Navigating the Uncertainties of Acquisitions, Governance and Strategic Planning July 2013 Robert J. Di Vito, JD, CHRC Chief Operating Officer [email protected] 404.605.2798
Mar 30, 2015
Navigating the Uncertainties of Acquisitions, Governance and Strategic Planning
July 2013
Robert J. Di Vito, JD, CHRC
Chief Operating Officer
404.605.2798
slide 2
Agenda
Overview of Piedmont Healthcare
Strategically aligning the Piedmont Healthcare Foundation
Measuring Success: Team & Individual
Engaging the Foundation Board; Restructuring the Board Committees
Acquiring & Dissolving the Henry Medical Center Foundation
slide 3
Agenda
Overview of Piedmont Healthcare
Strategically aligning the Piedmont Healthcare Foundation
Measuring Success: Team & Individual
Engaging the Foundation Board; Restructuring the Board Committees
Acquiring & Dissolving the Henry Medical Center Foundation
slide 4
History of Piedmont Healthcare1905:
Piedmont
Sanatorium founded by Drs. Ludwig
Amster and Floyd Wilcox McRae
2004: Name changed to
Piedmont Healthcare; Piedmont
Mountainside acquired
2007: Piedmont Newnan acquired;
Piedmont Heart Institute formed
2012: Piedmont
Henry joins PHC
1925: name changed to Piedmont Hospital
1976: Piedmont Hospital
Foundation incorporated, 501(c)(3) tax
exempt status obtained
1957: moved to its
present address on Peachtree
Road
1983: Piedmont
Healthcare, a not-for-profit organization, as Piedmont
Medical Center
1997: Piedmont
Fayette opens
1994: Piedmont
Medical Care Corporation
and Piedmont Physician
Group formed
2011: Foundation
name changed to Piedmont Healthcare Foundation
2013: Henry Medical
Center Foundation
dissolved; all assets moved to Piedmont
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PHC in 2013
PHC
VISION2020
By 2020, Piedmont Healthcare will be nationally recognized as a Top 10 community healthcare system where patients want to go for a superior healthcare experience, dedicated professionals want to work, and the best physicians want to practice.
Piedmont Atlanta
529 beds
Piedmont Clinic
851 MDs
Piedmont Heart
Institute
85 MDs
Piedmont Medical Care Corporation
245 MDs
Piedmont Mountain-
side
42 beds
Piedmont Newnan
143 beds
Piedmont Henry
215 beds
Piedmont Fayette
157 beds
Piedmont Foundation
3100 Donors
slide 6
Piedmont Healthcare: On the Map
slide 7
Agenda
Overview of Piedmont Healthcare
Strategically aligning the Piedmont Healthcare Foundation
Measuring Success: Team & Individual
Engaging the Foundation Board; Restructuring the Board Committees
Acquiring & Dissolving the Henry Medical Center Foundation
slide 8
Foundation’s Mission
Provide sustainable resources of private support for Piedmont priorities.
slide 9
PHCEVP & CAOEd Lovern
President, Piedmont Healthcare Foundation
Mendal Bouknight
Chief Operating OfficerRobert Di VitoDirector, Major
GiftsKelly Loftin
Donor RelationsOfficer
Erica Nelson
DirectorAnnual Giving & E-PhilanthropyJames Tobias
Director, Principal Major Gifts
Sarah Batts
Outreach Specialist
Felicia Brown
Gift Processing David Tatum
Director, Major Gifts James Gates
Waters PavilionLiaison
Lillian Thornton
Office Coordinator
Omega Burnett
Grants & Finance Officer
Anna Johanson
• PHC Finance• PHC-Wide Fund & Grant Managers• Decision Support
Project Coordinator
Carmen Smith
Sixty PlusProgram5 FTEs
PHCF Board of Directors
Piedmont Healthcare Foundation Org Structure (February 2013)
slide 10
Where Will Piedmont Healthcare Be In 2016?
