Transcript CPB Public Television Major Giving Initiative

CPB Public Television
Major Giving Initiative
PBS Development Conference
Baltimore, MD
MGI Curriculum Presentation
October 3, 2006
Overview of the Day:
8:30 a.m. – 5 p.m.
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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
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MGI Summary:
CPB’s Major Investment in the Future
• Most strategic approach to major giving for local public
television stations ever undertaken
• First priority response to McKinsey study’s identification
of major giving as one of the key strategies for future
sustainability of public television
• Overwhelming participation by stations in the MGI
signaled a turning point for public television: the
curriculum is the centerpiece of the Initiative
• Learning outcomes for the curriculum and the goals each
station has set provide the platform for capacity building
• Stations are already experiencing increased resources
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and impact in their communities
The 6 Building Blocks
1.
2.
3.
4.
5.
6.
Case, Mission, Vision, Values
Board Roles in MGI
Staff Roles in MGI
Prospect Research (Josh Birkholz)
Cultivation/Solicitation/Stewardship
Major Gifts/Gift Planning
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Building Block 1 Using Your Case for Support as a Major
Giving Tool
8:45 – 10:30 a.m.
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
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What You Need to Create (or Find in the
Files) to Build a Case - 1
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Mission statement
Vision statement
Values statement(s)
Goals and objectives from the station’s
strategic plan
• Description of your programming philosophy
and your local and/or PBS or other
programming
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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
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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
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appropriate people to create missing materials
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
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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
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Mission, Vision, Values
At the center of all case
expressions
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 station’s vision
Values = shared beliefs within an organization and
with donors and members that frame decisions,
actions and the measurement of outcomes
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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…” 14
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)
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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.
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Mission Expression:
2003 Holiday Greeting Card
Community Idea Stations – Richmond, VA
• Cover: a photograph of Fred Rogers, in
his red cardigan, and this quote: “Through
television we have the choice of
encouraging others to demean this life or
to cherish it in creative, imaginative ways.”
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2003 Holiday Card
Community 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.”
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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
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is the “glue” for the relationship
WTVP Vision
Central Illinois is reinventing itself as a learningbased community. WTVP will use its technology,
facilities and creative talent to play a leading role
in our region’s educational, medical, economic
and cultural transformation
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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.
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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.”
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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
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“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
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WTVP Values
• Leaders and
storytellers
• Independence from
political pressure
• Belief in the strength
and future of the
community
• Pursuit of knowledge
• Uplifted and inspired
by the arts
• Collaborations and
partnerships
• Lifelong learning
• Nurturing and safe
media environment
• Innovative application
of technology
• Strength of mind
requires both serious
discourse and
enjoyment and
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excitement
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
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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
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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
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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
Results
Making
a Sale
Building
Relationships
Building/Maintaining
Relationships
Assuring continued
growth
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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:
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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)
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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)
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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
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Tailoring the Case
• Process driven by special or on-going need
(e.g.)
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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
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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
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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?
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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)
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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
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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
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Summary of Key Points:
Curriculum Building Block 1
• Case expressions are varied and tailored; they
are drawn from internal case materials
• Case materials and expressions need to be
reviewed and updated regularly
• Mission, vision and values are the platform for
all case expressions
• Nearly all case expressions within the MGI
evidence new messaging
• Involvement of staff and board in creating,
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evaluating and articulating the case is key
BREAK
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CPB Public Television
Major Giving Initiative
Curriculum
Building Block 2 – 10:45 – 11:30 a.m.
