Senior Vice President & Chief Development Officer Children’s Hospital & Research

Oakland, California
Position Specification
Senior Vice President &
Chief Development Officer
Children’s Hospital & Research
Center Foundation
CONFIDENTIAL
Prepared by
Lori Morris
Steve Yamada
February 2012
This Position Specification is intended to provide information about Children’s Hospital Oakland and the
position of Senior Vice President and Chief Development Officer. It is designed to assist qualified individuals
in assessing their interest.
The Organization
Children’s Hospital & Research Center Foundation
Children’s Hospital & Research Center Foundation is a not-for-profit public benefit corporation
that serves as the philanthropic arm of Children’s Hospital & Research Center Oakland
(CHRCO). Since it’s founding in 1967, the Foundation has raised millions of dollars from
individual donors, charitable foundations, and corporate businesses, to support the clinical care,
research, teaching, and advocacy missions of Children’s Hospital. It is an integral partner in
CHRCO’s goal to build a strong financial base for the hospital’s current and future needs and its
effort is critical for the organization to enhance its reputation as a nationally/internationally
recognized healthcare leader for children.
The Foundation is charged with providing a full service development program including major
gifts & gift planning, Children’s Miracle Network, annual fund, events, foundation and corporate
grants, direct mail, web, volunteer groups, Family Legacy Funds, and capital campaigns for the
entire medical center (hospital, research institute, and educational programs). Foundation fund
raising goals are based primarily on CHRCO’s priorities. Key capital projects are the seismic
retrofit and remodeling to meet California seismic safety standards along with a Master Plan to
modernize the hospital, create private rooms, and expand research facilities to meet the future
pediatric healthcare needs of Northern California’s growing population of children and the
research and teaching activities in the medical center. Other priorities include raising funds to
support programmatic growth, endowed chairs in clinical medicine and research, and the
provision of state-of-the art services in the hospital and the highly successful and growing
research institute.
The medical center is celebrating its centennial anniversary this year. Philanthropy has been an
integral part of the first 100 years at CHRCO. The original Children’s Hospital, which opened in
the early 1900’s, was supported entirely by funds raised from the community by a group of
visionary women led by Mabel Weed and nurse Bertha Wright. Children’s Hospital Branches, a
network of volunteer auxiliaries that advocate for Children’s in the community has seeded many
new programs and provides ongoing support for virtually every department and division at the
hospital. The Branches roots and partnership with Children’s Hospital run deep, going back
more than 90 years. The Foundation also receives substantial support from grateful parents,
alumni, and community donors. Additional efforts led by several members of the community
have created an extremely important “Notes and Words” annual fund raising production. The
celebration of the Centennial year adds to the potential for philanthropy.
During the past five years, the Foundation has been successful in raising over $100 million to
support Children’s Hospital & Research Center Oakland. With the guidance of the Strategic
Planning & Development Committee of CHRCO’s board, the Foundation has achieved steady
growth with 2011 revenue of $21 million, exceeding its $19.1 million goal. The Foundation has
total assets of $196 million. The 30 member staff of the Foundation is highly energized and
committed to continuing the successful fundraising track record, developing a culture of
philanthropy throughout the medical center, and working with their physician partners,
volunteers, and the community to celebrate and leverage the hospital’s 100 year history on
behalf of CHRCO. The organization is currently in the quiet phase of a capital campaign with a
goal of raising $500 million. The first phase of this goal is to raise $135 million in the next three
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years for substantial remodel and seismic retrofit of the existing medical center. Further funds
would be raised to support future facility growth, expansion of research facilities and program
development. The hospital’s board is in discussions to consider creation and structure of an
independent, self perpetuating Foundation board of trustees comprised of major leaders from
the surrounding communities. Great enthusiasm presently exists within the community to
support the medical center’s plans.
Children’s Hospital & Research Center Oakland
Founded in 1912 as the first Baby Hospital on the west coast, Children’s Hospital & Research
Center Oakland has played an extremely important and positive role in the health of children
and families in Alameda County, Contra Costa County, Solano County and beyond. CHRCO is a
190-bed independent, regional pediatric hospital that serves as the East Bay’s primary facility
for pediatric tertiary care and as a major regional referral center for Northern California and
beyond. The mission of Children’s Hospital is to protect and advance the health and well-being
of children through clinical care, teaching, research and advocacy. The range of services it
provides span from primary to tertiary and some quaternary care. The population served by
the medical center is extremely ethnically diverse.
