February 22, 2018

Click here for the complete minutes from the CDO Leadership call  February 22.

Agenda

1. Welcome – John Bel, President & CDO, Children’s Hospital of San Antonio; CMN Hospitals CDO Advisory Board Chair; BOT Member

2. 2017 Fundraising Results and 2018 Goal – John Lauck, Chief Executive Officer, CMN Hospitals

3. Fewer Bigger Strategy – Clark Sweat, Chief Revenue Officer, CMN Hospitals

4. Survey Purpose and Need – Clark Sweat

Impact Survey

CDO Value Survey

5. U.S. Partnership Model Q & A – Phil Salerno, President & CDO, Children’s Specialized Hospital

6. Q & A – John Bel

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February 15, 2018

Thank you for joining us on the call regarding the Partnership Model presented by Phil Salerno, President & CDO Children’s Specialized on February 15 and 20. Below is a link to the recording of the call from February 15 as well as the slides and a list of FAQs regarding the updates to the model.

• Click here to listen to the call recording from 02/15/18
• Click here to view the slides discussed
• Click here for Frequently Asked Questions regarding the recommended partnership model.

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November 30, 2017

Click here to listen to the recording of the call.

Children’s Miracle Network Hospitals Quarterly Leadership Call Minutes

November 30, 2017

Ten Year Impact Vision and Discussion:                                                                                                   John Lauck

Click here to view the slides discussed.

We asked all of you, with 114 responses – where do you see our growth over the next 10 years? We are currently projecting over $390 Million this year. You all said you would like to see 7-9% growth collectively, meaning $480 Million by 2022. Roughly doubling over the next 10 years.

Viewing the S curve of growth, we have been able to double through innovation. In the beginning,

Telethon was everything. Over time, we collectively innovated and evolved into a corporate campaign. Next came Radiothon, followed by Dance Marathon and Extra Life. We have had a good history of doubling our funds over the years.

If we do our jobs perfectly, every child will have a healthy outcome. This working draft shows how much we will raise, but also the reason for why we raise funds.

Partnership Model                                                                                                                                           Phil Salerno

The Partnership Model was well received by everyone at BOT.

We had spoken to over a dozen hospital markets with questions and feedback. At the end of the year, we will take all the information we have received and try and strengthen the plan to make it work for everyone, and then take it to the Board for approval.

Model 12 is the plan. We will factor in all the positive and negative changes and start calculating what all the fees will be. We still need to factor in the Rite Aid/Walgreens merger, Subway changes, and Chicos changes. Planning for January-February, 2018 for the March Board meeting approval.

Some top feedback we have received: Radiothon and the announced figures vs. actual figures. If we make a change, it will be universal for all, but will look at that.

Why is formula weighted the way it is? Based on feedback from our colleagues from different markets. We tried to make this fair and equitable for everyone.

If you have questions, please reach out to Phil Salerno at psalerno@childrens-specialized.org, Shirley Rogers at srogers@cmnhospitals.org,  Teri Nestel at tnestel@cmnhospitals.org, Spencer Brown at cbrown@cmnhospitals.org, or Blake Bark at bsbard@freemanhealth.com.

The Board of Trustees recommends that there is no negotiation on this Partnership Model plan and that we send a communication to the hospital administration prior to implementation.

We want to hear from you now because we do not want you to be surprised.

Have a happy and safe holiday season! Thank you for all you do.

 

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August 31, 2017

Town Hall Call Minutes 

Executive Summary

Walmart Campaign: Request from Walmart to put the campaign on hold for 1 week so they can focus on aid for Hurricane victims. CMN fully supports this decision. Details were released the evening of 8.30.17

Good evening,

Thank you to everyone who joined us on the call earlier today. Now that Walmart has made its official announcement to pause Children’s Miracle Network Hospitals fundraising to focus their efforts on disaster relief for those affected by Hurricane Harvey we can share further details with you. CMN Hospitals fundraising will pause from Aug. 31 through Sept. 6 and resume on Sept. 7 – Oct. 8. Click here to see the document that outlines the details of this postponement.

Below find Walmart’s message to CMN Hospitals:

Since making landfall last weekend, Hurricane Harvey has caused catastrophic damage across Texas and Louisiana. As a company, Walmart cares about children and wants to make sure that they continue to support local children’s hospitals. With the effects of Hurricane Harvey, they understand the need to make sure that they are doing all that is needed to support their neighbors in their local communities with basic needs.

We commend Walmart’s efforts to support the millions of people affected by Hurricane Harvey and are grateful for their unwavering support of Children’s Miracle Network Hospitals.

If you have any questions about the Walmart & Sam’s Club campaign please reach out to your area director. Thank you all for your continued dedication to the kids.

Best,

John Lauck
President & CEO

• 6-Oct. 8 – extended a week so they can raise funds for CMNH. At the corporate level, we will have a stronger relationship with them in regard to flexibility.
• Ace has switched Daily Roundup Campaign to Hurricane relief. We may see more of this while Houston recovers.
• Fundraising: Collectively as a system, we are all on track to reach out goals this year from a fundraising perspective. Congratulations on a very successful fundraising year. We feel great about all of our key relationships and major partnerships that we are accountable for managing on your behalf on the national level. Feel good about the Pipeline and new partners/contact points that you all have brought to the table. We look forward to making strong partner relationships in the coming months and years.Retail Food Non-Profit Trends and Proactive Strategy
• Pulling a lot of proactive research on general retail, and sector specific research
  • Led to Omni channel and the digital experience is the focus
  • CMN Concentration – food retail. Retail to giving trends – a lot of pressure for childhood obesity issues/nutrition programs.
  • We need stories. Can we collect those kinds of stories? What are the programs that unrestricted funds provided by CMN doing for childhood obesity?
  • Working on speaking points for the network.

