Integrated Development Entrepreneurial Accelerator Program
IDEA Program
Vivian Laws, Development Officer
PROPRIETARY AND CONFIDENTIAL
Executive Summary
Executive Summary
2
Grateful Patient Family Strategy
The mission of the Grateful Patient Family Program is to build lasting relationships and transform patient gratitude into meaningful support and philanthropy for exceptional healthcare and innovations at Children's Health.
Key Benefits
Potential Projects
Expansion and Enhancements
Program will allow CMCF to expand and enhance our current fundraising efforts, creating more robust and effective programs.
Formal Program Proposal
Development & Planning
Build components of programs and develop
2024 (Q2)
2024 Q3
New Team Structure
& Discovery
Formalize mini team structure and begin knowledge gathering
2024 (Q1)
Ideation &
Alignment
Propose new program strategy to leadership and secure buy-in
In alignment with key stakeholders, generate and select ideas to further develop
New Ventures
Enable CMCF to pursue innovative new ventures, transforming us into a more dynamic fundraising powerhouse.
Moves Management
CMCF will be able to move donors more efficiently and strategically through the donor pyramid, maximizing LTV to the organization.
Donor
Segmentation
Mid-Level
Giving
Grateful
Patient
Third Party
Platforms
Digital
Stewardship
Gaming
2024 (Q2)
Launch
Ongoing
PROPRIETARY AND CONFIDENTIAL
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Strengths | Weaknesses | Opportunities | Threats |
Existing Foundation Leadership Support | Inconsistent Engagement Across Departments | Expansion of Clinician Engagement | Resistance to Change |
Structured Referral System in EPIC | Data Limitations | Enhanced Data Utilization | Data Privacy and Compliance |
Monthly Patient Data Upload | Resource Constraints | Improved Training Programs | Funding and Resource Allocation |
Newly Formed GPF Team | Communication Challenges | Strategic Marketing and Communication | Sustaining Momentum |
Pilot Projects and Initiatives | Lack of Internal Collaboration between Foundation Teams | New Programs and Initiatives | |
PROPRIETARY AND CONFIDENTIAL
Strengths
1. Existing Engagement and Support:
- Successful engagement of physician champion programs.
- High support from various hospital departments including child life, social work, PT, OT, and speech therapists.
- Strong commitment from key leaders such as Dr. Ron Mitchel, Dr. Brad Weprin, and Tammy Webb.
2. Structured Referral System:
- Integration of the Grateful Family Referral Order in EPIC.
- Clear processes and tools for clinicians to refer families to the program.
- High number of referrals from medical staff, with 83 referrals noted in 2023.
3. Data-Driven Approach:
- Development of a "gratitude score" to prioritize families based on data indicators.
- Use of analytics to identify high-potential families and track families and revenue generated from clinician referrals.
- Manual matching of records to ensure accurate data tracking.
4. Training and Resources:
- Comprehensive training sessions for clinicians on accepting gratitude and engaging with patient families.
- Creation of toolkits for clinicians to facilitate the referral process.
- Regular communication and follow-up with clinicians to maintain engagement.
5. Pilot Projects and Initiatives:
- Pilot projects targeting specific departments to refine approaches and demonstrate success.
- Events and meetings with hospital chiefs and service line administrators to build support.
Weaknesses
1. Inconsistent Engagement Across Departments:
- Hesitancy from certain departments (e.g., Oncology, Cardiology) to fully roll out the Clinician Referral Initiative.
- Non-responsiveness from some key physicians despite initial openness to meetings.
2. Data Limitations:
- Lack of RE IDs attached to names, making it difficult to match data from Epic with Raiser’s Edge.
- Manual processes required to match records, which can be time-consuming and prone to errors.
3. Resource Constraints:
- Limited resources for continuous training and follow-up with all hospital staff.
- Dependence on key individuals for program success, which can be a risk if these individuals leave or reduce their involvement.
4. Communication Challenges:
- Need for more regular and effective communication with clinicians to keep the program top of mind.
- Potential for communication gaps leading to missed opportunities for referrals and engagement.
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PROPRIETARY AND CONFIDENTIAL
Opportunities
1. Expansion of Clinician Engagement:
- Engage a broader range of clinicians including nurses, physical therapists, social workers, and other support staff.
- Develop additional physician champion programs to increase engagement within hospitals.
2. Enhanced Data Utilization:
- Leverage AI and predictive modeling to improve identification of families most likely to give.