Children’s Hospital offers a vast range of inpatient, outpatient and community-based programs.
It has the only free standing Level I Pediatric Trauma Center and the only Pediatric
Rehabilitation program providing inpatient and outpatient care in Northern California as well as
the first among the few Pediatric Sports Medicine programs in the region. Thirty medical
subspecialty services and programs are available at Children’s Hospital. Its subspecialty
programs are outstanding and rank among the leading programs in the nation in regard to
clinical care and translational research. CHRCO provides inpatient care to approximately 10,000
patients a year and key specialized services include a 44-bed neonatology unit, 23-bed critical
care unit, 12-bed pediatric rehabilitation unit, and 26-bed hematology/oncology unit.
Outpatient services include primary care clinics, a Federally Qualified Health Center (the only
FQHC in a children’s hospital in the United States) and more than 30 outpatient specialty clinics
located throughout the region. The organization has approximately 2,700 total employees.
CHRCO has attracted and retained world class physicians trained in prestigious universities
throughout the United States, and family oriented staff. Overall, CHRCO has 557 hospital-based
and community-based physicians on its medical staff. It has one of the largest Pediatric
Residency programs on the West Coast, training a total of 90 physicians planning a career in
Pediatrics. It also has a large training program for nurses, psychologists, and social workers.
In addition to clinical care, CHRCO also has a major commitment to research and education.
Children’s Hospital Research Institute (CHORI) is an internationally renowned biomedical
research institute that ranks among the nation’s top 10 pediatric research centers in grant
funding for basic, clinical, and translational research from the National Institutes of Health. The
300 research staff are dependent upon NIH grants and philanthropic efforts. Endowed chairs
are critical to its future. An enormous program in translational research brings advances in the
laboratory to improve patient care. The research institute has centers of excellence in cancer,
nutrition and metabolism, immunology, hematology, pulmonary, and genetics. A mixture of
M.D. and Ph.D. scientists work in the laboratory with collaborations involving UC Berkeley, UC
San Francisco and Stanford University.
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The Graduate Medical Education programs are an essential part of the mission of Children’s
Hospital. CHRCO is home to a highly respected and nationally known Pediatric Residency
Program, with 90 Residents, as well as Fellows in Pediatric Emergency Medicine, HematologyOncology, Infectious Disease, Critical Care, and Pulmonology. Philanthropic efforts support a
number of these programs.
Children’s Hospital is governed by a 25 member Board of Directors that has recently added
more business and financial expertise. The Board can expand to 30 members. Additions to the
board in 2011 include seasoned executives with extensive board experience: Edward Penhoet,
Ph.D, Co-founder and past President/Chief Executive Officer of Chiron Corporation, Louis
Lavigne, former Executive Vice President and Chief Financial Officer of Genentech and Matt Cox,
Chief Executive Officer of Matson Shipping, the largest shipping company in the Port of
Oakland. The Strategic Planning and Development Committee of the Board presently provides
Board leadership to the Foundation.
Bertram Lubin, M.D., joined the medical center in 1973 as the Chief of Hematology/Oncology
and initiated a program that now has a staff of over 40. In 1980 he was appointed Director of
Medical Research and President of the Children’s Hospital Oakland Research Institute. He led
this Institute from an external award budget of $500,000 per year to one of $60 million per
year. In August 2009, Dr. Lubin was appointed as President and Chief Executive Officer of
CHRCO. Since then, he has built a very strong executive team to position the organization for
the future and has been actively involved in philanthropic efforts on behalf of the medical
center. He has expanded the Board, developed strong alignment with the medical staff, and
has strengthened relationships with government and community leaders as well as significant
donors. Dr. Lubin provides strong support to the foundation and has made himself available for
foundation staff on major philanthropic efforts.
Although Children’s Hospital is a private entity, it serves a public mission providing all inpatient
pediatrics for the Counties of Alameda, Contra Costa and Solano Counties regardless of a
family’s ability to pay. No county inpatient facilities exist for children in these counties. At
present, 70 percent of the children it serves are insured by Medicaid. Serving as the safety net
hospital for a large, socio-economically challenged, diverse urban population, CHRCO has had
mixed financial results in the past five years. Currently, Dr. Lubin and the management team
are engaged in a financial turnaround with a goal of breaking even in 2013. In fiscal year 2010,
CHRCO had net patient revenues of $337 million with an operating loss of $15.9 million, down
from its fiscal year 2009 loss from operations of $17.9 million. With the turnaround plan in
place, the financial results continue to improve. Children’s Hospital also benefits from financial
support from local and statewide funding sources including Hospital Bond Acts. Philanthropy
has also increased substantially and will continue to play a significant role for capital needs,
program development and research support. In addition, debt funding will be needed to
support future projects, which places a high priority on improving operating results. The
mission of the medical center accounts for the strength of the medical center staff and
contributes to the opportunity for philanthropy.
