JOURNAL OF THE ASSOCIATION FOR HEALTHCARE PHILANTHROPY | WWW.AHP.ORG | SPRING 2016 HEALTHCAREphilanthropy The Life of the party Keep the momentum long after the event ends

Also in this issue

17 Breaking down barriers to physician engagement 24 How demographic changes will transform the profession 36 Translating grandparents’ love to tangible gifts 30 Increase reach and revenue with peer-to- peer fundraising T R A N S F O R M P H I L A N T H R O P Y

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FEATURES

The life of the party 12 By Jan Wood, CFRE By using a strategic approach to convert guests into major donors, Anne Arundel Medical Center boosted success rates at foundation events.

Overcoming barriers to physician engagement 17 By Michael Delzotti, CFRE, CSPG, and Joe K. Golding Consider these five strategies to connect with physicians and understand philanthropy from their perspective.

What the aging population means for health care 24 and philanthropy By Steven A. Reed 24 As baby boomers age, averting a health care crisis will depend on innovation and increased financialresources . Philanthropy holds the key.

Peer-to-peer fundraising and crowdfunding in health care philanthropy 30 30 By Vanessa Granville, MBA Peer-to-peer fundraisers not only deepen relationships with your organization, they also build a community of supporters who back your mission.

Launching a grateful grandparents fund 36 By Kathy Rubino The first year of the Children’s Hospital of Philadelphia Foundation’s Grandparents Fund shows promise for targeted campaigns—and the tangible benefits that unconditional love can provide.

2 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 HEALTHCAREphilanthropy

President & Chief Executive Officer: Steven W. Churchill, MNA Managing Editor: Susan Simolunas DEPARTMENTS Editor: Vicki Meade AHP Journal Advisory Council: Thomas J. Sloan, CFRE, FACHE, chair; Jill M. Bramblett; Jeff Buhr, CFRE; Anne Cordeiro; Kenneth M. Ferrara; From the Chair Claude Hall, Jr.; Thomas J. Harmon; Bonnie Jess Lopane, CFRE; Jane A. Kanyock, CFRE; Andrea Page, FAHP, CFRE; Susan Piergallini; 4 Growing to meet greater Heather J. Scott, CFRE; Rose Wright AHP Board of Directors: challenges and demands Chair: David L. Flood By David L. Flood, Chair Vice Chair: Jory Pritchard-Kerr, FAHP, CFRE AHP Board of Directors Secretary/Treasurer: Randy A. Varju, MBA, FAHP, CFRE President: Steven W. Churchill, MNA AHP has begun the first steps of Directors: a new strategic plan that will Flynn Andrizzi, PhD broaden educational content, Sharon A. Jones, FAHP, CFRE engagement opportunities and Mark Larkin, CFRE learning platforms for members. Bridget Murphy, CFRE Pamela Puleo, FAHP, CFRE

As I See It Published by: Content Communicators LLC PO Box 223056, Chantilly, VA 20153 7 Tapping boomer talents and generosity Publisher: Josephine Rossi Art Director: Janelle Welch By Steven W. Churchill, MNA Sales Director: AHP President & Chief Executive Alison Bashian, 800/335-7500 ext. 21 Officer Volunteerism can be a powerful The Association for Healthcare Philanthropy (AHP) is the health prospecting tool and a faster care development professionals’ definitive source of thought leadership, connections to facilitate innovation, and tools to way to form strong connections advance knowledge and elevate philanthropy. As the world’s than annual giving. largest association for health care fundraising professionals, AHP represents 5,000 members who raise more than $11 billion each year for community health services. Our mission is to inspire, educate and serve those transforming health care through philanthropy.

8 Leadership insights from Healthcare Philanthropy mission: Healthcare Philanthropy will be an authoritative resource for health around North America. care development professionals by providing a timely, informative and insightful collection of literature that will raise the standard of individual and organizational performance. Serving as the premier forum for health care philanthropy literature, Healthcare Philanthropy will educate, empower and inspire development professionals and, thereby, help strengthen the case for philanthropic support and the mission of AHP.

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3 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 PUBLISHED APRIL 2016//AHP- B 0111/5193 By David L. Flood Chair, AHP Board of Directors ISSN 2162-2493 (print), 2162-2507 (online)

313 Park Avenue, Suite 400 Falls Church, VA 22046 703-532-6243 • Fax: 703-532-7170 • www.ahp.org ©2016 by the Association for Healthcare Philanthropy. All rights reserved. Article submissions should be sent to: Editor, Healthcare Philanthropy, Association for Healthcare Philanthropy, 313 Park Avenue, Suite 400, Falls Church, VA 22046. Article submission guidelines FROM THE CHAIR and deadlines are located in the Resources section of the AHP website at www.ahp.org.

The Association for Healthcare Philanthropy endorses no opinion or statement of facts by the authors of Healthcare Philanthropy articles except by action of its board of directors, nor does it lend or imply endorsement of the goods and services offered by advertisers. Growing to meet greater For information on advertising in Healthcare Philanthropy Journal, contact Alison Bashian, challenges and demands 800/335-7500 ext. 21.

he past few years have paved the way for exciting ADVERTISERS INDEX changes in and around our great association. Through Accordant Philanthropy ...... 9 Betsy Chapin Taylor, President, 855/877-4332, the efforts of many—especially our new President and www.AccordantPhilanthropy.com Chief Executive Officer, Steve Churchill—I now have the Aria ...... 6 T privilege on behalf of the board of directors to say that AHP Peter Wallace, 608/423-1338, www.ariacallsandcards.com has successfully started another chapter. In January, we began the first steps of a new three-year strategic plan. Bentz Whaley Flessner...... C2 Mark J. Marshall, Healthcare Practice Leader, Inspired by feedback from hundreds of AHP members, 952/921- 0111, w w w.bw f.com this expansive new roadmap will broaden the educational Bliss Direct Media...... 16 content, engagement opportunities and learning platforms of Cindy Fish, 877/355-7435, www.blissdirect.com our association. The work we do as development professionals Campbell & Company...... 5 is in greater demand than ever, and AHP is growing with Sarah Barnes, 877/957-0000, www.campbellcompany.com that demand.

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4 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 NONPROFIT RULE #5:

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(877) 957-0000 TOLL-FREE • www.campbellcompany.com organizations to extend our reach The updated logo and visual benefits, professional networking and increase our impact. identity you see in this journal opportunities and overall value • An expanded range of volunteer and other AHP materials to AHP members. The board opportunities. represents our commitment to of directors is dedicated to progress. Future plans include making this goal a reality. We To accomplish these new moving our headquarters closer look forward to working with initiatives, AHP has realigned its to Washington, D.C. This the outstanding team at AHP professional staff and recruited will facilitate interaction and and with member volunteers to outstanding new leaders to join collaboration with members, ensure that your experience with an already impressive team. In other national and international this association is something you addition, we are establishing associations, and important treasure. new committees to support the stakeholders—which is key to our Thanks for all you continue to evolving wants and needs of our future ambitions and growth. do for AHP—and for the great diverse membership. All these actions support one and growing profession we so goal: providing more resources, proudly represent together.

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6 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 By Steven W. Churchill, MNA AHP President & Chief Executive Officer

AS I SEE IT

Tapping boomer talents and generosity

aby boomers are often called Studies indicate that boomers the “me” generation, but they who engage in professional may soon be known as the volunteer activities are more Volunteerism can Bgiving generation. According to a likely to keep volunteering over be a powerful recent study by Merrill Lynch and the years than those who stuff Age Wave—Giving in Retirement: envelopes and answer phones. prospecting tool and America’s Longevity Bonus— Take a good look at how to put boomers are projected to donate their talents and expertise to use a faster way to form more than $6 trillion in cash and in your organization. strong connections $1 trillion in volunteer services as Experts recommend that you they retire over the next 20 years. first identify volunteer roles than annual giving. This is an unprecedented and the specific skills necessary opportunity to get them involved to execute them. Boomers are and invested in your organization, looking for opportunities that are but it won’t be business as usual. challenging and flexible, provide know in the AHP Huddle at Research shows that boomers unique experiences and allow connect.ahp.org. are more likely than prior them to serve with family and With the trillions of dollars generations to want to know friends. They are accustomed to expected to be donated in the how their donations will be used working on committees and they next couple of decades—and the before they give, so be prepared tend to enjoy team efforts, such as enormous financial strain aging to provide more information and coordinating events. boomers will eventually place on involvement. Make opportunities to the health care system—it makes It also makes sense to provide volunteer just as prominent sense to find ways to encourage more volunteer opportunities on your website as making a volunteerism that could lead to for boomers. The transition to donation. Find the boomers in considerable monetary gifts. retirement is not expected to slow your database and create special For more information on aging down this driven generation, mailings and special events. Add boomers and what they mean for and volunteerism is a terrific way volunteer information that targets health care organizations and to get them on board now with boomers to all of your donor health care philanthropy, see your cause. It can be a powerful communications. What methods the articles on pages 24 and 36. prospecting tool and a faster way have you used to successfully We hope you enjoy this issue of to form strong connections than engage this generation? Let us Healthcare Philanthropy. annual giving.

