conversation with the development office regarding potential philanthropic possibilities at The Nebraska Medical Center.”
Plan for the Long Haul
For a small shop, building up a successful major gifts effort requires an investment in time and talent for the long haul—seven to 10 years, according to Hallett. The initial year should be devoted to organizing, establishing goals and setting up a reliable tracking system—as well as earning the buy-in of top leadership and other internal stakeholders. A businesslike, databased approach is most convincing, with realistic benchmarks set along the way.
To start “filling the pipeline” in year two, a grateful patient program—overseen by a major gifts officer—can begin to identify appropriate prospects based on wealth screening or a record of their past donations to the hospital. The development office may schedule brief room visits with selected patients, to look in on them and make their acquaintance or to thank them if they have been a donor in the past. Depending on the result of this inpatient visit, follow up contact after discharge may be pursued to further the major gift request process...if and when appropriate.
Hallett recommends adding a physician engagement component to the major gift agenda by the third year. Rather than an appeal for donations from physicians, this term refers to an important means of identifying potential donors, based on a patient’s having expressed a noteworthy degree of gratitude to his or her physician. Physicians may recommend follow up by the development office but they are not expected to directly engage in the “ask” at this time.
This approach, rooted in the physician-patient relationship, is a worthwhile way to fill the potential donor pipeline. Yet it is important to note that establishing a properly functioning physician engagement program means taking the time to educate doctors, assure them that they remain in control of that vital relationship and ensure compliance with privacy rules.
Other Opportunities
A successful major gifts program also must tap into grants offered by foundations and government agencies. Hallett suggests approaching foundations, especially family foundations, much as you might approach grateful patients by matching their goals with those of the hospital. To be successful in this arena, it is essential to foster relationships with foundation leaders. They must appreciate the hospital’s value as a community asset and understand what is needed for it to improve its ability to provide high quality health care services.
Hallett also sees indications of growing opportunity for Federal grants due to a greater reliance on grant making agencies. He regards the healthcare quality improvement requirements of the Affordable Care Act (ACA) as catalysts for new grant programs aimed at finding, testing and disseminating innovative health care practices. However, the extent to which small shops can compete for such grants may be limited.