Professor Glenn BowesAssociate Dean, External Relations

UNIVERSITAS GADJAH MADA

Fundraising Seminar 6th August 2010

Outline of presentation

• Context: Melbourne Health & Medical Research Precinct

• Critical success factors in fundraising

• Royal Children’s Hospital Foundation

• Importance of partnerships

• Case study: Developmental Medicine

First of all ask this question!

• What are you starting a fundraising team for?

• Is it to promote a culture of giving and therefore eventually grow another revenue and relationship stream for your institution?

OR• Is it to immediately start asking for philanthropic support to deliver

an identified amount of dollars to launch a capital appeal?

• The answer to these questions will determine the strategy and answers to many of the following points.

• Once these basic questions are answered the following critical success factors must be set in concrete by the leadership if you are to succeed in either scenario.

Critical success factors in fundraising (1)

• Unambiguous serious commitment of fundraising from leadership

• Leadership who understand and embrace your aims

• Buy-in on the process from the senior academic/professional community

• A clear case with input from the whole institution

• A definition of who our donors are, Alumni/ patients/ business (APB)

Critical success factors in fundraising (2)

• A decent pool of donors/business partners

• A focused and finite list of campaign goals or projects that you need to develop interest in to support your relationship and culture plan

• Develop a core group of APB supporters

• Adequate professional staff

• A lot of asking

• Budgetary support and sustained investment in Development/Fundraising

Critical success factors in fundraising (3)

• A healthy stock market

• In house PR skills for Academic staff to sell your stories

• Trained development staff

• A good database and website incorporating giving on line

In the Capital Appeal scenario• Before you publically launch a capital campaign at least

– half of the target raised

• Throw the biggest party your institution has ever seen to launch and an even bigger party at the end of the campaign to thank everyone.

Critical success factors in fundraising (4)

• Clear goals

• Consistent messages, stories and branding

• Quality communication

• Building relationships with a variety of people and networks

• Excellence in business support systems

• Thank everyone all the time

Clear goals for fundraising

• Clear goals are needed that are directly related to the strategic objectives of the organisation. These need to be determined by the Director/CEO and leadership group in consultation with internal (staff, patients, families) and external stakeholders (community organisations, Ministry of Health, donors, alumni).– Takes a lot of discussion and hard work to define what can be

seen as a “shopping list” for the fundraising team

– Fundraising goals will usually be a balance of categories including• Charity & patient support programs• Building and equipment funds• Education & training support• Research funding

– Goals will change over time as the organisation matures and passes through different stages of its development

– Requires regular (at least yearly) review as part of the hospital’s annual planning cycle.

Consistent messages, stories and branding

• Messages need to be carefully designed for a variety of audiences.

• Stories about real people (children, families, staff) and be genuinely interesting. Excellent visual images are extremely important to support the stories.

• The best story tellers are children, families and staff.

• The format, fonts, colours (“look & feel”) logo and contact details need to be consistent and become instantly recognised by all audiences.

Quality communication

• Staff must become skilled experts in personal communication, develop respectful relationships with external supporters. Staff must work to increase the communication skills of all hospital staff.

– Staff to be consistently “branded” themselves eg. Dress, business cards, pens, presentation material.

• Printed material must have excellent content and be superbly presented – pamphlets, posters, letters (especially thank you letters to donors & supporters).

– Donation envelopes and pamphlets that make it “easy” to make a donation.

• Web based communications are of increasing importance and must be clearly ‘branded’, carry the same messages and stories and be kept up to date.

Building relationships with a variety of people and networks

• Fundraising is about “relationships, relationships, relationships”. Remember that “people give to people” –whether money or other support.

• A long period of relationship building (2-3 years) is usually required for major gifts (>$10,000).

• Diversity of people and networks includes:– People of influence and affluence– Patients, families, support groups and community agencies– Staff and alumni– Important social networks that reflect the culture of the city (For

example in Melbourne sport is dominant in the culture of the city so sporting organisations and stars are valuable supporters)

Excellence in business support systems

• Accurate, up to date and informative database of supporters and donors.

• Annual schedule of events

• Timely and high quality accounting and financial procedures eg. Receipting of donors

• Project management skills

• Event management skills

– Events are extremely important in relationship building and must be very well managed but without being seen as extravagant or wasteful of resources

RCH Foundation Structure

Board ofGovernors

DonorDevelopment

Donor DatabaseAdministratorReceptionistAuxiliaries

(6)

ExecutiveDirector

DonorDevelopment

DonorDevelopment

BusinessManager

Trusts &Foundations

CorporateRelations

Gift Shop(3)

Total Employees: 20

DonorDevelopment

ExecutiveAssistant

RCH Foundation Funding

0

5

10

15

20

25

30

35

40

$ Milli

ons

98 99 00 01 02 03 04 05 06 07 08 09 10

Foundation Revenue Years ending 30 June: 1998 - 2010

Total income GFA income (incl. Auxiliaries)

Ave. = $11.8 million

Ave. = $17.8 million

Ave. = $32.6 million

Income Categories

• High Net Worth Individuals – Philanthropists

• Bequest/Estates

• Business / Corporate

• Trusts & Foundations

• General Public– Events/Functions etc

• Good Friday Appeal– Media (Press/Television/Radio)

Fundraising Strategies‘The Funding of Excellence’

Products to marketn Talent, Technology & Researchn NOT day to day operations

Fundamental Premise

Fundraising Strategies

Physical capital

Intellectual Capital

National Hospital of Pediatrics, Hanoi

Structure of Social Affairs Team at National Hospital for Pediatrics (Hanoi, Vietnam)

• The functions of the Social Affairs team at the National Hospital for Pediatrics (NHP) in Hanoi include:

– Fundraising– Social work– Public relations

• This structure has positive features that include:

– Integration of activities where the skills of staff are similar– Respects the history of developments at NHP and similar

children’s hospitals around the world

Managing relationships with key partners

The prerequisites for successful partnerships

• Agreement and Understanding

• Shared Vision

• Leaders

• Agreements and Processes

• Communication

What makes the partnership work?

