CPB Public Television Major Giving Initiative

1
CPB Public TelevisionMajor Giving Initiative

• Building Block I
• Introduction to Curriculum
• Building an Integrated Development Plan
• Using Your Case for Support as a Major Giving Tool

2
Introduction to the Curriculum

• Review of Elements of MGI

3
MGI Summary CPBs Major Investment in the Future

• Most strategic approach to major giving for local
  public television stations ever undertaken
• First priority response to McKinsey studys
  identification of major giving as one of the key
  strategies for future sustainability of public
  television
• Overwhelming participation by stations in the MGI
  has 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 will set will provide the
  platform for capacity building
• Stations can anticipate increasing resources and
  impact in their communities

4
Introduction to the Curriculum and Building Block
1

• What Youll Learn in this Unit (Curriculum
  Overview and Building Block 1)
• Content, value, requirements, potential impact
  and sequence of the full curriculum
• What is involved with preparing an Integrated
  Development Plan
• How to develop a case for support that will
  support your Major Giving Initiative
• New and effective ways to articulate the case for
  support

5
Overview of Curriculum - 1

• Six Building Blocks (Keyed to Self-Assessment)
• 1. Case development and articulation (including
  mission/vision/values) (December)
• 2. Board/volunteer management and leadership
  (January)
• 3. Leadership and staffing for the MGI (February)

6
Overview of Curriculum - 2

• 4. Prospect identification, research, tracking
  and management (March)
• 5. Cultivation, solicitation and stewardship
  strategies and techniques (April)
• 6. Strategic major gift/planned gift planning
  (integration of curriculum) (May)

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Using the Curriculum

• Curriculum is sequential and task-based
• Implementation assignments connect the Building
  Blocks
• Open the attendance at sessions as broadly as is
  feasible and appropriate for your station to
  maximize impact
• Curriculum is designed to support the work
  stations are already doing a value-added
  program rather than an add-on to your existing
  work

8
Implementation Assignments

• At the end of each Building Block presentation,
  an assignment will be given that builds on the
  material presented in that Building Block and
  provides a platform for the next curriculum
  segment
• MGI team personnel will make individual station
  visits during the period of the curriculum
  delivery (January through May) to assist with
  issues around implementation and change
• The final implementation assignment, following
  Building Block 6, will be the completion and
  implementation of the integrated development plan

9
Change Management Key Aspect of MGI

• Change management is integral to the MGI
  curriculum and implementation
• Change issues are evident from the site visits
  made by the MGI Team to the first group of MGI
  participants (e.g.)
• Mission expression
• Board involvement
• Staff deployment
• Change consultants have trained the trainers
  MGI Team and post-curriculum consultants are
  ready to help you with sensitive or difficult
  change issues or will find you the help you need

10
The Integrated Development Plan

• Key deliverable for MGI participants
• The framework for MGI implementation
• Although the program is called the Major Giving
  Initiative, success will be measured by each
  stations commitment to evaluate and integrate
  all parts of their development program (pipeline
  programs including pledge, membership, and
  special events mid-level and top membership
  groups major and planned giving) and express
  them as a seamless continuum based on
  relationships (entry to exit)

11
The Integrated Development Plan

• Expressed by numerous stations in early planning
  for MGI as a primary need
• Key Elements checklist has been provided on
  website
• Each segment of the curriculum has a place in the
  plan
• Plan will evolve through the six months
• Implementation consultant will help you refine,
  implement and evaluate your plan
• IDP may be part of a larger strategic plan if
  your station is working on one during this time

12
Plan Elements

• Development plans come in all shapes and sizes
  but should include these elements
• Case materials (well talk about what they
  include and how to gather them today)
• A budget
• An operational plan with goals supporting
  objectives and action plans
• An annual development calendar

13
Process for Developing the Plan - 1

• Review the elements of an IDP at the website and
  begin to assess what items and resources you
  already have among your existing plans
• With station management and board(s), initiate a
  review of station mission, vision and values
  based on the MGI approach (they will influence
  your IDP)

