Fundraising in Healthcare Institutions

The First Commandment of Advancement: Show Don’t Tell A donor once shared with me why he had given so generously to an oceanographic institute on the far coast rather than to an equally renown one in his own backyard. The leader of the closer one, he said, told him, “If enlightened philanthropists like you don’t step forward to make up for cutbacks in our federal funding, our oceans will become increasingly imperiled”. In contrast, a group of scientists from the farther one invited him to join them for a dive to assess the health of several coral reefs. They swam from a healthy area to depleted area and then to a vast expanse of dead reef. The scope of the environmental degradation was profoundly sobering. “When I got back up to the surface,” the donor said, “I knew what I had to do.” The institute farthest from him had won his support by adhering to basic law of communication, “show don’t tell.” This law applies to every area and aspect of advancement. Fundraising is so much more effective when we let donors see for themselves, whether it is a social ill that we are trying to lessen or a cultural enrichment we are trying to create. When we do this well, we can in many instances obviate the need to solicit. The donor will ask, “What can I do to help.” The most effective ways of attracting and engaging new donors and raising the sights of existing ones is not to entertain them or bombard them with propaganda but to draw them into the inner workings of our organizations and allow them to interact with our most impressive mission advancers. A hospital in the Canadian Maritimes tried the usual ways – galas and golf tournaments - which generated spotty turnout while consuming massive amounts of staff time. However, when they began offering onsite lectures and interactions with top docs, they were overwhelmed by the response. The most popular of all turned out to be a talk on “gut flora” from a gastroenterologist. A donor I recently interviewed said, “the only thing that nonprofits should be auctioning are experiences.” Indeed, especially experiences that show donors who your organization serves and why it does what it does. Enterprising stewardship officers find ways to show donors how to see the impact of their giving, whether it is through tours of facilities they funded, by hearing results produced by people they empowered, or with meeting with beneficiaries of programs they have underwritten. Talented advancement writers don’t rely on amped-up promotional prose, they “show” using fact and example to demonstrate current impact and to project greater potential. The most effective proposals don’t urge donors to give; they provide donors with the information they need to draw their own conclusions. Show does not mean put on a show or show off. It means to “allow or cause something to be visible.” What we want to be more visible is mission at work. Show don’t tell. Provide experiences that money can’t buy. That’s advancement at its best.

How Can Hospitals Sustainably Address Their Funding Challenges? Hospitals are not just buildings; they are complex institutions that require continuous investment to ensure quality care, safety, and accessibility. Yet, securing adequate funding has always been a challenge—whether for infrastructure, medical equipment, or patient support programs. During my tenure as CEO of St. Peter's Specialized Hospital (2015–2018), I saw firsthand how financial constraints limited the hospital's ability to expand services and improve patient outcomes. This experience has led me to think critically about sustainable funding models. One solution that has worked globally and could be highly impactful in Ethiopia is establishing hospital foundations. Why Do Hospitals Need Their Own #Foundations? Hospital-based foundations serve as independent, nonprofit entities dedicated to raising funds through public donations, partnerships, and grants. These foundations have played a transformative role in many countries How Can This Be Applied in Ethiopia? Ethiopia's healthcare system is evolving, but hospitals still struggle with budget limitations. Establishing #foundations for hospitals could provide: ✅ Sustainable Funding: Diversified revenue streams beyond government and insurance. ✅ Improved Quality of Care: Funds can be used for better equipment, training, and patient support. ✅ Community Involvement: Encouraging public and diaspora participation ans sense of ownership. ✅ Research & Innovation: Supporting studies and new medical solutions tailored to local challenges. Steps to Establish Hospital Foundations in Ethiopia: 1️⃣ Legal & Structural Setup: Define governance and ensure transparency in fund management. 2️⃣ Strategic Fundraising: Engage local and international partners, corporations, and the public. 3️⃣ Branding & Outreach: Use social media, events, and advocacy to attract donors. 4️⃣ Financial Accountability: Regular reporting and impact assessment to maintain trust. The Bigger Picture If each major hospital in Ethiopia had its own foundation, the cumulative effect could revolutionize healthcare funding, reduce dependency on external aid, and empower hospitals to drive change from within. I believe this is not just an idea but a necessity for the future of Ethiopian healthcare. What are your thoughts?

Third in the Series: What The Boardroom Has Taught Me Fundraising Is Governance — Stop Treating It Like Someone Else’s Responsibility I once sat on a board where it was difficult to recruit members to the fundraising committee and when a committee was finally populated their standing report consisted of one slide and the phrase “staff is handling it.” The organization was perpetually under-resourced, chronically behind on its strategic plan, lost visionary leadership and was genuinely baffled about why. Resource development is not a staff function the board cheers on from the sidelines. It is a governance responsibility. Full stop. “No money, no mission” is a frequently heard phrase. It is a truism because it is true. BoardSource research consistently shows that fundraising is one of the areas where nonprofit boards perform most poorly. Yet it is also the area most directly connected to whether an organization can actually do what it says it does. That is a governance failure with real-world consequences. For boards in healthcare, life sciences, and mission-driven organizations, this is especially acute. The companies and nonprofits that drive change in this sector are perpetually competing for Angel/VC/PE investment, grant funding, sponsorship dollars, as well as public trust. A board that treats resource development as someone else’s job is a board that has opted out of one of its most important functions. This can be daunting for potential board members who can’t write the big check themselves. Candidates bring intellect, creativity, and hopefully a unique perspective, but that that does not mean that they are absolved from helping raise money. Here’s what I know from raising more than $30 million across the liver health ecosystem: there are many ways to bring resources into your organization. Help build a small donor/young donor giving circle, forge corporate partnerships, identify or write grants, host events for your network, perhaps in collaboration with a researcher who can inspire gifts. Board service is not honorary; it is active. And active means helping to ensure the financial well-being of the organization. PRACTICAL TAKEAWAYS → At your next board meeting, ask: Does every board member know their specific role in supporting the organization’s resource development strategy this year? → If you don’t have a clear answer — that’s your first agenda item. #BoardService #Governance #Fundraising #Leadership #WhatTheBoardroomHasTaughtMe