Faced with negative press due to results from an auditing process, our foundation tackled the problem head on—by developing a solid communications plan.
Our organization, the Lakeridge Health Foundation located in Oshawa, supports one of the largest hospital systems in Ontario. A couple of years ago we faced a variety of challenges stemming from an audit of our governance that resulted in negative public perception.
In the past 24 months, we recruited a new CEO, turned over more than 50 per cent of the Board, adopted a first-class governance model, crafted and implemented a new strategic plan and business model, amalgamated with a sister foundation, and changed its name (formerly Oshawa Hospital Foundation). At the same time, we continued to raise much-needed funds for medical equipment and a comprehensive capital campaign.
A return to core business
The results have seen the foundation go through a significant transformation. Mainly, the development of a strong communications plan that contributed to the ability to move forward and return to the core business of raising funds and awareness for the hospital.
Our first order of business was to develop communications objectives. The plan had three objectives:
Next came the development of key messages. Choosing to focus on the hospital’s cause in primary messaging, it was important to promote how the hospital was a leader in certain areas of care—which resonated with our stakeholders. Secondly, we emphasized our mission: to raise funds and awareness for the hospital.
The foundation became more transparent by adopting and promoting new governance and financial accountability models. With a number of new board directors and a new CEO, we touted their credibility in order to establish greater community trust. Finally, we promoted four priorities (CT Scanner campaign, strategic planning, transparency and community outreach) which allowed us to inform the community of early successes.
Key messaging
Our key messaging was in line with that of the hospital and key speaking points were shared with and used by staff and board.
Our target audience included:
Opinion leaders were and are critical in our market. All of our news comes from Toronto. And Toronto does not report on good news stories coming out of the Durham Region. So we targeted folks with a following to promote our good works.
We reached identified audiences through outreach to news media, networking events, direct response, presentations to service clubs, and individual meetings. The best possible method was individual meetings—issues can be complex and nothing beats a 30-45 minute in-person meeting.
Rebuilding reputation
We focused on building infrastructure. The new governance model and strategic plan created a solid base for which to rebuild reputation. We are in the midst of applying for the Imagine Canada Standards Program, which will go a long way towards supporting our objectives.
In the end, we can say we were successful, but the work never ends. Our signature events exceeded expectations with record attendance. We booked the largest individual major gift in the foundation’s history. The annual fund program is beginning to thrive. Third party involvement has increase in number by one third. We are building a strong staff team and quickly becoming the charity of choice for staff recruitment.
Finally, we identified five key success factors every entity must adhere to when dealing with a similar situation:
Bob Baker is the Chief Executive Office of the Lakeridge Health Foundation, Durham Region’s largest charity. In this role, he leads a team charged with securing donations and raising awareness for Lakeridge Health to fund capital projects, the acquisition of equipment, education, and research.
