Transcript CPB Public Television Major Giving Initiative

CPB Public Television
Major Giving Initiative
Building Block I
Introduction to Curriculum
Building an Integrated Development Plan
Using Your Case for Support as a Major
Giving Tool
Introduction to the Curriculum
Review of Elements of MGI
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 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
3
Introduction to the Curriculum and
Building Block 1
• What You’ll 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
4
Overview of Curriculum - 1
• Six Building Blocks (Keyed to SelfAssessment)
• 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)
5
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)
6
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
7
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
8
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
9
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
station’s 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”)
10
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
11
Plan Elements
Development plans come in all shapes and sizes but
should include these elements:
• Case materials (we’ll 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
12
Process for Developing the Plan - 1
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
2. With station management and board(s),
initiate a review of station mission, vision
and values based on the MGI approach
13
(they will influence your IDP)
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
14
Process for Developing the Plan - 3
4. Identify an “IDP Team” who will be responsible
for guiding the planning process (crossdepartmental)
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
15
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)
16
Building Block 1
Case Development and
Articulation: Putting the Case to
Work for Major Giving
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
18
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 broadcast programming
philosophy and your local and/or PBS or
other programming
19
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
20
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
21
appropriate people to create missing materials
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
22
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
23
Next Step: Translating Case
Materials into Case Expressions
Taking the Case to Major Donors
and the Marketplace in General
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
25
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
26
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
27
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
28
Three Stages of Development
Formative
Normative
Integrative
Who
Vendor
Facilitator
Strategist
What
Product
Relationships
Growth Partnerships
Skills
Sales
Results
Making
a Sale
Marketing
Building
Relationships
Building/Maintaining
Relationships
Assuring continued
growth
29
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”
• Focus on impact
Emphasize “through” not “to”
Begin downplaying premiums
30
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:
31
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)
32
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)
• These points are a review of what we
discussed in the regional meetings
33
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 “I”s, which three are you the best at
communicating, offering or acting on?
• Issues
Ideas
Involvement
Impact
Investment
34
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 station’s vision
• Values = shared beliefs within an organization and
with donors and members that frame decisions,
actions and the measurement of outcomes
35
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…”
36
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)
37
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.
38
WTVP Mission Statement
(Before MGI)
WTVP uses the power of public
telecommunications to inspire, enhance,
and reflect our community.
39
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.
40
WTVP Slogan
Engaging…Enhancing… Inspiring
41
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
42
is the “glue” for the relationship
Vision for Public Television (February
2004)
• Public television, through its communitybased 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.
43
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.”
44
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
45
“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
46
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.”
47
2003 Holiday Greeting Card
Community 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.”
48
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
49
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
50
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
51
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
52
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?
53
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)
54
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
55
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
56
Check Up:
Messages, 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
57
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 going forward
within the MGI will require new messaging
• Involvement of staff and board in creating,
58
evaluating and articulating the case is key
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)
59
Implementation Assignment
For Building Block 1:
Using your Board and Volunteers in
Case Development
Implementation Assignment for BB1:
Using 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:
61
Implementation Assignment for BB1:
Using 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
62
Implementation Assignment for BB1:
Using 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 [email protected] as
soon as you have completed your meeting
63
Implementation Assignment for BB1:
Using 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!
64
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! We’ll be checking in by
conference call with the GMs next week –
and Kay can be reached at
[email protected]
65
MGI Contact Information
MGI Team Member
Email Address
Phone Number
Robert Altman
[email protected]
202-879-9816
[email protected]
202-879-9796
[email protected]
207-989-8933
[email protected]
202-879-9711
[email protected]
202-879-9637
Director
Robert Ryan
Assistant Director
Deb Turner
Assistant Director
Paul Shapiro
Project Manager
Bethany Tomala
Administrative Assistant
66
CPB Public Television
Major Giving Initiative
Building Block I
Introduction to Curriculum
Building an Integrated Development
Plan
Using Your Case for Support as a
Major Giving Tool