MGI: Lessons Learned

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MGI Lessons Learned

• 22 March 2007

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Todays Discussion

• What we anticipated
• What we designed in response
• What we have observed
• Our goals
• What you have accomplished
• Lessons Learned

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What We Anticipated

• Potential for major giving growth is not a new
  idea
• Success has been demonstrated, but not widely
  replicated
• In order to achieve success there are obstacles
  to overcome
• 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

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2 Key Assumptions

• There is a need for both strategic support (how
  to organize for change, how to institutionalize a
  mission-based giving strategy) as well as
  tactical support (we lack some of the basic nuts
  and bolts skills of major gift fundraising).
• This is a long term process. Both stations who
  commit to this strategy and those who advance it
  as desirable must recognize that it involves a
  multi-year commitment of attention and resources.

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MGI Activity to Date

• The largest undertaking of its kind in the
  history of public broadcasting
• 117 Stations
• Fifteen Team Leadership Meetings
• Six Part Curriculum
• 20 Web Lectures
• 355 Cohort calls
• Implementation Consulting
• 1500 days to date
• Video Materials
• Prospect Research
• Board Effectiveness Project
• Website http//majorgiving.cpb.org

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Our Goals

• Revenue
• Increase net revenue from major gifts
• Increase major giving as a percentage of total
  gifts from individuals
• Increase median gift size among major donors
• Increase major giving rate of growth

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Our Goals

• Outcomes for all Stakeholders
• General Managers
• Board Members
• Development Team
• Station Staff
• Donors
• Community

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What We Have 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

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New Opportunities

• 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

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What you Accomplished
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10,000 DonorsRound 1 Stations
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MGI Accomplishments

• And its 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

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5 Lessonsand some good examples
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Just Do It

• and measure it
• Plan-it MGI
• Systems liberate
• Persistence and patience pay off

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It Takes a Vision

• Visions take time
• and they come in pieces

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Leadership is the key

• Keeping Hope alive
• People make the difference
• Teamwork Makes it Happen
• Sometimes its structural

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Creating a culture of philanthropy

• Reach vs Impact
• The dialoguenot the monologue
• The Infinity Loop

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What Comes Next

• Accountability
• Professionalism
• Restricted Fundraising
• Planned Giving
• New roles for Boards and General Managers

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Questions?

• raltman_at_majorgiving.cpb.org
• rryan_at_majorgiving.cpb.org
• dturner_at_majorgiving.cpb.org
• http//majorgiving.cpb.org