2014 Optimize &
Prepare
2016 Better
Transformed & Repositioned
Optimization & Preparation Strategies
· Breakeven on Medicare· Enhance Revenue Cycle· Improve Quality Outcomes· Establish Culture of Safety & Reliability· Improve Satisfaction – Patient, Physician,
& Employee · Explore Opportunities to Acquire / Partner
with Other Providers· Expand Ambulatory “Footprint”· Differentiate & Grow
Srv / Srv Lines· Secure & Grow
Physician Base
Optimization & Preparation Strategies
· Breakeven on Medicare· Enhance Revenue Cycle· Improve Quality Outcomes· Establish Culture of Safety & Reliability· Improve Satisfaction – Patient, Physician,
& Employee · Explore Opportunities to Acquire / Partner
with Other Providers· Expand Ambulatory “Footprint”· Differentiate & Grow
Srv / Srv Lines· Secure & Grow
Physician Base
Transformational Strategies
· Focused on Cost Management· Show a Margin on Medicare· Horizontal Integration as Appropriate · Built Infrastructure for Community Health· Built Infrastructure to Reduce Variability· Prepared for Value & Mgt of Payment Risk· Increased Alignment, Engagement, and Strategic
Involvement of Physicians· Increased Patient Engagement· Recognized by the Community as the Leading
“Value” Provider
Transformational Strategies
· Focused on Cost Management· Show a Margin on Medicare· Horizontal Integration as Appropriate · Built Infrastructure for Community Health· Built Infrastructure to Reduce Variability· Prepared for Value & Mgt of Payment Risk· Increased Alignment, Engagement, and Strategic
Involvement of Physicians· Increased Patient Engagement· Recognized by the Community as the Leading
“Value” Provider
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Where Piedmont Must Evolve Its View of Philanthropy by 2016
2013Optimize &
Prepare
2016 Better
Transformed & Repositioned
From Traditional
· Tool for raising money· Logo, Look, Language· Needs· Organization· Deliver Programs· Market At . . .· Send Money· Donors· Emotional Reaction· Power of a Few
From Traditional
· Tool for raising money· Logo, Look, Language· Needs· Organization· Deliver Programs· Market At . . .· Send Money· Donors· Emotional Reaction· Power of a Few To Breakthrough
· What Piedmont stands for· A compelling mission, vision, values in action· Strategic Priorities· Cause· Deliver Outcomes (Value)· Community of Believers· Shared Values· Voice of Many
To Breakthrough
· What Piedmont stands for· A compelling mission, vision, values in action· Strategic Priorities· Cause· Deliver Outcomes (Value)· Community of Believers· Shared Values· Voice of Many
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Where Will The Piedmont Foundation Be In 2016?
2012 Optimize &
Prepare
2016 Better
Transformed & Repositioned
Nice to Have/Appreciated
· Passive Board – No Governance· An Afterthought for Projects or “Needs”· Vaguely Reported· Respectable ROI· Set annual targets based on three-year
rolling average.
Nice to Have/Appreciated
· Passive Board – No Governance· An Afterthought for Projects or “Needs”· Vaguely Reported· Respectable ROI· Set annual targets based on three-year
rolling average.
Essential/Strategically Engaged
· Empowered Foundation Board – Strong Governance
· Aligned and at the table with the Strategic Plan, Senior Leadership and Capital Planning
· Fully Transparent· Strategic ROI/Production Dollars/Net Raised per
FTE· Set fund raising goals/campaigns based on
donor-fundable priorities across the system.
Essential/Strategically Engaged
· Empowered Foundation Board – Strong Governance
· Aligned and at the table with the Strategic Plan, Senior Leadership and Capital Planning
· Fully Transparent· Strategic ROI/Production Dollars/Net Raised per
FTE· Set fund raising goals/campaigns based on
donor-fundable priorities across the system.
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Defining Essential
Activity Current State: Nice to Have Future State: Essential
Fundraising Goal Internal to department; Finance doesn’t report to leadership or Boards
External fundraising goal; Finance reports to leadership and Boards; relied on by the System
Return on Investment Target set internal to department Target set by Foundation & System Leadership;
Priority Setting Foundation & each entity determines strategic priorities for fundraising
During each budget cycle, Foundation & System determine fundable projects & reach agreement on financial goal
Spending Funds either not used or used when remembered
Spending part of culture; budgets established and funds utilized
Staff Deployment Centralized, with some alignment to individual entities Centralized, all aligned to system priorities
Board Engagement Knowledge of fundraising goals Ownership of fundraising goals
External Contribution Reporting
Contributions not consolidated on any one entity IRS 990 Consolidate on to PHCF IRS 990
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Current Piedmont Healthcare Foundation Structure
• PHCF Board reorganized in Feb 2011• Assures Piedmont’s philanthropic support is generated and stewarded into
valuable gifts meeting the immediate and future healthcare needs of the region.
