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Involve volunteers in decision-making
July 31, 1996; Canadian FundRaiser
Any resource generation activity for a major institution which lacks a strategic plan is by definition simply "fund raising". Donors, however, increasingly do not wish to support the status quo of any given institution. "Development" by contrast will be concerned with advancing a mission which has been clearly articulated by the institution. According to Lloyd Fogler, Board Chair, Mount Sinai Hospital of Toronto, and Nicholas Offord, President, Mount Sinai Hospital Foundation, the development function at Mount Sinai is treated as central to the hospital's main mission, at least as it relates to community relations. Said Fogler, "Sometimes it is hard to differentiate where hospital and foundation responsibilities begin and end. The synchronicity between what the hospital is and what it wants to be and the fund raising resources we need to get there, are fundamentally a part of one package."
Speaking at the Toronto Chapter of the National Society of Fund Raising Executives' Fund Raising Day '96, Managing Expectations: The Board and the Staff, Fogler said that foundation staff should be held accountable by the Board to ensure that resources they raise are used principally in support of strategic thrusts, and that the CEOs of both the foundation and the hospital are fundamental parts of the equation.
"Give, get or get off"
At Mount Sinai, whether it is foundation or hospital leadership, lay or professional, everyone is expected to participate in the cultivation and solicitation of key donors. Central to the development program is a communication strategy consistent to the mission and thrust of the hospital. Public messages are never at odds with each other, especially crucial when the public hears so many different reports about the changes in healthcare. "Every major institution, particularly hospitals, needs to send a consistent and coherent message to all of its communities about its strategic direction," stated Fogler. He also cited what he called "the three G's" that explain the role of board members: Give, get, or get off.
Concluded Fogler, "While our great medical achievements over the last few years are a vision of the board, they are also the reality of philanthropy and the hard work of foundation staff and volunteers. To me, development is bringing people with wonderful ideas together with those who have the resources to make them a reality. When combined with fundamental principles of mission, clearly understood roles, unrelenting commitment, and the positive examples of others, we can achieve very high levels of teaching, research and patient care."
Respect for the other group is crucial
Offord, on the other hand, believes that like all good fund raising, a productive board-staff dynamic is a function of good relations. What makes this relationship work is trust and confidence in each other, open and honest lines of communication, and a clear understanding of expectations. Most impressed with Mt Sinai's culture of working hard at solving problems, he notes that it is important for both volunteers and professional staff to see the dedication with which the other group pursues its mission.
"The root of fund raising success is a high degree of involvement and engagement by the board of directors with the issues that face the institution," he said. "And professional staff must be willing to work hard to involve volunteers in the decision making process, no matter how much this threatens you professionally. Too many fund raisers are afraid to put budgets, goals, and plans on the table for board review and approval for fear that some hard questions might be asked about costs, results and effectiveness."
Some rules to live by ...

The chairman of the board must create an environment where attendance at board meetings is essential, and where poor attendance has consequences.

The chairman and members must build linkages to the outside world. "The board should be willing to open doors, but the chief fund raiser must be astute enough to walk through them," Offord said.

Keep your promises to volunteers, and deliver the goods.

Volunteers are responsible for the protection and enhancement of the hospital's long-term interests and the promotion of its interests and priorities to its many constituencies.

Use influence to secure the organization's interests through personal commitment and financial investment.

Working with a meaningful plan, staff must be the creative force behind the development and packaging of the organization's priorities, in close cooperation with institutional and lay leadership.

Staff must provide strong direction and strategic advice to board leadership in the fulfillment of that plan.

Staff must be spokespersons in their own right, with the knowledge and authority to speak to institutional management and decision makers.

Staff must be competent managers able to run a team of first class professionals.