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Process for Developing the Plan - 2

• 3. Call the full development staff together to
  help generate an overall statement expressing
  your department(s) vision and goals regarding
  donor and fund development including
• Relationship building with your members/donors
• Movement of members and donors into increasing
  levels of financial and mission commitment
• The benefit to the community that will be
  achieved through your increased development
  activity
• How successful capacity building will benefit
  your station

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Process for Developing the Plan - 3

• 4. Identify an IDP Team who will be responsible
  for guiding the planning process
  (cross-departmental)
• 5. For each portion of your plan, consult the
  website for related materials and begin looking
  at how they can support your plan
• 6. Work with the MGI Team as needed, and
  during your site visit, to clarify any issues
  around your plan

16
Checking In

• Are there questions about the content, flow,
  timing, requirements of the curriculum,
  implementation assignments or Integrated
  Development Plan?
• If so, signal Paul, the Moderator, that you have
  a question by clicking on the (star) key on
  your phone

(we will respond briefly to the first 3 questions)
17
Building Block 1

• Case Development and Articulation Putting the
  Case to Work for Major Giving

18
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

19
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 stations strategic
  plan
• Description of your broadcast programming
  philosophy and your local and/or PBS or other
  programming

20
What You Need to Create or Find in the Files to
Build a Case - 2

• Description of your community non-broadcast
  outreach and programming, 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

21
What You Need to Create or Find in the Files to
Build a Case - 3

• Description and lists of your staffing, with
  c.v.s 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

22
Why Do You Need All This for Your Integrated
Development Plan?

• 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

23
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 dont 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

24
Next Step Translating Case Materials into Case
Expressions

• Taking the Case to Major Donors and the
  Marketplace in General

25
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

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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

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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

28
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

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Three 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
30
Check Up What Will Need to Change in Your
Messaging?

• Think of the messages you are now sending (from
  all parts of the station). How well do they
  align with the points just reviewed?
• Closely Somewhat A big gap!
• Are the messages used in three stages of
  development so you are consistent in the
  community?
• Yes No Somewhat
• What key changes will you need to take to bring
  your messages into an alignment with the
  principles of MGI? Mark the one with greatest
  priority.
• Reposition urgency Emphasize through not
  to
• Focus on impact Begin downplaying
  premiums

31
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

32
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)

33
Donor Centered Universe - 3

• Ideas (what are you doing thats 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)
• These points are a review of what we discussed in
  the regional meetings

34
Check Up

• What do you know about your current or potential
  major donors?
• Lots Some A little Not much at
  all
• How well are you positioning your station as a
  viable social investment partnering with the
  community to meet critical educational, cultural,
  health or other needs?
• Very well Good OK Not
  well
• Are your current messages to potential or
  current donors donor-centered or station
  need-centered?
• Donor-centered Station need-centered
• Of the five Is, which three are you the best at
  communicating, offering or acting on?
• Issues Ideas Involvement Impact
  Investment

35
Mission, Vision, Values Integral to Effective
Case Expressions

• Reminders
• 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 stations vision
• Values shared beliefs within an organization
  and with donors and members that frame decisions,
  actions and the measurement of outcomes

36
Remember The Role Mission Plays in Donor
Motivation

• Connects with donor values
• 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

37
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)

38
WTVP Mission Statement (Circa 2002)

• The Illinois Valley Public Telecommunications
  Corporation mission is to enlighten and enrich,
  inspire and inform the people of central Illinois
  through non-commercial television and other
  technology-delivered programming and services.

39
WTVP Mission Statement (Before MGI)

• WTVP uses the power of public telecommunications
  to inspire, enhance, and reflect our community.

40
Revised WTVP Mission Statement

• Intellectual, creative and technological
  capacity is a basic requirement of an engaged,
  democratic society. WTVP invests the power of
  public telecommunications to inspire, enhance,
  inform and reflect the Central Illinois community.