7 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 LEADERSHIP INSIGHTS FROM AROUND NORTH AMERICA

Watch full interview clips and more online at www.ahp.org/next

A noble cause The value of your work

“Philanthropy is great for those who “CEOs are looking for income streams. benefit from the gift, but it’s better for Typically, a foundation in a hospital can the person who makes the gift. What a be the highest return-on-investment great joy to work every day asking people A seat at the table income stream in the entire organization. to join us in something that’s noble. We have to look at ourselves in a different That requires a couple things of us: It way and understand that we are a does require integrity, and it demands strategic imperative; we are no longer a excellence of us.” value add.”

Eddie Thompson, Ed.D., FCEP David L. Flood Thompson & Associates Intermountain Healthcare Nashville, Tenn. “It’s important that we make a true Salt Lake City, Utah business case for the importance of investing in philanthropy and really help our leaders understand that we would like to be part of the engine for Engaging physicians transformation. For us to make this Creating hope transformation and to truly lower the costs, improve the quality and improve the access for folks across this country, we are absolutely going to need to change the way that we fundraise, and as fundraisers we’re going to absolutely need to be at the table to help provide “We work in an industry that’s driven those resources.” “The fundamental value of philanthropy by data. You can talk to a physician all in my mind is hope. Through philanthropy day long about what you’re doing in Amy Day we are able to participate in the creation fundraising, but they pay attention when Presence Health Foundation of hope…made manifest when we’re able you’ve got data to back it up because Chicago, Ill. to tell people what will be different as a that’s how they have gotten where result of their participation. That to me they are. They live by data, they live by is the core of what we do; it’s telling an results.” effective story that evokes a response in people and motivates them to take Mendal Bouknight action.” Piedmont Health Foundation Atlanta, Ga. Grant Stirling, Ph.D. SickKids Foundation Toronto, Ontario

8 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016

Your PROFESSIONAL PATHWAY Competencies for a Career in Health Care Philanthropy

8+ 5+ YEARS BASELINE SPECIALIST EXECUTIVE Develop the fundamental Advance your career Instill confidence and skills you need to launch by gaining management, motivate constituencies a successful career in relationship-building and throughout your organization. healthcare philanthropy. business expertise. Master the business of Learn the basics of Learn critical best practices, health care philanthropy by major gifts, planned giving trends and techniques gaining knowledge on and campaigns. Become for success. Connect and diplomacy, mergers and certified and qualified engage with fellow acquisitions, financial in healthcare philanthropy. experts and leaders. management and more.

April 27-29, 2016 Montreal, QC

June 12-14, 2016 Denver, CO

June 29-July 1, 2016 Miami, FL

July 16-21, 2016 Madison, WI

AHP International Conference October 26-29, 2016 Chicago, IL

To learn more about these conferences and the other resources AHP offers to help you along your professional pathway, visit www.ahp.org PASSION IN… Board Recruitment Capital Campaigns “A board engagement paradigm rooted in purpose “To organize a positive campaign, you need to truly presents a recruitment issue. If board members join impassion the entire organization about the need for at the direction of their employer, to pad their resume, philanthropic investment. You need to empower all to seek business leads or out of any other form of hospital employees to get involved, showing them how self-interest, connecting to purpose will not motivate their work impacts the hospital and the community. The them. The aim to serve must be outward-focused and entire hospital staff, not just the fundraisers, must be consistent with each member’s core values, passion, passionate in order for the community to be passionate and purpose. That’s because ‘passion for mission’ is and to deploy that passion through giving. Promote, a basic quality on the level of someone having blood recognize and celebrate employee acts of passion for running through their veins.” the campaign.

Betsy Chapin Taylor, FAHP “Finding donors’ passions is the key to getting them Principal, Accordant Philanthropy to invest. Donors give when they have an emotional stake in, or philanthropic passion for, the mission of the hospital. Fundraisers have often been described as Case Statements matchmakers because they strive to build relationships “Few fund development leaders want to see themselves that will be long-lasting and mutually satisfying. Good as arguing a case or persuading someone to do fundraisers are donor-centered, supportive and caring. something. That’s a lawyer’s job, not a fundraiser’s job. Really talented fundraisers bring donors together with The giving officer’s role is to help donors identify and hospital priorities during a campaign. They learn about achieve their dreams, to help them make a mark on the a donor’s passions and match them with campaign world that brings them pride and personal fulfillment priorities.” and to tap into those passions that inspire them to make an impact. Bill Mountcastle, MPA Founder and President, Health Philanthropy Services “No one can deny the importance of the mechanics Group LLC of creating the statement itself. Those mechanics support the tone and ensure a donor feels confident about the validity of the vision and its ability to yield Read more about these topics and results that have real impact. But a successful case other critical issues in AHP’s book statement is much more than an intellectual, cerebral Redefining Healthcare Philanthropy communication tool. It is a ‘passion paper’ that, like (2014, 217 pages, $24.95). Order at the act of giving itself, touches the heart and the www.ahp.org/redefiningbook. imagination.”

Jan Wood, CFRE President, AAMC Foundation, and Chief Development Officer, Anne Arundel Medical Center

THE POWER OF INSIGHT The importance of benchmarking for sustainable growth “Dignity Health’s system office provides support to its 31 affiliated fundraising foundations. We are often asked for assistance and justification related to the need for increased staffing levels at the foundations, and for input into the multiyear strategic plans that are thoughtfully developed by each of the foundations.

Tamra Von Schroeck “The data that is derived from our participation in AHP’s Performance Benchmarking Service has formed Senior Director of the basis for better decision-making for fundraising efforts throughout Dignity Health, and has helped us Operations & Finance, intelligently plan for our future’s much-needed sustainable growth in philanthropy.” Philanthropy Dignity Health Learn more about the AHP Performance Benchmarking Survey and the AHP Phoenix, Ariz. Report on Giving, and sign up today, at www.ahp.org/reportongiving.

11 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 FEATURE | By Jan Wood, CFRE Life of the Party A systematized approach for converting event guests to donors

ou’ve seen it before. Your hospital or organization pulls off a highly successful event, with hundreds of people who clearly embrace your mission and areY happy to spend hundreds or even thousands of dollars on event tickets, auction items, raffles and the “call for the cause.” It’s a great night.

But a week later you’ve lost momentum preoccupation with chasing the next with 95 percent of your guests. Sure, your gift—you have not developed a way to team walked away with a handful of new operationalize the work you must complete prospects with whom you should follow up. before, during and after the event to But the reality is you will not connect with successfully convert guests to long-term dozens of others who could become new donors. major donors if you had a system in place to At Anne Arundel Medical Center make it happen. (AAMC), our gala has become the 12th You know what needs to be done. largest fundraising event in Maryland— But for whatever reason—lack of time, this year on target to raise $1 million with

12 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 1,200 guests. However, our success rate including five part-time and full-time in converting guests and new faces into team members who work directly with traditional donors has historically been donors in either giving or stewardship about one half of one percent. We knew we capacities. We also have a full-time could do better. And frankly, we had to do event planner who coordinates details better to grow our foundation to the level and logistics for all foundation and needed by our health system. major hospital events, allowing our We asked ourselves this simple question: giving team to focus on fostering “Why do we fail year after year, event after relationships with potential donors. event?” Besides the gala, the foundation holds up to 20 other events each year, ranging Applying principles of strategic from our annual golf tournament to planning our holiday party, dinners and small The AAMC Foundation has a staff of 11, gatherings. In the past, those events

13 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 yielded a conversion rate of about By marrying a comprehensive 5 percent. We knew we could do better there, too. Moves system with key We have a quality team and we know how to cultivate donors, so metrics, we now have a neither of those were the problem. On reflection, we realized we had formalized and strategic not developed a strategic approach for identifying, researching, approach for cultivating cultivating and converting prospects. The way we worked was too guests and transitioning informal: “Let’s talk about the event a little beforehand, see who we meet them into major donors. and then talk about who we met.” In other words, our failure came We no longer work in an down to a lack of: • Strategic goals and objectives for opportunistic, random way. each event. • Metrics. • A consistent plan for preparing for and following up on donor cultivation. We used to hold events for two • Even more important, our new • Systematized measurement and main purposes: to raise a lot of event goals needed to feed our analysis. money and to bring new people team’s annual goals. For example: into the organization. But in today’s “Each giving officer needs to world where donors are smart, identify, research and connect with sophisticated, demanding (that’s 10 new prospects during the course not a bad thing) and courted by of the event.” The healthcare hundreds of great causes, those goals philanthropy are no longer enough. However, meeting new people industry is With my background in strategic would not be enough. We needed to undergoing planning, it occurred to me that transform the event experience from significant we needed to impose a strategic merely introducing attendees to our change. planning framework on our efforts organization and staff to launching for each event. It is standard practice meaningful donor relationships. To Organizations are focusing for us to develop a five-year strategic do this, we needed a formal system on value, accountability, plan for the foundation—including that incorporates a pre-event strategy

™ and efficiency. Our HPSG vision, actions, analysis and goals— for identifying, researching and consultants work closely with but we had not been doing the cultivating our target guests. you to anticipate challenges same for events. We agreed on the and identify areas for potential following: Framework for success growth. We provide unparalleled expertise, innovation, and the • Each event’s plan would include In 2015, the AAMC Foundation necessary support to help you goals with specific metrics that launched a systematized approach achieve fundraising success. support our foundation’s strategic to events that adheres to the basic plan. framework described below. For more information, please visit www.health-philanthropy.com • We needed a more directed Research and prospect approach to setting event goals. identification. Three to four weeks An old goal would have been, “Sell prior to the event (once the guest Creating Healthy Philanthropic Results. Healthy Philanthropic Creating 500 tickets to the event.” Our new list is close to complete), we conduct goal became, “Attract 30 percent of a wealth screening of all guests on guests who have never made a gift the list who are not active donors to of $1,000 or more to our hospital.” identify people who:

