When Dan Murphy, President of Dignity Health Foundation Inland Empire, looked at the post-pandemic gala budget, he felt what many fundraisers have felt: sticker shock.  

“We underestimated the expenses, and we said we cannot do this again. The ROI is not there,” he said. The old model of big, splashy events simply wasn’t sustainable, financially or strategically. 

Yet, his team still needed ways to connect board members, cultivate new donors, and re-energize their foundation’s culture of giving. The answer turned out to be smaller, more personal, and surprisingly effective: salon-style events. 

Rethinking ROI and Redefining Board Engagement 

According to Dan, the move away from large events wasn’t just about cutting costs. It was part of a broader cultural shift within their two-hospital foundation in California’s Inland Empire. 

“Our board went through a transformation,” he said. “It’s easier said than done, to go from the good old days of having a big event where everyone can see and feel and celebrate to major gift cultivation, which is slow and painful, but the payoff is so good.” 

That shift required new expectations of board members. Gone were the days of endless committees and administrative tasks. The new mantra was clear: 80% or more of your time should be focused on opening doors. 

To make that change tangible, they introduced a board member scorecard to clarify expectations and foster accountability.  

“It was like a report card,” recalled board chair Julie Bearie. “But I was able to see what other board members were doing, and it really helped us create accountability that wasn’t there before.” 

The Birth of the Salon-Style Event 

With new expectations came a new tool to help board members succeed: small, hosted gatherings that prioritized authentic connection over formal solicitation. 

The idea was simple but powerful. Each board member would host or co-host an intimate event of 20 to 50 guests in a unique setting. The goal wasn’t to ask for money, but to spark relationships. 

Dan described the concept as “a cultivation tool for us and for our board members. We want them to open doors, and this is a very nice way of doing that.” 

Guests might be personal friends, colleagues, or community leaders. “I’m very transparent in my comments to the guests,” Dan said.  I tell them we’ve asked our board members to bring people forward who don’t know who we are.” 

Each event follows the same rhythm: conversation, light program, and no direct ask. “There’s no solicitation. None,” Dan emphasized. “It’s about connection first.” 

Case Study: The Holiday Hangar Party 

One of the first salon-style successes was hosted by Julie at her family’s airplane hangar at the Redlands Municipal Airport. 

“It was a holiday event,” Julie said. “Having events like this at unique locations draws people that would not necessarily come to a hospital event. This one attracted people who were into aviation or just really wanted to be at the airport itself.” 

The atmosphere was festive yet relaxed. Guests toured the airplane, enjoyed a live musician, and sipped holiday cocktails served from a quirky bar cart.  

“At the end of the event, Dan did a small program,” Julie said. “He talked about what the foundation does, and since it was a holiday event, he tied it to the season of giving. It really brought people in that had not come to our events before.” 

Dan agreed. “The event had a great feel to it,” he said. “It’s a great example of how we can capitalize on the uniqueness of our board members, beyond just the fact that they can make us a gift.” 

Beyond the Ballrooms 

Once the team saw how well the hangar event worked, they expanded the approach. Other salon events took place in equally creative venues: a board member’s historic estate, a behind-the-scenes tour of an animatronics factory, a dinner at a Japanese restaurant known for its samurai armor. 

“The theme here is uniqueness, which provides a unique experience and an opportunity to give,” said board member David Kim. 

One of the most memorable events took place at the home of an Indian American board member. “We cut her loose, and she flew high with it,” David said. “We had Indian food, a band, and a doctor giving a drum presentation. It was just really cool. The whole idea is a unique experience, and you’re getting buy-in from whoever’s hosting. They have skin in the game.” 

The events were as diverse as the hosts themselves, but they shared a consistent outcome: new prospects, strengthened relationships, and authentic community connections. 

Over two years and numerous small gatherings, the foundations refined the model. Here's what they found most effective:

1. Keep it small and personalize the ask. Build curiosity instead.

Events typically ranged from 20 to 50 guests. That scale allowed for genuine conversation and meaningful follow-up. 

2. Skip the ask. Build curiosity instead. 

Dan’s team used these gatherings to introduce the foundation, not solicit gifts. “It’s more informative versus soliciting,” he said. “But it sets the stage for that next meeting.” 

3. Let board members shine. 

Hosts selected venues, co-developed guest lists, and (when possible) covered event costs. Those who did were credited with an in-kind gift, reinforcing their philanthropic leadership. 

4. Plan the details. 

From portable PA systems (“less than $1,000 on Amazon”) to valet service and heat lamps, the team learned that logistics could make or break the atmosphere. “If somebody can’t hear you,” Julie noted, “you’re missing the chance to tell them why they’re there.” 

5. Celebrate hosts and follow up fast. 

Thank-you bouquets and notes to hosts and quick outreach to attendees helped solidify relationships sparked at each event. 

Advice for Others 

For small foundations looking to replace high-cost galas with high-impact engagement, Dan’s team offers three key takeaways: 

• Start with your board. Clarify expectations around relationship building and hold board members accountable for bringing one new prospect each year.
• Embrace creativity. "Think outside the ballroom," Dan said. "You can achieve a lot with very little."
• Measure ROI in relationships, not revenue. As David put it, "You're not only looking at it from a dollars and cents perspective; you're trying to achieve buy-in from your board members collectively.

As Dan said, “Salon style is pretty much the future.” 

And for organizations seeking deeper relationships and better returns, that future looks bright.