(continued)to fill that opening. The description now calls for someone with superior communication and organizational redesign skills who's adept at developing new relationships and partnerships and up to speed on continuous-quality-improvement principles.
However, some job losses are being offset by the creation of new development positions at the system level.
Hutchison, Advocate's foundation president, established two new positions. Her vice president for community-benefit programs is responsible for building partnerships in the community and raising funds to support those initiatives. And the vice president for continuum and campaign planning will serve as the fund-raising liaison for nonacute healthcare programs. The new positions reflect the changing role of foundations.
"It's clear that the role of hospital foundations is going to be different in the future," said Albert J. Alvarez, a vice president at Alaska Pacific University in Anchorage.
Alvarez headed a team of fund-raising professionals who studied the impact of mergers and managed care on philanthropy. He discussed the findings at the annual meeting of the Association for Healthcare Philanthropy last month in San Francisco.
Questioning the real need for charitable giving to an entity that may be bought out, many corporations have quit giving to healthcare in some markets, Alvarez said.
"In order to be effective fund-raisers, they see that they're going to have to reach a much wider and broader constituency," Alvarez said. It means more fund raising for programs that directly benefit the community and less for traditional bricks-and-mortar projects.
Despite increasing resistance by donors to capital campaigns, Sutter Hospitals Foundation's recent appeal for a replacement cancer center raised $4 million. Donors restricted nearly all of it for programs within the center, such as patient improvement, research, education and hospice. "It's what we pitched to the community that changed," Schramm said.
Foundations also view themselves differently in this era of mergers and integrated delivery systems. Increasingly, foundations are becoming partners with philanthropists in providing programs that benefit "at-risk" populations, Maynard said. For example, Orlando Regional Healthcare Foundation is working in partnership with other grantmakers and community agencies to support a school-based adolescent medicine program.
Maynard also believes foundations will be positioned to support high-cost tertiary services, such as trauma care. Because of managed-care discounts, funding for such programs is eroding, making foundations an ideal source to fill the gap.
Other funding needs such as medical education and research also will be pitched to the public, said Millard Fillmore's Hedrick. But foundations will need to build "a very well-defined case for support."