- Implement automated processes for matching records to reduce manual workload and increase accuracy.
3. Improved Training Programs:
- Offer more comprehensive training sessions and external training on fostering a culture of gratitude and philanthropy.
- Conduct post-training surveys to gauge clinician commitment and understanding.
4. Strategic Marketing and Communication:
- Develop targeted marketing campaigns to patients and families based on data insights.
- Regular updates and reminders to clinicians about the program to keep it top of mind.
5. New Programs and Initiatives:
- Launch new programs such as Grateful Family Program, Grateful Patient Program, and Patient Supporter Program to structure efforts.
- Host events and meetings with hospital leadership to gain buy-in and support for new initiatives.
Threats
1. Resistance to Change:
- Potential resistance from some departments and clinicians to adopt new processes and initiatives.
- Difficulty in maintaining engagement and support from key leaders and departments over time.
2. Data Privacy and Compliance:
- Challenges related to data privacy and compliance with storing and managing patient information.
- Potential issues with matching data from different systems due to privacy concerns.
3. Funding and Resource Allocation:
- Limited funding and resources for expanding the program and implementing new initiatives.
- Competition for resources with other hospital programs and initiatives.
4. Sustaining Momentum:
- Risk of losing momentum if initial efforts do not yield immediate results.
- Ensuring continuous improvement and adaptation of the program to changing needs and circumstances.
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5
PROPRIETARY AND CONFIDENTIAL
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SMART Goals | Short-Term Objectives (6-12 Months) | Long-Term Objectives (1-3 Years) |
Increase Clinician Referrals | Launch Training Programs | Expand Clinician and Staff Involvement |
Enhance Philanthropic Contributions | Increase Awareness and Referrals | Increase Philanthropic Contributions |
Develop and Implement Training Programs | Develop Data-Driven Tools | Refine and Scale the Program |
Improve Patient and Family Engagement | Pilot Engagement Activities | Sustain and Grow Engagement |
| | Enhance Data Utilization |
PROPRIETARY AND CONFIDENTIAL
Action Plan
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Action | Timeline | Responsible | Resources Needed |
Establish Program Leadership and Team | Month 1 | Program Manager, Senior Leadership | Personnel, meeting space |
Develop Training Program Content and Materials | Months 1-2 | Training Coordinator, External Experts | Educational resources, external consultants |
Conduct Workshops with Key Stakeholders | Months 2-3 | Program Manager, Stakeholder Engagement Coordinator | Workshop venues, facilitation tools |
Develop Communication Plan for Clinicians | Months 2-3 | Communication Specialist, Program Team | Communication channels, content creation tools |
Develop Communication Plan for Patient Families | Months 3-4 | Patient Engagement Coordinator, Data Analyst | CRM tools, communication channels |
Implement Referral Process and Systems Integration | Months 2-3 | IT Department, Program Team | IT support, forms, training |
Develop Data-Driven Tools and Analytics | Months 3-4 | Data Analyst, IT Department | Data analytics software, personnel |
Conduct Training Sessions for Clinicians and Staff | Months 4-6 | Training Coordinator, Program Team | Training venues, AV equipment, printed materials |
Organize Pilot Engagement Activities | Months 4-6 | Event Coordinator, Program Team | Event space, catering, materials |
Monitor and Evaluate Program Progress | Ongoing from Month 4 | Program Manager, Data Analyst | Reporting tools, personnel |
Adjust and Improve Based on Feedback | Ongoing from Month 6 | Program Manager, Program Team | Feedback collection tools, personnel |
Expand Clinician and Staff Involvement | Ongoing | Program Team, Senior Leadership | Training materials, incentives |
Enhance Data Utilization and Integration | Months 6-12 | IT Department, Data Analyst | AI tools, data integration support |
Report and Celebrate Successes | Quarterly | Program Manager, Communication Specialist | Reporting tools, communication channels |
PROPRIETARY AND CONFIDENTIAL
SMART GOALS
The Grateful Patient Family Program at Children's Health Dallas aims to build lasting relationships with patients and their families by acknowledging and nurturing their gratitude. This program seeks to transform gratitude into meaningful philanthropic contributions that empower exceptional healthcare services and innovations. To achieve this, we have established specific, measurable, achievable, relevant, and time-bound (SMART) goals and outlined both short-term and long-term objectives.
1. Increase Clinician Referrals:
- Specific: Increase the number of clinician referrals to the Grateful Patient Family Program.