• PHCF Operates as Type III Supporting Organization• Foundation under PHC• Contributions and grants are received by Foundation• Contributions and grants recorded on individual entity’s financial statement and
990’s; beginning FY2012, summarized on Foundation’s 990, Schedule A & O• Foundation Responsible for Solicitation; Donor Stewardship/Relations• Entity Finance Departments Responsible for Fund Accounting and Budgeting
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Recommended Piedmont Healthcare Foundation (PHFC) Structure
• Operate as a Type 1, 501(c)(3) supporting foundation• Contributions and grants received, recorded and maintained on PHCF’s financial
statement and 990• Transfer funds to entity when costs are incurred• Establish single PHCF Finance Person; reporting to PHC CFO or Controller with
dotted line to PHCF• Governance, PHCF accountable to PHC Board and CEO of PHC• Operationally, PHCF staff report to the CAO
• Rationale• Models the benchmarked organizations nationally and in Metro Atlanta• Allows for full PHCF Board oversight• Consolidates Solicitation, Donor Stewardship/Relations and Fund Accounting under
one entity• All gifts can be made payable to PHCF
Next Steps
• Determine oversight role of PHCF and PHC Boards• Determine Board committees and reporting• Align Foundation with Piedmont system priorities
slide 16
Summary of Financial Operating ModelsComparable Healthcare Foundations
Issue Piedmont Wellstar Banner Sharp Inter-mountain Shepherd Center Grady
Gwinnett Medical Center
Tanner Medical
Revenue reported on Foundation 990? No Yes Yes Yes Yes No Yes Yes Yes
Where do funds reside? Entities Foundation Foundation Foundation
Foundation; swept to entity at end of year
Entities Foundation Foundation Foundation
Who can “spend” restricted funds?
Department /Service Line Manager
Foundation Board
CEO/CFO Approval;Foundation board for larger expenses
<$25,000: Managers$25,000 Administrators
Foundation Board
CFO & Foundation Executive Director
Foundation President
Department/Service Line Manager
Hospital President & Foundation President
Timing for spending restricted funds Budget cycle Anytime Anytime Budget Cycle Budget Cycle Budget Cycle Budget Cycle Budget Cycle Budget Cycle
Agreements in place between Foundation and Finance
No formal agreements Draft policy No formal
agreementsNo formal agreements
No formal agreements
No formal agreements
No formal agreements Unknown No formal
agreements
Foundation Role/Responsibility
Foundation deposits funds directly with entity; tracks inflows
Operations director tracks inflows/outflows; liaises with Accounting
Operations director liaises with Accounting
Operations director tracks inflows/outflows; liaises with Accounting
Operations director liaises with Accounting
Foundation liaises with dedicated FTE in hospital’s finance department every night.
Accountant and Director of Finance with Foundation liaise with hospital as needed.
UnknownFoundation staff member liaises with finance as needed.
Finance Role/Responsibility
All Reconciliation and reporting of restricted funds.
Enters adjustments in General Ledger
Enters adjustments to funds in General Ledger
Enters adjustments to funds in General Ledger; prepares form 990.
Enters adjustments to funds in General Ledger
Dedicated FTE within hospital’s finance department to enter adjustments to funds in General Ledger daily.
Enters adjustments to funds in General Ledger as needed.
UnknownEnters adjustments to funds in General Ledger as needed.
slide 17
Agenda
Overview of Piedmont Healthcare
Strategically aligning the Piedmont Healthcare Foundation
Measuring Success: Team & Individual
Engaging the Foundation Board; Restructuring the Board Committees
Acquiring & Dissolving the Henry Medical Center Foundation
slide 18
PHCF – Return on Investment; FY2014 Goal
Fiscal Year Total Budget Total Raised ROI Net Raised
FY 2004 $725,090 $3,067,132 $4.23 $2,342,042
FY 2005 $1,166,950 $6,021,463 $5.16 $4,854,513
FY 2006 $1,153,815 $4,996,021 $4.33 $3,842,206FY12 Marcus
Gift Years of Pledge Amt Considered in each year
FY 2007 $1,426,991 $16,553,098 $11.60 $15,126,107 $13,270,000 5 $2,654,000
FY 2008 $1,310,352 $7,862,114 $6.00 $6,551,762 FY 12 FY 13
FY 2009 $2,128,993 $6,876,648 $3.23 $4,747,655 $19,792,579 Total Raised $9,140,010 Total Raised
FY 2010 $1,979,276 $6,017,000 $3.04 $4,037,724 -$13,270,000 Full Marcus $0.00 Full Marcus
$2,654,000 Yearly Share $2,654,000 Yearly Share
Total Expenses Total Raised ROI Net Raised $9,176,579 Adjusted Raised $11,794,010Adjusted
Raised
FY 2011 $2,046,950 $8,243,099 $4.03 $6,196,149
FY 2012 $1,751,748 $19,792,579 $11.30 $18,040,831 $5.24Adjusted FY 13
ROI
FY 2013 $2,250,000* $9,140,010 $4.06 $6,890,010 $5.24Adjusted FY 12
ROI
$4.03 FY 11 ROI
Total Budget Target Raised Target ROI 3 year AverageTarget FY
2014 $1,922,322 $9,295,916 $4.84 $7,373,594 $4.84 Target FY14 ROI
* Estimated
slide 19
Piedmont Healthcare FoundationFY2013 Metrics through June 30, 2013
*Approximately an additional $5M has been identified by fund managers as having been spent, Foundation is working with PHC Finance to ensure restricted funds are transferred to offset these expenses.
