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PBS Fundraising masters - What does it look like when core purpose permeates station culture 05112014 donderheim
- 1. PBS Fundraising Masters: Telling the Story This is what it looks like when core purpose and mission permeate a station culture
- 2. First hand knowledge “There’s nothing like experience to screw up perspective.” Don Derheim “There’s nothing like experience to create perspective.” Don Derheim
- 3. When I resigned my position at KQED I gave a long speech. Here’s what I said about the Chief Development Officer Traci Eckels. “Traci and I did something rare in public media. We modeled something that I think has helped make KQED more successful than just about everybody else. Basically, we got along. We trusted. That's been awesome.”
- 5. There was a prestigious station that couldn’t pay its bills The Board hired a new CEO Restarted the major gifts programs Invested in Gift Planning (then called planned giving) Doubled the size of its Foundation and Grants team from one person to two Invested in Membership research Corporate Support sought training
- 6. There was a prestigious station that couldn’t pay its bills The CEO didn’t have a magic wand Donations from people of means could “double” without creating much impact Gift planning takes time to mature Foundation revenue is nuanced and hardly known for speed. Member research confirmed the obvious. Corporate Support was better trained
- 7. There was a prestigious station that couldn’t pay its bills The CEO laid off staff. Good people needed new jobs. The staff that remained started exiting. Several went on to prestigious careers throughout public media. The infighting was headed for legend. The E5: “doubt intent, bet against, blame, kicked when down, circled back for more.”
- 8. There was a prestigious station that couldn’t pay its bills So they did something radical for its day, And sold a plan to the Board that would add a million, or maybe two million dollars of support to the bottom line. They would seek 30-second long “enhanced underwriting credits.”
- 9. How’d it go? Parades? Accolades? Awards? PAGE ONE, above the fold, San Francisco Chronicle-- KQED in Financial Peril The end of civilization! San Francisco Examiner When Libs Watch Haute TV -- Who Pays? San Francisco Chronicle
- 10. There was a prestigious station that couldn’t pay its bills The station didn’t move to interrupt programming It didn’t blare commercial announcements Eventually, the new revenue made a difference to the public and to the…
- 11. The Staff Fundamentally all parts of the organization came together with more empathy, a bias for trust and an appreciation – of each other -- for the number of moving parts it takes to lift a culture off the floor.
- 12. CHANGE TABLE Need Changes Behavior Behavior Changes Culture Culture Changes Values And good values should not change
- 13. Reminder of the Reason: Telling the Story What does it look like when core purpose and mission permeate a station culture, and when development practitioners articulate donor-centered communications via all platforms based on core values?
- 14. The successes Major Donor have valuable air time Corp. Underwriters attend prestigious events – no philosophy of separation Station wide participation in pledge – donors at every level of contribution may create challenge grants. Realistic “upgrade” economy between donor groups and categories
- 15. The successes The station and the contributors participate in problem solving The Pledge Free Stream at KQED has become the darling of major donor benefits for certain contributors
- 16. What does it look like when core purpose and mission permeate a station culture? 1. A bias for trust regardless of level or function 2. Premise that you’ll work it out – and you don’t always get what you want 3. Discuss, decide, and move on. Sometimes written in the latin as “MTFO” 4. Mission values are Station values AND those values trump all others values. 5. The magic is in Leadership - at every level.