CPB Public Television Major Giving Initiative : CPB Public Television Major Giving Initiative PBS Development Conference
Baltimore, MD
MGI Curriculum Presentation October 3, 2006
Overview of the Day: 8:30 a.m. – 5 p.m. : Overview of the Day: 8:30 a.m. – 5 p.m. Welcome and introductions
What we hope you will gain
What you hope to gain!
A Brief Overview of MGI
The 6 building blocks of the curriculum
Presentation, discussion, interaction
How the curriculum has been integrated into the work at stations
Summary and close
MGI Summary: CPB’s Major Investment in the Future : MGI Summary: CPB’s Major Investment in the Future Most strategic approach to major giving for local public television stations ever undertaken
First priority response to McKinsey study’s identification of major giving as one of the key strategies for future sustainability of public television
Overwhelming participation by stations in the MGI signaled a turning point for public television: the curriculum is the centerpiece of the Initiative
Learning outcomes for the curriculum and the goals each station has set provide the platform for capacity building
Stations are already experiencing increased resources and impact in their communities
The 6 Building Blocks : The 6 Building Blocks Case, Mission, Vision, Values
Board Roles in MGI
Staff Roles in MGI
Prospect Research (Josh Birkholz)
Cultivation/Solicitation/Stewardship
Major Gifts/Gift Planning
Building Block 1 - Using Your Case for Support as a Major Giving Tool : Building Block 1 - Using Your Case for Support as a Major Giving Tool 8:45 – 10:30 a.m.
Defining Case: It Starts with Case Materials Kept Internally : Defining Case: It Starts with Case Materials Kept Internally “Case” is the sum total of all the reasons why someone should support you -- often called the “case for support”
It is the informational backdrop from which all development and fund raising materials are derived
Materials are tailored to respond to the interests and values of a potential donor
Case materials include all the information about your station that someone might want to know
What You Need to Create (or Find in the Files) to Build a Case - 1 : What You Need to Create (or Find in the Files) to Build a Case - 1 Mission statement
Vision statement
Values statement(s)
Goals and objectives from the station’s strategic plan
Description of your programming philosophy and your local and/or PBS or other programming
What You Need to Create or Find in the Files to Build a Case - 2 : What You Need to Create or Find in the Files to Build a Case - 2 Description of your non-broadcast outreach and programming in the community, and your community partnerships
Description of your facilities
Anecdotal and statistical evidence of your impact in your community/communities
Description of your system of governance including annotated lists of members
What You Need to Create or Find in the Files to Build a Case - 3 : What You Need to Create or Find in the Files to Build a Case - 3 Description and lists of your staffing, with resumes for key leaders
Financial information regarding sources of funding and allocation of funding
History of your station: the founding, the founders, the heroes, the lore
You have a checklist with these “items” -- put one or two people in charge of the hunting expedition; ask appropriate people to create missing materials
Why Do You Need All This? : Why Do You Need All This? To create a reservoir of case information that can be updated and drawn on easily and frequently
To create a primary resource for positioning your major gifts asks and your new community communication
Because “systems liberate” – if you do it right once, and keep it updated, it will be a tool that you can use over and over
Because it is really tiring to have to reinvent the entire wheel every time you have a major donor opportunity
What Do You Do With All This Once You Have it Together? : What Do You Do With All This Once You Have it Together? Dedicated file in the computer with password access
Hard copy in a centrally located binder so people can read, edit and use
You don’t have to make it “read” like a single document: it is intended to be a compendium of the bits and pieces you need for a variety of development purposes
Schedule updates for case materials based on timing, changes or accomplishments
Encourage use of these materials by marketing and outreach as well as by development
Mission, Vision, Values : Mission, Vision, Values At the center of all case expressions
Mission, Vision, Values: Integral to Effective Case Expressions : Mission, Vision, Values: Integral to Effective Case Expressions Mission = why you exist
Vision = what your station wants to become or do, and what will happen in the community as a result of your station’s vision
Values = shared beliefs within an organization and with donors and members that frame decisions, actions and the measurement of outcomes
Mission Plays a Key Role in Donor Motivation : Mission Plays a Key Role in Donor Motivation Connects with donor values and guides internal decisions
The mission is often why donors feel the “click”
Measure mission alignment: premium-based membership drives often do not embody mission, leading to “donor dissonance”
“User emotion” + “Station functionality” = mission language
If you are struggling with your mission, work to complete the sentence: “We exist because…”
Mission Language (Direct Mail, Nashville Public Television) : Mission Language (Direct Mail, Nashville Public Television) “In an increasingly shallow, superficial and sensationalist media, NPT stands out with programming that respects your intelligence and adds value to your life. 365 days a year we provide commercial-free programs that appeal to everyone and give adults and children alike a calm place to learn, be entertained and grow as individuals.”
(From a high-end membership renewal letter)
WTVP Mission Statement : WTVP Mission Statement Intellectual, creative and technological capacity is a requirement of an engaged democratic society. WTVP uses the power of public telecommunications to inspire, enhance and inform our community.
Mission Expression: 2003 Holiday Greeting Card Community Idea Stations – Richmond, VA : Mission Expression: 2003 Holiday Greeting Card Community Idea Stations – Richmond, VA Cover: a photograph of Fred Rogers, in his red cardigan, and this quote: “Through television we have the choice of encouraging others to demean this life or to cherish it in creative, imaginative ways.”