- Measurable: Achieve a 20% increase in referrals within the next 12 months.
- Achievable: Provide comprehensive training and support to clinicians to facilitate the referral process.
- Relevant: Higher referral rates will lead to greater engagement and potential philanthropic contributions.
- Time-bound: Complete this goal by the end of the next fiscal year.
2. Enhance Philanthropic Contributions:
- Specific: Boost the philanthropic contributions from grateful patient families.
- Measurable: Achieve a 25% increase in contributions within the next 18 months.
- Achievable: Implement targeted engagement strategies and develop a structured follow-up process.
- Relevant: Increased contributions will support the hospital’s mission to provide exceptional healthcare.
- Time-bound: Complete this goal within 18 months.
3. Develop and Implement Training Programs:
- Specific: Create and deliver training programs for clinicians and staff.
- Measurable: Train at least 150 clinicians and staff members within the next 6 months.
- Achievable: Utilize internal resources and external experts to develop effective training materials.
- Relevant: Training is crucial for ensuring clinicians understand their role in the referral process.
- Time-bound: Complete this goal within 6 months.
4. Improve Patient and Family Engagement:
- Specific: Increase engagement levels of patients and their families in the program.
- Measurable: Achieve a 30% increase in engagement activities, such as events and meetings, within the next year.
- Achievable: Plan and execute a series of engagement activities and communication campaigns.
- Relevant: Higher engagement levels are likely to result in greater satisfaction and support for the program.
- Time-bound: Complete this goal within one year.
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PROPRIETARY AND CONFIDENTIAL
Short-Term Objectives (Next 6-12 Months)
1. Launch Training Programs:
- Develop and distribute toolkits and training materials to clinicians.
- Conduct training sessions for at least 150 clinicians and staff members.
- Gather feedback from training sessions to improve the materials and approach.
2. Increase Awareness and Referrals:
- Implement a communication campaign to raise awareness of the Grateful Patient Family Program among hospital staff.
- Set up regular meetings with department heads to encourage referrals.
- Track and analyze referral data to identify high-potential departments and adjust strategies accordingly.
3. Develop Data-Driven Tools:
- Create a "gratitude score" system to identify families most likely to engage in the program.
- Start using data analytics to prioritize engagement efforts and track program success.
4. Pilot Engagement Activities:
- Organize a series of pilot engagement activities, such as family events and informational sessions.
- Evaluate the success of these activities and make necessary adjustments for future events.
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PROPRIETARY AND CONFIDENTIAL
Long-Term Objectives (Next 1-3 Years)
1. Expand Clinician and Staff Involvement:
- Continuously increase the number of clinician champions and engaged staff members.
- Foster a culture of gratitude and philanthropy throughout the hospital.
2. Increase Philanthropic Contributions:
- Implement personalized engagement strategies for high-potential families identified through the gratitude score system.
- Develop long-term relationships with grateful families to encourage sustained contributions.
3. Refine and Scale the Program:
- Based on feedback and data analysis, refine the processes, materials, and strategies.
- Scale successful pilot activities across all departments and service lines within the hospital.
4. Sustain and Grow Engagement:
- Maintain regular communication with clinicians and families to sustain engagement.
- Continue to host events and activities that nurture relationships and gratitude.
5. Enhance Data Utilization:
- Integrate advanced data analytics and AI tools to continuously improve the identification of potential donors.
- Develop a comprehensive database to track engagement, referrals, and contributions effectively.
By setting clear goals and objectives, we can ensure the Grateful Patient Family Program at Children's Health Dallas is strategically positioned for success, fostering enduring relationships and transforming gratitude into impactful support for exceptional healthcare services and innovations.
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PROPRIETARY AND CONFIDENTIAL
Detailed Action Plan
Overview
The action plan for the Grateful Patient Family Program at Children's Health Dallas outlines specific steps required to achieve the goals and objectives established in Section 1. This plan details responsibilities, timelines, and necessary resources to ensure the successful implementation and sustainability of the program. The goal is to present this plan and begin the new program by January 1, 2025.
Action Plan Steps
1. Establish Program Leadership and Team
- Action: Form a dedicated team to lead the Grateful Patient Family Program.
- Responsible: Program Manager, Senior Leadership
- Timeline: Month 1
- Resources Needed: Personnel, meeting space
- Outcome: Program leadership and team established, roles and responsibilities defined.