14 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 • Have demonstrated an interest in health care or health care A case study in successful nonprofits through their giving history. guest cultivation • Have the capacity to be major donors. In July 2015, our team noted that the Pucinis (name changed to • Have a connection to the AAMC protect privacy) were attending an event to raise funds for an health system (such as a grateful endowment in honor of a former hospital board chair who died patient) or a connection to a suddenly. The Pucinis were very close friends with the deceased foundation leader (such as a board chair, so we felt confident about the strong potential for a major member, major donor, etc.). gift. The Pucinis had been major donors at Anne Arundel Medical Center (AAMC) before, but they had not made a gift larger than Our goal is to identify as many $1,000 since 2010. viable major donor prospects as Wealth screening, part of our new systematized approach to possible, while being selective events, demonstrated that this couple was still very capable of to ensure the highest conversion making a significant gift to AAMC. During our Moves B planning rate. For example, someone meeting, we determined that Director of Giving Margo Cook was may have the capacity to donate the best person to be “assigned” to the Pucinis at this event for $100,000. But if his or her the following reasons: history shows he or she only • As past major donors, they would want the attention of senior gives to arts organizations, that foundation leadership. individual may not be a good • The Pucinis are very proud and vocal about their Italian prospect for us. heritage. Cook’s maiden name is Ambrosetti and she comes Also, we look at how many from a strong Italian family. meaningful connections each giving officer can realistically make in the Cook followed her assignment at the event perfectly, noting course of the event. If we realize we that Mr. Pucini is the “face” of the family—very charming can reach 20 people over the course and engaging. However, Mrs. Pucini showed subtle signs of of an event as a group, then that annoyance at being discounted as the secondary partner. At becomes our target number. Our the end of the event, Mr. Pucini committed $2,500 to support the next step is to prioritize the potential endowment, well below their potential. Under our former way major donors and assign them to our of managing cultivation events, we would have considered this team members. a “win” as a new gift and moved on. Instead, our new system yielded much greater results. Moves B meeting. Armed with Having grown up understanding the powerful behind-the- the list of major donor prospects scenes role of strong Italian women, Cook invited Mrs. Pucini to we identified from our wealth lunch to thank her for the couple’s gift. At the lunch, Mrs. Pucini screening, we gather in what we call expressed appreciation that Cook had reached out to her. She our “Moves B” meeting. Unlike the commented that people always court Mr. Pucini, not realizing traditional Moves meeting where that Mrs. Pucini makes the giving decisions. By the end of the you plan steps for cultivating each lunch, Mrs. Pucini made a commitment for a $50,000 gift to prospect (which we call “Moves A”), support AAMC’s cardiovascular program. Moves B focuses solely on events— Had we not employed our new approach of conducting both those coming up and those thorough research on event guests—making strategic recently held. designated assignments, setting specific goals, analyzing the At the Moves B meeting, giving data and consistently following up—we would have settled for officers do the following: a $2,500 gift rather than achieving $52,500 in total support. This • Report on their progress in approach also allowed us to re-engage this couple in a more cultivating guests from previous meaningful and lasting way. events. • Examine the list of guests for an upcoming event who have been

15 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 identified as strong major gift Success Rate for Converting Event Guests Into New Donors prospects. AAMC Gala Other AAMC • Determine which giving officer Fundraising Events is assigned to each target guest Before new system 0.5% 5% (based on background, expertise, interests, etc.). For example, each In first year of new system 5% 30% giving officer may be assigned three specific people to seek out and meet at the event—and even if they talk with many others, those calculating our return on investment • Team and individual conversion three are top priority. (ROI). In the last five to 10 years, ratios—success rate in converting • Brainstorm about the right metrics have truly come to the guests into donors. approach for finding and engaging forefront of our profession as we’ve each prospect during the event. recognized that you can’t analyze Because we are in the first year what you can’t measure. The key of our new system, we are still From this meeting, we are able metrics we employ for determining gathering and analyzing data. to calculate metrics for our success event ROI include the following: However, early statistics show the at past events and determine target • Number of new donors to the results in the chart above. goals for the upcoming event, event—people who have not given By marrying a comprehensive including the expected volume of money to AAMC before attending Moves system with key metrics, we gifts. this event. now have a formalized and strategic • Number of new major gift approach for cultivating guests Metrics for calculating ROI prospects to the event—people and transitioning them into major Now we have a seamless chain who have not made a major gift donors. We no longer work in an of activity before, during and (although they may have supported opportunistic, random way. after each event to increase our the hospital in other ways in the Over time, our metrics and the conversion ratio from guest to active past, such as buying event tickets trends they illustrate will enable donor. However, we also need or donating smaller amounts). us to more accurately predict the standards of measurement (metrics) • Number of prospects assigned to ROI of an event—so we can better for quantifying our success and each giving officer. determine, in a world of limited resources and staffing, which events are most productive. And our operationalized system will Not sure how to build a potentially mean millions of dollars strong donor base? for our foundation over the next decade.

Ask Bliss! Jan Wood, CFRE, is president of the Anne Bliss Direct Media builds Arundel Medical Center Foundation and your direct response chief development programs with a strong officer for Anne Arundel Health System. She is foundation to successfully responsible for the foundation’s day- gain and keep donors for to-day operations, as well as its strategic planning and programmatic years to come. goals. She also is responsible for the hospital’s 20,000-square-foot conference center, more than 700 volunteers and all campus retail. BLISS DIRECT MEDIA Wood, who joined the foundation in www.blissdirect.com | 877.355.7435 2010, formerly owned a strategic Connect with us on: marketing and development consulting firm in Annapolis.

16 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 FEATURE | By Michael Delzotti, CFRE, CSPG, and Joe K. Golding

Overcoming barriers to physician engagement Five keys for developing an effective referral-based philanthropy system

ost articles about physician engagement either focus on the process or capture a tale of, “Here’s how we did it.” We decided to examine Ma different perspective by asking the question, “Why is it so difficult to engage physicians in fundraising?”

17 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 The University of Texas MD development professionals that from resistance to cooperation is Anderson Cancer Center in physicians are often reluctant Jay Bakul Shah, M.D., assistant Houston raises more than $250 to talk about philanthropy with professor of urology at MD million per year, with giving by patients and families. If you ask Anderson. “I had many of the same patients and families accounting them why, their reasons include trepidations all physicians experience for more than 85 percent of ethical concerns, time constraints, because I didn’t want to ask my our philanthropic dollars. As fear of harming the physician– patients for money,” he explains. development professionals know, patient relationship, general lack of “Understanding that I didn’t have powerful emotions such as gratitude knowledge about philanthropy and to ask—that, in fact, in almost every are important motivators in no clear understanding of the role situation, it would be unethical to do deciding to donate funds—and they could play. so—changed everything. I learned physician engagement is often key MD Anderson has more than what to say to patients and family to maximizing “grateful patient” 1,500 physicians; we often refer to members who express gratitude or philanthropy. Yet physicians tend them as “faculty” for the multiple indicate some desire to be engaged to resist becoming involved in roles they play. Our physician in the battle against cancer.” fundraising. And few development engagement education program Shah notes that shortly after he professionals really understand why. involves training sessions for the attended a physician workshop, “a By “physician engagement” we development team and workshops couple expressed a lot of interest refer to physicians who are: for faculty, as well as videos of in our work—interest beyond just • Eager to refer patients to real patients discussing what their [the patient’s] own treatment. I felt development professionals for doctors mean to them, the value comfortable saying, ‘If you’d like philanthropic conversations. of being able to say thank you in a to learn more about my research, I • Willing to meet and engage with tangible form and how donating can arrange for you to receive some patients and families to discuss helps them feel “in control” again. information.’ That became a magical their experiences and their desires So far, more than 300 faculty moment.” to become philanthropically have gone through the program. Recalling the same moment, involved. Without help understanding the Shah’s patient says, “We were so patient perspective—and coaching impressed with the care we received Training builds on how to respond in a productive at MD Anderson that our family understanding way—physicians are likely to discussed how blessed we felt that The MD Anderson development respond to patients’ thank yous with I was Dr. Shah’s patient.” When office has a staff of 150, with five door-closing words such as, “It’s my Shah offered the opportunity to full-time employees in physician job,” or, “Think nothing more of it.” learn about his research, “We were engagement. But we weren’t thrilled to hear about his dreams always this large. Over the years From resistance to for the future. It didn’t take long we have grown, overcome barriers cooperation for us to know we wanted to be a and learned lessons that any size Based on lessons learned over the part of it—and to us that meant a organization can use. Advancement years, we piloted a new 16-hour philanthropic contribution.” Resources, a professional education workshop in 2014 to further the firm, first started conducting team’s grasp of physicians’ resistance Five ideas for overcoming workshops for MD Anderson and improve working relationships. physician resistance in 2007 to teach development Says Diane Chuoke, director of Working together, MD Anderson professionals how to work more philanthropic resources and leader and Advancement Resources came effectively with both donors of MD Anderson’s physician to understand that the following and physicians—and to educate engagement program, “Truly five factors must be understood and physicians about the benefits of understanding how physicians acted upon to engage physicians getting involved in philanthropy. see the world and applying this in an effective referral-based The firm’s expertise and training understanding to building better philanthropy system. programs are built on years of relationships with them has enabled internal data collection, including us to achieve a higher level of Factor 1: Understand physician research among 2,850 physicians. physician engagement.” stress. According to a physician who It’s certainly no surprise to One physician who moved has transitioned to a development

18 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 patient relationship. Physicians do not want to do anything that will damage that relationship.”

