ࡱ> EGD!` 2(bjbj\\ *P>> r r r r r r r  ...8P)<)$ hf|[]]]]]]$Dhvr "r r +pr r [[r r  ) P wB9%.Op[0"""r HX J J r r r r r r  interoffice memorandum to: James STeinbach from: Jon Miskowski subject: Planned Giving Officer date:  DATE \* MERGEFORMAT 12/21/2006 This memo and accompanying materials offer background and context to our proposed investment in Planned Giving. We launched the Directors Circle about 15 years ago with a focus on outright giving. Planned giving responsibilities including promoting bequests, handling life income gifts and stewarding Heritage Society members have also rested with the Major Gift Manager who was allotted 10% of their time on this work. Now that the Major Gift program is well established with statewide income topping $850,000 last year, it is time to review our staffing in major and planned giving. In this time, the planned giving program has developed a consistent marketing campaign that includes on-air and print promotion generating about 50 to 60 leads each year. That promotion has been more aggressive in the past four years. Follow up on those leads has been cursory and generally limited to mailing planned giving materials. Staff has pursued planned gifts such as charitable gift annuities as occasions arose. Those planned gifts, like Clarence Mitchells gift and such as Bob and Ann Ruschs charitable remainder trust, have amounted to less than 10 gifts in these 15 years. Two significant issues argue strongly for investing in a new position dedicated to Planned Giving. First, we see tremendous untapped opportunities in planned giving. Second, growth in major gift activity has significantly increased the demands on the major gift staff leaving even less time for planned giving. In regard to the untapped opportunities, weve seen a spike in inquiries and in our work with our Major Gift consultant weve recognized that our response to these inquiries has not been sufficient. With recent and continuing changes in the law, including the IRA charitable giving provision, planned giving is complicated for most donors. To truly explore a donors needs and interests, simply mailing materials is not sufficient. It takes knowledgeable staff with time for visits and phone conversations to recognize and work through the possibilities. Planned giving experts tell us that donors who contribute every year for 15 years are prime prospects for bequests and planned gifts. We know from comparison reports measuring renewal rates and years of giving that WPT is among a handful of public television stations with the most loyal donors. WPT has over 15,000 donors who have contributed every year for the past 20 years or more. Very few non-profits have that kind of loyalty in those numbers. These friends appreciate the culture, learning and inspiration that WPT brings to their life. And in many cases, they are profoundly appreciative of the service weve brought to their children and grandchildren. As we talk to our closest friends, most recognize that public television will be increasingly important in the future and many are interested in looking for ways to ensure that this service continues to be available for future generations. Most of our donors are in their mid 60s or older and will be making or updating their estate plans in the next five years. If we are not encouraging them to consider Wisconsin Public Television and if we are not helping them explore the variety of opportunities now, we may miss this window of opportunity. So the questions we ask are: How many of the 50 to 60 inquiries we receive each year need a gentle reminder or have unspoken questions that a planned giving officer could address through a meeting or a phone conversation? How many might pursue more complicated or obscure opportunities such as designating their insurance policy or taking advantage of the benefits of a charitable remainder trust if someone were available to explain those? How many more inquiries would we receive with a more robust marketing plan and staff actively asking our most loyal donors to include WPT in their will? And how many of the 260+ current Heritage Society donors would explore greater involvement with some cultivation and education about planned giving opportunities? Based on the experience of our colleagues in Oregon, Boston and Salt Lake City the answer is, many. Not only are their untapped opportunities, weve seen significant growth in major gifts fundraising which argues for increasing staff in major and planned giving. We have seen the number of Directors Circle ($1,000+ in annual giving) donors increase by more than 30%, donors in the Producers