CPB Public TelevisionMajor Giving Initiative

PBS Development Conference Baltimore, MD

MGI Curriculum Presentation October 3, 2006

2

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

3

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

4

The 6 Building Blocks

1. Case, Mission, Vision, Values2. Board Roles in MGI3. Staff Roles in MGI4. Prospect Research (Josh Birkholz)5. Cultivation/Solicitation/Stewardship6. Major Gifts/Gift Planning

Building Block 1 - Using Your Case for Support as a

Major Giving Tool

8:45 – 10:30 a.m.

6

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

7

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

8

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

9

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

10

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

11

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

At the center of all case expressions

13

Mission, Vision, Values: Integral to Effective Case Expressions

Mission = why you existVision = 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

14

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…”

15

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)

16

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.

17

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.”

18

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.”

19

Vision: The Bridge from Membership to Major Giving

• Donor growth goes through four stages: impulsive = new member

habitual = renewed memberthoughtful = donorcareful = 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

20

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

21

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.

22

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.”

23

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

24

“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

25

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

26

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

Taking the Case to Major Donors and the Marketplace in General

28

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

29

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

30

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

31

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

32

Three Stages of DevelopmentThree 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

33

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:

34

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)

35

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)

36

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

37

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

38

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

39

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?

40

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)

41

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

42

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

43

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

44

BREAK

CPB Public TelevisionMajor Giving Initiative

CurriculumBuilding Block 2 – 10:45 – 11:30 a.m.Engaging Board/Volunteer Leadership

in Major Giving

46

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

Getting Volunteers Engaged at Your Station

48

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

49

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

50

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

51

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

52

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)

53

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

54

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

55

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

Getting Engaged in Major Giving

57

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

58

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

How Volunteer Leaders Help Create a Culture Of

Philanthropy

60

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

61

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

62

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

63

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

64

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

65

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

66

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

67

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

68

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 TelevisionMajor Giving Initiative

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

How Staff Leadership Increases the Success Potential for MGI

70

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

Partner and Platform for MGI

72

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

73

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

74

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

75

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

76

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

Keeping the Balance

78

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)

79

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

New Resources

81

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

82

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

83

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

84

Building Block 4

Prospect Research and Management

1:00-2:00PM

85

Agenda Prospecting Prospect Management

86

What is Prospecting?

From: To:

87

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.

88

Three prospecting phases1. Filter the Lists2. Qualify with Research3. Qualify through Interaction

89

First, Filter the Lists. Prospect Screening – using external asset data Data Mining– using internal data to identify

prospects Surveys

90

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.

91

Data Mining Often called “Predictive

Modeling” Predicting behaviors by

studying patterns in data

Common examples: Credit ratings Meteorology Airport security

92

Next, Qualify the Names with Research.Prospect research Gathering information on an individual basis Qualifying capacity and propensity

93

Some Free Research Resources

Real Estatewww.pulawski.com

www.zillow.com

Biographical Informationwww.zoominfo.com

Financial Informationwww.sec.gov

Marketwatch insider search (www.marketwatch.com/tools/quotes/insiders.asp?siteid=mktw)

Nonprofits and Foundationswww.guidestar.org

94

www.pulawski.com

95

www.zillow.com

96

www.zoominfo.com

97

www.sec.gov

98

Marketwatch

99

www.guidestar.org

100

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

101

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

102

Then Qualify through InteractionDiscovery calls Meeting with suspects to determine if they are prospects Discovering the capacity and propensity through

interaction

103

Market Researchidentification with screening and modeling

Prospect ResearchQualification with data

Field ResearchDiscovery / qualification

through interaction

Plan Strategy

Solicitation

Stewardship CultivationMajor Gift

FundraisingCycle

Feed the Development Cycle

104

Why is so successful?

Why is so successful?

Systematized processes focused on the constituents.

The same is true for fundraising.

Prospect Management

105

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?

106

What Can’t We Control? Nature of the constituency.

107

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.

108

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.

109

BenefitsManaging 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

110

ThreatsShadow systems

Offline brains

Development strategies and histories not recorded

Lack of participation

111

Prospect Management Process

Let’s review the stages.

