Welcome to Major Giving: Big Learnings from the MGI Robert Altman Kay Sprinkel Grace 3 October 2007 Please take this time before the start of the session to silence your cell phone or pager. Your feedback is valuable. At the end of the session, we ask that you take a moment to complete an evaluation form. Thank you.

Today’s Agenda What’s on your mind What happened What you accomplished What we anticipated What we observed Some last(ing) impressions Back to you

Sixteen Team Leadership Meetings Six Part Curriculum What Happened The largest undertaking of its kind in the history of public broadcasting 117 Stations Sixteen Team Leadership Meetings Six Part Curriculum 20 Web Lectures 355 Cohort calls Implementation Consulting 1800+ days Video Materials Prospect Research Board Effectiveness Project Website http://majorgiving.cpb.org

What You Accomplished Unrestricted Major Giving ($1,000+) 2004-2006

Unrestricted Major Giving Median Station Growth 2004-06

Increase/Decrease Unrestricted Major Giving (2004 Base Year)

Restricted Individual Giving (2004-2006) Includes Gifts from Individuals for Capital, Endowment, Production and Spot Underwriting

Increase/Decrease Restricted Individual Giving (2004 Base Year)

Total Major Giving (Individuals) 2004-06

Increase/Decrease Total Major Giving (Individuals) (2004 Base Year)

…and Membership revenue for MGI stations grew $3 Million between FY04 and FY 06 Planned Giving Revenue (realized) grew by more than 30%

What We Anticipated Some “obstacles” The General Manager “job description” Station Boards’ commitment, training and experience Development staffs skill set and perspective Short term focus Few effective support mechanisms Articulating and supporting the major giving message

Creating a Culture of Philanthropy Consistency of Messaging What We Observed Creating a Culture of Philanthropy Consistency of Messaging Internal Communications Rewards structure that does not encourage internal collaboration Getting back to “Zero” Strategy is Execution Time and Resources

Our Boards (or more properly our Board Members) What We Observed Our Boards (or more properly our Board Members) What happens when you begin the mission conversation Allowing the fundraising to match the mission or servants’ entrance to community involvement

And it’s more than just the money What We Observed And it’s more than just the money Mission, Vision, Values & Case Development New Board/Volunteer Involvement Revitalized (or newly created) Development Committees Staff restructuring: Staff buy-in Formalized prospect identification, cultivation and stewardship programs

Last(ing) Impressions What Made a Difference Focus (Just do it!) It takes a vision Leadership is the key The Culture of Philanthropy

Focus (Just Do It) …and measure it Plan-it MGI Systems liberate Persistence and patience pay off RR ON GOAL SETTING, WVIA,WILL, GLEN CERNY, WKAR,KNPB Insert slide

It Takes a Vision Visions take time …and they come in pieces OPB (mo on pg), KAET, MONTANA, WVIZ, (ra) Stats on opb Visioning was the most difficult exercise—many have come back to it at the end

Leadership is the key Keeping Hope alive People make the difference Teamwork Makes it Happen Sometimes its structural WXXI,KET, WNPT,IDAHO,KBTC Leadership takes many styles and forms---and comes in many pieces

Creating a Culture of philanthropy Reach vs Impact The dialogue…not the monologue The Infinity Loop WHA,WLVT,WGBY,WHRO,WCVE,

Last(ing) Impressions: What Remains Accountability (inside and outside) Leadership (Boards and GM’s) A Community of Practice Restricted Giving Planned Giving PAI

What’s on Your Mind Now what