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PROPRIETARY AND CONFIDENTIAL
2. Develop Training Program Content and Materials
- Action: Identify and outline key components for training materials, including toolkits, presentations, and handouts. Ensure materials cover how to recognize and nurture gratitude, the referral process, and engagement strategies.
- Responsible: Training Coordinator, External Experts
- Timeline: Months 1-2
- Resources Needed: Educational resources, external consultants
- Outcome: Comprehensive training program content identified and materials in development.
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PROPRIETARY AND CONFIDENTIAL
3. Conduct Workshops with Key Stakeholders
- Action: Organize workshops to gather input and refine training materials and strategies.
- Responsible: Program Manager, Stakeholder Engagement Coordinator
- Timeline: Months 2-3
- Resources Needed: Workshop venues, facilitation tools
- Outcome: Feedback from key stakeholders incorporated into final training materials and strategies.
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PROPRIETARY AND CONFIDENTIAL
4. Develop Communication Plan for Clinicians
- Action: Create a detailed communication plan to engage clinicians, including regular updates, reminders, and feedback loops.
- Responsible: Communication Specialist, Program Team
- Timeline: Months 2-3
- Resources Needed: Communication channels, content creation tools
- Outcome: Effective communication plan for clinicians established.
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PROPRIETARY AND CONFIDENTIAL
5. Develop Communication Plan for Patient Families
- Action: Develop tailored communication strategies for patient families not yet in the CRM system and those already in the system.
- For new referrals: Establish initial contact procedures, regular follow-ups, and engagement methods.
- For existing families: Create segmented communication plans based on engagement and giving history.
- Responsible: Patient Engagement Coordinator, Data Analyst
- Timeline: Months 3-4
- Resources Needed: CRM tools, communication channels
- Outcome: Segmented communication plans for different patient family groups.
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PROPRIETARY AND CONFIDENTIAL
6. Implement Referral Process and Systems Integration
- Action: Create and implement a structured referral process, including referral forms and electronic systems integration.
- Responsible: IT Department, Program Team
- Timeline: Months 2-3
- Resources Needed: IT support, forms, training
- Outcome: Efficient and user-friendly referral process in place.
7. Develop Data-Driven Tools and Analytics
- Action: Develop a "gratitude score" system and integrate data analytics to identify high-potential families.
- Responsible: Data Analyst, IT Department
- Timeline: Months 3-4
- Resources Needed: Data analytics software, personnel
- Outcome: Data-driven tools and systems implemented for prioritizing engagement efforts.
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PROPRIETARY AND CONFIDENTIAL
8. Conduct Training Sessions for Clinicians and Staff
- Action: Organize and deliver training sessions for clinicians and staff on the referral process, recognizing and nurturing gratitude, and engaging with patient families.
- Responsible: Training Coordinator, Program Team
- Timeline: Months 4-6
- Resources Needed: Training venues, AV equipment, printed materials
- Outcome: At least 150 clinicians and staff trained within 6 months.
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PROPRIETARY AND CONFIDENTIAL
9. Organize Pilot Engagement Activities
- Action: Plan and execute pilot engagement activities, such as family events and informational sessions.
- Responsible: Event Coordinator, Program Team
- Timeline: Months 4-6
- Resources Needed: Event space, catering, materials
- Outcome: Successful pilot activities conducted, feedback collected for improvement.
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PROPRIETARY AND CONFIDENTIAL
10. Monitor and Evaluate Program Progress
- Action: Track key metrics and data to assess program effectiveness, such as the number of referrals, engagement levels, and philanthropic contributions.
- Responsible: Program Manager, Data Analyst
- Timeline: Ongoing from Month 4
- Resources Needed: Reporting tools, personnel
- Outcome: Regular progress reports and data analysis to inform decision-making.
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PROPRIETARY AND CONFIDENTIAL
Compliance. Patient privacy and data security are paramount. All tools and processes put in place to support the program must comply with HIPAA requirements and best practices.
Patient Experience. Engaging with your fundraising program should never create an overall worse experience for patients—your first responsibility and priority should always be to ensure positive medical experiences and outcomes.
Case for Support. Why would prospective donors to your grateful patient program want to give? You’ll need a thorough understanding of donor motivations. Your development process will need to involve learning more about these motivations at an individual level.
Cross-Department Coordination. How will clinicians and fundraisers communicate? How will prospects be referred to your fundraising program? Communication, training, cultural buy-in, and a shared understanding of everyone’s roles are uniquely important for these fundraising programs.
