Mainebiz Giving Guide

W W W. M A I N E B I Z . B I Z 11 G I V I N G G U I D E 2 0 2 2 – 2 0 2 3 GIVING GUIDE in-person engagement in many forms. e pandemic has required us to pivot and adapt to a hybrid workplace environ- ment. is has both pros and cons, but we're constantly coming up with new ideas with our partners and re-evaluating assumptions and strategies to maintain a presence and connect individuals with the pressing needs of our community. MB: To what extent did your orga- nization step up fundraising during the pandemic, and how do you keep that momentum going? MW: We exist to serve the community by tackling the most pressing issues affecting the quality of lives. anks to generous support of our community, we were able to address immediate needs head-on while keeping our commitment to address the root causes of complex challenges hold- ing people back. For example, we suc- cessfully launched a couple of special initiative funds during the pandemic, including the COVID-19 Community Relief Fund and the Racial Equity Fund which, thanks to our amazing supporters, resulted in a combined $898,000 invested back in the local community. MB: Any new or upcoming fundraising initiatives planned for 2022? MW: We're growing our focus on catalyz- ing collaborative work in the community. From our unique vantage point of working closely with more than 300 cross-sector partners, we're able to see where some of the greatest gaps and opportunities exist, and the partners who can come together to have a meaningful impact without duplicating efforts. United Way is bring- ing leadership, support, and fundraising efforts to launch or expand this work. Our strategic plan is guiding efforts to look into launching "microfunds," which are time-bound, focused fundraising efforts designed to address acute and urgent needs in local communities. MB: Your outlook for the fundraising climate in general? MW: The near term will be a mixed bag. Consumer confidence, inflation, midterm elections and global disrup- tions like the war in Ukraine are going to make this year a challenging one for many nonprofits in general. is starts with their ability to rise above the din and distraction across communication channels to effectively engage constitu- ents. ough, like any business model, having some diversification in resource generation will be very important. I expect corporate support and major gift philanthropy to be less prone to the headwinds of the markets and inflation than individual giving. Kate O'Halloran Executive Director, LifeFlight Foundation Mainebiz: How has your organization's approach to fundraising changed dur- ing or because of the pandemic? Kate O'Halloran: We shared stories and information based upon LifeFlight's unique perspective on the pandemic, which people seemed eager to hear. We used this moment in time to educate new and exist- ing donors about the importance of our mission and why that should matter. We will keep doing that. We made it personal by sharing stories of patients and our crew, who sacrificed an enormous amount to be on the front line, taking care of Maine's most vulnerable patients. MB: To what extent did your orga- nization step up fundraising during the pandemic, and how do you keep that momentum going? KO: We stayed connected with donors through personalized outreach and regular communications, but not being able to meet with donors in person was tough. We did create and deliver one major virtual event, which was a great catalyst for us to generate some compelling new video content which we will continue to do. We also gained new donors in the past two years, so we are thinking about creative ways to make sure they stay with us for years to come. MB: Any new or upcoming fundraising initiatives planned for 2022? KO: LifeFlight of Maine will celebrate 25 years of service in 2023, so we are using the next six months to convene a group of leaders to discuss the future needs of healthcare in Maine and to develop a sig- nificant capital campaign designed to help LifeFlight meet those needs. Additionally, we plan to launch a formal, multi-faceted Grateful Patient Program in fall 2022 and a formal Planned Giving program in spring 2023. We will seek participant feedback as we continue to adjust our primary fund- raising event, the Cross For LifeFlight, within what continues to be a complex and dynamic athletic event space. We will continue to explore ways to expand and personalize our donor stewardship efforts – we want to make sure that every donor feels valued and appreciated and understands the importance and impact of their giving. MB: Your outlook for the fundraising climate in general? KO: Energized and optimistic. Mainers are among the most philanthropic people in the world, and they have always been willing to lend a hand to those in need, so organizations that can clearly demonstrate that need will likely benefit. Daryl Cady CEO, Hospice of Southern Maine Mainebiz: How has your organization's approach to fundraising changed dur- ing or because of the pandemic? Daryl Cady: Hospice of Southern Maine switched to virtual events immediately. Our in-person meetings became phone calls and occasional Zoom meetings. Our donor communications became more personal, as well as transparent about our immedi- ate needs. By personal, I mean we checked in more with our donors by phone, asked, 'How are you doing?' and really meant it. Interactions became less transactional and more supportive and personal in nature. We also had an increase in people, like our development committee members and board, reaching out more regularly. MB: Have you returned to in-person fundraisers or are there pluses to being remote? DC: is fall we'll be offering our first in- person fundraising events since fall 2019. ere are definitely pluses to keeping some virtual event capabilities, but it depends on the event. Our big indoor community conference with keynote speakers and panels, for example, is well-suited to being virtual, and we will probably continue to have a virtual option even once we return to in-person conferences and meetings. However, our outdoor, activity-oriented events are more challenging (and labor- intensive) to shift to virtual. For example, our Hike for Hospice walk was virtual the past two years and people walked where and when they wanted. We got lots of photos and created social media engage- ment, but the energy and esprit de corps that comes from doing things together physically were missing. MB: Any new or upcoming fundraising initiatives planned for 2022? DC: is year is the 15th anniversary of our Gosnell Memorial Hospice House, and we have a special campaign underway to raise funds for needed capital improvements and patient equipment. We're also hoping to revisit an idea we tried to get started in 2020 for a women's philanthropy luncheon to support our planned giving program. is type of gathering works best in person. e initial in-person gatherings scheduled in 2020 were canceled due to COVID. ey were rescheduled as outdoor luncheons in 2021 thinking that would be safe, but those were eventually canceled as well because of the highly transmissible Delta variant. We are hoping to try again in 2022. MB: Your outlook for the fundraising climate in general? DC: Very positive. P H O T O / C O U R T E S Y O F L I F E F L I G H T F O U N DAT I O N Kate O'Halloran of LifeFlight Foundation P H O T O / C O U R T E S Y O F H O S P I C E O F S O U T H E R N M A I N E Daryl Cady of Hospice of Southern Maine NONPROFITS AT A GLANCE Girl Scouts of Maine Annual budget: $4 million Staff: 50 year-round employees, plus 60 additional seasonal United Way Heart of Maine (formerly United Way of Eastern Maine) Annual budget: $2.2 million Staff: 10 United Way of Southern Maine Annual budget: $10.1 million Staff: 45 LifeFlight Foundation Annual budget: $1.3 million Staff: Six Hospice of Southern Maine Annual budget: $21 million Staff: 150 full- and part-time employees

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