2003 Holiday Card Community Idea Stations - Richmond : 2003 Holiday Card Community Idea Stations - Richmond Inside, the card read:
“At the Community Idea Stations, everything we do on television and radio, in the community and classroom, reflects the philosophy of an unassuming man in a red sweater. As 2003 draws to a close, we are grateful for his wisdom, his kindness and the inspiration he continues to provide us.
And we are grateful to have you as our neighbor.
Best wishes for a safe and happy holiday,
And for a peaceful and prosperous new year.”
Vision: The Bridge from Membership to Major Giving : Vision: The Bridge from Membership to Major Giving Donor growth goes through four stages: impulsive = new member
habitual = renewed member
thoughtful = donor
careful = major/planned donor
Donors need to get excited about a vision in order to move up that ladder
Shared vision grows members into investors and is the “glue” for the relationship
WTVP Vision : WTVP Vision Central Illinois is reinventing itself as a learning-based community. WTVP will use its technology, facilities and creative talent to play a leading role in our region’s educational, medical, economic and cultural transformation
Vision for Public Television (February 2004) : Vision for Public Television (February 2004) Public television, through its community-based programming and services, will be a unifying force in American culture, a lens through which we can view and understand our diverse nation and the world.
Maine Public Broadcasting: DTV Campaign Brochure Vision : Maine Public Broadcasting: DTV Campaign Brochure Vision More Connected, More Maine
“In this new era, Maine Public Broadcasting will be able to do what no other media will do: provide programming created solely for the benefit of the community. MPB will have the power to better fulfill the promise of public broadcasting as a place where all can come together to rediscover and preserve the sense of community that makes this state a remarkable place to live…Help us connect Maine.”
Values Basis of Major Giving : Values Basis of Major Giving Values are the shared beliefs that lead to long term investment
People only give to, ask for, join or serve organizations whose values they share
Values are the basis of issues, and issues drive 21st Century philanthropy
We uncover and develop shared values through our messaging, stewardship and outreach/interaction with members and donors
Shared values are the basis of donor loyalty and retention
“Connecting the Dots” : “Connecting the Dots” TRAC Media’s findings on viewers’ core values and the meaning of public television “in a nutshell:”
“People trust public television to telecast uninterrupted programs of quality that engage the mind and spirit and that promote personal growth and lifelong learning. People also want Public TV to be a safe haven for children and their programming. The values of honesty, fairness (balance), tolerance, ethics, civility and so on lie within these core values.
The norms of living in a civil society are deeply associated with the core values for Public TV.”
TRAC Media
WTVP Values : WTVP Values Leaders and storytellers
Independence from political pressure
Belief in the strength and future of the community
Pursuit of knowledge
Uplifted and inspired by the arts Collaborations and partnerships
Lifelong learning
Nurturing and safe media environment
Innovative application of technology
Strength of mind requires both serious discourse and enjoyment and excitement
Benefits of MVV Approach in for Case Development: A Review : Benefits of MVV Approach in for Case Development: A Review Attracts members and donors for the right reasons (the true premium is the experience)
Helps retain members and convert them to donor-investors
Develops common language points among all fund raising and marketing programs and allows tailoring to specific needs or audiences
Gives a consistent message to the community about your station and its impact
Next Step: Translating Case Materials into Case Expressions : Next Step: Translating Case Materials into Case Expressions Taking the Case to Major Donors and the Marketplace in General
Case Expressions (Case Statements, Proposals, Brochures, etc.) : Case Expressions (Case Statements, Proposals, Brochures, etc.) Consistent messaging (from “entry to exit” and through the pipeline) is a major goal of MGI
All messages are drawn from the internal case materials
They are tailored for specific purposes or audiences but have the same core theme and positioning
Case expressions are written to meet the interests and needs of the audience or purpose
In pledge it is on-air, in direct mail in a letter, at a special event in the PR and information provided, in major giving, this is often a proposal or a presentation; in planned giving, this may be a brochure
Case Expressions: The Message Framework - 1 : Case Expressions: The Message Framework - 1 Focus on results/impact, not station needs
Emphasize investment opportunity, not obligation to give
Convey the idea that a gift to you is really a gift through you into the community
Promote social investment and values-based return, not premiums provided in exchange for a gift
Case Expressions: The Message Framework - 2 : Case Expressions: The Message Framework - 2 When “urgency” is part of the message, it is the urgent need to provide community outreach, an independent media voice and excellent programming – not the urgent need for money
No apologies (or guilt trips) when asking for money; instead reflect pride in the way the station is meeting community needs and providing quality programming for children and adults
Case Expressions: The Message Framework - 3 : Case Expressions: The Message Framework - 3 Consistent messages throughout all parts of the station: from on-air to direct mail to the website to special events promotion that each embody the messaging shift
Purpose of outreach and materials shifts from making a sale to building a relationship: your station will change from being a vendor to being a strategist and facilitator in building long term investor relationships
Refresher: The 3 Stages of Development
Slide32 : Three Stages of Development Formative Normative Integrative
Who Vendor Facilitator Strategist
What Product Relationships Growth Partnerships
Skills Sales Marketing Building/Maintaining
Relationships
Results Making Building Assuring continued
a Sale Relationships growth
A Donor-Centered Universe : A Donor-Centered Universe We have to meet donors’ needs even while they are meeting ours.
We have to shift our world view from what we see in our mirrors to what we see through our windows.
