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MGI: Lessons Learned

MGI: Lessons Learned

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MGI: Lessons Learned

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  1. MGI: Lessons Learned PBS Development Conference Baltimore, Maryland 4 October 2006

  2. Today’s Discussion • What we anticipated • What we designed in response • Our goals • What we observed • What you have accomplished • Financially • Organizationally • Culturally • Where are we now

  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 • 1200+ days to date • Video Materials • Prospect Research • Website 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. MGI Timeline

  11. MGI Accomplishments • Our original financial goals: • 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

  12. $10,000+ DonorsRound 1 Stations

  13. 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

  14. 10 Thoughts • Just Do It • Leadership is the key • It Takes a Vision • Persistence and patience pay off • Teamwork Makes it Happen • Plan-it MGI • Systems Liberate • Creating (or accepting) a Sense of Urgency • Sometimes its structural • Think Locally