Factor 2: Develop a working relationship. Workshops for physicians can be critical steps in beginning the process of physician engagement. But workshops alone seldom result in significant or ongoing physician referrals and willingness to work closely with development professionals. Post-workshop meetings with physicians are key to building Truly understanding how strong relationships. “We meet with every faculty member as soon physicians see the world and as possible after each workshop,” Chuoke explains. “Sometimes they applying this understanding to are ready to talk about patients they would like to refer to us and they building better relationships has just want to learn how to do that in an ethical and appropriate way.” enabled us to achieve a higher More often, though, physicians have questions about how development level of physician engagement. will work with their patients—in which case the development officer must seek to understand their views and make them comfortable. “We role at a major university, “It is patients per hour, record-keeping, see it as our job to adapt to them as impossible to overestimate the insurance hassles, administrative opposed to trying to force them into degree to which physicians today feel pressures, etc.—on top of the a one-size-fits-all model of faculty embattled, exhausted, overwhelmed immense pressure of practicing engagement.” and beleaguered.” Consider this medicine itself. The days are long. Unfortunately, many physicians’ typical scenario for a physician’s life: The work is exhausting. past experiences with development • Decides at around age 10 to • Often feels, amid the rush of personnel have been less than become a physician. getting it all done, that something positive. According to surveys, focus • Makes tremendous sacrifices for is being shortchanged—quality, groups and individual interviews the next two or three decades— face-to-face patient time for with physicians conducted through high school, college, an extra probing question, the by Advancement Resources, medical school and residency. moment of inspiration or the physicians cite high turnover among Lives a life that is highly focused, breakthrough diagnosis that makes development professionals as highest modest, high-pressure and sleep- all the difference. on their list of negative experiences. deprived—all to begin practice Other negative factors for physicians while being perhaps $100,000 or According to Ethan Dmitrovsky, include the following: more in debt. M.D., provost and executive • Mishandled referrals. • Is stunned by how different the vice president at MD Anderson, • Lack of communication and “real world” of practicing medicine “Development professionals need to follow-through. is compared to the dreams that led recognize that physicians in today’s • Little respect for the physician’s the physician into the field in the world are under tremendous stress— time. first place—including bureaucracy, and what keeps many of them going • Lack of interest in the physician’s clinical demand to see more is the reward from a great physician– work.

19 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 CONNECT [kuh-nekt]

Eddie Thompson, Ed.D., FCEP www.ceplan.com/connect Founder & CEO

Providing Energy and Opportunity to Engage Donors and Implement Lifetime Gifts

AD-SPREAD_FULL.indd All Pages 3/2/16 2:01 PM CONNECT [kuh-nekt]

Eddie Thompson, Ed.D., FCEP www.ceplan.com/connect Founder & CEO

Providing Energy and Opportunity to Engage Donors and Implement Lifetime Gifts

AD-SPREAD_FULL.indd All Pages 3/2/16 2:01 PM Furthermore, development work on your part, will become regarding patients they have officers sometimes say things truly engaged. When prioritizing referred. that undermine their own physicians to target for engagement, professionalism. For example, to focus on those who: Factor 4: Send the right physicians, becoming a professional • Have shown an interest in message all the time, in means relentless education, development. every way. Most development enormous debt, tremendous • Have already had some success in professionals know there is a wide sacrifice and laser focus on goals. philanthropy. spectrum of donor motivators and You must have an appropriate • Work in an area with readily donor experiences (from “ought response ready when a physician identifiable funding priorities. to” to “deeply meaningful”) and asks, “So, how did you get into They may be conducting key that meaningful contributions development?” (Hint: It’s not, research, working in a facility that are based on life-changing experiences. Physicians, however, seldom “Understanding that I didn’t donate on the right end of the continuum and tend not to have to ask—that, in fact, understand the joy donors get from making deeply meaningful in almost every situation, it contributions. Instead, physicians are regularly solicited for “ought to” would be unethical to do so— contributions by their undergraduate colleges, graduate institutions changed everything. I learned and community organizations via telephone, mail and email. No what to say to patients and wonder physicians’ understanding family members who express of philanthropy is based on transactional, often uncomfortable, gratitude or indicate some solicitations! “Part of patient-centered care desire to be engaged in the is keeping my patients protected from those development people,” battle against cancer.” said a physician at a West Coast hospital during a recent research interview. When asked why he —Jay Bakul Shah, M.D., assistant professor of urology, believed that, he responded that University of Texas MD Anderson Cancer Center development personnel regularly solicit him for gifts to the hospital’s physician giving campaign and it makes him uncomfortable. He finds “Well, I just sorta fell into it.”) You needs equipment or upgrades, or development personnel “pushy” as should be prepared to talk about launching a program that will they try to convince him that giving the meaning you experience in your provide better patient care in the is an obligation. work and the inspiration you receive future. from helping patients find ways to Factor 5: Never put physicians express gratitude. Also consider your development in embarrassing positions with operation’s capacity to engage patients. The physician–patient Factor 3: Be realistic about physicians. To build strong working relationship is “a precious thing,” physician engagement goals. relationships, you need time for: says one physician. “It’s what keeps Despite your best efforts, many • One-on-one meetings with most physicians going during tough physicians will never become your physicians. times.” Development professionals development partners. That’s okay. • Rapid response to referrals. must understand this sentiment Find the ones who, with proper • Progress updates to physicians and recognize that physicians will

22 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 AHP-2016-8-Secrets-4.583x9.5.qxp_Layout 1 2/23/16 10:53 AM Page 1

naturally resist any activity they 8 SECRETS perceive may damage their sacred relationship or cause embarrassment. OF HOSPITAL Physicians need good, solid answers to the question, “What FUNDRAISING is development going to do to my patient?” SUCCESS For example, imagine you are Discover surprising secrets that can jump-start your fundraising a physician who has referred a program when you work with Carl Bloom Associates. patient to development, but you hear nothing back. The next time your We’re the consultants who bring you profitable ideas based on patient is in the clinic, she mentions intensive testing in both healthcare fundraising and consumer the wonderful meeting she had with marketing. the development professional and Where to find prospects who aren’t patients. You can the contribution they are working 1 develop new donor sources outside your patient on together. Yet you know nothing community. Compiled and modeled databases, professionally about it. How would you feel? selected by Carl Bloom Associates, are just one example. A team effort How much, how soon, how often. Don’t be shy about 2 asking for more money more often. We’ll help you find Like so many things in medicine, the right formula for your market. fundraising is a team effort— with physicians and development How to start from scratch. It isn’t easy to build an annual professionals the key players. “The 3 giving program, but you can get the help you need from best outcomes occur when all team Carl Bloom Associates. First, we’ll help you determine how members understand their roles, much you can afford to spend, and what results you can expect. respect one another and know how What you need to know about email, online and mobile to interact with one another,” says 4 marketing. Plus, how to build an email file and make it one physician who also is dean of a work for you. It’s a low cost source and a high revenue producer. college of medicine. As development professionals The magic number in direct mail testing. It’s 200. That’s working with physicians, we are 5 the number of responses to a test mailing you need to responsible for understanding them have any confidence in your results. We’ll explain why. and their views before we can earn Why it’s wrong to stop mailing lapsed donors when their respect and partner with 6 they seem to have stopped responding. Some people physicians effectively. will contribute just once every 7 years. How to approach Michael Delzotti, CFRE, these donors and wake them up. CSPG, formerly with MD Anderson, is president How to budget for a direct mail test. Lists, printing, and chief executive 7 mailing, creative, postage – these are just a few of the costs officer at the University of Kentucky Markey you need to estimate. We’ll help you estimate realistically. Cancer Foundation. He also is a member of the AFP Calculating Lifetime Value. Knowing this key metric can International Board and chairman of 8 help you make better decisions and more accurate projections. the AFP Political Action Committee Board. Call or click to learn more about Joe K. Golding is chairman and chief the secrets of fundraising success. executive officer of Advancement Resources. Since 1999, he also has led the 914-761-2800 Advancement [email protected] Resources research team that searches for breakthrough concepts advanced fundraising solutions www.carlbloom.com in philanthropy.

23 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016

a FEATURE | By Steven A. Reed

What the aging population means for health care and philanthropy Performance improvements can spark innovation and help avert a crisis

uring a strategic planning session with board members, executives, donors and patients, a participant on my left—a cancer survivor and seven-figure donor—made an Dimpassioned plea for rethinking how patients navigate the health system. Although her treatment was clinically successful, she was dismayed by poor communication, uncoordinated care and other issues that affected her personal experience. Why couldn’t the health system take a more innovative approach to cancer care, she asked? A hospital chief executive officer (CEO) to my right emphatically agreed, but also lamented, “Innovation takes money, and we’re struggling to simply make budget!”

24 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 Innovation will be essential as baby boomers— roughly 76 million in the United States and 8 million in Canada—reach retirement age. The dilemma is how to pay for it. Philanthropy holds the key, but not philanthropy as we know it today.