Fundraising Resources. Staff, technology, and fundraising-specific processes should be in place to manage the logistics and day-to-day work of running a fundraising program.
Ongoing Measurement and Maintenance. Regularly measure your program’s effectiveness and outcomes, report its results, analyze potential improvements, and maintain its logistics over time to ensure its success.
PROPRIETARY AND CONFIDENTIAL
PROPRIETARY AND CONFIDENTIAL
Ideal Process Flow and Timeline
1. Data Collection and Survey Distribution
- Day 0 (Patient Discharge) : Patients are discharged from the hospital.
- Day 1-2 (24-48 hours post-discharge) : Patient satisfaction surveys are sent out.
2. Survey Response Collection and Preliminary Data Analysis
- Days 3-30 (Month 0) : Survey responses are collected continuously.
- Day 15 of the Following Month (Month 1) : Patient experience team compiles survey responses and identifies patient families who rated the hospital a 9 or 10 on the likelihood to recommend scale.
3. EPIC Data Integration and Wealth Screening
- Day 15 of the Following Month (Month 1) : EPIC data for all patients seen in the previous month is received and integrated into the Grateful Patients SQL database.
- Weekly (Month 1) : Previous week's records are sent to Windfall for wealth and employment screening, and results are saved to SQL.
- Ongoing : Service area definitions are used to subset the data by zip code into service areas, regions, and markets.
4. Data Loading and Access
- Rolling Two-Week Lag (Month 1) : Data from SQL is loaded into SharePoint for Foundation staff to view, track outreach attempts, and request records in Raiser’s Edge.
By following this process flow, the Foundation can ensure timely and efficient identification and outreach to grateful family prospects, utilizing both the patient satisfaction survey data and EPIC data. This structured approach allows for continuous data integration, regular reviews with physicians, and strategic outreach planning.
PROPRIETARY AND CONFIDENTIAL
PROPRIETARY AND CONFIDENTIAL
5. Monthly Review and Outreach Planning
- Day 20 of the Following Month (Month 1) : Foundation staff reviews lists of grateful family prospects from both patient experience surveys and EPIC data.
- Day 21-25 of the Following Month (Month 1) : Schedule and conduct meetings with physician champions to review the list of patients seen in the previous month.
- Meeting Agenda :
- Discuss the patient families identified as grateful prospects.
- Validate and prioritize patients for outreach.
6. Development Officer Outreach
-Manager Buckets Family Prospects
- Day 26-30 of the Following Month : Manager of the Grateful Patient Family Program categorizes families based on wealth screening and other criteria.
Bucketing Family Prospects
Major Giving Team
- Criteria : High wealth screening results.
- Process :
- Families with substantial wealth indicators.
- Prospects showing high potential for major gifts.
Annual Giving Team
- Criteria : Unrated prospects or moderate wealth indications.
- Process :
- Families who cannot be wealth screened.
- Prospects with moderate potential.
Corporate Team
- Criteria : Parent/guardian employment at companies with potential for corporate partnerships.
- Process :
- Families where the parent works for a company that aligns with corporate partnership goals.
- Employment data from wealth screening and additional research on company giving potential.
- Day 26-30 of the Following Month (Month 1) : Development officers begin initial outreach to validated prospects.
PROPRIETARY AND CONFIDENTIAL
PROPRIETARY AND CONFIDENTIAL
Outreach
Development Officer Outreach
- Major Giving Team : Focus on personalized, high-touch engagement.
- Annual Giving Team : Qualify through mailings, phone calls, and email campaigns.
- Corporate Team : Engage through corporate partnership proposals and employee engagement programs.
By following this process, we can ensure a structured and strategic approach to prospect identification, validation, and outreach, leveraging both patient experience data and wealth screening insights to maximize the effectiveness of our development efforts.
Timeline Summary
- Total Time from Discharge to Initial Outreach : Approximately 1.5 to 2 months.
- Patient Discharge to Survey Distribution : 24-48 hours.
- Survey Collection and Data Analysis : 15-30 days.
- EPIC Data Integration and Wealth Screening : Concurrent with survey collection and analysis.
- Monthly Review and Planning : Conducted in the third week of the following month.
- Initial Outreach : Begins in the last week of the following month.
Monthly Review Focus
- Patients Reviewed with Physicians : Patients seen in the previous month.
