CPB Public Television Major Giving Initiative

1. CPB Public TelevisionMajor Giving Initiative Building Block I Introduction to Curriculum Building an Integrated Development Plan Using Your Case for Support as a Major Giving Tool

2. Introduction to the Curriculum Review of Elements of MGI

3. 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

4. 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

5. Overview of Curriculum - 1 • Six Building Blocks (Keyed to Self-Assessment) • 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)

6. 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)

7. 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

8. 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

9. 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

10. 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”)

11. 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

12. 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

13. Process for Developing the Plan - 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 • With station management and board(s), initiate a review of station mission, vision and values based on the MGI approach (they will influence your IDP)

14. 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

15. Process for Developing the Plan - 3 4. Identify an “IDP Team” who will be responsible for guiding the planning process (cross-departmental) 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

16. 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)

17. Building Block 1 Case Development and Articulation: Putting the Case to Work for Major Giving

18. 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

19. 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

20. 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

21. 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 appropriate people to create missing materials

22. 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

23. 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

24. Next Step: Translating Case Materials into Case Expressions Taking the Case to Major Donors and the Marketplace in General

25. 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

26. 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

27. 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

28. 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

29. Three Stages of Development FormativeNormativeIntegrative WhoVendor Facilitator Strategist WhatProduct Relationships Growth Partnerships Skills Sales Marketing Building/Maintaining Relationships Results Making Building Assuring continued a SaleRelationships growth

30. 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” Emphasize “through” not “to” • Focus on impact Begin downplaying premiums

31. 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:

32. 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)

33. 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

34. 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

35. 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

36. 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…”

37. 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)

38. WTVP Mission Statement (Circa2002) 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.

39. WTVP Mission Statement (Before MGI) WTVP uses the power of public telecommunications to inspire, enhance, and reflect our community.

40. 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.

41. WTVP Slogan Engaging…Enhancing… Inspiring

42. 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 is the “glue” for the relationship

43. Vision for Public Television (February 2004) • Public television, through its community-based 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.

44. 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 rediscoverand preserve the sense of community that makes this state a remarkable place to live…Help us connectMaine.”

45. 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

46. “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

47. 2003 Holiday Greeting CardCommunity 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.”

48. 2003 Holiday Greeting CardCommunity 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.”

49. 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

50. 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