CPB Public Television Major Giving Initiative

1
CPB Public TelevisionMajor Giving Initiative

• PBS Development Conference
• Baltimore, MD
• MGI Curriculum Presentation October 3, 2006

2
Overview of the Day 830 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 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
  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, Values
2. Board Roles in MGI
3. Staff Roles in MGI
4. Prospect Research (Josh Birkholz)
5. Cultivation/Solicitation/Stewardship
6. Major Gifts/Gift Planning

5
Building Block 1 - Using Your Case for Support
as a Major Giving Tool

• 845 1030 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 stations 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 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

12
Mission, Vision, Values

• At the center of all case expressions

13
Mission, Vision, Values Integral to Effective
Case Expressions

• 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

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 Expression2003 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.

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 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

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 regions 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 liveHelp 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 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

25
WTVP Values

• 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

• 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

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

27
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 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 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)

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 (dont 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 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 within the MGI
  evidence new messaging
• Involvement of staff and board in creating,
  evaluating and articulating the case is key

44
BREAK
45
CPB Public TelevisionMajor Giving Initiative

• Curriculum
• Building Block 2 1045 1130 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

47
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 stations (e.g., WNETs
  (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)

56
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 stations
  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 stations and with whom
  partnerships are possible
• Askers of their peers for investments (time and
  money) in the station

59
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

69
CPB Public TelevisionMajor Giving Initiative

• Curriculum
• Building Block 3 1130 a.m. to 1215 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

71
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 OpportunityThe 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

77
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

80
Seeing All Staff as the Full Development Team

• New Resources

81
Station Staff as the Full Development Team

• Change in staffs 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 4Prospect Research and
Management100-200PM
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 phases

1. Filter the Lists
2. Qualify with Research
3. 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 Estate
• www.pulawski.com
• www.zillow.com
• Biographical Information
• www.zoominfo.com
• Financial Information
• www.sec.gov
• Marketwatch insider search (www.marketwatch.com/t
  ools/quotes/insiders.asp?siteidmktw)
• Nonprofits and Foundations
• www.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 Interaction

• Discovery calls
• Meeting with suspects to determine if they are
  prospects
• Discovering the capacity and propensity through
  interaction

103
Feed the Development Cycle
104
Why is so successful?Why is
so successful?
Prospect Management

• Systematized processes focused on the
  constituents.
• The same is true for fundraising.

105
Why do some stations raise twice the dollars with
the same staffing?

• 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.

106
What Cant 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
A successful prospect management system

• Facilitates relationships between your station
  and prospects.
• Leads to solicitationAwareness, Involvement,
  Ownership.
• Has agenda-driven moves.
• Is guided by the case for support.

• Contents of strategies align prospect interests
  with organizational priorities.

109
Benefits

• Managing 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
Threats

• Shadow systems
• Offline brains
• Development strategies and histories not recorded
• Lack of participation

111
Prospect Management Process

• Lets review the stages.

112
Anonymous Records

• Identification
• Market Research
• techniques, including
• Wealth Screening
• Surveys
• Data Mining
• Peer Screening

113
Leads Suspects with unverified capacity,
propensity, attachment, interests, etc. (coding
begins, often into pools by funding priorities)
Qualification Prospect Researchtechniques to
verify capacity, propensity, attachment,
and interests through individual-level research
114
Qualified Leads Suspects with verified capacity,
propensity, attachment, interests, etc.
Discovery Field research conducted by gift
officer to verify capacity, propensity,
attachment, and interests through interaction
115
(No Transcript)
116
(No Transcript)
117
Stages
Classifications
Anonymous
Identification
Lead
Qualification
Qualified Lead
Discovery
Is this a Prospect?
Not a Prospect
Not Now
Prospect
StrategyDevelopment
Stewardship
Solicitation
Cultivation
118
Where do we start?

• Map out the big picture of prospect management
  for your station
• Determine the code values
• Define the roles
• Document the procedures
• Train
• Build the reports
• Solidify assignment strategy
• Develop prospect management meeting strategies
• Clean-up existing portfolios
• Ramp-up period
• Develop and implement performance metrics policies

119
Questions?
120
Thank you!

• If you have any additional questions, please
  contact

Josh BirkholzDirector of DonorCastBentz Whaley
Flessner7251 Ohms LaneMinneapolis, MN
55439(952) 921-0111jbirkholz_at_bwf.comwww.bwf.com
www.donorcast.com
62234/JMB/092606
121
CPB MGI CurriculumPBS DevConBuilding Block 52
3 p.m.

• Cultivation
• Solicitation
• Stewardship

122
(No Transcript)
123
What Were 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

124
Cultivation

• The Beginning of the Investor Relationship
• More Than Random Acts of Kindness

125
(No Transcript)
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 donors 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 persons
  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 dont. 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

131
Solicitation

• Getting to Yes
• Preliminary Steps

132
(No Transcript)
133
Transactional Bell Curve The Way We Acquire
Donors
High Impact Philanthropy Kay Sprinkel Grace, Alan
Wendroff
134
Transformational Infinity Loop Keeping and
Growing Donors
High Impact Philanthropy Kay Sprinkel Grace, Alan
Wendroff
135
What You Need to Have Ready

• Qualified prospects
• Case for support, tailored to the donors needs
  and interests
• An executive summary of your stations 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

137
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

143
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
(No Transcript)
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.

150
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
(No Transcript)
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
2. You Tailor Your Case
1.You Make Your Case
3. Donor-Investors Champion Your Case
High Impact Philanthropy Kay 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-investors 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
159
Building Block 6

• Major Gift Planning
• Planned Giving
• Integrating All Development Programs
• 315 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
• Prospect review
• Volunteer involvement and training
• Development staff communication
• Donor-centered approach
• 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 (its 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

168
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
(No Transcript)
171
Keeping Our Eyes on the PrizeTransformation

• 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

174
Resources to Serve and Inspire

• Planned Giving and Major Giving

175
(No Transcript)
176
(No Transcript)
177
(No Transcript)
178
(No Transcript)
179
(No Transcript)
180
(No Transcript)
181
What It Takes to Make This Work

• Seamless collaboration among all parts of the
  development office
• Acknowledgement of each persons 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
  donors 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