41
WTVP Slogan

• EngagingEnhancing Inspiring

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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

43
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.

44
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 liveHelp us connect Maine.

45
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

46
Connecting the Dots

• TRAC Medias 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

47
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.

48
2003 Holiday Greeting CardCommunity Idea
Stations Richmond, VA

• 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.

49
Benefits of MVV Approach in All Case Expressions
A Review

• Attracts members 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

50
Internal and External Messaging

• Internal markets
• Messaging within the station is as important an
  early step in MGI 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

51
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

52
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

53
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?

54
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 (dont backslide to presenting the
  needs you have rather than the needs you meet)
  (More on this in Building Block 5)

55
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

56
Impact of New Messaging on Stations Change is
in the Air

• Shift in case positioning will signal 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 will be taking place
  throughout the station as major giving resources
  are increased and strengthened
• All messages should convey the excitement and
  impact that additional resources will generate
  for the station

57
Check UpMessages, Change, and MVV

• Are you ready to start conveying new messages
  in your case expressions?
• Yes No Already started
• What resources will you need the most to make the
  shift?
• Help with change Help with case
  development
• Facilitation of a board and/or staff session on
  messaging

58
Summary of Key PointsCurriculum 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 going forward within
  the MGI will require new messaging
• Involvement of staff and board in creating,
  evaluating and articulating the case is key

59
Checking In

• Are there questions about the content, flow,
  timing, requirements of the curriculum,
  implementation assignments or Integrated
  Development Plan?
• If so, signal Paul, the Moderator, that you have
  a question by clicking on the (star) key on
  your phone

(we will respond briefly to the first 3 questions)
60
Implementation Assignment

• For Building Block 1
• Using your Board and Volunteers in Case
  Development

61
Implementation Assignment for BB1Using your
Board and Volunteers in Case Development

• The development (or refinement) of your case for
  support is a key part of your integrated
  development plan (materials creation and
  gathering case expressions). While the
  hunting and gathering of information will be
  done by staff, the board or other committed
  volunteers play a key role.
• We have provided a meeting agenda on the website
  if you need a guide. Get the board members
  together with key administrative and development
  staff for a meeting that will focus on the
  following areas related to the material covered
  in Building Block 1

62
Implementation Assignment for BB1Using your
Board and Volunteers in Case Development -1

• Station mission
• Station vision including vision for the community
• Station values as presented in materials and
  programming and how they can be conveyed in ways
  that reflect new messages designed to attract
  major donor-investors

63
Implementation Assignment for BB1Using your
Board and Volunteers in Case Development -2

• Identification of the 3 most important ideas to
  build the case for support (why your station is a
  good community investment)
• Feed this information back to the IDP task force
• After the meeting, using the questions provided
  by the MGI team on the next slide to prepare a
  short report for CPB. Email your report to
  coordinator_at_majorgiving.cpb.org as soon as you
  have completed your meeting

64
Implementation Assignment for BB1Using your
Board and Volunteers in Case Development - 3

• What did the discussions reveal relative to
  understanding about case and its uses and the
  importance of mission, vision, values
  integration?
• What were/are the challenges and the resistance
  points relative to implied changes?
• How did the process and outcomes of the meeting
  inform not only case development and articulation
  but also board/volunteer management and
  leadership, the subject of Building Block 2 of
  the curriculum?
• If you want to send in the product of that
  meeting your work on mission, vision, values
  we will be happy to see and review that as well!

65
Case and the Integrated Development Plan

• Use the internal case materials worksheet to
  determine or revise the first elements of your
  integrated development plan
• Thanks! Well be checking in by conference call
  with the GMs next week and Kay can be reached
  at ksbstar_at_aol.com

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MGI Contact Information
67
CPB Public TelevisionMajor Giving Initiative

• Building Block I
• Introduction to Curriculum
• Building an Integrated Development Plan
• Using Your Case for Support as a Major Giving Tool