 CDO Advisory Committee

• Although this is a board committee, our responsibility revolves around communication and what the best strategy and outcomes are. Putting it in the hands of CMN for implementation.
• Partnership Model/Trust Tenants
  • Update: continued feedback from fellow CDO’s are critical as we continue to put this together.
  • Look at foundation of operating model – how can we incorporate
  • Feedback from leadership calls, phone interviews, and surveys, summit
• Objective: model that has measurable value of hospitals needs as we go forward. Fosters innovation – how do we all fund this in a way that makes sense? Guided by CMN, must make sure they have capital to serve national corporate partners and programs, as well as their overhead.
  • Principles: shared goals, mutual respect, member hospital input, transparency, sharing successes and, define roles and continue with frequent, high level
  • Responsibilities: be engaged, offer support after decision is made.
• Musts haves – trust, transparency, accountability, define shared goals, set clear expectations from hospitals, partnership and national organization
• Predicable costs for planning
• Credit card fees – be charged back to hospitals to save national 7 million
• Like to haves: establish priority programs, offer flexibility to those that offer highest return. Hospitals customize CMN programs to their markets.
• Email feedback to Adrianna at akarras@cmnhospitals.org. 

Two models:

• Base membership fee
  • Access to all national corporate sponsorship programs/services offered
    • Acct management
    • National fund initiative
    • Creative content support
    • Best practices
    • Accounts and disbursement
    • Board services
  • Breaks down to all components of what we are paying for along the way
• Criteria – population tiers, partner density
• Direct Cost
  • Market fee being charged back to us
    • National absorb cost
  • Comprehensive all-inclusive model: pay one fee and have access to everyone – predictable
    • No variable fee, predictable revenue, and expense
    • One size doesn’t always fit all.
  • Ala-carte model: opportunity to select from several packages on what programs would best fit your area
    • Members pay for what they want, choice as CDO to design your package, clear expectations
    • Could create gaps. Need to commit to a package for a period of time to allow for consistency on national side
• Thanks to Shirley, Teri, Clark, and Craig for support and guidance. Welcome Blake Bard to Advisory Committee – perspective from a small market (critical)
• Timeline for the end point, opportunities for communication going forward: update everyone at October summit. Critical to attend to offer feedback and listen to ideas we have. March of 2018 – need a solid presentation to John Lauck so he can report to the national board for approval.
• CDO Attendance Policy: based on council, critique, energy who have senior exec other than CEO
  • 36 across US and Canada invited to send senior exec, not PD, in place. Look at Top 30 markets from fees paid and total CMN dollars raised.
  • Hospital/Foundation members have received invitation
  • Needs to be the decision maker and speaker to policy issues – consistency. Want to see these people in the summit room again.
  • Trial – will ask feedback via survey
  • Focus of the Summit – allow CMN Hospitals and CDO to be in direct dialogue.
• Market Alignment:
  • Shared at CDO Summit
  • Focused on new market and members of CMNH for market realignment.
  • Encouraging two markets debating territory to find solution by themselves first

Q&A

• *Highlight detail regarding CMN innovation, pilot, research and how it will be modeled:
  • Still working on this. CDO’s have said some would pay a little more regarding funding innovation. We know it’s important and need to make sure CMN model is sustainable.
  • Innovation – broadly described as new business.
    • Want new corporate partners to give the ability for national level brand and org that do grassroots fundraising. A major thrust of investment – staffing, time and energy. Vital to growth.
    • Programs and ideas: made changes in approach – how to you truly innovate and commercialize new ideas to raise money?
    • Leading candidate for new major program – My Miracle Birthday. Not a new idea, but no one has made it a national/commercialized cause. Needs some degree of funding/spending.
    • We will not aggressively grow unless we innovate and bring in new business. Innovation can happen on a local level.
  • *Miracle treat day free advertising for DQ? How do we handle?
  • Media partners: what does my dollar do for the change? What’s in it for me – business value? The value is the franchise giving us buzz.
  • *Loves – running out of gas in Dallas. How can hurricane affect partners that give all year round?
    • Didn’t feel that it would have too much of an impact on fundraising – diverse in how they do campaigns year-round. Active campaign going on how. It will have an impact on fundraising, but Loves is a gold standard partner and committed to the cause. They will find a way to fill that gap by extending campaign or finding other means.
      

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May 25, 2017

 

Click play below to listen to the 20 minutes of our Town Hall Call recorded on 5/25/2017. Included are the following topics:

Calendar:

• October 2 – CDO On-boarding in Salt Lake City (SLC) for new CDO’s
• October 3 – CDO Summit SLC
  • NOTE: This is the last year the Summit will be hosted in SLC for some time.  Following feedback at the October Summit, the session will be moved to markets that are easily accessible.

New Business Partner Status – Steve Oshin, Chief Business Development Officer

 

CDO Advisory Committee – John Bel, president & CDO Children’s Hospital of San Antonio

• Summit Attendance

• Partnership Discussion – Phil Salerno, President & CDO Children’s Specialized Hospital
• Current State of CMN Hospitals – John Lauck