The shift in case positioning is designed to provide more obvious messages with which donors can connect. Anecdotal research done in 2000 for High Impact Philanthropy provided this information about 21st Century donors:
Donor Centered Universe - 2 : Donor Centered Universe - 2 Donor-investors invest in organizations where they see or find:
Issues (they care about that reflect their values)
Involvement (to the degree they want to be involved)
Impact (the difference you are making and how you measure it – transparency and accountability are no longer optional)
Donor Centered Universe - 3 : Donor Centered Universe - 3 Ideas (what are you doing that’s new? Can you solve the problem or provide the resource? What is your vision?)
Investment (high return on their values; great management of their social investment)
Internal and External Messaging : Internal and External Messaging Internal markets
Messaging within the station is as important as external marketing
Be sure there are not two levels of commitment to the new way of looking at the message and the market (internal and external)
External markets
Members, donors, community partners, institutional funders and other social investors in the station
Tailoring the Case : Tailoring the Case Process driven by special or on-going need (e.g.)
Annual report
Proposals
Website updates
Brochures for campaigns or giving programs
Process involving staff and volunteers
Gain consensus by committee, but have a single writer
Volunteers, with guidance, can be very effective helping you in the development of case expressions
Articulating the Case for Support To Attract Donor-Investors : Articulating the Case for Support To Attract Donor-Investors Start with key management staff and the board or other lead volunteers mastering the new messages
Integrate into on-air and mail programs to begin changing the perception of your station
Evaluate your current published materials and devise a plan if they need changing as budget and other resources permit
Articulating the Case for Support To Attract Donor Investors - 2 : Articulating the Case for Support To Attract Donor Investors - 2 Check the messages you post on your website: are you communicating the mission, vision and values you want people to share?
Evaluate your “boiler plate” foundation proposals and grant applications: are they consistent with the new messaging?
Articulating the Case for Support To Attract Donor-Investors - 3 : Articulating the Case for Support To Attract Donor-Investors - 3 Focus on MVV in your personal interaction with prospective and current donors in cultivation and stewardship activities (More on this in Building Block 5)
Stay “on point” with MVV when making solicitations (don’t backslide to presenting the needs you have rather than the needs you meet) (More on this in Building Block 5)
Evaluating Your Case Expressions : Evaluating Your Case Expressions Windows, not mirrors: review case regularly to ensure consistency with community needs
Implement a system for keeping case materials current and case expressions lively and on message: invite honest internal and external feedback
Involve donors in the feedback: this strengthens relationships
Revisit values with board and staff at least annually and then compare what they generate as key values with what you are communicating to the community
Impact of New Messaging on Stations: Change is in the Air : Impact of New Messaging on Stations: Change is in the Air Shift in case positioning signals a shift in the way the station views its members and donors (as investors) putting a new priority on longer term relationships and investments
The vision incorporated into the case also conveys certain changes that are taking place throughout stations as major giving resources are increased and strengthened
All messages should convey the excitement and impact that additional resources will generate for the station
Summary of Key Points: Curriculum Building Block 1 : Summary of Key Points: Curriculum Building Block 1 Case expressions are varied and tailored; they are drawn from internal case materials
Case materials and expressions need to be reviewed and updated regularly
Mission, vision and values are the platform for all case expressions
Nearly all case expressions within the MGI evidence new messaging
Involvement of staff and board in creating, evaluating and articulating the case is key
BREAK : BREAK
CPB Public Television Major Giving Initiative : CPB Public Television Major Giving Initiative Curriculum
Building Block 2 – 10:45 – 11:30 a.m.
Engaging Board/Volunteer Leadership in Major Giving
What We Will Cover : What We Will Cover The importance of board and non-board volunteers as primary community relationships
The role board and other volunteers play in creating and sustaining your culture of philanthropy
The Value of Board and Non-Board Volunteer Leaders : The Value of Board and Non-Board Volunteer Leaders Getting Volunteers Engaged at Your Station
What Engaged Board and Non-Board Volunteers Do - 1 : What Engaged Board and Non-Board Volunteers Do - 1 Aside from the legal requirements for volunteer advisory or governance boards, we also engage volunteers because they….