• Shared values

• Commitment to excellence

• Open dialogue

• Dedicated relationship management

• Governance program

• High-level sponsorship

• Reasonable expectations

Glenn Wightwick – CTO, IBM Australia

Creating proposals for funding

Proposal Elements

• Strong links to community

• Alignment with government policy

• Unequivocal research evidence

• Internationally renowned academic leaders

Developmental Medicine

Developmental Medicine

Mission

To improve outcomes for children with disabilities and to better understand and prevent the causes of disability.

Values

ØBest practice ØResearch basedØRespectful ØFamily centred ØCollaborative

Developmental Medicine

Vision

• To be a centre of excellence conducting high quality research involving different professional groups that will improve knowledge of the causes and outcomes of childhood disability

• To improve the quality of life for children with disabilities and their families

• To work with other organisations involved in the care of children with disabilities, and to translate research findings into practice

• To communicate the results of our research and practice to all professionals working with people disabilities to help promote best practice and a deeper understanding

• To raise the profile of research in developmental disabilities

• To encourage students to undertake research in this field

• To secure funds for research to achieve these goals

Developmental Medicine

Current Situation

The Current Incidence of Disability in Children• There are 296,400 children in the 0-14 age group in Australia with a disability

and 73,507 in Victoria. This is approximately 7.6% of children of this age group. The disabilities include intellectual disability, cerebral palsy, spina bifida, severe visual impairment, hearing impairment, autism spectrum disorders and acquired brain injuries.

• Cerebral palsy is the most common cause of physical disability in childhood. It is a disorder of movement and posture resulting from damage to the developing brain. A child is born in Australia with cerebral palsy, the most common form of physical disability, every 18 hours and in the majority of cases the cause is unknown.

• Over the past 30 years there has been no reduction in the incidence rates of cerebral palsy. Rather there is some evidence that there has been an increased frequency of the condition, due to the survival of low birth weight infants. In stark contrast, over the same period, the incidence of stillbirths and neonatal deaths has declined sharply.

Developmental Medicine

Developmental Medicine

• The last major breakthrough in the understanding of the causes of cerebral palsy occurred in the 1960s, when jaundice was identified as the major cause of a particular type of cerebral palsy called athetoid cerebral palsy. Since then newly born children who develop jaundice are treated urgently and the incidence of athetosis due to neonatal jaundice is now extremely low.

• The incidence of several other types of disabilities, for example, the autism spectrum disorders, also appear to be increasing.

• The management of children with disabilities and chronic conditions is a priority in child health because early intervention is effective and the impact of disability is life long and affects both children and their families. For example, based on current treatments of children with cerebral palsy, 30% will not walk independently, 50-60% will have an intellectual disability, and 40% will have epilepsy. There is therefore much to be gained from further research.

• The care of children with disabilities is complex and life long, involving services from a variety of areas including health, education, housing and social security. The physical, emotional and financial costs for parents of children with disabilities are ongoing. The costs in terms of additional family breakdowns are also enormous, with the rates of divorce much higher than the national average for families with children with disabilities.

• Prevention of disability, even in only 1-2 cases each year, would result in substantial financial savings, for both the community and the families directly affected.

Developmental Medicine

OrganisationSolve! At the RCH is the research unit in the Department of Developmental Medicine, The Royal Children’s Hospital.

The Department of Developmental Medicine, Royal Children’s Hospital

The Department of Developmental Medicine at the Royal Children’s Hospital is committed to the care of children with:

ØDevelopmental delay

ØCerebral palsy

ØIntellectual disability

ØAutism spectrum disorder

ØSpina bifida

ØAcquired neurological problems

ØOther developmental disabilities

Developmental Medicine

Solve! At the RCH Fundraising ProgramThe Department of Developmental Medicine has a long and successful track record of building partnerships and successfully raising funds for research through competitive grants and other fund raising. Since its inception in 2004, Solve! At RCH has been successful in attracting a range of philanthropic and business support.

The Lead Gift - Apex FoundationThe Apex Foundation has made a commitment of $250,000 per annum for five years to support the Chair in Developmental Medicine.

Trusts and Foundations will be approached to support:ØOngoing funding for the Chair in Developmental Medicine

ØSpecific research projects of around $60,000 per annum

ØSeeding support for research projects with the objective of attracting future NHMRC and other competitive grants

ØMedium term strategic projects that improve the understanding of the causes of developmental disability and in the treatment of children with disabilities.

National Competitive GrantsIt is projected that at least $200,000 per annum will be attracted from NHMRC and other national competitive funding bodies by 2010.

This will be achieved by developing strong research teams within Solve! and developing strong research collaborations with partner organisations.

Recurrent CP Register Funding - $70,000 per annumRecurrent government and research funding will be sought to meet the full costs of the Victorian Cerebral Palsy Register of $70,000 per annum (indexed for inflation), which will secure the Register’s central contribution to public health planning and disability research.

Developmental Medicine

The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.Peter F Drucker

I suppose leadership at one time meant muscles; but today it means getting along with people.Mohandas K Gandhi

Working Together

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