For more information, please visit http://www.childrenshospitaloakland.org
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The Position
The Senior Vice President and Chief Development Officer is responsible for leading fundraising,
resource development, staff development, donor relations, stewardship, fund distribution,
foundation operations, and capital campaign activities. He/she is also a member of the medical
center’s executive team and is the primary contact for the CHRCO Board of Directors’ Strategic
Planning and Development Committee. The Chief Development Officer is an ambassador for
CHRCO to the community, articulating the hospital’s strategic vision and inspiring passion and
enthusiasm. The Chief Development Officer represents the foundation to the community at
large, to the medical staff, the research staff, the education staff, and to both potential and
current donors, building community engagement, and promoting a culture of philanthropy.
He/she works effectively with physician, research and education leaders including Division
Chiefs and Medical Directors, assisting them in the identification of grateful patients and other
interested donors and helping them to articulate the case for support of their programs.
The Chief Development Officer oversees a foundation staff and a comprehensive fundraising
effort including planned giving, major gifts, events, and annual campaigns as well as foundation
operations, foundation finance, donor research, donor recognition, and communications. The
Chief Development Officer is responsible for developing and managing the foundation budget
and for efficiently raising funds with the objective of raising maximum funds at the lowest
possible cost. The Chief Development Officer is ultimately responsible for the investment
portfolio of the foundation assets and reports to the Finance Committee of the Board in this
regard. He/she leads a diverse and effective fundraising team, ensuring their individual
development and maximizing their performance. He/she is the link between the foundation and
the medical center’s executive leadership team, ensuring that the foundation strategic plan
mirrors the medical center’s (hospital, research, education) strategic plan. In conjunction with
the President and Chief Executive Officer, the Chief Development Officer recruits, retains, and
engages members of the Strategic Planning and Development Committee, communicating with
them effectively and using their time wisely. He/she sets strategy for the foundation,
personally raises funds, leads fundraising activities and initiatives, and increases the prospect
pool, ensuring visibility of the foundation in all of the communities served. The Chief
Development Officer will lead the capital campaign, articulating its purpose, setting the
campaign strategy, and developing metrics to assess its success.
Reporting Relationship
The Senior Vice President and Chief Development Officer reports to the President and Chief
Executive Officer of CHRCO, Bertram Lubin, M.D. Along with Dr. Lubin, he/she leads the
Strategic Planning and Development Committee of the Board of Directors. The Chief
Development Officer oversees a staff of 30 individuals, including two direct reports, the
Controller and the Vice President of Philanthropy.
Goals and Objectives
In order to be considered a success in his/her first 12 months, the new Senior Vice President
and Chief Development Officer will be expected to achieve the following:
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Sustain the current strong level of annual fundraising at the foundation, raising annual
funds of $21 million per year or more.
Develop and articulate a strategic plan for the capital campaign, The Campaign to
Rebuild Children’s Hospital Oakland. Raise at least $25 million toward the capital
campaign in the first year and have a plan to raise funds to complete the Master Plan.
Clearly articulate the vision and purpose of the foundation for Board Members, Strategic
Planning and Development Committee members, executive leadership team, foundation
staff, research and education staff, and the community.
Develop a foundation staffing plan and budget; organize the foundation staff for
maximum effectiveness and efficiency.
In concert with the President and Chief Executive Officer, finalize the structure of the
Foundation Board of Trustees or Strategic Planning and Development Committee.
Successfully recruit new members to this leadership group.
Integrate with the executive leadership team, physician leaders, research leaders,
patients, and community groups; become a visible member of the Oakland community.
Conduct donor research and successfully cultivate new major donors for CHRCO.
Maintain and enhance strong community connections and relationships with volunteers,
donors, and benefactors in all of the communities served by CHRCO.
Analyze current fundraising activities and improve the cost of raising funds. Reduce or
eliminate selected annual events and other fundraising activities that have limited
impact.
