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2014 PPE Disclosure Statement It is the policy of the Oregon Hospice Association to insure balance, independence, objectivity, and scientific rigor in.

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Presentation on theme: "2014 PPE Disclosure Statement It is the policy of the Oregon Hospice Association to insure balance, independence, objectivity, and scientific rigor in."— Presentation transcript:

1 2014 PPE Disclosure Statement It is the policy of the Oregon Hospice Association to insure balance, independence, objectivity, and scientific rigor in all its educational programs. All faculty participating in any Oregon Hospice Association program is expected to disclose to the program audience any real or apparent affiliation(s) that may have a direct bearing on the subject matter of the continuing education program. This pertains to relationships with pharmaceutical companies, biomedical device manufacturers, or other corporations whose products or services are related to the subject matter of the presentation topic. The intent of this policy is not to prevent a speaker from making a presentation. It is merely intended that any relationships should be identified openly so that the listeners may form their own judgments about the presentation with the full disclosure of the facts. This presenter has no significant relationships with companies relevant to this presentation to disclose. 1

2 Marlene Carlson Senior Development Officer – Partners In Care – Bend, Oregon

3  We provide both Home Health & Hospice  3County Region, but primarily 1 County with a population under 100,000  We are a non-profit organization (160 staff)  We have been Partners In Care since 2009— merged two agencies into one  We have a standalone Hospice House – 6 bed inpatient facility – connected to our administrative offices

4  Attitudes, beliefs, customs, practices, and social behaviors.  Culture inside an organization dramatically impacts its effectiveness.  A focus on giving (time, talent, treasure) can promote a positive corporate culture.  It engenders and recognizes values such as respect, compassion, loyalty, stewardship, expertise, creativity, and generosity of spirit.

5  The love of mankind.  Voluntary action for the common good.  Giving of one’s time, talent, and treasure.  Everyone is a philanthropist.  In a non-profit hospice, philanthropy and development are inextricably linked.  In a for-profit hospice, a culture of philanthropy can help knit staff and volunteers together as we give of ourselves in service to each other & the community.

6  What three words or phrases describe your hospice’s current culture?  What “life stage” is your hospice organization in? Why does that matter?  What words describe your organization’s values? Are you living your values?  Is improving your “culture” of any interest?  What are the obstacles to overcome to make a “culture” shift? Who would be your champion in doing this?

7  Time is given…how? when? where? by whom?  Talent is given…how? when? where? by whom?  Treasure is given…how? when? where? by whom?  The role of gratitude / the thankful heart  How is philanthropy recognized in your hospice?  How is philanthropy promoted in your hospice?

8  What do you want more of? Less of?  Do you just need to “tweak” and enhance? Or completely re-tool?  What are the cage-rattling questions that need to be asked?  Who can best facilitate this change in culture?

9 1.We speak the phrase “culture of philanthropy” and keep defining what that means by using examples and in-the- moment opportunities to shine a light on this concept. 2.We celebrate and recognize the service given by our staff that results in meaningful financial gifts. 3.Our staff members participate in the decision-making process for how gift revenue is allocated to our operation.

10 4.We encourage giving by our staff, and reward them for doing so. 5.At our monthly all-staff meetings, staff “give of themselves and to each other” through Kudos, Bright Ideas, etc. 6.We have involved staff in our strategic planning process by conducting charette sessions—helps bring out their vision for the kind of organization we want to be.

11 7.We believe that philanthropy is the “job” of everyone. Everyone is an ambassador; everyone commits to our values; we know that dollars follow values; we understand that community is built from the inside out. 8.We provide opportunities for staff to know one another better; building positive interpersonal relationships helps knit us together. 9.We ask a simple question: What does success mean to you in the work you do?

12 10.In Development, we involve our volunteers and patient families for a peer-to-peer relationship. Also use monthly emails for a Development & Outreach Update. 11.We participate in #GivingTuesday and tie it in with our Light Up A Life service. 12.We are shifting from being merely a recipient of memorial gifts to being a “favorite charity” for general donations.

13  There is power in testimonials and in sharing the story.  Gratitude is at the heart of philanthropy. Donations are an expression of gratitude. Thanking people in a creative, timely, and appropriate way completes the circle of gratitude.  It’s important to focus on key, core values and find interesting ways to communicate those.  Involve staff in ways that are meaningful to them. Find a champion (or 2 or 3) who will provide peer-to-peer influence.

14  Don’t be afraid to ask the cage-rattling questions or to express your thoughtful vision for how you want the future to look.  Recognize and nurture every positive expression and action so it will show that this is what is valued.  Be enthusiastic when you get feedback or hear great stories.  Move past identifying problems and into the bright new world of identifying opportunities to serve. Get unselfish.

15  Having a seat at the management table (or get the meeting) to champion the cause and make the case – and having the authority to move your vision and plan forward.  Perfecting your communication skills so you can clearly articulate and interpret ideas and therefore engender confidence.  Understand your constituencies – staff/donors/volunteers/etc in terms of their generational attributes and inclinations.

16  Promoting memorial giving  Donor recognition  Online giving  Fundraising events – their role and effectiveness  Use of your board in developing resources  The development officer’s relationship with PR/Marketing/Community Outreach  The development officer’s standing on the overall management team

17  Applying the principles of philanthropy within a business model  What do you do with memorial gifts when you are not a 501(c)(3)?  How is a for-profit culture different from a non-profit? What can non-profits learn from you?  Selling the “mission” of your business to the public

18 1. One thing that works for us is… 2. One obstacle I must overcome is… 3. One idea I want to try is… 4. My ah-ha moment over the past 2 days…

19 Businessman, Husband, Father of Three How did I get so lucky? Businessman, Husband, Father of Three How did I get so lucky?

20 Retirement was GREAT! Especially from the deck of our cabin.

21 Cancer was rough. Good that Greg made it home to say goodbye...

22 And the password is “thank you!”

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