112

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

Anonymous Records

113

LeadsSuspects with unverified capacity,

propensity, attachment, interests, etc.(coding begins, often into pools by

funding priorities)

QualificationProspect Research

techniques to verify capacity,propensity, attachment, and

interests throughindividual-level research

114

Qualified LeadsSuspects with verified capacity,

propensity, attachment, interests, etc.

DiscoveryField research conducted

by gift officer to verify capacity,propensity, attachment, and

interests throughinteraction

115

Is this a Prospect?

Not a ProspectConsider other

fundraisingstrategies

ProspectCapacity, propensity, attachment, interests,

etc., verifiedthrough discovery.

Strategy in place.

Not a ProspectNow

Future prospect.Reminder set forresuming contact.

Yes

No Not yet

116

Stewardship

Solicitation Cultivation

StrategyDevelopment

117

Stewardship

Solicitation Cultivation

StrategyDevelopment

Anonymous IdentificationLead Qualification

Qualified LeadDiscovery

Not a ProspectProspect

Not Now

Is this a Prospect?

Classifications Stages

118

Where do we start?

Map out the big picture of prospect management for your station

Determine the code valuesDefine the rolesDocument the proceduresTrainBuild the reportsSolidify assignment strategyDevelop prospect management meeting strategiesClean-up existing portfoliosRamp-up periodDevelop and implement performance metrics policies

Questions?

120

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

Josh BirkholzDirector of DonorCast

Bentz Whaley Flessner7251 Ohms LaneMinneapolis, MN 55439(952) 921-0111jbirkholz@bwf.comwww.bwf.com www.donorcast.com

62234/JMB/092606

CPB MGI CurriculumPBS DevCon

Building Block 52 – 3 p.m.CultivationSolicitation

Stewardship

122

123

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

The Beginning of the Investor Relationship:

More Than Random Acts of Kindness

125

126

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

127

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

128

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

129

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

130

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

Getting to “Yes”Preliminary Steps

132

133

Transactional Bell Curve: The Way We Acquire

Donors

High Impact PhilanthropyKay Sprinkel Grace, Alan Wendroff

134

Transformational Infinity Loop: Keeping and Growing Donors

High Impact PhilanthropyKay Sprinkel Grace, Alan Wendroff

135

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

136

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

Steps in the Planning Process

138

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

139

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

140

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

141

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

142

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

Why it is not about you or your station but about the donor

144

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

145

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

146

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

147

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

148

149

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

Once you have the gift, the real work begins

151

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

152

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

153

154

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

155

Transformational Infinity Loop Stewardship

1.You Make Your Case 2. You Tailor Your Case

3. Donor-Investors Champion Your Case

High Impact PhilanthropyKay Sprinkel Grace, Alan Wendroff

Adapted for use by Papilia, 2002

156

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)

157

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

158

Break

Building Block 6

Major Gift PlanningPlanned Giving

Integrating All Development Programs3:15 to 5 p.m.

160

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

161

Major Gift Planning

• Why we have shifted to this description for major and planned giving

• What it entails relative to 1. Prospect review2. Volunteer involvement and training3. Development staff communication4. Donor-centered approach 5. Marketing and messages

162

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

163

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

164

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

165

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

166

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

167

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

Tried, true and effective

169

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

170

171

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.

172

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

173

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

Planned Giving and Major Giving

175

176

177

178

179

180

181

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

182

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:

183

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

184

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

185

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

Tying it all together

187

• 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 Together

188

• 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

Putting the Curriculum All Together

189

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

190

Your MGI Team

Robert Altman raltman@majorgiving.cpb.org202-879-9816 Kay Sprinkel Grace ksbstar@aol.com 415-495-5355   Robert Ryan rryan@majorgiving.cpb.org 202-879-9796Deb Turner dturner@majorgiving.cpb.org207-989-8933    Doug Mckenney dmckenney@majorgiving.cpb.org202-879-9824   Cheryl Cornish coordinator@majorgiving.cpb.org 202-879-9637

http://majorgiving.cpb.org

MGI Curriculum PresentationPBS Development Conference

October 3, 2006Baltimore, MD

Kay Sprinkel Grace, PresenterJosh Birkholz, Presenter