- Example : For patients discharged in January, the review with physicians would occur around February 21-25, and outreach would begin by February 26-30.
Visual Process Map
1. Patient Discharge (Day 0)
2. Survey Sent (Day 1-2)
3. Survey Response Collection (Day 3-30)
4. EPIC Data Integration (Day 15-30)
5. Data Loaded to SharePoint (Rolling Two-Week Lag)
6. Review with Physicians (Day 21-25 of the Following Month)
7. Initial Outreach by Development Officers (Day 26-30 of the Following Month)
PROPRIETARY AND CONFIDENTIAL
PROPRIETARY AND CONFIDENTIAL
How I envision process map
Patient Discharge: Insert a rectangle and label it "Patient Discharge".
Survey Sent (Day 1-2): Insert another rectangle and label it "Survey Sent (Day 1-2)".
Survey Response Collection (Day 3-30): Insert a rectangle and label it "Survey Response Collection (Day 3-30)".
Patient Experience Team Identifies Grateful Families (Day 15 of Following Month): Insert a rectangle and label it accordingly.
EPIC Data Integration and Wealth Screening (Rolling): Insert a rectangle and label it.
Data Loaded to SharePoint (Rolling Two-Week Lag): Insert a rectangle and label it.
Monthly Review with Physicians (Day 21-25 of Following Month): Insert a rectangle and label it.
Manager Buckets Family Prospects: Insert a rectangle and label it.
Major Giving Team, Annual Giving Team, Corporate Team: Insert three rectangles and label them accordingly.
Development Officer Outreach (Major Giving, Annual Giving, Corporate): Insert three rectangles and label them accordingly.
Connect the Shapes: Use arrows to connect each rectangle in the order of the process flow:
Connect "Patient Discharge" to "Survey Sent (Day 1-2)".
Connect "Survey Sent (Day 1-2)" to "Survey Response Collection (Day 3-30)".
Connect "Survey Response Collection (Day 3-30)" to "Patient Experience Team Identifies Grateful Families (Day 15 of Following Month)".
Connect "Patient Experience Team Identifies Grateful Families (Day 15 of Following Month)" to "EPIC Data Integration and Wealth Screening (Rolling)".
Connect "EPIC Data Integration and Wealth Screening (Rolling)" to "Data Loaded to SharePoint (Rolling Two-Week Lag)".
Connect "Data Loaded to SharePoint (Rolling Two-Week Lag)" to "Monthly Review with Physicians (Day 21-25 of Following Month)".
Connect "Monthly Review with Physicians (Day 21-25 of Following Month)" to "Manager Buckets Family Prospects".
Connect "Manager Buckets Family Prospects" to "Major Giving Team", "Annual Giving Team", and "Corporate Team".
Connect "Major Giving Team" to "Development Officer Outreach (Major Giving)".
Connect "Annual Giving Team" to "Development Officer Outreach (Annual Giving)".
Connect "Corporate Team" to "Development Officer Outreach (Corporate)".
Add Subgraphs (Optional): If you want to visually group certain stages, you can use different colors or borders:
Survey and Data Integration: Group the rectangles for "Survey Sent", "Survey Response Collection", "Patient Experience Team Identifies Grateful Families", and "EPIC Data Integration and Wealth Screening".
Review and Planning: Group the rectangles for "Data Loaded to SharePoint" and "Monthly Review with Physicians".
Categorization and Outreach: Group the rectangles for "Manager Buckets Family Prospects", "Major Giving Team", "Annual Giving Team", "Corporate Team", and all the Development Officer Outreach steps.
PROPRIETARY AND CONFIDENTIAL
PROPRIETARY AND CONFIDENTIAL
Accelerator Description
What is an Accelerator?
25
Learn something
Build something
Generation & Development
Execution & Implementation
The Seed
The Gardeners
The Right Elements
The Young Plant
The Blossomed Plan
Imagine you have a seed, which is your initial idea. This seed is placed into the accelerator, our greenhouse. Here, it is exposed to sunlight (knowledge), water (resources), and nutrients (mentorship and guidance). All these factors work together to help your seed sprout and grow.
The Teaming Method and design thinking play crucial roles in this process. The Teaming Method brings together diverse minds to collaborate and nurture the idea, like seasoned gardeners tending to a plant.
Design thinking, on the other hand, ensures we focus on the right elements. It's like making sure our plant gets the right amount of sunlight and water, based on its unique needs.