Represent community interests and needs to which the station must ultimately respond
Are willing to do many things to be part of public television (on air, behind the scenes, etc.) in addition to governance or advisory roles
Willingly form Friends and other kinds of support groups to get your message out to others
What Engaged Board and Non-Board Volunteers Do - 2 : What Engaged Board and Non-Board Volunteers Do - 2 Leverage limited station development personnel resources
Bring experience from more traditional nonprofits and effective major giving models
Provide the model or mirror for developing long term donor relationships
What Engaged Board and Non-Board Volunteers Do - 3 : What Engaged Board and Non-Board Volunteers Do - 3 Give more and more often than others and many will be or are already major donors
Provide peer-peer linkages in major giving and knowledge of the constituency
Objective overseers, whether they advise or govern, of your “double bottom line:” financial health and return on (values) investment to donors
Volunteer Leadership for MGI : Volunteer Leadership for MGI Governing or advisory board(s)
Development, fund raising or capital campaign committees
Partners in the development process – helping bring potential donors into a relationship with your station
Fulfilling the role of Ambassador, Advocate and/or Asker
Finding Volunteer Leaders : Finding Volunteer Leaders Sometimes, the biggest challenge! Look into the community using these three principal close-at-hand resources:
Your own member and donor lists and your own support groups
Various special interest or other affinity groups whose values match your station’s (e.g., WNET’s (New York) Korean Friends Group)
Service clubs and associations that focus on leadership (including leadership development programs offered by many Chambers of Commerce and Junior League)
Volunteer Leaders Need : Volunteer Leaders Need Clear definition of role(s) and boundaries
Important jobs to do within the MGI and elsewhere that are keyed to their motivation and to the outcomes for the station and the community
Clarity around station expectations of them: outcomes, procedures, assignments, timelines
Training and coaching in how to be an effective board member or non-board volunteer for your station
To feel valued and receive appreciation that is sincere and tied to important outcomes
To be treated with trust and respect
Challenges Volunteer Leaders Have Expressed About Their Work : Challenges Volunteer Leaders Have Expressed About Their Work Frustration with “mission drift” – station issues/politics that get in the way of their enthusiasm for articulating the bigger mission, vision and values message
Overlap and confusion about board and staff roles
Inevitable turnover in development and other station staff: need to rebuild internal relationships while building external relationships
Challenges Volunteer Leaders Express About Their Work - 2 : Challenges Volunteer Leaders Express About Their Work - 2 Balancing station needs/demands against those of their jobs and families
Feelings of being “used” and then not appreciated; too little feedback on impact of service
Lack of consistent policies regarding involvement and role of volunteers (varies from staff person to staff person)
Volunteer Leadership Roles : Volunteer Leadership Roles Getting Engaged in Major Giving
Volunteer Leaders: Vital Asset to a Successful MGI - 1 : Volunteer Leaders: Vital Asset to a Successful MGI - 1 Roles volunteers are playing in MGI
Donor development (identification, qualification, development of strategy, cultivation, stewardship)
Fund development (solicitation and renewal)
Ambassadors in the community building relationships with others who share the station’s values and vision and understand the importance of its mission
Volunteer Leaders: Vital Asset to a Successful MGI - 2 : Volunteer Leaders: Vital Asset to a Successful MGI - 2 More roles volunteers play in MGI:
Advocates (formal and informal) for the station, particularly with community organizations whose interests parallel the station’s and with whom partnerships are possible
Askers of their peers for investments (time and money) in the station
Leadership Roles for Board and Other Volunteers : Leadership Roles for Board and Other Volunteers How Volunteer Leaders Help Create a Culture Of Philanthropy
In a Culture of Philanthropy… : In a Culture of Philanthropy… Everyone understands the meaning of philanthropy
Everyone understands its importance and messages reflect a respect for it
The full development team includes the entire organization as well as the board
Program staff support it; constituents sense it; everyone benefits from it
It is the environment that will ensure the success of major giving
Creating a Culture of Philanthropy in Your Station: Board-Staff Partnerships : Creating a Culture of Philanthropy in Your Station: Board-Staff Partnerships Set high standards for the role of volunteers and be sure they understand the implications of those standards for volunteer board composition, commitment and roles
Be sure staff understands and respects the potential and the limitations of volunteer/board member time, involvement and commitment
Forge partnerships through trust, respect, understanding of mission, common vision, shared values
Tips for Success in Working with Volunteer Leaders in Major Giving : Tips for Success in Working with Volunteer Leaders in Major Giving There are ways to involve all board members in the vision for major giving: even though all of them might not (or cannot) be directly involved in major gift solicitation they can still be involved in major donor development.
Get them involved in the new messaging (Building Block 1) and mission/vision/values clarification
Share with them what impact the MGI will have on the station
Give them tools (case expressions) to use in their roles as ambassadors and advocates
What Environment Motivates Volunteers to Stay Involved? : What Environment Motivates Volunteers to Stay Involved? A feeling of belonging
Belief that time is well spent
Volunteer experiences are not only informative and worthwhile, but fun
A sense of playing a part in the future advancement of the station
Knowledge that the station, and fellow volunteers, appreciate them (3 Ts, 3 Ws)
Knowing they are going to be supported with tools, training and feedback
Tools for Success: What Volunteers Need : Tools for Success: What Volunteers Need Training
In major gifts fund raising
In overall board responsibilities as they apply to your station
Materials
Solicitation guides and case materials
“Elevator” speech
Experts
Trainers and consultants as well as staff or volunteers for coaching
Marketing the Impact of Volunteers in Your Station : Marketing the Impact of Volunteers in Your Station Internally
Station internal newsletter (Intranet)
Volunteer newsletter
Real bulletin boards (yes, they still exist)
Focus on: accomplishments/impact/contributions to overall success of effort
Marketing the Impact of Volunteers in Your Station : Marketing the Impact of Volunteers in Your Station Externally
Community newspapers
On-air recognition
Create an awareness in the community of the value of volunteers through on-air, media and events for volunteers
As part of collaborative work with other public benefit corporations (nonprofits): let them know how much you value your volunteers
Summary Points for Building Block 2 : Summary Points for Building Block 2 Volunteers have great value to MGI and other donor and fund development programs for a variety of reasons
Volunteers are leverage for small development staffs
Volunteers at all levels have needs that staff must be sure to honor
Volunteer/staff roles and partnerships need to be spelled out accurately in writing and through orientation
Summary Points for Building Block 2 : Summary Points for Building Block 2 You can create a culture of philanthropy in your station through structuring of effective board/staff partnerships
There are tasks that all leaders need to fulfill
Your MGI will be greatly advanced by effective recruitment, enlistment, orientation and deployment of volunteers
CPB Public Television Major Giving Initiative : CPB Public Television Major Giving Initiative Curriculum
Building Block 3 – 11:30 a.m. to 12:15 p.m.
