That’s Georgia Hospital Association (GHA) Vice President of Community Health, Joyce Reid, in last month’s Georgia Trend Magazine.  A great piece by Jerry Grillo examines the billion dollars’ worth of free care Georgia’s not-for-profit hospitals deliver every year.

GHA’s 2011 Community Benefits Report itemizes $983 million annually on year on these services. Grillo points out that the number could be closer to $1 billion, as the report is based on 2009 figures.

Now in its third year, the report coincides with the IRS’s new mandate for additional community benefit.

“Hospitals have been providing these benefits for a long time,” Reid continued, “but we are in an era of increased accountability and want to help them tell their story. The main purpose of the report is to further justify what hospitals are doing for their communities, and get that information to legislators.”

The public could benefit from this information, too.

In addition to the billion spent caring for their respective communities – and remember, this is just in Georgia – not-for-profit hospitals provide immeasurable economic impact, in goods and services purchased, and through the employment of a workforce typically among the largest in most counties.

All across the nation, our hospitals are a critical cog in the infrastructure – an essential thread in the fabric of community, and a determinant of the quality of life.

Whether responding with uncompensated care, or proactively addressing local and regional health issues (several visionary strategies are explored in the article), our hospitals are working to fulfill their charitable missions, and honoring their obligation to their constituents.

Who better – indeed – who else to respond to the health needs of their respective communities?

While one could maintain that providing free care is the responsibility of the tax-exempt institution, many hospitals have gone far beyond that obligation, investing significantly in proactive programs to educate and prevent, as well as treat and cure.
GHA’s Reid again: “Hospitals can’t do this alone. They can’t just roll out a program. They have to get community involvement, school systems and faith-based organizations, public health offices.”

To her list I would add the transformational power of philanthropy. Again and again, we have witnessed the unstoppable force of impassioned volunteer leadership, in partnership with their local hospital, work tirelessly and selflessly, to enlist charitable support, and solve health local issues.

Congratulations and thanks to Georgia’s not-for-profit hospitals, and their sister institutions across the country.

T. Christian Rollins, MBA, CFRE

Now that another tax season has come and gone – and legislative changes to the charitable income tax deduction have again been proposed – those of us in the development field can also count on speculation about the extent to which tax considerations drive planned giving decisions.

At the end of the day, the donor must have charitable intent. He or she is, after all, giving something away. Rare indeed is the scenario where a planned gift results in a true, dollars and cents net gain.

Oh, I grant you, the exceptions can be quite extraordinary. Nonetheless, we would do well to remember that most planned gifts come in the form of a simple bequest. Intellectually stimulating though it may be, much of the tax planning academic calisthenics we may be able to perform are likely to fall on deaf ears.

Create the opportunity, and take the time to listen to your current donors. Individuals who already have charitable intent. Better yet, demonstrated charitable inclination to support your organization. What are their plans, needs, wants, desires, and aspirations? Is there a charitable vehicle that can help them get there?

Work to build a mutually beneficial relationship with financial advisors in your community, helping these professionals broaden their practice and assist your organization in the process. You may be the catalyst, uniquely positioned to bring together continuing education, networking, and referrals; elevating your visibility in particular, planned giving in general, and – in the big picture – reinforcing a culture of philanthropy.

Do a good job recognizing those that have made, or have indicated their intention to make a planned gift to your charity. Just as the endorsement of influential individuals and good corporate citizens is potentially persuasive, so too can demonstrated deferred gifts cause others to think differently about your organization and how they might support it.

While tax concerns and questions may create the opportunity to begin the conversation, a planned gift is really just that. A gift.

T. Christian Rollins, MBA, CFRE

While I respectfully submit that it is impossible to place a value on this priceless gift of time, it is nonetheless interesting and impressive to try.

Independent Sector estimates the 2011 value of volunteer time at $21.79 per hour.

According to the Corporation for National and Community Service, in 2010, approximately 62.7 million Americans – approximately 26.5% of the adult population – gave over 8 billion hours of volunteer service, worth $173 billion.

Our clients’ success is in no small part attributable to the strength of their volunteer leadership. However you label them – whether Trustees, committee members, Auxilians, or volunteers – these devoted and concerned citizens are making a real difference every day in their communities.

On behalf of nonprofits across our great nation, “thank you!” It is our distinct honor and genuine pleasure to support your noble efforts.

T. Christian Rollins, MBA, CFRE

This year’s $19.2 million in support far exceeded the goal, and is the highest result since 2007.

In announcing their success, the local campaign’s volunteer chairman – banker David Fuller – said, “I was amazed, in light of everything that’s going on in the economy, that the business community really stepped up — more so than I could have ever expected. People were very generous.”

As in many communities, local leaders see the effort as a barometer, suggesting the overall health of charitable giving in the region. An Orlando area agency executive was quoted as saying, “Philanthropy tanked in 2008 and 2009; but the fact that they’ve had record results is an important sign for everyone else.”

A trend just might be afoot. This week, the national Nonprofit Research Collaborative announced results of a survey showing that more than half of U.S. charities saw contributions rise last year for the first time since 2007, and more than 70 percent of the agencies expect an increase this year.

Again, from the Sentinel article, Mark Brewer, president and CEO of the Community Foundation of Central Florida, added, “The high-net-worth people — their giving is up now, and it’s almost entirely because their assets are worth something again.”

86% of central Florida’s nonprofits tracked by the Community Foundation, report being on target in their fundraising efforts; and after four years of layoffs and program cuts, are hiring again.

