Concordia TriBoard Meeting April 10, 2024

Presentation to the Concordia TriBoard Meeting of April 10, 2024

THE THREE BOARDS OF CONCORDIA MET AT THE ANNUAL TRIBOARD MEETING ON APRIL 10, 2024 AT CONCORDIA VILLAGE

Serving Concordia

THE PHILANTHROPIC ORGANIZATION FOR CONCORDIA

Concordia Foundation

Roger Gripp, Chair

Our Goal and Mandate:

Supporting Healthier Futures

Through Philanthropic Actions.

Stewardship Report 2022-2023

Grants to the Concordia Hospital

$850,000

•$350,000 for the new Day Surgery unit that opened in January 2023

•$350,000 for the new “OR #5” – additional operating room that opened on June 19, 2023

•$92,000 for spiritual care programs at the hospital and Concordia

Place

•$36,000 funds for staff morale and support and patient experience

during the year (Christmas dinner, ice cream, BBQ, popcorn days, patient experience)

•$22,000 Cleveland Clinic sponsorship

Concordia Foundation

Roger Gripp, Chair

Our Goal and Mandate:

Supporting Healthier Futures

Through Philanthropic Actions.

Stewardship Report 2022-2023

Grants to the Arthroplasty Research Chair (hip and knee)

$446,000 Headed by Anupam Kothari and Dr. Tom Turgeon

• $240,000 for Arthroplasty Research Chair Programs and Research

• $120,000 to hire a Director of Clinical Research

• $86,000 for training of “Surgical Fellows” at Concordia

Concordia Foundation

Roger Gripp, Chair

Stewardship Report 2022-2023

Operation Walk Manitoba

$256,000

Headed by Dr. Hedden and OpWalk Board

Our Goal and Mandate: Supporting Healthier Futures

Through Philanthropic Actions.

• With the help of a huge fundraising team of 64 volunteers, “team members” who are mostly our hospital staff and over 1150 supporters, we raised funds for the mission to Nicaragua in 2023.

• As our humanitarian medical mission this is a tangible way that the foundation shows our ‘spiritual care’ for people who need this life affirming surgery.

Concordia Foundation

Roger Gripp, Chair

Grants Report 2024-2025 Hospital Projects: $528,300

The Foundation Board passed a resolution and budget on March 7, 2024 that we will grant the following for programs and projects at Concordia in 20242025.

The foundation board pledged to grant the hospital for the following areas in 2024-2025:

• $96,000 for Spiritual Care and patient experience

• $82,300 for Staff appreciation and support, community outreach and staff bursaries

• $350,000 Capital project for the Patel Simulated Learning Centre

Concordia Foundation

Roger Gripp, Chair

The Foundation Board passed a resolution and budget on March 7, 2024 that we will grant the following for programs and projects at Concordia. The Research Committee recommended grants for Arthroplasty Research on March 6 that would have highest impact.

Grants Report 2024-2025

Arthroplasty Research Grants: $564,000

•$240,000 for Arthroplasty Research Chair Programs and Research

•$120,000 to fund the Director of Clinical Research

•$100,000 to fund a “Data Analyst” to the staff who would assist us in leveraging other grants and communicating the research findings

•$22,000 to support a bio-engineering student who is interning with our program and is part of the goal of ‘reaching the next generation’ of researchers.

•$82,000 for Surgical Assisted Robotic Device (also known as the Surgical Robot) has been approved for use.

Concordia Foundation

Roger Gripp, Chair

Grants Report 2024-2025

$256,000

Operation Walk Manitoba

Operation Walk Manitoba

will go on their next mission on November 9, 2024 for a week.

Fact: In 2023 they performed 58 knee and hip surgeries over 5 days.

See more at www.operationwalkmb.ca

We will continue to work with their board and volunteers to raise funds to secure the mission in Managua. The team members and volunteers also pledged to raise $100,000 to help pay for their own airfare and lodging.

Concordia Foundation

Roger Gripp, Chair

Ancillary Projects 2023-2024 and beyond

Managing relationships and ‘taking care of business’

• Arranged for Compass food services to take over the Concordia Hospital café service for staff and visitors. We have been in partnership with them and as sales increase we anticipate some commissions. In the meantime, we are happy that this has provided food, coffee and snacks for visitors and staff. In the first quarter of operations they grossed over $175,000 in sales.

• Arranged for Compass to set up the fresh food vending service that is open 24/7 for staff and visitors which has been a tremendous service.