How Staff Leadership Increases the Success Potential for MGI
What We Will Cover : What We Will Cover The role of station leadership in MGI
Ways to set appropriate staffing priorities to support MGI without sacrificing the ability to conduct required membership efforts (on-air, direct mail, events)
Strategies for engaging all station personnel as a full development team (to create a culture of philanthropy)
Indicators of potential problem areas in implementing change
Staff Leadership : Staff Leadership Partner and Platform for MGI
Leadership Roles for Staff : Leadership Roles for Staff The success of volunteer leadership depends on staff leadership. For MGI to succeed, we have learned that staff leadership must:
Put resources towards MGI to ensure success
Be willing to initiate and implement changes that may be required to be successful
Leadership Roles for Staff - 2 : Leadership Roles for Staff - 2 Understand and be able to communicate the benefits of MGI within the station and in the community
Assume the role of relationship-builders and fund raisers in the community if not already playing that role
Work closely with volunteer leaders in the development of relationships, the solicitation and stewardship of donor-investors and be the prime visionaries for the station
Leadership Opportunity: The Culture of Philanthropy : Leadership Opportunity: The Culture of Philanthropy Just as volunteers are leverage or multipliers for development staff, so are all station staff
Internal marketing of the MGI and its potential impact on the station has had a profound effect on the way all staff think about the station: it has helped create a “culture of philanthropy”
Successful MGI implementation has included orientation for all staff about how they can be partners with staff and volunteer leadership in creating a larger base of resources through major giving
As with volunteers, specific guidance is required about what they can do within the scope of their job
How MGI Has Increased the Need to Lead and be Accountable : How MGI Has Increased the Need to Lead and be Accountable The larger the gift, the greater the expectation for results (venture philanthropy model)
Attracting large gifts provides new options for community partnerships and how station management needs to become a leader among those community institutions
MGI has put stress on internal systems until it is up and running; internal leadership demands have also increased
Major donors want a level of involvement that is new for some stations: it is important to respond in a way that allows donors to feel involved while preserving the professionalism and integrity of your operation
Why the Benefits Outweigh the Stress of New Leadership Demands : Why the Benefits Outweigh the Stress of New Leadership Demands Donor-investors are inspired to give when they perceive strong staff and volunteer leadership
Success is energizing: the influx of major gifts will lift the station to a new level and provide the resources it needs to work towards their vision
Working in new ways, with new messages, renews a station both internally and in the mind of the community
Membership and Development Staffing and MGI : Membership and Development Staffing and MGI Keeping the Balance
MGI Implementation: Balancing Station Resources : MGI Implementation: Balancing Station Resources Staffing plans for MGI should reflect MGI needs but also support the pipeline programs
Staffing plans can call on potentially greater involvement of volunteers (board and committee) in pipeline, transition and MGI programs
Engagement of key board and other leadership volunteers in MGI who are budget decision-makers or influencers will help stretch resources for MGI and other “pipeline” development programs (making the case for MGI internally)
MGI Implementation: Balancing Station Resources : MGI Implementation: Balancing Station Resources Key considerations in staffing for MGI:
Resource investment in major giving will have a high yield: that should influence resources assigned to MGI
Continued resource investment in pipeline programs is essential to keep members and donors engaged so they can be advanced to higher giving levels – this will affect budgeting
A three-year staffing plan needs to be part of the strategic plan for major gifts development that each station is developing now and implementing in the months after the delivery of this curriculum
Seeing All Staff as the Full Development Team : Seeing All Staff as the Full Development Team New Resources
Station Staff as the Full Development Team : Station Staff as the Full Development Team Change in staff’s understanding of their impact (Ken Blanchard)
Why everyone – from receptionist to technician – is part of the full “development team” and how that contributes to creating a culture of philanthropy with volunteers and leadership staff
Internal marketing of the development process to staff: understanding the difference between development (uncovering shared values) and fund raising (providing opportunities for donors to act on the shared values) and the role volunteers can play as partners
Change Management Issues : Change Management Issues New leadership roles for CEO/GM, development and other staff
New engagement of station staff as “full development team” in creating a culture of philanthropy
Closer work with volunteers around a shared vision leading to successful major giving
Implementing change on a limited budget – but the change is necessary to increase the resources
Summary of Leadership and Staffing Discussions : Summary of Leadership and Staffing Discussions Engaging the full staff behind MGI as the full development (not fund raising) team has required new leadership
Leadership tasks apply to staff as well as volunteers and include change management issues
Implementing MGI has required a balancing act with resource allocation to MGI and “pipeline programs” that are essential
Success lies in the ability of station leaders to balance staff and volunteers effectively
Building Block 4 Prospect Research and Management 1:00-2:00PM : Building Block 4 Prospect Research and Management 1:00-2:00PM
Agenda : Agenda Prospecting
Prospect Management
What is Prospecting? : What is Prospecting? From: To:
What are the Criteria that make a Major Gift Prospect? : What are the Criteria that make a Major Gift Prospect? Financial
Capacity: Ability to give
Potential: Lifetime value
Propensity
Statistical likelihood of giving
Interests aligning to station mission
Connections to the organization
Although conventional wisdom favors previous giving, predictable and consistent patterns for major donors are rare.