Engaging Board/Volunteer Leadership
in Major Giving
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
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The Value of Board and Non-Board
Volunteer Leaders
Getting Volunteers Engaged
at Your Station
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
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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
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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)
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investment to donors
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
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and/or Asker
Finding Volunteer Leaders
• Sometimes, the biggest challenge! Look into the
community using these three principal close-athand resources:
• Your own member and donor lists and your own
support groups
• Various special interest or other affinity groups whose
values match your station’s (e.g., WNET’s (New York)
Korean Friends Group)
• Service clubs and associations that focus on
leadership (including leadership development
programs offered by many Chambers of Commerce
and Junior League)
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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
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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
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relationships
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)
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Volunteer Leadership Roles
Getting Engaged in Major
Giving
Volunteer Leaders: Vital Asset to a
Successful MGI - 1
• Roles volunteers are playing in MGI
• Donor development (identification,
qualification, development of strategy,
cultivation, stewardship)
• Fund development (solicitation and renewal)
• Ambassadors in the community building
relationships with others who share the
station’s values and vision and understand the
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importance of its mission
Volunteer Leaders: Vital Asset to a
Successful MGI - 2
• More roles volunteers play in MGI:
• Advocates (formal and informal) for the
station, particularly with community
organizations whose interests parallel the
station’s and with whom partnerships are
possible
• Askers of their peers for investments (time
and money) in the station
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Leadership Roles for Board and
Other Volunteers
How Volunteer Leaders Help
Create a Culture Of
Philanthropy
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
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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,
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shared values
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
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roles as ambassadors and advocates
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
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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
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for coaching
Marketing the Impact of Volunteers in
Your Station
• Internally
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Station internal newsletter (Intranet)
Volunteer newsletter
Real bulletin boards (yes, they still exist)
Focus on:
accomplishments/impact/contributions to
overall success of effort
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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 66
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
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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
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CPB Public Television
Major Giving Initiative
Curriculum
Building Block 3 – 11:30 a.m. to 12:15 p.m.
How Staff Leadership Increases the Success
Potential for MGI
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
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Staff Leadership
Partner and Platform for MGI
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
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successful
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
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Leadership Opportunity:
The Culture of Philanthropy
• Just as volunteers are leverage or multipliers for
development staff, so are all station staff
• Internal marketing of the MGI and its potential impact on
the station has had a profound effect on the way all staff
think about the station: it has helped create a “culture of
philanthropy”
• Successful MGI implementation has included orientation
for all staff about how they can be partners with staff and
volunteer leadership in creating a larger base of
resources through major giving
• As with volunteers, specific guidance is required about
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what they can do within the scope of their job
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
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professionalism and integrity of your operation
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
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Membership and Development
Staffing and MGI
Keeping the Balance
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
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case for MGI internally)
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
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months after the delivery of this curriculum
Seeing All Staff as the Full
Development Team
New Resources
Station Staff as the Full Development
Team
• Change in staff’s understanding of their impact
(Ken Blanchard)
• Why everyone – from receptionist to technician –
is part of the full “development team” and how
that contributes to creating a culture of
philanthropy with volunteers and leadership staff
• Internal marketing of the development process
to staff: understanding the difference between
development (uncovering shared values) and
fund raising (providing opportunities for donors
to act on the shared values) and the role
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volunteers can play as partners
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
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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
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Building Block 4
Prospect Research and Management
1:00-2:00PM
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Agenda
 Prospecting
 Prospect Management
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What is Prospecting?
From:
To:
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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,
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predictable and consistent patterns for major donors are rare.
Three prospecting phases
1. Filter the Lists
2. Qualify with Research
3. Qualify through Interaction
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First, Filter the Lists.
 Prospect Screening – using external asset data
 Data Mining– using internal data to identify
prospects
 Surveys
89
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.
90
Data Mining
 Often called “Predictive
Modeling”
 Predicting behaviors by
studying patterns in
data
 Common examples:
 Credit ratings
 Meteorology
 Airport security
91
Next, Qualify the Names with
Research.
Prospect research
 Gathering information on an individual basis
 Qualifying capacity and propensity
92
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/tools/quotes/insiders.asp?siteid=mktw)
Nonprofits and Foundations
www.guidestar.org
93
www.pulawski.com
94
www.zillow.com
95
www.zoominfo.com
96
www.sec.gov
97
Marketwatch
98
www.guidestar.org
99
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
100
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
101
Then Qualify through Interaction
Discovery calls
 Meeting with suspects to determine if they are prospects
 Discovering the capacity and propensity through
interaction
102
Feed the Development Cycle
Market Research
identification with screening and modeling
Prospect Research
Qualification with data
Field Research
Discovery / qualification
through interaction
Plan Strategy
Stewardship
Major Gift
Fundraising
Cycle
Solicitation
Cultivation
103
Prospect Management
Why is
Why is
so successful?
so successful?
Systematized processes focused on the
constituents.
The same is true for fundraising.
104
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.
105
What Can’t We Control?
 Nature of the constituency.
106
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.
107
A successful prospect
management system…
 Facilitates relationships between your
station and prospects.
 Leads to solicitation—Awareness,
Involvement, Ownership.
Has agenda-driven moves.
Is guided by the case for support.
 Contents of strategies align prospect interests
with organizational priorities.
108
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
109
Threats
Shadow systems
Offline brains
Development strategies and
histories not recorded
Lack of participation
110
Prospect Management Process
Let’s review the stages.