• We are working now with Platinum Parking Systems and Nortech parking to assume the majority of the parking lots management and give the foundation staff more opportunity for philanthropic work. This transition has taken several months and we anticipate that this will be 95% complete by May 1 2024. This has provided a professional, secure and smoother management of daily, weekly and monthly parking and will increase our anticipated revenue so we to be able to support the hospital projects mentioned above.

• Our child care centre continues to support 34 children age 1-5 for our staff with 11 highly dedicated staff- most have been with us for 8-10 years.

• We have a stellar relationship with the Concordia Community Clinic, the Pharmasave Concordia and Concordia Home Health products who lease our premises in the downstairs area under one management structure. This pays the mortgage owed for the development undertaken in 2010. (mortgage is $1.7M)

Concordia Classic 2024

24th year of our signature event

Co-Chairs: Leroy Peters and Gerry Harms

Committee of 13 volunteers

Golf Day: 33 volunteers

Join us on August 14, 2024 at Elmhurst

144 Golfers

Concordia Foundation

Donor Relations

Fun Fact:

In fiscal year April 1, 2023 to March 31, 2024 the foundation processed 738 donations for a total of $2,890.848.06. This accounts for 567 donors who gave more than once.

How we do it and who we work with to make this happen Trends:

• Expand our relationships and move away from being merely transactional and get to know why people support us.

• Major donors or people who tend to give larger gifts are doing so often through family foundations, anonymous gifts via Donor Advised Funds or organizations like Benevity or Abundance Canada.

Concordia Foundation

Donor Relations

Fun Fact:

In fiscal year April 1, 2023 to March 31, 2024 the foundation processed 738 donations for a total of $2,890.848.06. This accounts for 567 donors who gave more than once.

Our Aim

• Craft the fundraising programs and messages that strike a faint inner chord of deep personal meaning. (the case for support)

• Speak to what people believe to be important.

• Assure that the act of donating is fulfilling and creates a sense of belonging and making a difference.

• Mutual respect and trust builder.

• Community builder and gracious host.

• Every gift matters.

Communicating

BEING PRESENT IN OUR COMMUNITY AND TELLING OUR STORIES

Concordia

Key Outcomes We Are Working Toward

Key areas where we can work together:

Being present in our community and tell our stories as one voice resourcefully and with .”heart”.

Triboard Meeting in 2023 asked us to form an Advisory Group. We met twice.

Why….and What Needs To Be Continued

• Expand our presence by increasing and affirming awareness and engagement.

• Making a difference in people’s lives through sharing stories.

• Expand, retain and sustain our donor base.

Gaps and opportunities Identified:

Enhance internal communication and continue mutual support. Clear and consistent messaging.

• Connect internally with each other in meaningful ways.

• Become the ‘preferred employer’.

• Foster government relationships proactively.

Key Outcomes

Who do we reach?

• Residents, businesses, community groups, organizations and service groups of northeast Winnipeg. This encompasses over 55,000 ‘households’.

Understanding the target audience(s) which are diverse, multidimensional and crossover 4 generations.

• Tailoring messages to resonate with different demographics.

• Utilizing appropriate channels to reach target audiences effectively.

• Use the demographic science but be prepared to listen carefully and employe UX (User Experience) techniques.

• Current and future donors and supporters (for example in 2023-2024 the Foundation processed 738 donations that came from 567 donors).

• Arthroplasty and research industry, supporters, recipients of implants and lovers of science.

• Faith-based organizations and churches.

• Government – 3 levels

• Each other. Bringing us closer together through frequent and meaningful dialogue and communication. Staff, volunteers, boards.

Key Outcomes

Key Messages

• Purpose, Values, Vision and (our living) Mission

• Services and Programs

Clear and consistent messaging

• Audience engagement and understanding.

• Building brand reputation and trust.

• Achieving organizational objectives.

• Crisis management and response.

• History of faith-based, spiritual care focus and humanitarian activities.

• Making a difference in the lives of people and how this relates to the community we serve. Think about what they care about.

• Looking to the future; celebrating anniversaries and milestones such as CWPI 20th anniversary and Hospital 2028 Centennial.

Key Messaging

It Starts With Truth and Empathy

Truth: what are we communicating about?

• What does it do?

Clear and memorable messaging

• Good communication is a business advantage for all of us.

• We don’t need to compete or be in awe of other Foundations – we need to differentiate ourselves. And focus on what we do best.

• There is a discipline and a process.

• Messaging takes research and testing.

• The message has to ‘stick’.

• How do we make things better?

Empathy: Why should anyone care?