In those few words, he made a demographer, futurist and author of The powerful argument for why performance Age Curve: How To Profit From the Coming improvement principles must be applied to Demographic Storm—pointed out that fundraising. shifting demography is moving health care Innovation will be essential as baby closer and closer to an unprecedented crisis. boomers—roughly 76 million in the United Baby boomers (born 1946 to 1964) are States and 8 million in Canada—reach the largest generation in U.S. history, with retirement age. The dilemma is how to pay more than 4 million births per year from for it. Philanthropy holds the key, but not 1957 to 1964.1 Canada’s boomer bubble philanthropy as we know it today. parallels that of the U.S.2 The very top of the boomer birth bubble—people ages A crisis looms 52 to 59 who are at their most productive In his luncheon speech at the 2015 earning and taxpaying years—will move AHP Annual International Conference into retirement at the same time Generation in Orlando, Fla., Ken Gronbach—a X (born 1965 to 1984) will cover the bulk of

25 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 The need for innovation provides the opportunity for a powerful new case for giving, in which investor philanthropists donate to a cause that will bring about fundamental change. the tax burden. However, because of with what they get for their portion needed. Other than vision, the lower birth rates, Generation X has of that figure?”3 barrier is money. As the CEO in far fewer people than baby boomers. “Disruption” in this context my recent strategic planning session So how can it succeed in paying for refers to a process in which existing pointed out, the typical hospital the nation’s needs? businesses are challenged by new operating margin isn’t sufficient to A tsunami will hit the health technologies, products or services. fund the radical health care system care system in 2020, Gronbach “Disruptive innovation,” a term redesign necessary to cope with explained, as the number of coined by Harvard Professor tomorrow’s crisis. Medicare patients spikes upward Clayton Christensen, occurs when Today’s health care business and tax revenues drop. Current new entrants to a market—not models depend on fee-for-service workers pay for current Medicare encumbered by inertia—are able revenues. Reducing volume (and beneficiaries—and as the employee to innovate and gain advantage increasing value) cuts into profits. So pool shrinks, scarcer funds will need over the established competition.4 how can providers fund innovation to cover more retirees. Furthermore, Examples of disruptive innovation in efforts, despite short-term financial people begin to require more the general marketplace include the pain, and redesign health care for health care at age 75. The oldest Apple iPod, which transformed how long-range success? baby boomers are now 71. Their music is distributed; online courses worsening health will make care in higher education; and Internet Enter philanthropy even more costly. banking. Typically, disruptive Philanthropy can be a key part of Generation X will not be able innovations are simpler, smaller, less the solution, but only if development to foot the bill, so the health care expensive and more convenient.5 teams work to their potential. industry will be saddled with The ideal would be for health care Our observation at Performance figuring out how to do much more to reinvent itself before outside forces Advantage is that hospitals and for much less. introduce disruptive innovations. health systems are not even close Gronbach noted that in 1960, the Most hospitals today have to reaching market limitations United States spent 5.2 percent and performance improvement programs on health care philanthropy. The Canada spent 5.5 percent of gross of some kind. Unfortunately, only constraints are principally internal. domestic product (GDP) on health about 25 hospitals or health systems As Gronbach told AHP members care. By 2014, health spending as a in the U.S. have established true in Orlando, shifting demographics share of GDP reached 18.7 percent innovation programs to pursue are expanding the market potential for the U.S. and 11 percent for transformative redesign of today’s for major gift philanthropy to Canada. North America now spends delivery systems. Examples include unprecedented levels. A significant more on health care than it does on an innovation lab for health care percentage of the baby boomer food. improvement at Orlando-based generation has amassed enormous In Inc. magazine’s CEO survey Florida Hospital and an innovation wealth and is reaching the age when in September 2015, respondents put hub at Brigham and Women’s legacy becomes a prime concern. health care at the top of five sectors Hospital in Boston to advance the Some fundraising operations are ripe for disruption. “It’s hard not to patient care ideas of clinicians, significantly outperforming their see the potential,” the article said. scientists and employees.6 peers, as indicated in the latest AHP “Americans spent $2.9 trillion on These efforts are to be Report on Giving, which reports health care in 2013. How many applauded—but they are not aggregate data from its annual people do you know who are happy enough. Wholesale change is giving survey and benchmarking

26 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 Improve fundraising performance with Lean Six Sigma

The performance improvement principles of “Lean” and “Six Sigma” originated in manufacturing, but they can be used by many industries to reduce waste, increase value and use resources effectively. When applying Lean Six Sigma to fundraising, key strategies include9: • Create a multiyear strategic plan that calls for significant investment in—and return on investment from—philanthropy. • Focus on major gifts. Within your full program of fundraising methods, maximize your major gifts program to significantly increase your return on investment. • Define your processes for relationship development. Spell out key steps from first introduction through gift agreement and stewardship, then identify all activities between the steps and determine if any do not bring value and can be cut, automated or reassigned. • Shorten the solicitation process. Increase that helps you see at key points whether you throughput and raise more money by are on track for a positive outcome. reducing the number of prospects in • Maintain a consistent process to eliminate development officers’ portfolios, including variance. Create a tried-and-true approach only solid candidates and shortening the gift to fundraising and gift acquisition that acquisition time. everyone follows, then improve it over time as • Develop your information technology and needed. support team infrastructure so it expands the • Develop high-volume, point-of-entry reach and effectiveness of your gift officers. activities. Generate an abundant flow of • Develop stage-gate criteria. Stages are prospects into the pipeline—for example, phases in a process; gates are review points have board members bring people to between each stage, where tough decisions interesting events that spotlight new initiatives are made about proceeding, reworking or treatments. or stopping. Define specific criteria to be • Transform your board, volunteers and the met before moving through a gate, so hospital’s key executives into a powerful development officers spend time only on top part of your fundraising team by having prospects. them operate as “connectors.” As described • Use high-cost, scarce resources only for by Malcolm Gladwell in his best-seller The high-value work. For example, skilled Tipping Point, connectors know lots of people development officers should focus on and are in the habit of making introductions. cultivating prospects, not on making • Bring philanthropy and donors to the table database entries. when determining your organization’s • Set multiple process measures. Establish future fundraising needs and identify a specific criteria to assess how you’re doing. breakthrough case tied to health care • Measure early and use metrics that correlate transformation. with success. Use a measurement system

27 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 service. In fiscal year 2014, the organizations—including building are motivated, more than anything highest performing organizations a more dynamic and productive else, by a desire to help people. raised more revenue than other major gifts program. They must You joined this profession to respondents by a factor of six in redeploy staff resources for the make a difference. Imagine how Whatever it takes. the U.S. and by a factor of two in most impact and implement much more of a difference you can Canada. This illustrates the huge other techniques for performance make by funding breakthrough gap in performance between a few improvement derived from Lean innovation and being a critical lever That's What You Do For Your Patients, fundraising organizations that have Manufacturing and Six Sigma that enables your organization to consistent success and the majority principles (see sidebar).9 transform itself for the future. of reporting institutions.7 In the few years remaining The article “Four critical success before the “demographic storm” References And That's What We Do To Reach factors” in the spring 2014 issue of becomes a tidal wave, philanthropy 1. Gronbach, Ken. The Age Curve: How To Profit From the Coming Demographic Storm. New York: AMACOM/American Management Association, 2008. YouR Development Goals. 2. Statistics Canada. Section B: Vital Statistics Shifting demographics are and Health. http://www.statcan.gc.ca/ pub/11-516-x/sectionb/4147437-eng.htm expanding the market potential 3. CEO Survey. Inc. September 2015. http:// www.inc.com/uploaded_files/inlineimage/ WhereTheBigOpportunitiesLive_31029. for major gift philanthropy pdf 4. Clayton Christensen official website. Key to unprecedented levels. A Concepts. http://www.claytonchristensen. com/key-concepts/ significant percentage of 5. Plsek, Paul E. “Harnessing disruptive innovation in health care.” AHRQ Health Care Innovations Exchange, April 23, 2014. baby boomers have amassed https://innovations.ahrq.gov/perspectives/ harnessing-disruptive-innovation-health- enormous wealth and are care 6. Jayanthi, Akanksha. “25 hospitals with innovation centers.” Becker’s Health IT & reaching the age when legacy CIO Review, Oct. 1, 2015. http://www. beckershospitalreview.com/healthcare- Trust The Angeletti Group To Elevate Your becomes a prime concern. information-technology/25-hospitals-with- innovation-centers.html Development Program Through: 7. Association for Healthcare Philanthropy. 2015 AHP Report on Giving FY 2014. Feasibility & Planning Studies Grateful Patient Initiatives Healthcare Philanthropy notes that needs to increase revenues to fund http://www.ahp.org/reportongiving “the most powerful predictor of the search for innovative solutions 8. Renzetti, Kathy, and McGinley, W.C. “Four critical success factors.” Healthcare Metrics-Driven Major Gifts Strategic Planning fundraising success is a foundation’s that meet future patients’ needs. Philanthropy Journal, Spring 2014, 10–16. total fundraising expense budget. In In fiscal year 2014, AHP 9. Reed, Steven A. “Hope is not a strategy.” Physician Engagement Executive Search other words, the more you spend, member organizations in the U.S. Healthcare Philanthropy Journal, Fall 2012, the more you make.”8 Of course, and Canada raised roughly $11 10–15. Board Development Communications Strategies boosting your performance is not billion.7 Imagine the research Steven A. Reed is a as simple as asking for a bigger and development funds that partner in Performance budget. The AHP article also cites philanthropy could contribute Advantage, a full- service fundraising firm staff size, staff compensation and to health care innovation if we that focuses on emphasis on major gifts as other brought in double that amount, performance success factors. or more? The need for innovation improvement and high-goal campaigns through the My article “Hope is not a provides the opportunity for a application of Lean Six Sigma strategy” in the fall 2012 issue of powerful new case for giving, in principles (www.hfmperformance advantage.com). Reed also is a Healthcare Philanthropy argued which investor philanthropists founding faculty member of the that leaders must ratchet up donate to a cause that will bring Fundraising Performance Institute (www.fundraisingperformance performance by fundamentally about fundamental change. institute.com). The Angeletti Group retooling fundraising Most health care fundraisers Naples, FL • New Vernon, NJ • New Haven, CT 28 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 973-540-1400 • www.theangelettigroup.com Whatever it takes. That's What You Do For Your Patients, And That's What We Do To Reach YouR Development Goals.

