1. Anatomy of a Merger AHP Big Ideas Conference June 12-14, 2016

2. 2 Agenda I.It’s all about relationships II.Two very different fundraising organizations III.If it’s Tuesday, this must be Danville IV.Sobering statistics V.Strategic planning VI.Board development VII.Performance improvement VIII.Still on the horizon IX.Lessons learned

3. 3 Part I Amy Day

4. 4 Part II David Wilke

5. 5 Resurrection Provena Process Based Major Gifts Consolidated (one staff) 501-(c)-3 One Database Traditional Events Several Small Staffs Hospital Departments Separate Databases/One Service Bureau

6. 6

7. Day Wilke McGinley Part III Amy Day

8. 8 Being especially sensitive to the feelings of community members was imperative

9. 9 Long-serving staff members

10. 10 Sacred Cow Fundraising Events

11. 11 Boards not themselves involved in asking for support.

12. My commitment to you! I will: Communicate openly and honestly; View each team-mate as unique; Foster partnership leadership; Offer belonging to the team; and Constantly examine my leadership

13. 13 Sobering Statistics

14. 14 FY14 Revenue Goal: $13,603,644 Actual: $15,042,238

15. 15 MetricPresence HealthHigh Performance Cost Per Dollar Raised.65.25 -.30 Revenue Per FTE$283,650$500,000 - $1,000,000 Revenue Per Direct FTE$575,000$1,000,000 - $2,000,000 % Revenue from Major Gifts*15.8%80% - 90% % Direct FTE Professionals20%50% Dedicated Staff Specialists30%100 %

16. 16 Sobering Statistics Lots of staff “managing.” Not very many actually raising money Significant percentage of time devoted to non- fundraising hospital responsibilities. Internal competition. High-cost fundraising modalities. Boards focused on governance and investments.

17. 17 Part V Steve Reed

18. Board Development Part VI Amy Day

19. 19

20. Board of Boards Structure Designed to Emphasize Major Gifts Boards meet according to their own schedules. Development Boards focus working with staff as connectors to support fundraising for a site, service line, giving level, etc. Events Boards plan and produce fundraising events. Boards are authorized by the Trustees according to the system’s fundraising needs and donor interest opportunities Board of Trustees Hospital Beneficiary Planned Giving Major Gifts Level Multi- Facility Service Line Geographic Focus Clinical Focus Board structure composed of an Board of Trustees and a number of working boards. 4 Overall Strategy: Create a working Foundation Board focused on fundraising, with governance held by a Board of Trustees.

21. Offers comfortable roles fitted to personal preferences and strengths Structures a donor- centric cultivation and solicitation process Team approach Solicitation is a process rather than an event Encourages volunteer participation – They don’t ever have to ask anybody for money! 21 The Tipping Point

22. Tipping Point Personalities ConnectorsMavensClosers Know lots of people Have a truly extraordinary knack for making friends and acquaintances Collect people Usually gregarious and intensely social Social Glue “Friends don’t ask friends …” Yiddish meaning “One who accumulates knowledge” Connect us with new information Are motivated to educate and to help Are NOT persuaders Provide the message Have the skills and focus to bring the process to closure Have natural exuberance and love to close deals Have energy, enthusiasm, charm and likeability Understand the art of subtlety

23. Definition of a Connect Introduction Endorsement Commitment 23

24. X-Matrix Targets Dashboard GROWTH PERFORMANCE IMPROVEMENT DONOR ENGAGEMENT CASE FOR GIVING % MG Contributions Operating Model Implementation Funds Raised MG Prospects in Core Process Process Development Foundation Board Giving Part Database Integration Employee Engagement Staff and Board Training Part VII Steve Reed

25. 25 Process-Based Front-Line Fundraising

26. Core Process Objectives: 1.Begin a prospect-centered relationship 2.Learn if he or she is a viable prospect

27. Major Gifts Core Process Model Objectives: 1.Learn where his or her charitable interests intersect with our beneficiaries and focus the continuing conversation on the potential “match” 2.Learn at what consideration level (or range) the prospect will be comfortable 27

28. Major Gifts Core Process Model Objectives: 1.Provide focused case for giving information, while expanding the prospect-centered relationship to make him or her feel a part of the “family” 2.Ensure the formal solicitation will be appropriate to the prospective donor’s level of passion 28

29. Major Gifts Core Process Objectives: 1.Make a formal request, achieve clear agreement regarding recognition and secure a written Gift Agreement. 2.Celebrate and ensure a positive start to the stewardship phase 29

30. Managing the Pipeline 10 Connects $$ Yields 2 Major Gifts Solicit IdentifyEngage Cultivate 30

31. 31 Stage Gate Requirements

32. Still on the Horizon Part VIIII David Wilke

33. Lessons Learned Part IX Amy Day