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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. Welcome and introductions What we hope you will gain What you hope to gain! A Brief Overview of MGI

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cpb public television major giving initiative

CPB Public TelevisionMajor 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
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 CardCommunity 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 CardCommunity 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 rediscoverand preserve the sense of community that makes this state a remarkable place to live…Help us connectMaine.”
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
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

WTVP Values
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

Three Stages of Development

Formative Normative Integrative

WhoVendor Facilitator Strategist

WhatProduct Relationships Growth Partnerships

Skills Sales Marketing Building/Maintaining


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
cpb public television major giving initiative45

CPB Public TelevisionMajor Giving Initiative


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 station66
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 268
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 initiative69

CPB Public TelevisionMajor Giving Initiative


Building Block 3 – 11:30 a.m. to 12:15 p.m.

How Staff Leadership Increases the Success Potential for MGI

what we will cover70
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
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 resources79
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
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
  • Prospecting
  • Prospect Management
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
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

Market Researchidentification with screening and modeling

Prospect Research

Qualification with data

Field Research

Discovery / qualification through interaction

Plan Strategy

Major GiftFundraisingCycle




Feed the Development Cycle
why is so successful why is so successful
Why is so successful?Why is so successful?

Prospect Management

Systematized processes focused on the constituents.

The same is true for fundraising.

why do some stations raise twice the dollars with the same staffing
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.

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
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.

  • Contents of strategies align prospect interests with organizational priorities.

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


Shadow systems

Offline brains

Development strategies and histories not recorded

Lack of participation

prospect management process
Prospect Management Process

Let’s review the stages.


Anonymous Records

  • Identification
  • Market Research
  • techniques, including:
  • Wealth Screening
  • Surveys
  • Data Mining
  • Peer Screening


Suspects with unverified capacity,

propensity, attachment, interests, etc.

(coding begins, often into pools by

funding priorities)


Prospect Researchtechniques to verify capacity,

propensity, attachment, and

interests through

individual-level research


Qualified Leads

Suspects with verified capacity,

propensity, attachment, interests, etc.


Field research conducted

by gift officer to verify capacity,

propensity, attachment, and

interests through



Is this a Prospect?


Not yet


Not a Prospect

Consider other



Not a Prospect


Future prospect.

Reminder set for

resuming contact.


Capacity, propensity,

attachment, interests,

etc., verifiedthrough discovery.

Strategy in place.













Qualified Lead


Is this a Prospect?

Not a Prospect

Not Now






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
thank you
Thank you!
  • If you have any additional questions, please contact:

Josh BirkholzDirector of DonorCastBentz Whaley Flessner7251 Ohms LaneMinneapolis, MN 55439(952) 921-0111jbirkholz@bwf.comwww.bwf.comwww.donorcast.com


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


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 principles127
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 principles128
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 management130
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


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 solicitation139
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 ask147
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.


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

2. You Tailor Your Case

1.You Make 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
building block 6

Building Block 6

Major Gift Planning

Planned Giving

Integrating All Development Programs

3:15 to 5 p.m.

what we will cover160
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 mission, vision and values both within our organizations and in the community
  • We must remember always that people give to us because we meet needs, not because we have needs, and that a gift to us is really a gift through us into the community.
major gift planning172
Major Gift Planning
  • The prospect pool is very similar – the exception is that many estate gifts come from modest but regular donors
  • However, the approaches to both major giving and planned giving prospects are the same: determine the values, create a relationship, guide the relationship to further satisfaction/involvement, invite an investment that will fulfill THEIR dreams
marketing major and planned giving
Marketing Major and Planned Giving
  • On air spots are working well (examples follow)
  • Promotion of received major and planned gifts in the program guide
  • Creation of giving recognition groups, including those for planned giving
  • Continually keeping in mind that these people are INVESTORS, not just DONORS
resources to serve and inspire

Resources to Serve and Inspire

Planned Giving and Major Giving

what it takes to make this work
What It Takes to Make This Work
  • Seamless collaboration among all parts of the development office
  • Acknowledgement of each person’s contribution to major gift and planned gift development
  • Destruction of silos: no one “owns” a donor or membership list – the goal is the maximize the donor’s relationship with the station: it is about the donor, not about you
major giving is a full station job
Major Giving is a Full Station Job
  • We have found that this cannot be done by development alone
  • Your integrated development plan should be a tool used daily in your station: is yours up and running?
  • Here are strategies we have found work in helping all development and other staff understand that major giving is a full station job:
strategies to help make major giving a full station priority
Strategies to Help Make Major Giving a Full Station Priority
  • Be part of the station’s strategic plan, not just the integrated development plan
  • Share your successes – even if they seem “small” – there is no such thing as a small success in this effort!
  • Wherever you are in the whole organization, you have a role
strategies continued
Strategies (Continued)
  • Work particularly closely with communication staff and also with programming and production to ensure there is time for adequate interstitials and promotions
  • Become “systems oriented” no matter your role (systems liberate)
  • Make stewardship a top priority
strategies continued185
Strategies (Continued)
  • If you have an idea, speak up and speak out
  • Your leadership, no matter where you are in the organization, is critical
  • What are your ideas?
  • What is your notion about how successful major giving can be at your station?
summing up the curriculum

Summing Up the Curriculum

Tying it all together

putting the curriculum all together
Putting the Curriculum All Together
  • We began with case development (mission, vision and values) because it is the bedrock of all that we do
  • Looking at board leadership perhaps led many of you into new considerations of volunteer involvement
  • Understanding the important role of staff leadership in this program places new levels responsibility on development to engage the station in its goals
putting the curriculum all together188
Putting the Curriculum All Together
  • Prospect research may have surfaced some small to glaring inadequacies for many in your support systems
  • Drilling down on the elements of cultivation, solicitation and stewardship gave you quick tools for addressing some immediate needs while continuing your longer-term strategies
  • Finally, we put it all together in an Integrated Development Plan for seamless attention to donors and the breakdown of internal silos
a final thought
A Final Thought
  • There is enormous need in our communities for what we are doing: in spite of resource scarcity in many stations, the will is there to meet those needs by increasing resources
  • We can achieve the potential impact of the MGI, but it will depend on these things:
    • An integrated approach to development (no “silos”)
    • Internal marketing of the development process to develop that “full development team” and create the culture of philanthropy
    • Leadership that begins at the top
    • Greater attention to consistency in messages – using new and innovative approaches to content and delivery
your mgi team
Your MGI Team

Robert Altman raltman@majorgiving.cpb.org


Kay Sprinkel Grace ksbstar@aol.com


Robert Ryan rryan@majorgiving.cpb.org


Deb Turner dturner@majorgiving.cpb.org


Doug Mckenney dmckenney@majorgiving.cpb.org


Cheryl Cornish coordinator@majorgiving.cpb.org



mgi curriculum presentation pbs development conference

MGI Curriculum PresentationPBS Development Conference

October 3, 2006

Baltimore, MD

Kay Sprinkel Grace, Presenter

Josh Birkholz, Presenter