capital campaigns at large institutions a tale of two campaigns arthur j. ochoa, esq. senior vice...
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CAPITAL CAMPAIGNS AT LARGE INSTITUTIONS
A Tale of Two Campaigns
Arthur J. Ochoa, Esq.Senior Vice President and Chief Development OfficerCommunity Relations and DevelopmentCedars-Sinai Medical CenterLos Angeles, [email protected]
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Road Map for Discussion
Campaign Overview – Then and Now
Drilling Down on Campaign Structure
Examining Support Processes
Measures of Success
Question and Answer Session
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Cedars-Sinai Medical Center by the Numbers
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•Licensed Beds (as of November 2013)909
•Patient Days (approx. 690 per day)251,803
•Outpatient Visits (approx. 1,730 per day)630,269
•Admissions49,268
•Emergency Department Visits (approx. 235 per day)85,305•Patients Cared for by Cedars-Sinai Medical Delivery
Network144,357
•Research Projects1,184
•Research Funding from NIH and other federal sources$43.4 million
•Medical Residents and Fellows Trained500
•Volunteer Hours218,000
•Total quantifiable community benefits, including the unreimbursed cost of caring for Medicare patients$652.6 million
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Cedars-Sinai Medical Center Campaigns
Case in Brief
Discovering for Life Campaign (Feb 1, 2005– June 30, 2010)
• Campaign Goal: $350M
• In 2010, successfully completed five-year, $357M Discovering for Life campaign
• Campaign average was $68M
• 79-FTE development office
• Initiatives based on medical pillars: Heart, Cancer, Neurosciences, Women’s and Children’s Health, Surgery and Transplantation, Metabolic Diseases, and Community Benefit
• Created comprehensive suite of case materials, campaign brand and case statement
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The Campaign for Cedars-Sinai: Innovate, Impact, Inspire (July 1, 2010 – June 30, 2018)
• Campaign Goal: $600M
• $327M raised to date
• 4-year fundraising average is $78M
• 70-FTE development office
• Campaign is based on 5 strategic initiatives: Aging and Longevity, Innovation and Technology, Disease Prevention & Control, Personalized Medicine and Targeted Therapies, and Education and Training
• Created limited suite of communications materials, focus on personalization and customization aligned with institutional brand architecture
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Campaign Timelines
Campaign for Cedars-Sinai
FY 2011: The Transition Year (Quiet Phase)
FY 2012: Feasibility & Readiness Study
FY 2013: Late Quiet Phase
FY 2014 - 2015 Major Gift Phase
FY 2016 –2017: Public Phase
FY 2018: Campaign Closing
Discovering for Life Campaign
FY 2005: Feasibility Study & Quiet Phase
FY 2006 – 2008 Major Gift Phase
FY 2009 – 2010 Public Phase
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Post-Discovering for Life
Campaign Assessment & Readiness
• Post-campaign, engaged in division-wide assessment designed to:
Boost inter-team collaboration
Uncover opportunities for structural and process improvements
Promote donor-centric behavior
In preparation for a future comprehensive campaign.
• All elements of post-campaign recalibration contribute to elevate and consistently support the major gifts function.
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• Key Takeaways from assessment:
All development operations functions need to be aligned with overall development and major gifts team
Brand alignment important to constituents (donors and community)
Stewardship of mid-level donors are paramount to future success
Integration of post-campaign assessment recommendations began October 2011 and is continuing
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Campaign Counsel
Discovering for Life Campaign Consultants
Utilized campaign consultants to help develop case and campaign plan;
Met regularly with campaign counsel who presented at Board committee meetings;
Campaign consultants helped legitimize relatively “new” development shop and validate our efforts
Campaign for Cedars-Sinai
In-house Campaign Director is primary campaign planner and manager;
Campaign counsel used strategically with new volunteer leadership and formal studies like feasibility and post-campaign assessment;
Campaign counsel on retainer for special circumstances
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Feasibility Studies – Obsolete?
Discovering for Life Campaign
• Conducted first formal feasibility study ever
• Study tested readiness of community and key donors and leadership/stakeholders for first comprehensive campaign in Cedars-Sinai history
• Pool of donors/interviewees were within a 5-mile radius of the medical center
• Limited diversity of interviewees and candidates
• Study formalized campaign
Campaign for Cedars-Sinai
• Feasibility study tested case for strategic initiatives, not donor readiness
• Formally executed but utilized informally
• Used internally to adjust themes and priorities
• Pool of donors /interviewees were geographically, ethnically, economically diverse
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Pillars vs. Initiatives
Discovering for Life Campaign
• Campaign focused on “pillars” which were medical specialty service lines
• Some specialties felt underrepresented
• Development staff organized by pillars
• Hard to piece out fundraising targets for specialties (ie OB/Gyn) when lumped into macro nomenclature of “Women’s and Children’s Health”
• Unclear where money was going;
• Didn’t inspire donor constituency because too broad
Campaign for Cedars-Sinai
• Strategic Initiatives are more thematic not specific specialties
• Specialties can be represented in multiple themes/initiatives
• Development organized by medical specialty beats for academic priorities; every service line has an assigned DO
• More versatility in how you talk about themes (ie Aging and Longevity)
• Fundraising goals are based on specific institutes, departments and divisions
• Campaign initiatives are meant to inspire diverse constituency
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Campaign Case, Communications & Collateral
Discovering for Life Campaign Case book
• Created printed casebook that included all case for each pillar and select giving opportunities for the area;
• Barely used by frontline development staff;
• Created separate brand for campaign
• Caused confusion for all constituents;
• Didn’t leverage CS brand/name recognition
• All pillars appear to be weighted equally; not all specialties felt represented
Campaign for Cedars-Sinai: Innovate. Impact. Inspire.