The idea undergoes several stages of growth within this greenhouse. It starts off as a simple concept, and with the right nurturing, it sprouts into a prototype, which is like a young plant. This plant is then tested and refined based on feedback, like how a gardener might prune and shape a plant to help it grow better.
Ultimately, what comes out of this accelerator program is a fully developed, well-nurtured idea that’s ready to be implemented. It’s like a fully grown, healthy plant that’s ready to bear fruit- our enhanced development and fundraising programs that can significantly benefit the foundation.
PROPRIETARY AND CONFIDENTIAL
Accelerator Description
What is an Accelerator?
26
A nonprofit development accelerator provides essential resources and guidance to help nonprofits grow and scale their impact in a rapid and effective manner.
Empowering Nonprofits to Achieve Greater Impact
Implementation
Measure
Ongoing
Identification & Selection
Ideation
Standard Work Team
Executive Champion
Selection Committee
Innovation Lead
Idea Owner
Intrapreneurs
The idea owner and innovation lead work together to conduct ongoing analysis of solution and foster continuous improvement through iterative, informed decision making.
7 Weeks
The Executive Champion sends out the call for foundation staff to submit ideas. Selection Committee reviews and selects one and then chooses work team.
7 Weeks
The work team develops a prototype that can be tested and enhanced before final implementation and launch of the new program.
The work team begins the three phases of ideation and solution selection: generation, selection, and development.
4 Weeks
PROPRIETARY AND CONFIDENTIAL
Why an Accelerator
Why an Accelerator?
27
The Internal and External Factors to Support a Children’s Health Accelerator
Strategic Imperative for a Changing Environment
Evolving Donor Demographics
Changing donor base due to the wealth transfer necessitates innovative approaches to engage and retain new philanthropic generations.
Key Industry Trends
Heightened Nonprofit Competition
Increasing competition among nonprofits highlights the urgency to continuously innovate and differentiate fundraising strategies.
Tech & Digital Advancements
Technological advancements demand the adoption of innovative tools and platforms to effectively reach and engage donors.
Impact Measurement Shift
Shifting donor preferences towards impact measurement and transparency require innovative methods to demonstrate and communicate outcomes.
What is the value for future growth?
Adapt
Grow
Culture
How do we increase adaptability?
What is the impact on culture?
PROPRIETARY AND CONFIDENTIAL
Case Studies
Case Study
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St. Jude Children’s Hospital launched their development accelerator program in 2019
Acceleration Programs in Action
Make-A-Wish
American Heart Association
Adopted an “Innovation Sandbox”; a creative and design-led integrated service approach to the identification of new giving audiences and channels. They started their program by developing the persona of the “social giver” and designed a platform to make an easier, transparent, and lasting connection between donors and the organization.
AHA has an internal “Innovation Center”, a dedicated internal business that fuels business innovations, The Center leads innovation efforts and develops a culture of entrepreneurship to drive the future of the organization's development activities. Their cutting edge “Cycle-Nation” program was developed through the innovation center.
Additional Case Studies
5
Project Teams
30-40
Employees
Freedom to Focus
Space for cross-functional project teams to align their time, attention and goals to key enterprise initiatives.
Decision Accountability
Enhance pace of approvals by empowering teams to make decisions that drive progress and meet defined business standards.
Training + Mentorship
Instill growth mindset through onboarding, innovation skill building and mentorship throughout the project cycle.
Strategic Risk Taking
Empower teams to challenge the status quo, take calculated risks and better themselves through failure.
Flexible Resourcing
Boost speed to market with prompt deployment of mission critical resources like expense, personnel & administrative.
PROPRIETARY AND CONFIDENTIAL
Proposal for Children’s Health Foundation Team
PROPRIETARY AND CONFIDENTIAL
PROPRIETARY AND CONFIDENTIAL
Program Overview and Design
CHFD Accelerator Program
30
Program Overview and Design
Program Design
Program Pillars
Project Idea
IDEA
Accelerator
1
Selection
Committee
2
IDEA
Work Group
Revamped Program
The Work Team will change for each project & each member will be selected based on scope and definition of the project.
Idea Owner
Innovation Lead
Prospect Research
Giving Officer
Marketing & Comms
Legal
Reviews and selects projects to enter the accelerator. The VP of Development will select the additional lead.
