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MGI: Lessons Learned

MGI: Lessons Learned

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MGI: Lessons Learned

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  1. MGI: Lessons Learned 22 March 2007

  2. Today’s Discussion • What we anticipated • What we designed in response • What we have observed • Our goals • What you have accomplished • Lessons Learned

  3. 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

  4. 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.

  5. 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

  6. 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

  7. Our Goals • Outcomes for all Stakeholders • General Managers • Board Members • Development Team • Station Staff • Donors • Community

  8. 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

  9. 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

  10. What you Accomplished

  11. $10,000+ DonorsRound 1 Stations

  12. MGI Accomplishments • 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

  13. 5 Lessons…and some good examples

  14. Just Do It • …and measure it • Plan-it MGI • Systems liberate • Persistence and patience pay off

  15. It Takes a Vision • Visions take time • …and they come in pieces

  16. Leadership is the key • Keeping Hope alive • People make the difference • Teamwork Makes it Happen • Sometimes its structural

  17. Creating a culture of philanthropy • Reach vs Impact • The dialogue…not the monologue • The Infinity Loop

  18. What Comes Next • Accountability • Professionalism • Restricted Fundraising • Planned Giving • New roles for Boards and General Managers

  19. Questions? • raltman@majorgiving.cpb.org • rryan@majorgiving.cpb.org • dturner@majorgiving.cpb.org • http://majorgiving.cpb.org