Category FY 13 Actual FY13 Target
Total Dollars Raised$9,194,010
$9,000,000 (102% of Goal)
Spent Dollars $5,353,576* $10,000,000(Thru May 31) (54% of Goal)
Active Donors 3,100 3,500(88.6% of Goal)
Entity Total Pledges/CashAtlanta $5,053,902
Corporate $1,081,265 Fayette $406,224
Foundation $402,333Heart Institute $1,747,052
Henry $237,665Mountainside $44,900
Newnan $220,668
Service Line Total Pledges/CashCardiovascular $2,217,411
Oncology $1,924,068 Neuroscience $55,885
Transplant $750,806Women's Services $1,555,008
Unrestricted $420,552 Other $2,270,280
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PHCF’s Metrics, Continued
Internal (Monthly)
Average Gift over $10K** $ 81,073
Average Gift under $100K $ 1,104
Community Outreach
# of Tours/Events 18
# of Participants 1647
# of Fundraising Events 13
Funds Raised $ 243,183
Piedmont-led FE ROI $ 2.51
Waters Pavilion
Occupancy Rate (thru June 2013) 46% 50%Net Income (thru May 2013) $ 396,767
Staff Moves Identify/Qualify 178
Cultivation 245
Solicitation 179
Donor Relations 2190
Close 48
Number of Donors (88.6% of goal) 3100 3500
FY 2013 Actual FY to Date
FY 2013 TargetAnnual
** Not including gifts over $1M
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All EntitiesFY 2013 Grants and Funds Spending Detail: $11,121,729
Capital: Construction
Capital: Equipment
Community Support
Education
Research
Program Support
Patient Financial Assistance
Employee Financial Assistance
Unrestricted
$24,550.00
$927,278.00
$754,596.00
$242,231.00
$15,301.00
$1,261,256.00$251,738.00
$71,690.00
$375,508.00
Expenditures through March 31 - All Entities ($3,924,148)
Capital: Construction
Capital: Equipment
Community Support
Education
Research
Program Support
Patient Financial Assistance
Employee Financial Assistance
$2,658,260.00
$3,735,059.00$65,000.00
$40,329.00
$0.00
$506,375.00
$107,558.00
$85,000.00
Pending Expenditures - All Entities ($7,197,581)
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FY 2014 Grants and Funds Budget Detail for all Entities $9,694,900*
Capital: Construction
Capital: Equipment
Community Support
Education
Research
Program Support
Patient Financial Assistance
Employee Financial Assistance
Unrestricted
$1,674,700.00
$2,110,816.00
$1,053,719.00
$1,150,911.00
$76,000.00
$2,796,028.52$437,725.00
$120,000.00
$275,000.00
All Entities ($9,694,900)
* $1, 427,896 of the budgeted spending is from endowment distributions
slide 23
Robert Di Vito
*COMPLETE* *IN-PROGRESS* *INCOMPLETE*
OBJECTIVE STATUS COMMENTSIdentify, assist in preparing and submit $1,000,000 in grants As of 1/31/13 - Submitted $1,788,087 in
grants and proposals including Komen, ITJ, CME Grants and Harris Trust
Optimize the operational functions of the Foundation to efficiently and effectively record, administer, steward grants and gifts
Acknowledgement Letters are still going out later than required. David, Anna, Jamie, Carmen and Erica refining processes.