Improve stewardship, donor communications, and relations with existing donors. Fully
engage new donors and give all consistent feedback on the impact of their gifts. Renew
relationships with donors who have contributed in the past but who are no longer
actively involved.
Develop physicians, staff, Board Members, and community members as fundraisers.
Develop a culture of philanthropy throughout the organization.
Work closely with the SVP of CHORI, the medical staff leadership, and the educational
staff to enhance philanthropic efforts.
Collaborate with the executive leadership team to align philanthropic efforts with the
medical center’s strategic plan.
Work with the Marketing and Communications Department to align Foundation activities
with the brand to support philanthropic efforts and foster a unified message.
Work with the Finance committee to assure optimal investment of Foundation assets.
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Candidate Qualifications
Education
A Bachelor’s degree from an accredited institution is required; a Master’s degree is
strongly preferred. Education related to healthcare and biomedical research is a plus.
Specialized training in fundraising management including a CFRE, FAHP, or equivalent
fundraising certification is helpful.
Experience
A minimum of ten years of fundraising experience is required with at least five years
experience in senior management of a prominent fundraising organization or foundation.
Previous experience raising funds for healthcare causes is extremely helpful but not
absolutely required. Experience in organizations such as research institutes, schools of
medicine, academic medical centers, large, complex community hospitals, and higher
education institutions will be strongly considered.
Proven experience leading an effective capital campaign, preferably at a level of $100
million or above.
Thorough knowledge of comprehensive fundraising techniques including annual giving,
events, planned giving programs, and major gifts programs is required.
Demonstrated ability to personally raise significant funds. Able to relate personally to
major donors. Able to engage a diverse pool of prospective donors.
Previous experience assembling a fundraising Board of Directors; experience recruiting a
diverse Board of major donors and/or individuals with significant connections to donors
in the community.
Demonstrated progressive people management skills including excellent motivational
skills and a style that emphasizes collegiality, team work, and collaboration. A
motivating leader who is able to set clear standards, communicate objectives, mentor
staff, and ensure accountability.
Financial management and operations experience; familiarity with systems, metrics and
infrastructures of a successful foundation including knowledge of databases, laws, and
policies covering fundraising, planned giving, tax implications, budgeting, and efficient
cost of raising funds.
Successful track record of creating a culture of philanthropy in an organization and
taking fundraising to the next level.
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Personal Characteristics
Creative and proactive; brings an entrepreneurial vision to the work. Open-minded and
willing to pioneer new approaches.
Professional demeanor; poised, polished, and sophisticated. Able to interact positively
with donors, volunteers, medical staff, and the executive leadership team.
Outgoing, engaging and visible, both within the organization and in the community. An
effective ambassador to the community.
Excellent communication skills, both verbally and in writing. Able to articulate a
compelling vision and communicate effectively with a variety of audiences.
High energy level, commitment, and strong work ethic. Enthusiastic with a positive
outlook.
Strong strategic skills; a visionary who sees ahead clearly and inspires others.
Outstanding interpersonal and social skills; personable and comfortable relating to a
wide variety of individuals in a diverse community.
Inspirational and motivational leader; easily gains trust and respect. The kind of person
others like to follow.
Proven people management and talent development skills. Creates a climate in which
people want to do their best. Empowers others, is trusting and is able to delegate
effectively.
Pursues a high standard of excellence and expects accountability. Comfortable giving
negative feedback to improve performance. Takes immediate action to correct problems
and to ensure that they do not reoccur. Admits mistakes and demonstrates
transparency.
Character and integrity beyond approach. A humble individual who is viewed as
compassionate, caring, trustworthy, and transparent.
Takes a long term view and takes the time to build relationships that last; not
transactional or short term focused.
The Community
Founded in 1852, Oakland, California is situated at the geographical center of the San Francisco
Bay Area and is the largest and most established of the East Bay cities. As the eighth largest
city in California with a population of 382,900, Oakland encompasses 52 square miles and offers
19 miles of coastline to the west and magnificent rolling hills to the east that afford one of the
most beautiful views of the world – a crystal clear bay, the Golden Gate and Oakland Bay
Bridges, and the majestic Pacific Ocean. Oakland's stunning bay views, parkland and open
space, and proximity to the Pacific Ocean make it one of the most beautiful urban areas in the
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nation. Oakland is known for its great diversity and is one of the nation’s most ethnically
integrated cities. It was ranked number five among must-visit global destinations for 2012 by
the New York Times.
