Public Television Major Giving Initiative

1. Public Television Major Giving Initiative Team Leadership Workshop Crystal City, VA June 23-24, 2006

2. Your MGI Team • Robert Altman • Kay Sprinkel Grace • Deb Turner • Doug McKenney • Robert Ryan • Walter Parsons • Scott Lyons • Loren Mayor • Michael Daigneault, BoardSource

3. AgendaDay One: Noon to 9 p.m. • Lunch, welcome and opening remarks • Review of agenda and MGI progress report • Board Engagement Project • Setting the stage: Engagement and Sustainability • Engagement: Work groups (GMs and development staff together; board/volunteers together – 2 groups) • Engagement session feedback • Station planning sessions: visioning • Recap and break followed by reception and dinner

4. AgendaDay Two: 8 a.m. to 2 p.m. • Overview of day two • Sustainability: Framing the question • Sustainability work groups: GMs, development officers, volunteers/board members (3 groups) • Feedback from work groups • Station planning sessions • Working lunch with station reporting • Summary and adjournment

5. What We Have Done • The largest undertaking of its kind in the history of public broadcasting • 117 Stations • Fifteen Team Leadership Meetings • Six Part Curriculum • 20 Web Lectures • 360 Cohort calls • Implementation Consulting • 1200+ days to date • Video Materials • Prospect Research • Website

6. What You Have Accomplished • Major giving is a long term project but… • And it’s more than just the money • MVV & Case Development • New Board/Volunteer Involvement • Revitalized (or newly created) Development Committees • Staff restructuring: Staff buy-in • Formalized prospect identification, cultivation and stewardship programs

7. What we have Learned: A Look Back at Anticipated Barriers • The General Manager “job description” • Station Boards’ commitment, training and experience • Development staffs’ skills set and perspective • Short term focus • Few effective support mechanisms • Articulating and supporting the major giving message

8. What We Have Observed • Creating a Culture of Philanthropy • 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 Lies Ahead • Additional Implementation Consulting • A self-directed curriculum • PBS Development Conference • Board Development • Board Effectiveness Project • National Meeting FY 2007

11. Board Effectiveness Project

12. BoardSource • Is the only national organization dedicated solely to strengthening the volunteer leadership of nonprofit organizations, • provides customized consulting, solutions and tools to improve board performance, • acts as a convener and facilitator in the development of knowledge about boards, • promotes changes and innovation to strengthen governance, • Is recognized as the leading publisher on nonprofit governance materials in the world, and • serves as an advocate for the value of board service and the importance of effective governance.

13. BoardSource… • is dedicated to increasing the effectiveness of nonprofit organizations by strengthening boards of directors.

14. Board Effectiveness Project Objectives • Develop a clear and shared understanding of each of the board’s roles and responsibilities • Strengthen each board’s governance practices • Transform board members into highly functional working teams • Lay the governance foundation for a genuine change in “culture of philanthropy.”

15. Why should a board assess its own performance? • To ensure that all board members have a shared understanding of • board roles and responsibilities • what the collective board is working to achieve • To identify gaps between expected and actual performance • To provide a context for discussing problems and developing plans for improvements • To expand and diversify a board’s ability to enhance its revenue streams

16. Benefits of Board Assessment • Provides the information and motivation to strengthen board performance • Inherently enhances board members governance knowledge • Builds teamwork within the board • Clarifies board and staff roles • Increases the organization’s credibility among donors and other constituencies

17. Characteristics of Good Assessment Process • Asks relevant and clear questions • Collects systematic feedback from a variety of sources • Makes use of the information collected for developmental purposes, not as a “report card” • Engages both board members and key staff • Allows boards at every stage of development to advance their knowledge, thinking and outcomes

18. Steps in Board Effectiveness Project • Planning and organizational conference call • Customized online board self-assessment survey • Interviews with key volunteer leaders and staff • Review of key station documents • Analysis and advance report • Facilitated retreat with the station volunteer leadership and chief executive/general manager • Board action plan • Post-retreat consultative phone calls (3)

19. How You Can Participate • Send an email to: mgi@boardsource.org or • Fill out the form on your table and give it to one of us

20. Key Principles That Have Guided MGI Information we provided as a platform in MGI-1 for implementing the program

21. What is The Most Powerful Innovation for Major Giving Success? • The most powerful innovation is in attitude about community resource development (people and money) • Knowing that people give to you because you meet needs, not because you have needs (they invest in results) • A gift to you is really a gift through you into the community • Pride, not apology when asking • Investment, not gift; donor-investors, not just donors • Opportunity, not obligation • The best “premium” a donor can receive is a values-based return on investment in your station

22. What Turns Donors On These Days? • Marketing has to be different (Black and Decker) because an MGI goal is to inspire consistency in messaging across all programs and platforms • Donors are drawn to: • Impact • Issues • Investment • Innovation • Involvement • High Impact Philanthropy, Kay Sprinkel Grace and Alan Wendroff, Wiley & Sons, 2000

23. Making A BIG Shift:Transaction to Transformation • Long-term investors seek transformation: of themselves to donor or social investors, of the organizations they support, of the issues they are concerned about and of the communities they care about. • Long-term investors want to be partners in the changed perception of your station in the community. You will be seen as deserving of other large gifts. • The way we’ve always done fund raising does not deliberately encourage transformation (although sometimes it happens); we need to change the way we approach not only marketing but also the engagement and asking process.