Continue to lead the work with PHC Finance to ensure the timely recording and reporting of gifts and grants
On-going. Monthly meetings continuing; Many outstanding items with some progress; Anna is now sending reports to PHC Finance. Robert met with Marie Gaffney to discuss continuing challenges. Larger meeting betw Fin and Found happening on April 22nd
Other Working with Finance to close Aux bank accounts at PHH, PFH and PNH. Meeting with Fin and Exec Teams at hospitals to ensure process of recording gifts is changed so that all contributions come to PHCF
slide 24
Agenda
Overview of Piedmont Healthcare
Strategically aligning the Piedmont Healthcare Foundation
Measuring Success: Team & Individual
Engaging the Foundation Board; Restructuring the Board Committees
Acquiring & Dissolving the Henry Medical Center Foundation
slide 25
• Began the journey three years ago• Renamed Foundation from
associated with one hospital to fund raising entity for all entities
• By-Laws revised• Nominations became more
deliberate• Core Group of Foundation
Members set the direction of the Board
o Task Force Met with PHC Executives
o Task Force is driving the discussion
o More integration between PHC and PHCF Boards
Engaging the Board
slide 26
Two staff on One Board Member Interviews Conducted
• As you saw in the presentation at the Retreat, our Foundation has undergone significant transformation in the past several years. How do you envision the Foundation five years from now? What changes would you like to see?
• Can you think of ways that you personally can help us?
• What Foundation Board activities would be meaningful for you to become involved?
• Our Board’s minimum contribution is $1,000. Several members have proposed raising the commitment to $5,000 or $10,000. How do you feel about that?
• How committed are you to the mission and vision of this organization?
• Is the organization really doing what it says it is doing in the community?
• What do you look for in non-profits that you choose to support? How does Piedmont measure up relative to other organizations you support?
• What would you do with your philanthropic support that would be the most meaningful to you?
• Review slide 12 from the presentation. What will it take for Piedmont and the Foundation to accomplish the “what if’s?”
slide 27
• . . . Piedmont and the Foundation worked together to bring world class care closer to home?
• . . . each Foundation Board member clearly understood and could articulate the case for support?
• . . . ALL Piedmont boards were fully engaged and philanthropically supportive of our vision?
• . . . the Atlanta community leaders and Piedmont partnered to transform healthcare for Atlanta and the Southeast?
• . . . all Piedmont boards had increased giving capacity and joined us to achieve our vision?
• . . . the Foundation staff and board members worked in tandem to share the Piedmont promise with the community?
• . . . there was a state of the art facility that attracts world renowned talent to advance treatment, innovation and education
What if…
slide 28
• Organization of the Board- On the right path- Need more people connected to community and who can provide impact gifts- More accountability and decision making
• Work of the Board- Desire more engagement and connection to other Board members and the organization
• Fundraising Priorities- OK with system priorities as long as there is clarity on how this impacts the local entity and community- Look for collaborative partners
Overview of Interviews with Board Members
slide 29
• Level of Support Required- 100% of all boards giving is non-negotiable- $1,000 minimum is appropriate threshold with encouragement to give more if able
• Priority of Personal Giving- Unrestricted (system, Southside and local) is supported as long as priorities for unrestricted are clearly known and the organization uses unrestricted gifts for those named priorities- Must show strong accountability and stewardship
• Is Piedmont living the Piedmont Promise- Yes. . .- However, requires more transparency on the priorities so the public understands how the Piedmont Promise impacts them and the community
Overview of Interviews with Board Members
slide 30
New and Refined Board Committees
Executive Committee - Responsibilities: The principle responsibility of the PHCF Executive Committee is to hold the powers of the board of directors between meetings include setting the Board Meeting agenda as well as to review, evaluate and recommend matters to the PHCF Board of Directors. Structure: The PHCF Executive Committee consists of the Chairman of the Board and the Committee Chairs. Nominations & Governance Committee - Responsibilities: The Nominations & Governance Committee oversees the process for nominating members and officers to the PHCF Board of Directors. The Committee is also charged with reviewing proposed changes to the PHCF governance and presenting them to the full Board for consideration and action. Structure: The PHCF Nominations & Governance Committee consists of no more than 8 members of the PHCF Board of Directors. Contributions & Grants Policy Committee - Responsibilities: The Contributions & Grants Policy Committee serves the Foundation through the development of new policies and review of existing policies for the disbursement and oversight of contributions and grants made to any entity of Piedmont Healthcare. Structure: The PHCF Contributions & Grants Policy Committee consists of no more than 8 members of the PHCF Board of Directors. Allocations & Priorities Committee - Responsibilities: The purpose of the Allocations & Priorities Committee is to review, evaluate and approve potential philanthropic resource allocation to Piedmont Healthcare and its entities. The Committee is also charged with overseeing the development of cases for support, solicitation of gifts and establishing the guiding principles to establish philanthropic priorities. Structure: The PHCF Allocations & Priorities Committee consists of no more than 8 members of the PHCF Board of Directors. Finance & Audit Committee - Responsibilities: The Finance and Audit Committee serves the Foundation through the reviewing and monitoring of the Foundation’s operational, funds and grants budgets and developing and implementing audit processes to ensure appropriate resource allocation and reporting to fulfill the PHCF mission. Structure: The PHCF Finance & Audit Committee consists of no more than 8 members of the PHCF Board of Directors.