• Case statement was distributed for feasibility study purposes to test themes only;
• Collateral design is based on campaign version of CS brand architecture and style guide;
• All communications leverage CS brand and name recognition;
• Every service line/medical specialty represented within the campaign themes (no one left out or overstated)
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Frontline Staffing Structure – Discovering for Life
Principal Gifts Officer• Gifts $250K +• Team Management
MA II
PGO• Gifts $250K +
Chief Development Officer, Academic Institutes
and Programs
CancerHeart
Development Associate
SDO
• Gifts $50K +
Development Coordinator
MA III
SDO
• Gifts $50K +
SDO (Surgery)
Discovering for Life Campaign Structure
• Associate Director, Campaign Management (not pictured) staffed Regenerative Medicine• Associate Director, Gift Planning, staffed
metabolic disease• No development staff specifically dedicated to
qualification
Sr. PGO (Neuro)
Director of Development 1
MA II
SDO(Women’s
Health, Pediatrics)
MA II
1 Other direct reports included campaign management, C+F, gift planning, prospect management, donor relations
Senior Vice President, Community Relations & Development
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Overall Development Org ChartSenior Vice
President/Chief Development
Officer
VP of Development
Chief Development Officer, Academic
Institutes
Major Gifts
Foundations
Planned Giving
Prospect Research
Director, Donor Relations/Campaign
Management
Development Operations
Donor Relations
Donor Analytics & Reporting Services
Associate Director, Pipeline
Development
Direct Mail Events
Cultivation, Fundraising,
Recognition, 3P events
Support Group Relations
Independent(WG, HVG, FIG)
Dependent (BOG, HH, Sports)
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Frontline Staffing Structure –
Campaign for Cedars-Sinai (current campaign)
Women’s Health
Surgery and Transplantation
Discovery and Unassigned
Regenerative Medicine
Principal Gifts Officer• Gifts $250K +• Team Management
MA II
PGO 2
• Gifts $250K +
Shared MA II
SDO
• Also staffs Foundations• Reports to VP
MA III• MA Duties• Prospect and Ops Meetings
CancerHeart
Development Associate
SDO
• Gifts $50K +
SDO
• Gifts $50K +• Also staffs pediatrics,
genetics, diabetes
Development Associate
MA II
SDO
• Gifts $50K +
PGO 1
• Gifts $250K +
SDO
• Gifts $50K +
Chief Development Officer, Academic Institutes and Programs
• Gifts $1M+• Team Management
Vice President, Development 1
Senior Vice President, Community Relations & Development
1 Other direct reports included campaign management/donor relations, C+F, gift planning, prospect management, and annual giving
2 Currently, one principal gifts officer staffs heart, women’s health
Neuro
Sr. Principal Gifts Officer• Gifts $250K +
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Pipeline Development – Events & Support Groups
Campaign for Cedars-Sinai
• Focus on creating value and support of major academic priorities
• Reduced Quantity of Support Groups
• Created guidelines to limit third party events to increase ROI on staff time
• Created alignment of fundraising support group staff and major gifts team
• Creating alignment of special events with database and major gifts pipeline
Discovering for Life Campaign
• Focused on event production
• Numerous Fundraising Support Groups:
• Independent
• Dependent
• Third Party Events
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Stewardship, Stewardship, Stewardship
Campaign for Cedars-Sinai
• Proactive reporting and multiple touches for all donor levels
• Donors segmented based on cumulative giving level and stewarded strategically with automated “baseline” touches with corresponding “pick list” items DOs can elect;
• Each professional team member manages a core program area or a programmatic enhancement;
• Donor relations team is part of assembly line process to connect all stewardship activity.
Discovering for Life Campaign
• Focused primarily on donors $1m+
• Limited structure
• Reports provided as requested
• High-cost activities for low-yield
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Cedars-Sinai and Discovering for Life Campaign
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Campaign Results: Discovering for Life
4
FY 2006-2011
$72M
$81M
$93M $66M$69M
Fund
s Ra
ised
(in
$)
Campaign completed above goal and two years ahead of schedule
Over 13,000 new donors brought on board, with 9,000+ repeat donors
Featured 72 donors of $1M+
Campaign average: $68M
Raised endowment giving to 40% of annual total vis-à-vis preceding five years
Closed 20 endowed chairs and 11 endowed funds
Professional development team grown during campaign, with DOs aligned by institutional pillar (service line)
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Campaign Inspire Progress to Date
FY 2011 FY 2012 FY 2013 FY 2014
$59M $56M
$95M
$103M
Fund
s Ra
ised
(in
$)
$327M raised to date
Current endowment giving at 61%
Back-to-back record-breaking fundraising years
Professional development team assigned to beats and academic priorities;
Campaign average to date: $78M