Three prospecting phases : Three prospecting phases Filter the Lists
Qualify with Research
Qualify through Interaction
First, Filter the Lists. : First, Filter the Lists. Prospect Screening – using external asset data
Data Mining– using internal data to identify prospects
Surveys
What is Data Mining? : What is Data Mining? Using statistics to predict behaviors by…
Comparing characteristics of people or things doing the behavior with people or things not doing the behavior.
Ranking the likelihood of doing the behavior in the future.
Data Mining : Data Mining Often called “Predictive Modeling”
Predicting behaviors by studying patterns in data
Common examples:
Credit ratings
Meteorology
Airport security
Next, Qualify the Names with Research. : Next, Qualify the Names with Research. Prospect research
Gathering information on an individual basis
Qualifying capacity and propensity
Some Free Research Resources : Some Free Research Resources
Real Estate
www.pulawski.com
www.zillow.com
Biographical Information
www.zoominfo.com
Financial Information
www.sec.gov
Marketwatch insider search (www.marketwatch.com/tools/quotes/insiders.asp?siteid=mktw)
Nonprofits and Foundations
www.guidestar.org
www.pulawski.com : www.pulawski.com
www.zillow.com : www.zillow.com
www.zoominfo.com : www.zoominfo.com
www.sec.gov : www.sec.gov
Marketwatch : Marketwatch
www.guidestar.org : www.guidestar.org
Popular Paid Resources : Popular Paid Resources LexisNexis for Development Professionals: Expensive, but provides one-stop shopping
Accurint: Contact information
Hoovers: Public Company Information
Dun & Bradstreet: Private Company Information
Foundation Directory Online: Grantmaker information
Ethical Considerations : Ethical Considerations Only capture information you would share with your prospects if asked
Use only publicly available databases
Information must be relevant to the cultivation process
For more information: www.aprahome.org/advancement/ethics.htm
Then Qualify through Interaction : Then Qualify through Interaction Discovery calls
Meeting with suspects to determine if they are prospects
Discovering the capacity and propensity through interaction
Feed the Development Cycle : Feed the Development Cycle
Why is so successful? Why is so successful? : Why is so successful? Why is so successful? Systematized processes focused on the constituents.
The same is true for fundraising. Prospect Management
Why do some stations raise twice the dollars with the same staffing? : Nature of the constituency.
Identification and prioritization of the prospect pool.
Integration into a prospect pipeline.
A “major” gift mentality.
A culture of solicitation-focused case stating. Why do some stations raise twice the dollars with the same staffing?
What Can’t We Control? : What Can’t We Control? Nature of the constituency.
What Can We Control? : What Can We Control? Identification and prioritization of the prospect pool.
Integration into a prospect pipeline.
A “major” gift mentality.
And a culture of solicitation-focused case stating.
A successful prospect management system… : Facilitates relationships between your station and prospects.
Leads to solicitation—Awareness, Involvement, Ownership.
Has agenda-driven moves.
Is guided by the case for support. A successful prospect management system… Contents of strategies align prospect interests with organizational priorities.
Benefits : Benefits Managing complex portfolios with simple processes
Unified and consistent communication with constituents
Prioritization of major gift prospects
Keeping on track with cultivation
Enabling research to support major gift officer work
Threats : Threats Shadow systems
Offline brains
Development strategies and histories not recorded
Lack of participation
Prospect Management Process : Prospect Management Process Let’s review the stages.
Slide112 : Identification
Market Research
techniques, including:
Wealth Screening
Surveys
Data Mining
Peer Screening Anonymous Records
Slide113 : Leads
Suspects with unverified capacity,
propensity, attachment, interests, etc.
(coding begins, often into pools by
funding priorities) Qualification
Prospect Research techniques to verify capacity,
propensity, attachment, and
interests through
individual-level research
Slide114 : Qualified Leads
Suspects with verified capacity,
propensity, attachment, interests, etc. Discovery
Field research conducted
by gift officer to verify capacity,
propensity, attachment, and
interests through
interaction
Slide117 : Stewardship Solicitation Cultivation Strategy Development Anonymous Identification Lead Qualification Qualified Lead Discovery Not a Prospect Prospect Not Now Is this a Prospect? Classifications Stages
Where do we start? : Where do we start? Map out the big picture of prospect management for your station
Determine the code values
Define the roles
Document the procedures
Train
Build the reports
Solidify assignment strategy
Develop prospect management meeting strategies
Clean-up existing portfolios
Ramp-up period
Develop and implement performance metrics policies
Questions? : Questions?
