It is all about importance of a Strategic planning in Fundraising campaign for a newly launched Non-Profit Charitable Foundation

1. Lahore Cancer Care Hospital
&
Research Centre
A Project of
Cancer Research & Treatment Foundation
Strategic Plan---Fundraising & Marketing
By
Dr. Abbas Raza

2. Presentation Scheme
 Why a cancer project ?
 Importance of the strategic plan
 Strategic Considerations
 Key Factors for Meetings
 Conclusion
 Thanks

3. Why a cancer Project ?
• Population of Punjab in particular & Pakistan in
general is on the rapid increase
• Public Cancer Hospitals do not meet the challenge
• Even the only Private and Charitable hospital of
Punjab does not meet this challenge
• Incidence of Cancer is far more than reported on
account of lack of awareness and diagnostic facilities
• Cancer is the biggest and the most expensive Threat
to a Society like that of ours with grave Socio-
economic Declining conditions
• Now this the Turn and Era of Professionals who must
address this issue and pay back to their Nation

4. Importance of the strategic plan
Of the countless critical paths for a project—
program and services planning, space planning,
resource allocation, organizational structure, physicians’
alignments, etc.—
one of the most essential elements is coordination
and collaboration of fundraising and marketing
efforts in accordance with the project timeline. Moreover
this is necessary to establish a unique image & position
within the marketplace because development of a consistent,
identifiable image prior to engaging in
substantial marketing and fundraising efforts is critical to
capturing Donors who are increasingly more knowledgeable
today than before

5. Strategic Considerations
Don’t Wait, Initiate Marketing
During the planning stages of any new project, initiating
discussions with marketing and fundraising colleagues is
vital so that they are “in the know”. In this way, these staff
members will be knowledgeable from the outset about
project drivers and key constituents to incorporate as the
plan of action progresses. Having these colleagues on your
side from project initiation will elevate their level of
knowledge specific to oncology and will enhance medical
staff, executive and physician communication throughout
project implementation and even after the project concludes.

6. Budget Scales
As executives in healthcare, we all live with
the reality of annual budgeting cycles and
balancing priorities. However, when
embarking on a new project of the huge
scale that oncology represents, many
people grossly underestimate the
appropriate budget parameters to educate
constituents who carry the message,
engage donors and elevate project appeal
to community target markets. While every
community will be different in its approach
to marketing and fundraising for oncology,
the budget should cover evaluation of all
media and public relations activities,
including

7. • Paper-based and e-newsletters
• Direct mail
• Billboards
• Television and radio media
• Events
• Sponsorship programs
• Website
• Advertising inserts
• Practice development materials
• Speakers bureau
• Collateral development
• Case statements

8. Project Education
Throughout project implementation, oncology literally
affects every person within the institution’s care
delivery environment and community hence there are
a myriad of constituents to educate and script.
And, for those unexpected occasions such as news
conferences or events, preparedness is essential with
the press and public who may question or doubt the
importance or worthiness of the project. In
recognition of the significance of project education
from conception, through
planning, development, implementation and
operations, every oncology executive should work in
line with marketing and fundraising resources to
script, instruct and deliver a consistent, concise
message.

9. Communication
While we all attend more meetings than we would like,
the importance of establishing regular
marketing/fundraising meetings should not be
underestimated. Such meetings should serve as forums
for information sharing, goal setting, task assignment,
and decision making. These meetings should also serve
to more adequately ensure concise, consistent
messaging as described above.

10. The Smallest Things Matter
There is an old adage that “nothing kills a good
product better than bad marketing.
An easy access and patient/donor centered
care from the parking lot through the end of that
patient’s/Donor’s visit. Signage also seems to
be such an afterthought in some situations—a
minor thing that can make a tremendous impact
on patient/donor way finding, convenience and
access

11. Key Factors for Meetings
1-Oncology Service Line Vision Statement
Outlining all programmatic, facilities,
technology and research aspects of the
institution’s five year strategic plan.
2-List of Frequently Asked Questions
with scripted answers to reliably respond
consistently to questions to everyone
from the media to patients to the medical
staff and community

12. 3-Case Statement
that detailed the rationale for philanthropic
support and comprehensively noted all
areas of opportunity for funding.
4-Timeline
of Marketing and of Fundraising Events to
ensure that all the constituents were
scheduled and could invite notable
participants to these noteworthy events.

13. Conclusion:
It is preferable that a small “work group” be
established to optimize public relations
strategy development and execution. The
group should comprise of key marketing and
fundraising personnel as well as
representatives from administration and the
medical staff. It is also helpful to include an
information technology representative given
the growing importance of electronic media,
including the Internet, in healthcare.

14. Thanks
for your time
&
thoughtfulness