Executive Champion
VP Development
Innovation Lead
Additional Lead
Foundation Employees will submit ideas for consideration. The person that submitted the selected idea will become the “Idea Owner”
Innovation &
New Ventures
Program Development
Internal Alignment
Work Team Curation
Form a flexible, project based internal team comprising the idea owner, stakeholder representatives, and intrapreneur-minded individuals.
Leadership Selection Method
Foundation leaders will select projects for the accelerator based on their potential to tackle key issues, meet strategic goals, and enhance fundraising effectiveness.
Assess Core Fundraising Programs for potential and improvement. Initial accelerator programs may include:
- Donor Segmentation
- Donor Hand-Off
- Mid-Level Giving
- Grateful Patient Family Communication
Develop key programs by exploring opportunities to diversify acquisition channels through analysis of top national fundraising programs.
Accelerate Fundraising Innovation by assessing hospitals, analyzing market trends, and identifying new opportunities for diverse fundraising channels and donor engagement.
Embrace Flexible Teams composition for each phase to effectively achieve goals and foster innovation in the adoption of the teaming model.
PROPRIETARY AND CONFIDENTIAL
PROPRIETARY AND CONFIDENTIAL
Appendix
PROPRIETARY AND CONFIDENTIAL
Executive Summary
Accelerator Description
Why an Accelerator?
Case Studies
Program Overview and Design
Intake and Lifecycle of an Idea
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Process Map
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agenda
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PROPRIETARY AND CONFIDENTIAL
Process Map
IDEA Process
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Intake and Life Cycle of an Idea
Overview
Ideation
Prototype
Test
Implementation
Measure and Adapt
The IDEA Program commences with foundation team members proposing innovative ideas or program enhancements. If required, they present these ideas to the selection committee, comprised of the executive champion, innovation lead, and two chosen committee members. The committee then selects one project for acceleration and thereafter assigns 7-8 work team members to execute the chosen project | The ideation process has 3 phases: generation, selection, and development. The first ideation meeting sets an entrepreneurial atmosphere, encouraging the free flow of ideas. The team brainstorms, discussing the problem, desired outcomes, and generating a wide range of innovative ideas without resource limitations or feasibility. Gradually, we narrow down, considering resources with a focus on developing the solution. | The work team will gather to prototype the solution. Prototyping involves creating tangible representations of ideas for testing to validate feasibility and user experience, enabling improvements before finalizing the product or solution. Prototyping isn’t creating a perfect end product right away but an iterative process of testing, learning, and improving to validate assumptions before committing to a final solution. | Testing in the design thinking ideation process involves evaluating prototypes and where appropriate, gathering feedback from donors and development staff. It helps assess the feasibility, functionality, and donor/foundation staff experience of the solution, allowing for iterative improvements and ensuring a more effective final product or solution. | Following the successful testing of the prototype, the implementation phase of the design thinking process is initiated, enabling the launch of a real experience, communication, or strategy that fulfills the needs and aspirations of the prospective or current donor. The launching and evaluation of the solution will promote continuous improvement and innovation within this program and others within the foundation. | Conduct ongoing measurement and evaluation of the solution going forward, including developing the tools and dashboards to simplify donor response tracking and reporting. At this stage of the process, the Executive Champion will report results to leadership. |
3 weeks | 4 weeks | 4 weeks | 3 weeks | 2 weeks | |
Intake and
Selection
Timing1
1Total timing is ~14 weeks; weeks do not add due to overlapping workstreams
PROPRIETARY AND CONFIDENTIAL
Implementation Plan
IDEA Process
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Implementation Plan
Establish clear program objectives and success metrics
INTERNAL
ALIGNMENT
PROGRAM
DEVELOPMENT
Develop criteria for idea selection
Train Internal teams on program objectives and execution
Launch first finalized solution of the accelerator program
Regular refinement and analysis of program structure based on feedback and performance
IDEA
INTAKE
Kickoff first program with selected work team
Socialize program proposal with foundation leadership team
Open application and selection process
Ideation begins and the process narrows down to one solution for prototype
The finalized solution of the idea will undergo continuous evaluation to determine long-term strategy
The idea intake process begins again as we launch the second accelerator program project
Q4 2023
Q1 2024 – Q3 2024
Establish internal reporting mechanism to share program updates and results (ex. dashboards)
Q4 2024 – Q4 2025 and Onwards
Finalize Program Schedule and Curriculum
Finalize program standards and metrics to measure success
Share results cross collaboratively with foundation teams to show transparency and further embed innovation into the DNA of the foundation
PROPRIETARY AND CONFIDENTIAL