Thank you! : Thank you! If you have any additional questions, please contact: Josh Birkholz Director of DonorCast Bentz Whaley Flessner 7251 Ohms Lane Minneapolis, MN 55439 (952) 921-0111 jbirkholz@bwf.com www.bwf.com www.donorcast.com
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CPB MGI Curriculum PBS DevCon Building Block 5 2 – 3 p.m. : CPB MGI Curriculum PBS DevCon Building Block 5 2 – 3 p.m. Cultivation
Solicitation
Stewardship
What We’re Going to Cover : What We’re Going to Cover How to use existing station resources and community partnerships to cultivate major donors for your station
The kinds of solicitations that work (approach and methodology)
The importance of stewardship in keeping your major giving program (and all giving programs) strong by building true donor-investor partnerships
Cultivation : Cultivation The Beginning of the Investor Relationship:
More Than Random Acts of Kindness
Key Cultivation Principles : Key Cultivation Principles The purpose of cultivation is to build or strengthen relationships with prospects and donors
Cultivation is strategic, not random
Horizontal – set calendar of events
Vertical – special activities for special prospects
Cultivation is part of what some of you know as “moves management” – a way of tracking the interaction a prospect has and moving them to the next activity in a good timeframe
Key Cultivation Principles : Key Cultivation Principles You have enviable resources for cultivation right in your station: your imagination is the only limitation
Cultivation is about the donor’s needs and interests more than it is about yours
This is where you need to have engage the full development team and be sure there is a culture of philanthropy at your station
Getting information into the data base from cultivation interaction with potential and current donors is critical
Key Cultivation Principles : Key Cultivation Principles Cultivation activities offer personal interaction, opportunities for feedback and conversation, and allow you to see the person’s reaction or enthusiasm to an idea or proposal
There are other ways we cultivate as well: website, newsletters, email updates/alerts, occasional letters with interesting information about programming, “white papers” from public affairs or other programming personnel, others
It is prudent, effective and cuts costs to combine cultivation and stewardship activities
Strategic Cultivation Management : Strategic Cultivation Management The hardest part of cultivation is knowing when to move forward to the ask
Foundations and corporations make it easy for us to know when – they provide the deadline for us. Individuals don’t. Follow these clues:
Increased interest in your station or a particular aspect or program of your station
Increased involvement as a volunteer
Receptiveness to the conversations you and others have with the prospect or donor about the vision and plans of the station
Strategic Cultivation Management : Strategic Cultivation Management Role of intuition
Let your intuition guide you – often you will “sense” when a person is ready
Role of volunteers
They are our key people for cultivation – offering their homes, time, testimonials and enthusiasm
Role of station personnel
Your full development team: they need to know the tour is coming, how long it will last, what you would like them to say (or not say), and to know when something good happens as a result of a visit
Solicitation : Solicitation Getting to “Yes”
Preliminary Steps
Transactional Bell Curve: The Way We Acquire Donors : Transactional Bell Curve: The Way We Acquire Donors High Impact Philanthropy
Kay Sprinkel Grace, Alan Wendroff
Transformational Infinity Loop: Keeping and Growing Donors : Transformational Infinity Loop: Keeping and Growing Donors High Impact Philanthropy
Kay Sprinkel Grace, Alan Wendroff
What You Need to Have Ready : What You Need to Have Ready Qualified prospects
Case for support, tailored to the donor’s needs and interests
An executive summary of your station’s strategic plan
Trained volunteers willing to participate in the ask
Prospects can be invited to invest (and donors to reinvest) when you have these tools
Obstacles You May Confront in Implementing MGI : Obstacles You May Confront in Implementing MGI Thinking big enough
Moving beyond presenting station needs as the reason for investment
Making a “dual ask” if you are in a campaign but want to keep your annual high-end members in that program
Hurdling the old goal of high-end membership and thinking about the larger ($10,000+) unrestricted gift or a gift designated for a local program, a programming fund or a community partnership project
Getting Ready to Ask : Getting Ready to Ask Steps in the Planning Process
Staff Leadership Role in Planning the Solicitation : Staff Leadership Role in Planning the Solicitation Development/major giving staff is expected to do the following:
Determine the size of the request
Determine the way in which the gift can be made (pledge made over time, estate gift, etc.)
Develop talking points to rehearse solicitors
Staff Leadership Role in Planning the Solicitation : Staff Leadership Role in Planning the Solicitation Identify station personnel who need to be involved in the ask
Develop new or identify existing materials for the donor to review or prepare a proposal for those who wish to have one presented
Set or reconfirm the appointment for the solicitation call if the volunteer cannot or will not
Coach staff and volunteer team that will be doing the asking
Getting Volunteers Involved in Solicitations : Getting Volunteers Involved in Solicitations Asking is not a job for everyone, but everyone should know how to do it – all board members should have training so they understand the process
Volunteer involvement in the solicitation is critical: the peer-peer aspect remains strong in spite of our growing professionalism
Matching volunteers to the right prospects is also important: cultivation tests this out
Getting Volunteers Involved in Solicitations - 2 : Getting Volunteers Involved in Solicitations - 2 Time the coaching or training very close to the time of the call(s) – otherwise, the information will be lost
In the training, use role play (with two askers and one “askee”) or “freeze frame” demonstration
Rely on your data and research to build the specifics of the ask and help your volunteers feel more comfortable but emphasize confidentiality and how to handle information
Volunteer Tool Kits : Volunteer Tool Kits Volunteers should receive, at their training, copies of their prospect information profiles, timeline for their calls, who they will team with, etc. They also need:
“Elevator Speech” or talking points
Financial information
Proposal if the donor requested one
Commonly heard objections and the appropriate response
Folder of information to share with the prospect
The Solicitation : The Solicitation Why it is not about you or your station but about the donor
Asking for Money : Asking for Money Effectiveness ladder (asking techniques):
Team of two
One on one
Personal letter followed by personal phone call
Personal phone call followed by personal letter
Why We Ask : Why We Ask To give people opportunities to act on the values they share with us
To help them realize their dreams while helping us achieve ours
To engage them further in the life of the station
To provide them with an experience based on shared vision
How We Ask : How We Ask Opening
Chit chat, but keep to the purpose of the visit and keep it brief
Involvement
Open ended questions, two ears and one mouth rule, allow them to talk about themselves and their love of public broadcasting
How We Ask : How We Ask Presentation
FBQ (features, benefits, questions) about your station, its impact and the importance of this investment
Close
Ask for a specific amount, focus on the ROI, be silent after the close, confirm how the gift will be made or what follow up is needed if the person needs to think about their gift
Our Goal: To Create Loyal Donor-Investors : Our Goal: To Create Loyal Donor-Investors An investor, or a donor-investor, is an individual or organization whose financial commitment to a nonprofit is guided by a belief in their shared values and in the ability of the investor and the organization to mutually benefit each other and the community.
