Transcript CPB Public Television Major Giving Initiative

CPB Public Television
Major Giving Initiative
Curriculum
Building Block 3
Leadership and Staffing To Increase the
Success Potential for MGI
What You Will Learn in This Unit
• 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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Review of Implementation Assignment
from BB2
• Brief report and commentary from MGI
Team about responses submitted by
stations following the January webcast on
board leadership.
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The Landscape for Station
Leadership and Management
General Observations
Study Report (RWR Survey)
CEOs of Public Television Stations
Bornstein & Associates
February 2001
Skills Needed Now and in the Future
(5 – 10 years from 2001)
• Experience with new and emerging
technologies;
• Community involvement;
• Working with educational institutions and with
local, state and federal governments;
• Successful fund raising experience;
• Entrepreneurial successes;
• Knowledge of financial management;
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Skills Needed Now and in the Future
(5 – 10 years from 2001)
• Familiarity with promotional and marketing techniques,
strategic planning, mentoring and staff development
skills;
• Also, added to the list by respondents:
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Creativity
Flexibility
Ability to manage change
Ability to develop and communicate a vision
Ability to work collaboratively in developing
partnerships and teamwork
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Identified as Most Important Management
Skills by CEOs in the Survey
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Entrepreneurial skills
Collaboration and partnering
Change management
Technical knowledge
Management skills
• How the MGI Team’s work with stations has
supported these findings
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McKinsey Study-Related Challenges
Identified by CEOs
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Need for additional funding
Increased competition for audiences
Continually evolving technologies
Respondents felt these challenges could be met
by:
• New fundraising techniques
• Increased local programming
• Employing new media and distribution channels to
enhance services
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8 Skills Needed by Public Television
Leaders
• Commitment to core values
• Ability to embrace the value of change
• Knowledge of how to build on an organization’s
brand
• Understanding of technology
• Collaborative leadership
• Partnering techniques
• Social entrepreneurship
• Willingness to take risks
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Commentary on the Study Findings: A
Conversation with Two Station Leaders
Rus Peotter
General Manager
WGBY, Springfield, MA
Kathleen Pavelko
President and CEO
WITF, Harrisburg, PA
Check In
Participants are Invited to Call In and
Ask Rus and Kathleen Questions or
Provide Their Own Comments
(Press * star key on your telephone to
signal you have a question)
Staff Leadership
Partner and Platform for MGI
Leadership Roles for Staff
• Previous focus (BB2) was on volunteer leadership.
The success of volunteer leadership will depend
on staff leadership. Gardner’s 9 Tasks of Leaders
apply to staff as well. For MGI to succeed, staff
leadership must:
• Embrace MGI without reservation
• Be willing to initiate and implement
changes that may be required to be
successful
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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 can have a profound effect on the way all staff
think about the station: it is another way to help create a
“culture of philanthropy”
• As part of your MGI plan and implementation, be sure to
include 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
Expectations of Staff Leaders
• Have and share a vision that will attract
and retain both thoughtful donor-investors
and strong volunteer leaders
• Give leadership to the donor and fund
raising process through participation as
needed in cultivating, asking and being a
steward so the investment will be renewed
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Expectations of Staff Leaders - 2
• Have an unwavering commitment to
transparency in accounting for and reporting the
impact of donor investment in the station and
how it affects the community
• Be effective managers of people, ideas and
tasks for the station overall including frequent
intersections with those responsible for the MGI
• Institutional leadership is a requisite for
successful MGI
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Performance Demands
on Leaders
• Changes in community expectations (BB1) of
nonprofit leaders
• “Soft” expectations of wisdom, vision, integrity, trust,
inspiration
• “Hard” expectations of accountability, transparency,
measurable action
• Environment that is chaotic, running at Internetspeed, time-driven, pressure-laden
• People give to solve community problems or enhance
community resources and want to see the tangible
results of their investment
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How the Major Giving Initiative
Increases the Need to Lead
• 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 will put stress on internal systems until it is up and
running; internal leadership demands will also increase
• Major donors may want a level of involvement that is
new for your station: you need to be ready to respond in
a way that allows donors to feel involved while
preserving the professionalism and integrity of your
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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 need to 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 (BB2)
• 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)
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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
Discussion with Guest Presenters
Deploying Major Giving Resources
Call In
Participants are Invited to Call In and
Ask Kathleen and Rus Questions or
Provide Their Own Comments
(Press * star key on your telephone to
signal you have a question)
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Check Up: Quick Vote
• Is your station addressing the need to balance
staffing and budget to keep pipeline programs
strong while focusing attention on major
giving?
• Yes
No
• What changes have you made/might you
make?
• Redeploy existing staff
Add staff
Both
• Do you have an overall plan for
development/MGI staffing?
• Yes
No
It’s in the works
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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: Director of First Impressions story)
• 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
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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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Discussion with Guest Presenters
Toughest Change Issue You
Confronted and How You Are Solving
(or Solved) It
Summary of Leadership and Staffing
Discussions
• Engaging the full staff behind MGI as the full
development (not fund raising) team will require new
leadership: and that is just one aspect of the new
leadership requirements
• Leadership tasks (Gardner: BB2) apply to staff as well as
volunteers and include change management issues
• Implementing MGI will require a balancing act with
resource allocation to MGI and “pipeline programs” that
are essential
• Success will depend on ability of station leaders to
balance staff and volunteers effectively
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Implementation Assignment:
Ramping Up for the Second Half
• With Building Block 4, on March 10, we will
begin getting into the tactical issues of fund
raising with a focus on systems support for
prospect identification, research, tracking and
management. Before we take that leap, we
want you to reflect on the first three Building
Blocks (case for support, volunteers and
staffing) and do a “mid-point” check up.
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Implementation Assignment
• Using the worksheet provided on the website, let
us know where you are with case development,
plans for volunteer involvement and ideas you
have for your three-year staffing plan as you
consider the work that needs to be done and
begin to nail down the goals (dollars, donors)
you will be setting for yourself. Get it back to us
by March 3 so we can see where you are – it will
also help us as we continue our station visits.
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Many thanks!
CPB Public Television
Major Giving Initiative
Curriculum
Building Block 3
Leadership and Staffing to Ensure the
Success of MGI