIVE STRATEGIC RELATIONSHIPS
Objectives
18. Establish the most
mutually beneficial
relationship possible
between WAMU and
DIFFERENTIATORS American University.

19. Combine NPR’s scale

NORTH STARS
with WAMU’s local insight to
generate shared benefits.
IMPACT

STRENGTH
20. Cultivate strategic
BUILDERS content relationships with
organizations that will
increase audience reach,
engagement, and revenue
generation.
BASE LAYERS DISTRACTIONS

INVESTMENT

OBJECTIVE #18: ESTABLISH THE MOST MUTUALLY BENEFICIAL RELATIONSHIP POSSIBLE
BETWEEN WAMU AND AMERICAN UNIVERSITY.
Short Term Tactics
Assemble a small joint task force
of WAMU and university leadership
to evaluate governance models for
universities and licensees.
Identify the governance model that will
be most beneficial to both WAMU and
American University.
Discuss with American University which
donors on the American University
Board can be approached to cultivate a
deeper relationship.
Identify opportunities for mutually
beneficial collaborations between the
station and the university.
Medium Term Tactics
Re-shape the WAMU-American
University governance model into one
that brings the highest possible positive
impact to both organizations.
Increase the number of collaborative
initiatives between the station and
university.
Continue to extend and deepen
relationships with American University
Board members.
RELATIONSHIPS
Long Term Tactics
Evaluate strengths and opportunities of
new governance model in practice.
Evaluate the success of the station-
university task force, and determine the
most effective communication channels
for the future.

OBJECTIVE #19: COMBINE NPR’S SCALE WITH WAMU’S LOCAL INSIGHT TO GENERATE
SHARED BENEFITS.
Short Term Tactics
Assemble a task force of WAMU
and NPR leadership to determine a
beneficial partnership model.
Find opportunities for WAMU to act as a
station test market for NPR.
Request NPR feedback on WAMU’s new
content development.
Establish a roadmap with NPR to outline
future partnership opportunities.
Pursue opportunities for co-branding
given the close association of WAMU
and NPR within the Washington market.
Medium Term Tactics
Further refine and develop opportunities
for co-branding given the close
association of WAMU and NPR within
the Washington market.
Monitor and update the station’s
roadmap with NPR.
Evaluate strengths and opportunities of
partnership in practice.
RELATIONSHIPS
Long Term Tactics
Establish shared centers of excellence in
regional coverage with NPR.
Evaluate strengths and opportunities
of partnership in practice, and optimize
collaboration based on learnings.
Evaluate the success of the station-
university task force
Determine the most effective
communication channels for the future.
 RELATIONSHIPS

OBJECTIVE #20: CULTIVATE STRATEGIC CONTENT RELATIONSHIPS WITH ORGANIZATIONS THAT

WILL INCREASE AUDIENCE REACH, ENGAGEMENT, AND REVENUE GENERATION.

Short Term Tactics Medium Term Tactics Long Term Tactics

Incentivize staff to participate in local
community events and conferences.
Identify collaborative opportunities
with journalism projects at American
University’s School of Communication
Identify regional and national Evaluate which partnerships have been
organizations that align with WAMU’s most and least fruitful, and adjust
mission and values to discuss potential partnership strategy accordingly.
partnerships.
Assign senior leaders within the station
to build relationships with target
organizations.