Circle($2,500+) quadruple, and significant success in major gift fundraising for projects like the Wisconsin History Endowment campaign, the veterans series, Hometown Stories and the Madison Symphony Orchestra Youth Concerto Competition. Since FY02, overall statewide major gift income(donors of $500 or more) has nearly doubled to $850,000. Much of that growth is attributed to project fundraising and Directors Circle growth in the Madison area, driven by work with the Friends major gift committee. Those are staff-intensive activities with tremendous potential especially beyond the Madison area. One result of the success in growing the Directors Circle, is that our Manager of Major gifts is responsible for over 600 donors when we add up the $1,000+ donors and Heritage Society members. In a program that thrives on personal contact, that is an extremely large portfolio. Additional professional development staff would help build relationships and increase participation with key major gift and planned giving prospects, especially given our large geography. The most dramatic example of what might have been a missed opportunity was recent bequest designation from Mary D. of Green Bay. Mary had requested information about planned giving five years ago. We responded with a packet of information but with no other follow up. Then last year her financial advisor contacted us for information about a bequest to Wisconsin Public Television. As it turns out, Mary has a trust in excess of $3 million dollars that she is designating in shares to eight organizations. Her request for information five years ago would have been an opportunity to talk with Mary and explore planned giving options, but we did not have the staff to do that. We were fortunate that Mary was determined enough to get back to us and we met with her and her financial advisor who subsequently indicated that she has made a $500,000 designation for WPT. In talking to Mary, it was clear that estate planning was a mystery to her and simply relying on mailing a packet of planned giving materials was insufficient. We needed to talk with her and meet to explore this opportunity. Her earlier inquiry was an invitation to do just that. As weve seen with the success of the challenge grant from John Taylor to enlist new Directors Circle members, fundraising for Hometown Stories and the increase in Producers Circle donors, the potential to continue growing major gift revenue is strong. But much of that has been and will be driven by personal contact. Weve also experienced a leveling of our traditional fundraising in Membership and Auction and must continue to explore new revenue sources. In looking to other successful stations and in working with our Major Gift consultant, we see planned giving as the most significant opportunity. Our responsibility as stewards of Wisconsin Public Television includes both serving the public interest with vibrant programs and educational services and building an organization prepared for the future. An investment in planned giving by adding a full time planned giving officer is an investment that will pay off most significantly in the future by building new and growing sources of revenue through major planned gifts and endowment funding our public service mission.  I believe an independent, non-commercial Wisconsin Public Television is essential today. My preference is to support Wisconsin Public Television, which, I think, focuses on quality, objectivity, and education, as well as great entertainment in the forms of music, drama, and comedy. This type of programming deserves support and I have included WPT in my will to help ensure that it continues to be there now and in the future. Helen L. 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"-2 XFROM:K.4;E- 2 N 2 [CLICK 0+07-2 HEREA545-#2  AND TYPE NAME] 3::.1*1:2?1 2  "-2 MXSUBJECT:&93534- 2 M e2 M[CLICK :0+07-2 MHEREA545-(2 M AND TYPE SUBJECT] 3::.1*1$4.10. 2 M "-2 XDATE:K;145- 2 @ 2  12/21/2006##&##&#### 2 ~ "-2 yXCC:33- 2 y I2 y[CLICK :0+07-2 yHEREA545-#2 y AND TYPE NAME] 3::.1*1:2?1 2 y "- @ !T#L-')2 HOW TO USE THIS MEMOACJ6C=-97A#,G9HC2   TEMPLATE69G33;79 2   #@Garamond-2 WSelect text you would like to replace, and type your memo. Use styles such as Heading 1,&&&&*&/-=/--+&.&/%&&%/.&/&&/,G&F/A"&"&&""-&/$"F&%..)+ 2 &-#2 C3 and Body Text +%/.9/.&9&)2 $XQin the Style control on the Formatting toolbar. To save changes to this template d//&,&&&//////&4/G%/)///$9/"%+%&/%/)&"//"&G/%&52 $ for future use, on the File .--&,"&///&4%@Garamond--2 X menu, click G&/-%&&+%-2  Save As:/,*+%<&-2 W . 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