Oakland has emerged as a major economic force in the region. Its leading industry sectors
include business services, health care services, transportation, food processing, light
manufacturing, government, arts, culture and entertainment. Many major corporations such as
Kaiser Permanente are headquartered in Oakland. Long a center for international trade, the
Port of Oakland is the nation’s fourth busiest container facility. The Oakland International
Airport is served by 12 major domestic and international airlines and has grown to be a major
air transportation hub for the entire Bay Area. Residents have transportation choices and
commute to work locations in the East Bay and greater Bay Area by automobile, rapid transit,
bus, train, and ferry.
The labor pool in the Oakland Metropolitan Area is one of the most educated in the nation,
ranking sixth in the United States in educational achievement. Nearly one-third of the area's
residents have a college degree. Oakland has more than 81 public and 53 private schools. The
post-secondary school system in the East Bay is considered among the finest in the country
including the University of California-Berkeley, Mills College, and California State University, East
Bay, among others.
The East Bay provides a wide variety of housing and there is tremendous choice in determining
the type of community one lives in. Home prices remain significantly higher than the national
median, but prices have decreased in the East Bay and Bay Area in general with the economic
downturn. The East Bay has a unique range of housing from elegantly restored turn-of-thecentury Victorians and craftsman bungalows to modern multi-million dollar estates perched in
the hills. There are many vibrant and desirable neighborhoods in Oakland and throughout the
East Bay within reasonable commuting distance to downtown Oakland and CHRCO. Adjacent to
Oakland is the City of Piedmont and to the north is the City of Berkeley and communities such
as Albany and El Cerrito. Residential communities to the south include Hayward, Castro Valley
and Fremont, among others. Across the Caldecott Tunnel going inland are suburban towns
such as Orinda, Moraga, Lafayette, Walnut Creek, San Ramon, and Pleasanton.
The Mediterranean and temperate climates in Oakland and the East Bay are among the best in
the United States; temperatures range from the fifties and sixties during the winter months to
the seventies and low eighties during the summer.
Oakland is at the heart of the East Bay Regional Park District, a splendid system of over 50
parks and 20 regional hiking trails covering more than 75,000 acres which offer an
extraordinary variety of recreational activities. Along Oakland's waterfront and Lake Merritt,
there is easy access to yachting, sailing, windsurfing, rowing, canoeing, kayaking and more. As
the cultural center of San Francisco's East Bay, Oakland is also home to the Oakland East Bay
Symphony, the Oakland Ballet, the Oakland Civic Theater, the Oakland Zoo, the Paramount
Theater of the Arts, the Alice Arts Center, Oakland Museum of California, as well as professional
football, baseball, and basketball teams.
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For more information, go to: http://www2.oaklandnet.com; http://visitoakland.org/index.cfm?;
http://www.beachcalifornia.com/oakland-california.html;
http://abclocal.go.com/kgo/story?section=news/local/east_bay&id=8499006
Procedure for Candidacy
The search process is currently underway and will continue until the position is filled.
Nominations, expressions of interest, and applications including a cover letter and resume
should be submitted electronically to Lori Morris or Steven Yamada, the executive search
consultants supporting this search.
Lori Morris
Witt/Kieffer
2227 Old Ranch Place
Santa Rosa, California 95405
Phone: 707/537.1014
Fax:
707/537.1142
Email: [email protected]
Steve Yamada
Witt/Kieffer
2200 Powell Street, Suite 890
Emeryville, California 94608
Phone: 510/420.1370
Fax:
510/420.0363
Email:
[email protected]
Children’s Hospital & Research Center Oakland values diversity and is committed to equal
opportunity for all persons regardless of race, creed, color, religion, national origin, citizenship,
age, sex, sexual orientation, disability, marital status, veteran status, or any other status
protected by law. Children’s Hospital & Research Center Oakland complies with all EEOC
requirements in its own hiring practices and in the practice of executive search and on behalf of
all clients.
Discover Thought Leadership at www.wittkieffer.com
The material presented in this position specification should be relied on for informational
purposes only. This material has been copied, compiled, or quoted in part from Children’s
Hospital and Research Center Oakland documents and personal interviews and is believed to be
reliable. While every effort has been made to ensure the accuracy of this information, the
original source documents and factual situations govern.
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