slide 31
Nominations Weighted Criteria
New Board Member
Reflection of Community
Influence in Community
Other Volunteer
Experience
Donor
Professional Affiliation
Capacity
Time to Commit
slide 32
Agenda
Overview of Piedmont Healthcare
Strategically aligning the Piedmont Healthcare Foundation
Measuring Success: Team & Individual
Engaging the Foundation Board; Restructuring the Board Committees
Acquiring & Dissolving the Henry Medical Center Foundation
slide 33
Acquiring and Dissolving the Henry Medical Center Foundation
• Henry Medical Center Foundation – Overviewo April 1983 - 501 (c)(3) determinedo 2 person staff – “Supporting the work of Henry Medical Center and financially
provide the margin of excellence”o Funds raised overwhelmingly supported the general operations of HMCFo Special events and employee giving campaign were primary fund raising
strategies; three year return on investment was $.93• Prior to Acquisition – regular informational meetings between HMCF and
PHCF; discuss plan for the incorporation of HMCF into PHCF• At Acquisition
o Finalize plan to bring HMCF into PHCFo Staff report to President and COOo Board votes to be subservient to PHCo Board votes on pathway to dissolution, by end of calendar year
• After Acquisitiono Attorney draws up dissolution document; Board approveso Prior to Dec 31, 2012, all funds transferred to PHCo Prior Board became PHH Foundation Council
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Foundation Council
• Foundation Council Structureo 10-15 highly influential community leaderso 3 Council meetings per yearo Foundation Staff will work with members to identify and to provide cultivation opportunities for major donorso Foundation Staff will provide training for Council Members interested in developing talking points regarding major gift
opportunitieso Participate in ancillary opportunities outside designed to identify/cultivate donorso Participate in solicitation of giftso Initial Council meetings will consist of tours of Piedmont priority needs and naming opportunities
• Terms of Serviceo The terms of service will be three-year increments
• Foundation Council Member Expectationso The purpose of the Council is to build friends and donorso Council members are expected to support the mission of Piedmont, by developing, implementing, and overseeing fund
raising strategies for Piedmonto Council members are expected to attend 75% of all council meetings during their termso Council members are expected to lead the community by example in their own personal giving to Piedmont. It is
expected that these gifts will average $1,000/year and some may be higher depending on individual ability. Donors are recognized for their inclusive giving including gifts directed to a specific program or service, unrestricted gifts, gifts in honor or memory of individuals, and gifts to Piedmont special events (or to external events benefiting Piedmont if a donation is given directly to the hospital)
o Council members shall be advocates for Piedmont within the communityo Council members shall identify a minimum of two (2) businesses/individual prospects annually and actively assist staff
with introductions, meetings and discussions related to philanthropyo Council members shall prepare and accompany staff in cultivation efforts with major prospects which the Foundation
Staff will research prospect and draft strategy
slide 35
Outcome & Results and Lessons Learned from Acquisition
• Outcomes & Resultso Funds raised go to programs instead of general operating supporto Employee campaign most successful ever – raised close to $100Ko Fully integrated Raiser’s Edgeo Reduced number of Special Eventso Both legacy staff members transitioned out
• Lessons Learnedo Communications of expectations is critically important
Unknowingly, Board and Staff were on a different page than PHCF Staff Difficult for HMCF and Piedmont Henry to release special events – seen as
community relations eventso Hospital and Foundation Operating Executives need to have regular
meetingso Don’t underestimate culture and community