24. Transactional Bell Curve: The Way We Acquire Donors High Impact Philanthropy Kay Sprinkel Grace, Alan Wendroff

25. Transformational Infinity Loop: The Way We Keep and Grow Donors High Impact Philanthropy Kay Sprinkel Grace, Alan Wendroff

26. Organizational Conditions and Strategies that Attract Transformational Gifts • Results-oriented marketing and messages including values-obvious outreach • Clear statements of, and action on, mission, vision, and values; emphasis on impact, not just reach • Visibly strong staff and volunteer leadership • Opportunity for impact and donor involvement • Commitment to stewardship (the on-going relationship with donors after the gift is made)

27. Mission, Vision and Values • Critical part of the platform for achieving your MGI • Mission = why you exist, not just what you do • Vision = not only for your station, but for the communities you serve if you are successful • Values = the basis for all philanthropy

28. Vision • Where does the vision come from? • Having a vision and sharing a vision: the critical difference • Leadership and vision: “The first and last task of a leader is to keep hope alive.” John W. Gardner • Institutional and community visions (pre school education program in New Orleans)

29. Vision - 2 • Vision is the key motivator in the shift from transactional (traditional membership) to transformational giving (major and planned) • People buy in to your dreams • They want to be involved once they make a gift: information or participation • As investors, they will re-invest only if they know how great the return is on their investment (see it, hear it – “show me that you know me”)

30. Values • The core of relationship-based philanthropy: we know what we value, and we work to make those values live • Your work in philanthropy is, itself, a value to which people connect • Values: • Come from the heart • Validated by experience • Tested by obstacles • Strengthened by challenges • Model from Beyond Fundraising, Kay Sprinkel Grace • John Wiley, 1997

31. Philanthropy Based in values Development Uncovers shared values Fund Raising Gives people opportunities to act on their values

32. Engagement and Sustainability • What we mean by each • Why we selected these two topics • How each station representative can play a role in achieving both • How the AGC planning project and our visioning exercise today relate to these two issues • How these issues relate to both the daily work we do as well as the longer term challenges facing public broadcasting

33. Engagement • What it means • Securing relationships for the future • Giving people a meaningful role • Ensuring loyalty in times of crisis • Who it involves • Internal and external constituencies • Staff, volunteers, donors, community

34. Engagement • Station Areas for Focus • Mission, vision, values • Donor development and fund raising • Strategic planning • Culture of philanthropy • Financial • Volunteers and board • Community perception • CEO and administrative staff

35. Engagement Working Groups (75 Minutes) Robert Altman: Board/Volunteers Kay Grace: GMs and Development Staff

36. Purpose of Working Sessions • Facilitated discussions, not presentations • Participants will have note sheets to write down issues/opportunities that surface during the discussion • The note sheets will be the basis for a Day Two planning session • There will be a reporting session following the working group sessions

37. Discussion Engagement Work Group Reports

38. Vision Session Andy Russell Facilitator Introductory Session and Station Work Groups

39. Break for Reception and Dinner No formal program at dinner MGI Q & A afterwards

40. AgendaDay Two: 8 a.m. to 2 p.m. • Overview of day two • Sustainability: Framing the question • Sustainability work groups: GMs, development officers, volunteers/board members (3 groups) • Feedback from work groups • Station planning sessions • Working lunch with station reporting • Summary and adjournment

41. Sustainability • What it means • Sustaining your major giving program • Sustaining your station’s commitment to your community • Sustaining public television nationally • Who it involves • The full station • The community • Your donors

42. Sustainability • Station areas for focus • Donor and community relations • Financial: fund raising and management • Mission, vision and values • Strategic planning • Culture of philanthropy • Volunteers/board • Marketing tone and vehicles • Management team and staff development

43. Sustainability Working Groups (75 minutes) Robert Altman: GMs Kay Grace: Board/Volunteers Deb Turner: Development Staff

44. Purpose of Working Sessions • Facilitated discussions, not presentations • Participants will have note sheets to write down issues/opportunities that surface during the discussion • The note sheets will be the basis for this afternoon’s planning session • There will be a reporting session following the working group sessions

45. Discussion Sustainability Work Group Reports

46. Putting It All Together • Station Planning • In your station groups, using the Note Sheets from the Engagement and Sustainability sessions and your notes from the Visioning Exercise, use the template provided to map out your focus area opportunities, barriers, short and long term strategies and the impact you feel those strategies will have.

47. Planning Discussion Working Lunch Reporting

48. Summary and Close • Next steps relative to material provided, plans made, and working with station implementation consultants • Evaluation of session (forms provided) • Closing comments

49. Public Television Major Giving Initiative Team Leadership Workshop Crystal City, VA June 23-24, 2006