2. 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.

3. 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

4. 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

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

6. Unrestricted Major Giving Median Station Growth 2004-06

7. Increase/Decrease Unrestricted Major Giving (2004 Base Year)

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

9. Increase/Decrease Restricted Individual Giving (2004 Base Year)

10. Total Major Giving (Individuals) 2004-06

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

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

13. 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

14. 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

15. 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

16. 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

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

18. 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

19. 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

20. 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

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

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

23. What’s on Your Mind
Now what