Trust The Angeletti Group To Elevate Your Development Program Through:

Feasibility & Planning Studies Grateful Patient Initiatives Metrics-Driven Major Gifts Strategic Planning Physician Engagement Executive Search Board Development Communications Strategies

The Angeletti Group Naples, FL • New Vernon, NJ • New Haven, CT 973-540-1400 • www.theangelettigroup.com FEATURE | By Vanessa J. Granville, MBA

Peer-to-Peer fundraising and crowdfunding in health care philanthropy How online donation channels raise money while strengthening relationships

or the past several years, many health care foundations have successfully optimized their fundraising opportunities and increased revenues without Fsignificantly increasing costs by leveraging the ever-growing popularity of online giving—particularly in the form of crowdfunding and peer-to-peer fundraising. Although traditional revenue channels still distinguish between the two. Miriam Kagan, dominate charitable giving, online donations senior principal at online fundraising company have risen steadily in the past decade. Kimbia, points out that the key difference Blackbaud’s latest Charitable Giving Report between the two is the personal network shows a 9.2 percent increase in online giving effect. Crowdfunding is a classic, single- to nonprofits from 2014 to 2015. This trend tier fundraising method; the idea is to get a has been driven in no small part by enhanced critical mass of people to donate a relatively mobile technology and ever-growing social small amount—say $10, $25 or $50—toward media engagement among all age groups. a common and often time-sensitive goal or project. Crowdfunding: Novel or not? In contrast, peer-to-peer fundraising is a The use of peer-to-peer fundraising and multitier approach; the call to action comes crowdfunding is evolving at nonprofits, so from individual fundraisers with personal there is often confusion about terminology and webpages who ask their network—those close application. Although the terms are sometimes to them—to donate in support of a charitable used interchangeably, it’s important to goal. Peer-to-peer fundraisers are more than

30 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 Peer-to-Peer fundraising and crowdfunding in health care philanthropy

just supporters. They are active advocates funding innovative products or state- who can inspire and motivate others to of-the-art treatments. Philanthropic support the causes about which they are health care organizations can and do passionate. set up crowdfunding campaigns around Many fundraising experts say that their cause. Two good examples are crowdfunding is not a truly innovative Possible (crowdfundhealth.org) and Watsi fundraising technique. Technology has (watsi.org). However, crowdfunding is simply made it easier to match funding overwhelmingly used by startups and needs with people who want to donate. individuals to fund a business initiative, “Crowdfunding is really another a new product or a personal need. word for fundraising,” says Amy Motivation is high because their life, their Braiterman, consulting manager at business or their financial future may Blackbaud. “Although it’s a somewhat depend on raising the monetary goal. less traditional means of seeking capital, In contrast, there often is not the at the core it’s the same thing we’ve been same level of urgency or motivation asking people to do for years—donate when people altruistically donate or raise money to a cause. The Internet just funds for charity. Thus, when a nonprofit enables expanded reach.” seeks to crowdfund a specific project As crowdfunding has grown in or a new initiative, it is likely to find popularity, niche platforms have popped that a campaign requires a significant up—some catering exclusively to the investment in time and money to be health care industry and focusing on successful.

31 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 do not have to wait for a major campaign or year-end ask to garner support. Although successful peer- to-peer campaigns have a finite monetary goal and timeline, peer- to-peer fundraising as a charitable method does not have to be bound by time. It allows a nonprofit to keep an evergreen campaign on its website—ideally providing steady, year-round revenue that nicely supplements other time-based campaigns and events. Peer-to-peer fundraising is According to the Network for driven by passion The inclusive, grassroots nature of Good’s 2015 Online Fundraising peer-to-peer fundraising allows regular donors to make a big impact. Report, social fundraising dollars According to the Network for Good’s 2015 Online Fundraising grew 70 percent from 2013 to Report, social fundraising dollars grew 70 percent from 2013 to 2014 —with nearly one-third 2014—with nearly one-third of all online donations made of all online donations made through peer-to-peer platforms. Supporters often invest a significant through peer-to-peer platforms. commitment in time and energy as well. “Great fundraisers are great storytellers,” says Simon Lockyer, founder of global fundraising The power of peer-to-peer fundraisers make personal appeals platform Everydayhero. “They have fundraising to their closest contacts—and a powerful message and, compared Peer-to-peer fundraising offers those contacts are subsequently to average fundraisers, they’ll share several benefits over crowdfunding. encouraged to reach out and share their story twice as often. They never Both methods have the ability the cause with their closet contacts. forget to thank the donors who’ve to drive brand awareness, recruit It improves the outreach process, supported them, either. These people new donors and raise more money. putting less of a burden on the are very goal oriented and fully However, when your supporters nonprofit and ultimately reducing committed to their cause.” deliver a personalized ask on your the cost of donor acquisition. This is an area where behalf in peer-to-peer fundraising, it Mobile technology and online crowdfunding and peer-to- is far more efficient and compelling. multimedia tools make it easier than peer fundraising overlap—the Peer-to-peer fundraisers are not ever for peer-to-peer fundraisers to significance of a compelling story only deepening their relationship connect one-on-one and face-to-face cannot be overstated. People are with your organization, they also are with their contacts. These personal more likely to support causes with a building a community of supporters appeals are highly effective and more deep personal connection. They tend who are now more likely to engage likely to resonate with potential to give to charitable organizations with your mission. donors in a way that the nonprofit where they can see the impact of There is a multiplying effect organization cannot achieve itself. their giving firsthand, in ways that that exponentially increases the Another benefit of peer-to-peer may affect their daily lives. capacity for connection. Peer-to-peer fundraising is that organizations “At its essence, peer-to-peer

32 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 fundraising is driven by people with to raise $10,000 and gave them were made, totaling $118,473.74 passion. They are spurred to action access to the platform about two and enabling Children’s Wish to because their life has been impacted months prior to the event date. They grant 11 wishes. The organization or changed in some way. They tend encouraged fundraisers to use the incurred expenses implementing to be very grateful to the charity platform to record personalized, the peer-to-peer platform— they’ve chosen to support and want 10-second videos that asked friends paying a flat fee for setup and a to give back in a meaningful way,” and family to pledge support. An percentage of every dollar raised adds Lockyer. embedded tracking feature alerted (not disclosed). However, since fundraisers when someone watched the organization more than Successful campaigns their video request. It generated doubled its revenue from the come in all shapes and automated text that fundraisers previous year, Bradner says the sizes could forward to potential donors, additional cost paid off. Small and large philanthropic reiterating the ask. On average, the CHOP also has experienced health care organizations can find conversion rate was more than 50 success with peer-to-peer great success with peer-to-peer percent. fundraising, which it has had in fundraising. Children’s Wish “We were overwhelmed by the place for five years. “We started Foundation of Canada was able success,” says Bradner. Thirteen using Fundraising Pages around to more than double the amount of the 18 participating teams 2011. Online fundraising was so raised by its annual corporate met or exceeded their $10,000 popular and such an easy way for pledge event—from about $45,000 goal. More than 500 donations people to fundraise,” says Maureen in 2014 to nearly $120,000 in 2015—simply by using a new peer- SPONSOR SHOWCASE to-peer platform. The Children’s Hospital of Philadelphia (CHOP) Foundation—which has been using “Raising funds online is not about technology, any more than raising funds through the mail is about paper… People who peer-to-peer fundraising pages as an give online are no different than other donors in that they evergreen campaign on its website expect a relationship—not simply a transaction…” This 2011 since 2011—raised more than observation from a Network for Good’s The Online Giving $100,000 last year from a single Study still holds true today. donor page. The new frontier of online fundraising is here to stay; Meghan Bradner, senior indeed, there is great value in strategically incorporating development coordinator at the online giving tools into a fundraising arsenal. This demands British Columbia chapter of greater efforts, however, to effectively retain donors Children’s Wish Foundation of who often have a “one-off” contribution mentality. As Canada, says her organization organizations venture into online giving, it is critical that they have a plan to steward and continually engage those was looking to refresh its annual donors. “Once a mobile donor, not always a mobile donor” corporate fundraising event, Exile also applies; direct mail and personal appeals have proven Island, in its sixth year. “We wanted to be effective follow up solicitation approaches. And a to ramp up enthusiasm and we were focused major gift program should never be sacrificed as looking for more efficient—but still technologically innovative solicitation strategies are added. authentic—ways to connect with our Graham-Pelton Consulting has long been assisting our corporate fundraisers,” she explains. clients in building a culture of philanthropy and realizing Bradner found a peer-to-peer fundraising success with technological advancements. We platform with a standard model of also firmly believe that securing large commitments with asking 33 people to give $3.33 a day ongoing relationship building will never go out of style in the world of fundraising. for three months. That adds up to $10,000—a benchmark amount that happens to match the average cost of granting one child’s wish. Children’s Wish did not change the event itself, just the technology. They asked each corporate team