Stewardship : Stewardship Once you have the gift, the real work begins
Follow Up and Acknowledgement : Follow Up and Acknowledgement The speed, accuracy, thought and personalization of the follow up (for information, to talk to someone else) and the acknowledgement (letter, phone, card, email) are the beginnings of stewardship.
If these steps are not done well, you can negate the impact of the asking process and derail stewardship before it takes hold
You cannot build relationships without understanding how much people want to be acknowledged and appreciated
Donor Stewardship : Donor Stewardship Based on what the donor wants for recognition and involvement
All donors need to be recognized and communicated with
Stewardship is an educational process
“Give Backs” dilute philanthropy
Stewardship is part of the transformation
Stewardship Steps : Stewardship Steps Similar to cultivation and draws on same activities and resources
Tours
Meetings involving station personnel and others
Special treatment at events
Special information, emails or mailings
Communication of information that relates to the impact of the gift
Transformational Infinity Loop Stewardship : Transformational Infinity Loop Stewardship 1.You Make Your Case 2. You Tailor Your Case 3. Donor-Investors Champion Your Case High Impact Philanthropy
Kay Sprinkel Grace, Alan Wendroff
Adapted for use by Papilia, 2002
Transformational Stewardship : Transformational Stewardship Shift has been from emphasis on donor recognition (name on the wall in the foyer, plaque on the door = transaction) with little or no on-going feedback about impact to on-going information to the donor about the impact of the investment on the station and ways in which that impact advances the donor-investor’s interests, issues and values (transformation)
Summarizing the Principles : Summarizing the Principles Cultivation is the critical initiation of the “moves management” you will use to bring an interested prospect into a relationship as a committed donor-investor
Solicitation is best when volunteers participate
Stewardship is the key to whole giving process
Each of these functions requires planning, strategy, leadership, follow up and board commitment to be involved and to allocate staff and funding
Break : Break
Building Block 6 : Building Block 6 Major Gift Planning
Planned Giving
Integrating All Development Programs
3:15 to 5 p.m.
What We Will Cover : What We Will Cover What “major gift planning” includes and requires
How to set up and implement a more successful major/planned giving program
Why marketing your planned giving program is the most critical aspect of your plans
MGI and the integrated development plan – why that commitment from all stations is critical
Major Gift Planning : Major Gift Planning Why we have shifted to this description for major and planned giving
What it entails relative to
Prospect review
Volunteer involvement and training
Development staff communication
Donor-centered approach
Marketing and messages
1. Prospect Review : 1. Prospect Review Provides a much broader spectrum for considering potential larger donors
By looking at both major and planned giving potential, the asset/income balance revealed by research can be taken fully into consideration
Much more strategic
2. Volunteer Involvement and Training : 2. Volunteer Involvement and Training Volunteers, with few exceptions, are not planned giving specialists, but there are “cues” they should be alerted to when making a major giving call that could lead to a planned gift (instead or both)
Volunteers may be more uncomfortable about planned giving discussions than they are about major gift asks – you will need to address that
3. Development Staff Communication : 3. Development Staff Communication Ever on the alert for an emerging major/planned giving profile
Membership staff is crucial – most planned gifts come from regular members whose gifts may not be large
Long-time auction and pledge volunteers are likely candidates
Both kinds of giving require much more attentive analysis of data base
Stewardship of current donors aids the eventual success
4. Donor-Centered Approach : 4. Donor-Centered Approach Their needs, not ours (it’s not about you)
A gift that is good for them, and good for the station
Two ears/one mouth ratio is critical
Finding the appropriate “investment vehicle” for the donor is a win/win
Gifts beget gifts: protecting the long term investment
5. Marketing and Messages : 5. Marketing and Messages All the message lessons come into play when you are talking about a major immediate investment or an investment in the future
The case has to stand strong, as does confidence that your station will be around when the donor is not
On-air marketing of planned and major giving is increasing – testimonials have strong impact
Approaching Major Giving : Approaching Major Giving Wherever you are in development, or in another job in your station, you are part of major giving because
It is about the relationships you build
It is about the messages you send
It is about the stewardship you provide
It is about the way you ask for investment
Key Success Principles : Key Success Principles Tried, true and effective
The Paradox of Urgency : The Paradox of Urgency The constant challenge in framing the message: urgency of the need being met (the dream or the vision) –vs- the urgency of needing funds for the dream
Creating partnerships with board members
Translating dreams into opportunities for action
Meeting the demands of donor-investors and the community
Spinning the story of transformation: community, organization, donor-investor
Keeping Our Eyes on the Prize: Transformation : Keeping Our Eyes on the Prize: Transformation The prize is to see our vision fulfilled in the community: that alone transforms organizations, communities and donors
That vision inspires us, and it inspires our communities
We manifest that “prize” when we articulate our missi