111
Anonymous Records
Identification
Market Research
techniques, including:
• Wealth Screening
• Surveys
• Data Mining
• Peer Screening
112
Leads
Suspects with unverified capacity,
propensity, attachment, interests, etc.
(coding begins, often into pools by
funding priorities)
Qualification
Prospect Research
techniques to verify capacity,
propensity, attachment, and
interests through
individual-level research
113
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
114
Is this a Prospect?
No
Not yet
Yes
Not a Prospect
Consider other
fundraising
strategies
Prospect
Capacity, propensity,
attachment, interests,
etc., verified
through discovery.
Strategy in place.
Not a Prospect
Now
Future prospect.
Reminder set for
resuming contact.
115
Stewardship
Strategy
Development
Solicitation
Cultivation
116
Stages
Classifications
Anonymous
Identification
Lead
Qualification
Qualified Lead
Discovery
Is this a Prospect?
Not Now
Not a Prospect
Prospect
Stewardship
Solicitation
Strategy
Development
Cultivation
117
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
118
Questions?
Thank you!
If you have any additional questions, please contact:
Josh Birkholz
Director of DonorCast
Bentz Whaley Flessner
7251 Ohms Lane
Minneapolis, MN 55439
(952) 921-0111
[email protected]
www.bwf.com
www.donorcast.com
120
62234/JMB/092606
CPB MGI Curriculum
PBS DevCon
Building Block 5
2 – 3 p.m.
Cultivation
Solicitation
Stewardship
122
What We’re Going to Cover
• How to use existing station resources and
community partnerships to cultivate major
donors for your station
• The kinds of solicitations that work (approach
and methodology)
• The importance of stewardship in keeping your
major giving program (and all giving programs)
strong by building true donor-investor
partnerships
123
Cultivation
The Beginning of the Investor
Relationship:
More Than Random Acts of Kindness
125
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
126
Key Cultivation Principles
• You have enviable resources for cultivation
right in your station: your imagination is the
only limitation
• Cultivation is about the donor’s needs and
interests more than it is about yours
• This is where you need to have engage the
full development team and be sure there is a
culture of philanthropy at your station
• Getting information into the data base from
cultivation interaction with potential and
current donors is critical
127
Key Cultivation Principles
• Cultivation activities offer personal interaction,
opportunities for feedback and conversation,
and allow you to see the person’s reaction or
enthusiasm to an idea or proposal
• There are other ways we cultivate as well:
website, newsletters, email updates/alerts,
occasional letters with interesting information
about programming, “white papers” from public
affairs or other programming personnel, others
• It is prudent, effective and cuts costs to
combine cultivation and stewardship activities
128
Strategic Cultivation Management
• The hardest part of cultivation is knowing
when to move forward to the ask
• Foundations and corporations make it easy for
us to know when – they provide the deadline
for us. Individuals don’t. Follow these clues:
• Increased interest in your station or a particular
aspect or program of your station
• Increased involvement as a volunteer
• Receptiveness to the conversations you and others
have with the prospect or donor about the vision
and plans of the station
129
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
130
Solicitation
Getting to “Yes”
Preliminary Steps
132
Transactional Bell Curve:
The Way We Acquire Donors
High Impact Philanthropy
Kay Sprinkel Grace, Alan Wendroff
133
Transformational Infinity Loop:
Keeping and Growing Donors
High Impact Philanthropy
Kay Sprinkel Grace, Alan Wendroff
134
What You Need to
Have Ready
• Qualified prospects
• Case for support, tailored to the donor’s
needs and interests
• An executive summary of your station’s
strategic plan
• Trained volunteers willing to participate
in the ask
• Prospects can be invited to invest (and
donors to reinvest) when you have these
tools
135
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
136
partnership project
Getting Ready to Ask
Steps in the Planning Process
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
138
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
139
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 out140
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
141
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
142
The Solicitation
Why it is not about you or your
station but about the donor
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
144
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
145
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
146
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
147
148
Our Goal: To Create Loyal DonorInvestors
• 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.