33 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 may have worked a long time ago, but now everyone is setting up a program. There’s so much more competition, and less and less creativity. You can copy a program and put it on autopilot, but don’t expect it to be successful. Managing multiple events, chapters and participants can be complex. You still need a solid plan and dedicated resources.” Kagan adds: “Peer-to-peer fundraising is about getting the The value of peer-to-peer right message to the people who care most and empowering them fundraising is not just in the money to make a difference. Successful campaigns require planning how raised, but in the power it has to you are going to reach your target audience, making the case for why strengthen existing relationships people should support your cause and implementing a technology and build new ones. that seamlessly supports conversion once your target audience has been successfully engaged.” Peer-to-Peer Professional Forum has identified more than Mason, director of event fundraising that we can follow up with. Ideally, 100 different kinds of peer-to-peer and community partnerships. they’ll opt in to receiving additional fundraising campaigns, which “Although the use of Fundraising information and we can continue to tend to fall within three broader Pages started off more passively, it’s engage them with information they categories: independent campaigns, now a vital part of the foundation,” find interesting and relevant.” endurance campaigns and adds Mason. “We use it for many proprietary campaigns. Independent of our events. Last year we had Develop a solid strategy campaigns are supporter-led and a walk that drew around 10,000 and infrastructure may include personal challenges, participants—about 2,500 of Charitable organizations celebration events or memorial whom created a fundraising page. increasingly recognize the fundraisers. Endurance campaigns We benefitted from the additional opportunities offered by peer-to- are challenging events produced by promotion of the event to an peer fundraising as they seek to a third party. Proprietary campaigns extended network and we definitely achieve long-term success and are events planned and hosted by raised more revenue.” build a community of supporters a charitable organization—such “We appreciate every dollar who engage with their mission as a run, walk or cycling event; raised,” says Mason. “We have one year round. But before jumping a video game marathon; or an family who are avid supporters and in, reflect on your organization’s otherwise immersive experience like are well connected. Every year, they readiness. Peer-to-peer fundraising St. Baldrick’s Foundation’s head- make an ask of their family, friends is not a passive endeavor. You must shaving events. and business contacts. Last year their have a well-developed strategy and With so many options, how do page raised more than $100,000. appropriate infrastructure. you choose? Braiterman says you We also have people whose page “Fundraisers sometimes look may get more valuable information may raise $100 or $1,000. What’s at peer-to-peer fundraising and if you provide campaign flexibility: really important is that, regardless think, ‘We will set up a platform Give your supporters a few options of the amount, we’re acquiring all or program and it will take care and then let them choose. By letting these extra names in our database of itself,’” says Braiterman. “That donors determine how they wish

34 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 to support your organization, you charge of implementation, support, Keep in mind that the value are able to better understand their evaluation and follow-up. Make a of peer-to-peer fundraising is not interests and customize your follow- plan for how to continually engage just in the money raised, but in the up. your community fundraisers and power it has to strengthen existing In addition to hundreds of types their supporters. relationships and build new ones. of campaigns, there are myriad Community fundraisers will platforms from which to choose, be more successful if they have a Resources so do some research. Consider strategy. Provide fundraising tips Abila. Donor Engagement Study, 2015. Accessed at http://www.abila.com/wp- your organization’s unique goals and relevant information about your content/uploads/2015/12/Abila-Donor- and needs when deciding on a organization. Advise them that the Engagement-Study.pdf platform. Will it work with your best campaigns have an attainable Blackbaud. 2015 Charitable Giving Report, existing systems? Are reports easy goal, a set time frame, a concrete ask 2016. Accessed at https://www.blackbaud. to generate, and do they provide the and systematic outreach. Encourage com/nonprofit-resources/charitablegiving Blackbaud. Best Practices for Fundraising information you need? Get a good them to leverage their networks and Success: Diversifying Giving Channels, 2012. handle on fees, including upfront share the cause on social media. Accessed at https://www.blackbaud.com/ costs and recurring fees. Find out With peer-to-peer fundraising files/resources/7-12.Desktop.Book.Web. if you will have to pay a percentage you give up control of the message, pdf of the funds generated, as well as so it’s important to review your Blackbaud. Peer-to-Peer Event Fundraising Consumer Survey, 2011. Accessed at transaction or processing fees. fundraisers’ published content. https://www.blackbaud.com/files/ In addition, make sure you However, since people expect online resources/downloads/WhitePaper_Run know the rules. Some platforms content to go live quickly, it’s usually alkRidePeerToPeerParticipantSurvey2011. pdf expressly prohibit raising funds for not a good idea to require review Classy.org. Grow Your Audience and Revenue a charity or cause, while others are before peer-to-peer fundraising With Peer-to-Peer Fundraising, 2015. explicitly created for this purpose pages can be published. CHOP Accessed at http://www.classy.org/ and thoroughly vet organizations has a staff member who reviews blog/grow-audience-revenue-peer-peer- to verify their nonprofit status. personalized Fundraising Pages fundraising/ National Philanthropic Trust. Charitable There are even platforms that don’t daily. As a health care philanthropy Giving Statistics, 2014. Accessed at http:// guarantee you will receive the funds expert, she looks for potential patient www.nptrust.org/philanthropic-resources/ raised on your behalf unless the privacy violations. And if she notices charitable-giving-statistics/ entire goal is met. factually inaccurate information or Network for Good. The 2015 Online Fundraising Report. Accessed at http:// Finally, keep in mind that derogatory remarks, she suggests www.fundraisingschool.it/wp-content/ the platform is going to be your ways to improve content. uploads/2015/05/2015-Online- supporters’ first touch point with Just as with a traditional Fundraising-Report.pdf the campaign, so the personal campaign, sending a note of NPEngage. Boiling It Down to the Basics | experience is paramount. It needs acknowledgement and thanks to P2P Fundraising Is Defined by Engagement, 2015. Accessed at http://npengage.com/ to be engaging, informative, easy every donor after a campaign is a nonprofit-fundraising/boiling-it-down-to- to manage and customizable. powerful way to stay connected. the-basics-p2p-fundraising-is-defined-by- Consider the technical aspects that Continue to send impact updates engagement/#sthash.HPv8XVkY.dpuf may affect the donors’ experience. and relevant, informative content. Peer-to-Peer Professional Forum. What People Will Do! The 113 Flavors of Peer-to-Peer Is the technology scalable, and As the peer-to-peer and Fundraising, 2015. Accessed at https:// does it have the capacity to handle crowdfunding space becomes more www.peertopeerforum.com/what-people- large or unpredictable transaction saturated, it can become harder will-do-the-113-flavors-of-peer-to-peer- volumes? Is it optimized for mobile, and harder to retain participants. fundraising/ allowing donors to easily use their Dedicated community fundraisers Vanessa J. Granville, smartphones and tablets? who support you year after year MBA, is a writer and may find it difficult to sustain the communications Empower your supporters consultant with Mayes amount they raise year over year. It’s Communications in You can’t approach a crowdfunding important to recognize and combat Washington, D.C. She has or peer-to-peer campaign as a stand- donor apathy. You may consider nearly 10 years of experience working in the health care alone event, nor can you neglect old- keeping top community fundraisers industry. fashioned relationship building. You motivated by inviting them to will need dedicated resources to take mentor new fundraisers.

35 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 FEATURE | By Kathy Rubino

Launching a grateful grandparents fund

Study baby boomers’ surprising giving trends to implement a targeted giving program

hey say there is no love like a grandparent’s love. That was true for me as a child, when I helped my grandmother bake cinnamon rolls in her warm kitchen and sneaked fingers- fullT of gooey icing when she wasn’t looking. It was true when my grandfather taught me to catch glistening widemouth bass on a summer Sunday on the lake, my morning hymns forgotten and my scratchy dress traded for faded blue cotton overalls.

