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MGI: Lessons Learned

MGI: Lessons Learned. 22 March 2007. Today’s Discussion. What we anticipated What we designed in response What we have observed Our goals What you have accomplished Lessons Learned. What We Anticipated. Potential for major giving growth is not a new idea

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MGI: Lessons Learned

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  1. MGI: Lessons Learned 22 March 2007

  2. Today’s Discussion • What we anticipated • What we designed in response • What we have observed • Our goals • What you have accomplished • Lessons Learned

  3. What We Anticipated • Potential for major giving growth is not a new idea • Success has been demonstrated, but not widely replicated • In order to achieve success there are obstacles to overcome • The General Manager “job description” • Station Boards’ commitment, training and experience • Development staffs skill set and perspective • Short term focus • Few effective support mechanisms • Articulating and supporting the major giving message

  4. 2 Key Assumptions • There is a need for both strategic support (how to organize for change, how to institutionalize a mission-based giving strategy) as well as tactical support (we lack some of the basic nuts and bolts skills of major gift fundraising). • This is a long term process. Both stations who commit to this strategy and those who advance it as desirable must recognize that it involves a multi-year commitment of attention and resources.

  5. MGI Activity to Date • The largest undertaking of its kind in the history of public broadcasting • 117 Stations • Fifteen Team Leadership Meetings • Six Part Curriculum • 20 Web Lectures • 355 Cohort calls • Implementation Consulting • 1500+ days to date • Video Materials • Prospect Research • Board Effectiveness Project • Website http://majorgiving.cpb.org

  6. Our Goals • Revenue • Increase net revenue from major gifts • Increase major giving as a percentage of total gifts from individuals • Increase median gift size among major donors • Increase major giving rate of growth

  7. Our Goals • Outcomes for all Stakeholders • General Managers • Board Members • Development Team • Station Staff • Donors • Community

  8. What We Have Observed • Creating a Culture of Philanthropy • Consistency of Messaging • Internal Communications • Rewards structure that does not encourage internal collaboration • Getting back to “Zero” • Strategy is Execution • Time and Resources

  9. New Opportunities • Our Boards (or more properly our Board Members) • What happens when you begin the mission conversation • Allowing the fundraising to match the mission or servants’ entrance to community involvement

  10. What you Accomplished

  11. $10,000+ DonorsRound 1 Stations

  12. MGI Accomplishments • And it’s more than just the money • Mission, Vision, Values & Case Development • New Board/Volunteer Involvement • Revitalized (or newly created) Development Committees • Staff restructuring: Staff buy-in • Formalized prospect identification, cultivation and stewardship programs

  13. 5 Lessons…and some good examples

  14. Just Do It • …and measure it • Plan-it MGI • Systems liberate • Persistence and patience pay off

  15. It Takes a Vision • Visions take time • …and they come in pieces

  16. Leadership is the key • Keeping Hope alive • People make the difference • Teamwork Makes it Happen • Sometimes its structural

  17. Creating a culture of philanthropy • Reach vs Impact • The dialogue…not the monologue • The Infinity Loop

  18. What Comes Next • Accountability • Professionalism • Restricted Fundraising • Planned Giving • New roles for Boards and General Managers

  19. Questions? • raltman@majorgiving.cpb.org • rryan@majorgiving.cpb.org • dturner@majorgiving.cpb.org • http://majorgiving.cpb.org

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