Making the Connection

1. Making the Connection �Caregiver to Major Donor to Foundation: It is possible!�

2. Cathleen Creedon CFRE CCHC Senior Development OfficerLinda Darbyshire APRN BC MSN Education Manager VNA of Cape CodThomas Mundell CFREPresident CCHC FoundationDianne Kolb MHCA RN CNAPresident/CEO VNA of Cape Cod

3. A CEO�s Perspective� Dianne Kolb MHCA RN CNA President/CEO VNA of Cape Cod

4. VNA of Cape Cod Part of Cape Cod Healthcare Healthcare system with 5,000 employees that includes: 2 Community Hospitals Skilled Nursing Facility Assisted Living Facility Cape & Islands Laboratories Physician Practice Groups CCHC Foundation

5. VNA of Cape Cod Budget of over $40 million annually Over 2,000 patients on service Approximately 800 employees Includes: Certified Services Private Services Hospice Community Services

6. Demographics of Cape Cod Peninsula with 15 towns Resort and retirement community Full time, part time & tourist population Amazing economic diversity Almost 1/3 of the population is elderly

7. Role of Philanthropy in the financial future of homecare Money (or lack of it) will dominate future policies and decisions Uncertainty of how P4P reimbursement structure and changes in Wage Index will impact homecare. There is a definite need for flexible, restricted and non-restricted funds for mission driven agencies, like VNAs.

8. History of Philanthropic Efforts 1999 we raised under $400,000 In both 2005 and 2006 we raised between $2 million to $3 million

9. Differentiating between Philanthropy and Fundraising Fundraising has short terms goals of raising a specific amount of money. Philanthropy is an ongoing relationship between the donor and the healthcare system, hopefully resulting in ongoing donations. Traditionally, homecare has been more involved in fundraising than philanthropy.

10. Concepts in Philanthropy We need to connect a potential donor to a project that speaks to their heart. We have to prove ourselves worthy of charitable investment and the donor�s passion for a specific project We need to update the donor on our progress as they may be interested in ongoing giving to ensure the success of the project

11. Hospital Philanthropy Hospitals, like universities, have prioritized their philanthropic efforts. The magnitude of their needs is visible and tangible, often in the form of bricks and mortar. They focus on major and planned gifts.

12. Relationship is Key to Philanthropy With shortened Lengths of Stay, hospitals have less time to make a significant relationship. Homecare, with ongoing patient involvement, has much more potential to connect and develop that important relationship.

13. How do we tap into this hidden advantage?

14. What NOT to do�. Don�t try this at home� Presume that clinicians and management understand the need for philanthropy Presume that clinicians and management understand that people �of means� love to give money to worthwhile causes. Give a one time presentation to staff with the expectation that referrals will flood into the Foundation.

15. Identify obstacles within your organization Lack of buy-in from senior management as well as clinicians Belief that philanthropy has nothing to do with �my job� as a manager or as a clinician Belief that philanthropy is a low priority Lack of clarity on HIPAA issues

16. Address these obstacles� Buy-in The CEO has to clearly indicate her support for the program and communicate the priority of this program to management and have this support flow down to the clinician level. Watch for �public acquiescence and private resistance� with Management as this attitude will be communicated to staff.

17. Create Structure Identify a key contact person within your organization Management and staff need a contact person within the agency and within Philanthropy to associate with the program to minimize �silo mentality�. Maintain a close working relationship with Philanthropy to problem solve any issues or concerns as they develop.

18. Create Structure Philanthropy Champion Team It is necessary to create a team that represents ALL departments of the organization as we are all ambassadors of the VNA within the community. Bring them together to discuss goals and progress They become the �link� to clinicians in the field and in-house staff The literature indicates that it is critical to develop Peer Champions as role models for staff

19. Create structure Institute a referral process to philanthropy Recognize and deal with clinician discomfort through Education. Who should staff contact for referrals? Is it a clinician friendly process? Ensure that Philanthropy follows through with the potential donor.

20. Create structure Mechanism for follow-up Ongoing Champion Meetings to monitor progress and keep the ball rolling Institute �Philanthropy� as an Agenda item at every Team/Department Meeting Acknowledge the names of staff who have made referrals Create a tracking system to determine outcome of program

21. Cultural Shift � Weave philanthropy into the culture of the organization. Develop a gradual cultural shift with the message that Philanthropy is everyone�s job, but we all have different roles within the team. We are all ambassadors of the VNA. Help them get comfortable with their role through education.

22. HIPAA HIPAA is NOT an obstacle The VNA provides Philanthropy with the patient�s name, address and phone number. Clinicians do NOT share health information with Philanthropy and they follow the �Need to Know� philosophy Patients/families indicate that they are willing to have Philanthropy contact them.

23. Engaging Staff in the Program Invited staff to be Philanthropy Champion in our VNA Weekly Update Created a �Win a Day at the Spa� contest for the slogan for our Philanthropy Buttons (�Just Ask�) Over 250 entries from staff Purpose of the Button is to assist the staff in initiating conversations about Philanthropy with patients.

24. Education of staff and management Need to create an effective education tool for staff � videotape Identifying the need for Philanthropy Role play our expectations of staff Demonstrate �how to� discuss philanthropy with patients Address any anticipated obstacles in the video Shift the gift from the clinician to the organization.

25. Education of Staff and Management It�s critical that staff identify potential donors � patients �of means� and communicate this referral to Philanthropy. This will allow Philanthropy to do their work and follow through with �the ask�.

26. Education for Staff and ManagementCriteria for identifying potential donors Knowledge of the patient�s professional or social history. Knowledge of the patient�s or the family�s history of giving to others. Obvious material wealth� home, etc The patient/family is grateful for the care from the VNA.

27. Making the Connection video

28. Roll-out of program CEO establishes Philanthropy as part of the agency�s Strategic Plan. Senior management present video with discussion at every team meeting Offer buttons to ease the facilitation of conversations with patients. Stickers with Philanthropy referral line

29. Outcome of Program Heightened awareness of how philanthropy touches the homecare world Some referrals were already known to the Foundation, but the donor only had a history of a small gift. The referral to Philanthropy verified that the donor had the capacity for a more substantial gift.

30. Outcome of Program It takes time� to build a trusting relationship between the potential donor and Philanthropy to learn about the donor�s interests and find a fit that connects them with the organization�s needs. We may not be at the top of the donor�s list this year, but next year�

31. Success!!!

32. Lessons Learned Close the Loop � staff need to be informed of the outcome of their referral� gifts to organization Appreciation gifts resulted in additional referrals from interested staff Need a mechanism to ID existing donors currently on service (CCHC Light Keepers Program)

33. Lessons Learned Thomas Mundell CFRE President CCHC Foundation Where do we go from here