• What does it mean to us and to others?

• What difference will it make?

Key Goals in Communicating

Aligning communication efforts with overall organizational goals. Using communication to drive action and results.

Measuring the impact of communication on achieving objectives. Say things in such a way that the messages scratches the want or needs that exists.

• It’s about people. Understanding that our target audience are people – not ‘targets’.

• Being diligent in assessing the UX (we are not our target audience – ‘they are’).

• Deeply understand how we add value to the lives of people.

• Getting the right message to the right people.

• Win the heart and the mind will follow.

Examples

(justafewsothatthispresentationdoesn’tgo overtime)

• Established a ‘communications' hub’ and created a work plan to close the gaps.

• Reached out to the hospital HR department to assist in recruitment efforts.

• Established and upgraded 4 websites for different audiences.

• Multilayered communications Spring 2024 with “Concordia Connection” newspaper and CJNU radio with digital and web based approach to maximize reach.

• Digital newsletters and fundraising opportunities .

• Partner more fully with Operation Walk to demonstrate our commitment to humanitarian missions which is part of our heritage.

• Make full use of our events to extend the stories and the outreach.

Rebrand and comms plan for ‘hip and knee’

Distribution and exposure program at 1155 Concordia for patients, families and visitors.

New website analytics show solid uptake.

• Distributed via Canada Post March 22, 2024 to 44,000 households in our immediate FSA (neighborhood) households and businesses.

• Distributed with letter to 3,000 + donors and supporters.

• Distributed with letter to 1,100 hip and knee patients on our permission-granted mailing list.

• Posted online via a flipbook at www.concordiafoundaton.ca

• Posted in rotation, the individual stories in the paper to our online platforms and e-newsletters.

• Website analytics show remarkable uptake. Most read story is the story of Rachel Bartel, CMU student who works for us in the lab part-time and as been reposted on LinkedIn by us and by CMU Media.

• 276 views in 7 days with average reading time at 7 minutes.

• Invited personal interviews on CJNU in April at Kildonan Place from people in the paper.

• CJNU is distributing the paper and using our banners at Kildonan Place during April. Widening the audience.

Show appreciation for volunteers and supporters and create awareness for next golf tournament.

Create a buzz for golf event.

The QR code has directed new sponsors and golfers to the sign- up site.

Concordia

Information and awareness from our Arthroplasty Research Chair Committee.

Traffic to the website has increased by 22%

ConcordiaOutreachSpring2024Goals

Concordia Outreach Spring 2024 Goals

• Information and awareness on various health matters –message from our Pharmasave partner and Canadian Footwear.

• Spiritual Care Program (Tate Hiebert.

• Manitoba Physiotherapy

Concordia Outreach Spring 2024 Goals

• Information and awareness on various health matters –message from our Pharmasave partner and Canadian Footwear.

• Spiritual Care Program (Tate Hiebert.

• Manitoba Physiotherapy

Concordia Outreach Spring 2024 Goals

• Celebrate our successful campaigns and grants to the hospital with the spectacular support from the community in 20222023.

• “Stewardship”

Concordia Outreach Spring 2024 Goals

• Remind the community who we are, who supports us and how to find frequently called numbers at the hospital.

• Communicate more about CV 5 and awareness for Concordia Village.

Conclusion (for now!)

Manage and co-create meaningful communications well into 2024-2028 and year -round.

Share the messages.

Practice best practices for outreach.

Be professional and be distinct #weareconcordia

Respond to the analytics and be agile.

Make the elements and processes count by sharing with each platform whether it be social media, print, signage, handouts, broadcast, personal presentations and tours.

Layer the messages and remain top of mind.

Internal sharing will result in a better external message. This is how we got all of these messages – by internal sharing.

Digital

• Five foundation sponsored and managed websites with frequent cross over.

• Four digital newsletters

• LinkedIn presence and social media program

• Will add more Instagram with the golf tournament.

• Tracking the progression from website to donor pages and back to website.

• 13% is average

Someofthenumbers

We trackallofthewebsitesinrealtimeandanalyzeweeklytobeabletoadjustandimproveall elementsofourcommunicationsand lookforcontinuousimprovement.

SamplenumbersfromMarch312024at www.concordiafoundation.ca

WEBSITE STATS

Conclusion(fornow!)

Thank you for being part of the results.

•Sustained donor base

•Acquisition of new donors

•Retention of our friends

•Goodwill retention. Every action and encounter is communication.

Our audience is larger than we realize. See hot map.

Hot map based on Postal Codes of Donors and community members.