And it’s true for me now, though my endless font of love for their children and grandparents are a sepia-toned photograph grandchildren. And we—fundraisers tasked on a crowded mantle. I’m reminded how with bolstering groundbreaking research true it is every time I read the messages and lifesaving clinical programs for world- grandparents lovingly hunt-and-peck into class hospitals—have an endless need for our hospital’s web forms in honor of their the tangible resources love can provide. own dear grandchildren. At the Children’s Hospital of So many grandparents have an Philadelphia (CHOP) Foundation, we

36 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 grateful

decided to explore the practical benefits we talented intern who works with me on direct might reap from grandparents’ generosity, marketing—a team that recently grew from lifetime experiences and unconditional love. two to three people. Overall, the CHOP Foundation has a staff of 75. Research on grandparents’ We primarily used research from habits Blackbaud, the Association for Healthcare At CHOP, we knew that grandparents Philanthropy (AHP) and the Council for were among our most dedicated and Advancement and Support of Education generous supporters. In the past five years, (CASE) to locate statistics and trends CHOP received nearly $65 million from related to the generations most likely to be patient family grandparents—including a grandparents: baby boomers or “boomers” $50 million gift that equals the largest in (born 1946 to 1964) and matures (born 1945 CHOP’s history. But we had no specific or earlier). Here’s what we found: means of identifying and cultivating 1. Grandparents give. A lot. Although grandparents as potential new donors they make up 52 percent of the overall donor on a broad scale. So, in the fall of 2014, base, they give 69 percent of all donations. In we started our homework to launch a 2013, of $143.6 billion in estimated annual Grandparents Fund. philanthropic contributions, boomers (age 49 We began by looking at how to 67 in 2013) represented 34 percent of the grandparents tend to participate in the donor base and donated an estimated $61.8 digital and philanthropic landscape. billion—or 43 percent of total donations. Much of our research was conducted by a Matures (age 68 and older in 2013)

37 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 represented 18 percent of the donor Table 2. Percentage of Grandparents Using Social Media base and donated an estimated Social Boomers Matures $36.3 billion—or 26 percent of total Media donations.1 In addition, 19 percent of 2013 2014 2013 2014 boomers and 23 percent of matures Facebook 60% 63% 45% 56% consider health charities to be a priority cause, and 22 percent of boomers and 20 percent of matures Twitter 9% 12% 5% 10% consider children’s charities a top priority.1 According to a Colorado Instagram 6% 11% 1% 6% study from 2012, boomers and matures are more likely to support Pinterest 14% 27% 9% 17% basic needs causes and religious organizations.2 This study found that LinkedIn 24% 30% 13% 21% approximately 43 percent of boomers and 51 percent of matures support Source: Social Media Update 2014, Pew Research Center. health/medical causes, and about 45 percent of boomers and 36 percent of matures support youth services (see Table 1). half an hour on Facebook each day 55 percent of males and 72 percent One study based in the United (see Table 3).5 of females cite keeping in touch with Kingdom found that, beyond age, Reasons that boomers use family as a main motivator for being earlier birth years correlate with Facebook include to keep in touch on social media—a statistic that higher donation rates. That is, with current friends (57 percent) does not differ greatly based on age.6 50-year-olds born in 1930 were and to reconnect with old friends 3. Grandparents also give more likely to donate than 50-year- (42 percent). Matures say they online. In 2013, 42 percent of olds born in 1940.3 are on Facebook to stay in touch boomers reported donating online, 2. Grandparents are highly with current friends (45 percent), while 40 percent said they donate via engaged online. As shown in Table to reconnect with old friends (30 direct mail. A surprising 27 percent 2, many older people use social percent) and to connect with others of matures said they give online, media, especially Facebook.4 In fact, with similar interests (18 percent). while 57 percent said they give via people over age 60 spend more than When looking at gender differences, direct mail.1

Table 1. Basic Snapshot of Grandparent Giving*

Birth Percentage Donations Percentage Percentage Percentage Year of Donor of All Supporting Supporting Base Donations Health/ Youth Medical Services Causes Boomers 1946– 34% $61.8 billion 43% 43% 45% 1964 Matures 1945 or 18% $36.3 billion 26% 51% 36% earlier

*Statistics are from 2013 except those in the last two columns, which are from 2012.

Sources: The Next Generation of American Giving by Mark Rover, Blackbaud; Understanding Giving: Across Generations— A Report of the Colorado Generosity Project, Colorado Nonprofit Association.

38 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 Table 3. Time Spent on Social Media for People Age 60 and Above also discovered that CHOP donors over age 60 are more likely to give in Social Media Average Minutes Per Day response to direct marketing and to Facebook 30.64 send their donations by mail rather Tumblr 13.9 than online.

Twitter 13.2 Launch and future plans

Instagram 9 In spring 2015, this work culminated in the establishment LinkedIn 9 of our Grandparents Fund. Based Snapchat 6 on the findings of our research, the fund supports our Child Life, Ello 3 Education and Creative Arts Therapy program. Staffed by Source: Younger Users Spend More Daily Time on Social Networks, eMarketer. specially trained art, music and play therapists, this program provides a crucial outlet for children coping A survey by an international a parent relationship to other with difficult or painful procedures consulting firm found that 54 constituents who themselves and for families coming to terms percent of donors age 60 and older have a parent relationship in with complex diagnoses. The tagline donated online in 2015, compared our database—thus indicating we created for the fund is, “There is to 37 percent in 2010. This makes “grandparent” status. no love like a grandparent’s love.” them just as likely to give online • Distinguishing grandparents Our soft launch last spring, as those under 40. It’s also worth tied to patient families versus aimed at the grandparents among noting that 30 percent of donors age grandparents not associated with our patient families, involved the 60 and older prefer to give online in patients (but who may wish to following: response to a direct mail appeal .7 support worthwhile children’s • Designing a banner that flew charities). in our main hospital atrium for Updating and mining our • Painstakingly searching for two months, introducing the data indications of grandparenthood in Grandparents Fund and providing Background research complete, the thousands of messages we’ve a web address to learn more. we mined our own data to collected from years of offline and • Creating a microsite with determine how best to reach out to online engagement campaigns. information about the fund: www. grandparents. We started by looking Basically, we downloaded these chop.edu/giving/grandparents-fund. at the constituents in our database messages into a spreadsheet and • Developing and distributing and increasing the number we could searched for the word “grand” to brochures with courtesy reply positively identify as grandparents in find people who mentioned that envelopes across our main order to review their giving habits. they are grandparents or have campus and satellite facilities that The basic activities in this process grandchildren—whether they are describe the Grandparents Fund. included: donors or not. Within the brochure, we included • Asking our major gift staff to • Researching which programs and quotes we had gathered from verify that the people they know initiatives grandparents currently grandparents, patients and CHOP to be grandparents are properly giving to CHOP choose to caregivers. flagged in our database. support. • Reviewing the results of donor • Reviewing the channels through In the fall of 2015, armed with surveys that ask about family which our grandparents give, as our knowledge of grandparents’ ties to CHOP—such as parent, well as how often, how much and online engagement and giving grandparent, neighbor, former in what ways they give. habits, we launched an email patient, etc.—and ensuring that campaign and special microsite those identified as grandparents are These steps resulted in a cleansed to coincide with National clearly marked in our database. database with clearly identified Grandparents’ Day. We segmented • Looking for constituents with grandparents. In the process, we our audience and tailored our

39 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016 messaging so that grandparents were to our Grandparents Fund totaled engage grandparents may be asked to give directly and all others $6,035. the way in which they so often were asked to give in honor of their After each appeal, we speak engage with us and with the own grandparents. personally with donors to say world—with hope, compassion, Because the Grandparents thank you and learn what respect and gratitude. Fund initiative is so new—more motivated them to give to the like a pilot program at this fund. In this way, we hope to point—we have few statistics refine our messaging and improve References to report. However, we believe our outreach. 1. Rover, Mark. The Next Generation of American Giving. Blakbaud, August we’ve made a promising start to a Our future plans include: 2013. program that will build long-term • Additional email appeals in which 2. Colorado Nonprofit Association. appeal. we will test various messages. Understanding Giving: Across Generations— A Report of the Colorado Generosity Project. http://www. coloradononprofits.org/wp-content/ uploads/acrossgenerations1.pdf 3. Smith, Sarah. Mind the Gap: At CHOP, we knew that The Growing Generational Divide in Charitable Giving. Charities grandparents were among our Aid Foundation, September 2012. https://www.cafonline.org/about-us/ publications/2012-publications/mind- most dedicated and generous the-gap 4. Duggan, Maeve, Ellison, Nicole supporters. In the past five B., Lampe, Cliff, Lenhart, Amanda, and Madden, Mary. Social Media Update 2014. Pew Research Center, years, CHOP received nearly January 2015. http://www.pewinternet. org/2015/01/09/social-media- $65 million from patient family update-2014/ 5. Younger Users Spend More Daily grandparents—including a $50 Time on Social Networks, eMarketer, Nov. 18, 2014. http://www.emarketer. com/Article/Younger-Users-Spend- million gift that equals the largest More-Daily-Time-on-Social- Networks/1011592 in CHOP’s history. 6. Smith, Aaron. Why Americans Use Social Media. Pew Research Center, Nov. 15, 2011. http://www.pewinternet. org/2011/11/15/why-americans-use- social-media/ 7. Survey Shows Aging Donors Most Likely In spring 2015, we received • A direct mail appeal. to Give Online. Dunham+Company, several first-time gifts of $350 • Targeted web advertisements, Jan. 14, 2016. http://www. dunhamandcompany.com/2016/01/ and $500 from grandparents who possibly on Facebook or survey-shows-aging-donors-most-likely- saw the banner in our atrium. on websites frequented by to-give-online We also received a number grandparents. of smaller gifts in the $25 to • Potential partnerships with Kathy Rubino has served as the direct $100 range from grandparents organizations for grandparents. marketing director of who read our brochures. In fall • A council made up of grateful the Children’s Hospital of Philadelphia since 2015, we received a flurry of grandparents who volunteer 2011, leading efforts to gifts in response to our email their time to represent CHOP, raise $6 to $7 million annually through large-scale mail, campaign, including $250 from organize fundraising events and email, social media and multichannel a grandparent and $100 from lend their names, knowledge fundraising campaigns. She holds a degree in mass communications from a grateful granddaughter who and expertise to our outreach Emerson College and began her allocated $25 in honor of each efforts. fundraising career at Penn Medicine of her four grandparents. As of Development as an assistant director of annual giving. April 2016, the amount donated Ultimately, the best way to

40 | HEALTHCARE PHILANTHROPY JOURNAL / SPRING 2016

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