149
Stewardship
Once you have the gift, the real
work begins
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
151
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
152
153
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
154
Transformational Infinity Loop
Stewardship
1.You Make Your Case
2. You Tailor Your Case
3. Donor-Investors Champion Your Case
High Impact Philanthropy
Kay Sprinkel Grace, Alan Wendroff
Adapted for use by Papilia, 2002
155
Transformational Stewardship
• Shift has been from emphasis on donor
recognition (name on the wall in the foyer,
plaque on the door = transaction) with little or no
on-going feedback about impact to on-going
information to the donor about the impact of the
investment on the station and ways in which that
impact advances the donor-investor’s interests,
issues and values (transformation)
156
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
157
Break
158
Building Block 6
Major Gift Planning
Planned Giving
Integrating All Development Programs
3:15 to 5 p.m.
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
160
Major Gift Planning
•
•
Why we have shifted to this description for
major and planned giving
What it entails relative to
1.
2.
3.
4.
5.
Prospect review
Volunteer involvement and training
Development staff communication
Donor-centered approach
Marketing and messages
161
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
162
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 163
need to address that
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
164
success
4. Donor-Centered Approach
• Their needs, not ours (it’s not about you)
• A gift that is good for them, and good for
the station
• Two ears/one mouth ratio is critical
• Finding the appropriate “investment
vehicle” for the donor is a win/win
• Gifts beget gifts: protecting the long term
165
investment
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 166
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
167
Key Success Principles
Tried, true and effective
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
169
170
Keeping Our Eyes on the Prize:
Transformation
• The prize is to see our vision fulfilled in the
community: that alone transforms organizations,
communities and donors
• That vision inspires us, and it inspires our
communities
• We manifest that “prize” when we articulate our
mission, vision and values both within our
organizations and in the community
• We must remember always that people give to
us because we meet needs, not because we
have needs, and that a gift to us is really a gift
171
through us into the community.
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 172
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
173
DONORS
Resources to Serve and Inspire
Planned Giving and Major Giving
175
176
177
178
179
180
What It Takes to Make This Work
• Seamless collaboration among all parts of the
development office
• Acknowledgement of each person’s contribution
to major gift and planned gift development
• Destruction of silos: no one “owns” a donor or
membership list – the goal is the maximize the
donor’s relationship with the station: it is about
the donor, not about you
181
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
182
station job:
Strategies to Help Make Major Giving a Full
Station Priority
• Be part of the station’s strategic plan, not
just the integrated development plan
• Share your successes – even if they seem
“small” – there is no such thing as a small
success in this effort!
• Wherever you are in the whole
organization, you have a role
183
Strategies (Continued)
• Work particularly closely with
communication staff and also with
programming and production to ensure
there is time for adequate interstitials and
promotions
• Become “systems oriented” no matter your
role (systems liberate)
• Make stewardship a top priority
184
Strategies (Continued)
• If you have an idea, speak up and speak
out
• Your leadership, no matter where you are
in the organization, is critical
• What are your ideas?
• What is your notion about how successful
major giving can be at your station?
185
Summing Up the Curriculum
Tying it all together
Putting the Curriculum All Together
• We began with case development (mission,
vision and values) because it is the bedrock of
all that we do
• Looking at board leadership perhaps led many
of you into new considerations of volunteer
involvement
• Understanding the important role of staff
leadership in this program places new levels
responsibility on development to engage the
station in its goals
187
Putting the Curriculum All Together
• Prospect research may have surfaced some
small to glaring inadequacies for many in your
support systems
• Drilling down on the elements of cultivation,
solicitation and stewardship gave you quick
tools for addressing some immediate needs
while continuing your longer-term strategies
• Finally, we put it all together in an Integrated
Development Plan for seamless attention to
donors and the breakdown of internal silos 188
A Final Thought
• There is enormous need in our communities for what we
are doing: in spite of resource scarcity in many stations,
the will is there to meet those needs by increasing
resources
• We can achieve the potential impact of the MGI, but it
will depend on these things:
• An integrated approach to development (no “silos”)
• Internal marketing of the development process to develop that
“full development team” and create the culture of philanthropy
• Leadership that begins at the top
• Greater attention to consistency in messages – using new and
innovative approaches to content and delivery
189
Your MGI Team
Robert Altman [email protected]
202-879-9816
Kay Sprinkel Grace [email protected]
415-495-5355
Robert Ryan [email protected]
202-879-9796
Deb Turner [email protected]
207-989-8933
Doug Mckenney [email protected]
202-879-9824
Cheryl Cornish [email protected]
202-879-9637
http://majorgiving.cpb.org
190
MGI Curriculum Presentation
PBS Development Conference
October 3, 2006
Baltimore, MD
Kay Sprinkel Grace, Presenter
Josh Birkholz, Presenter