The Center’s Director, Dr. Carol Adelman, points out that, “that private philanthropy and remittances to the developing world now dwarf official government aid.”

2010 data (the most recent available) shows philanthropy from developed to developing nations of $246 billion, nearly twice the $128 billion in government aid. While total government aid grew dramatically, it accounts for only 18% of total financial support.

Private flows from the United States to the developing world increased to $39 billion in philanthropy, $95.8 billion in remittances, and $161 billion in private investment capital. Marking a major recovery for U.S. private investment capital, this important long-term development resource accounts for nearly 50% of U.S. total economic engagement with the developing world. While U.S. official aid increased to a high of $30.4 billion, it remains only 9% of U.S. total economic engagement with the developing world.

Taken with other financial indicators and recent philanthropic results, this appears to be yet another signal that the economy is forging forward, and that philanthropy may be a part of the overall recovery.

Of the 450 nonprofits surveyed, health and human-service organizations were most likely to report 2012 hiring plans. A third of the organizations plan to add direct service providers, and nearly as many will add fundraisers and program managers.

The findings show a better picture than last year, when only one-third of nonprofits predicted they would add staff members.

The report encouraged nonprofit leaders to pay attention to retaining top talent, as the job market strengthens, and competition increases. Salaries are a factor, with 34% pointed to an inability to offer competitive salaries as the biggest challenge.

A recent installment cited author Jonah Lehrer, and reminded me that some of the most innovative new ideas are developed by simply connecting an existing idea to something new. The Wright Brothers, for example, made bicycles before their first airplane applied some of the same mechanics and principals to take flight. Johannes Gutenberg’s existing knowledge of wine presses helped create the first printing press. More recently, Google’s founders used the existing notion of ranking the importance of academic articles by their respective number of citations, and applied it to their powerful search engine algorithm.

The e-letter piece closed by encouraging readers to apply an idea from an unrelated field to come up with a creative solution to a problem.

I have found this same principal successfully applied in my work with not-for-profit organizations, and nowhere more so than among volunteer leadership. High-performing boards are made up of visionary leaders, typically representing diverse backgrounds and experiences. Applying their knowledge and skill sets to our unique challenges creates the opportunity to devise creative solutions.

Whether we’re addressing prospecting and solicitation, communications, finance and management, or governance, a strong board likely holds tremendous untapped talent. Engage your volunteer leadership, and look for ways in which they can bring their seemingly unrelated competencies – including ones you may not know about – to the aid and advancement of your organization.

T. Christian Rollins, MBA, CFRE

Our mistake is to read too much into no, assuming that no means never.

No means not this project, not the requested amount, not the suggested pledge period or type of gift, not the proposed donor recognition, or perhaps simply not now. No may mean our relationship is not yet where it needs to be, that we still have some education to accomplish, or that we’ve dispatched the wrong solicitor.

No must not be allowed to bring the dialogue to a screeching halt, but rather be immediately followed by questions that point towards yes. Continuing the conversation, listening all the while for clues to what no really means. We might ask when would be a better time to consider a gift, or what amount might be appropriate at this time.

No need not be more than a single exchange in an ongoing conversation. No creates the opportunity to get to yes. Taken advantage of, no enables us to continue the conversation, more focused on arriving at a solution, collaboratively seeking a mutually beneficial conclusion.

The fear – or even the possibility – of no must not preclude our asking. If we were to ask only upon the assurance of yes, we would certainly stunt our ability to support our mission, not to mention leave untold dollars on the table.

The simple truth is that you are going to hear no. Get over it. Move beyond it. And get to yes.

T. Christian Rollins, MBA, CFRE

Charlie Snyder chaired the Frederick Memorial Hospital Development Council from 1987 to 1995. In 1991, his long history of involvement with many community organizations – including United Way, the American Red Cross, and the Community Foundation – prompted the hospital to award him one of the first Good Samaritan Awards.

Created in 1990, the “Good Sam” is the highest honor conveyed upon an individual by FMH. Historically, it has recognized individuals whose lives reflect the highest aspects of human nature: generosity, excellence, selflessness, leadership, and commitment – not only toward FMH, but to the community at large.

Under his leadership, I chaired a committee of FMH’s Development Council, and Charlie called me every Thursday morning, just to touch base, see how I was doing, and to ask if I needed any help. Ever the intuitive one, after several weekly calls, I realized that I’d not yet been able to report any significant progress. Never once had he issued an instruction. He was simply interested, engaged, supportive, and appreciative. Like my peers, I was inspired to help; and in this manner – along with the support of an outstanding staff – our development program flourished.

His quiet, steady leadership was instrumental in establishing a development program that remains strong, a quarter century later. Thanks, Charlie. It was a pleasure and an honor.

To those like him, volunteer leaders in communities across our nation, thank you , as well. You and the charities you support are making a difference. Keep up the good work.

Finally, to those development professionals lucky enough to support such leaders, congratulations. I trust you appreciate how fortunate you are.

T. Christian Rollins, MBA, CFRE

At the same ceremony, the college’s President, Dr. E. Gordon Gee, described the contribution as, “a transformative moment in the history of this university,” adding “This is a magnificent gift in and of itself. The impact that it will have just by itself is enormous; but the impact that it will have on so many other people and so many other facets of the university and of the community and beyond… gives everyone else confidence.”

I can’t help but wonder if they truly understood just how right they both were. Philanthropy can, indeed, be truly transformational. And not only for the fortunate beneficiary charitable organization. Philanthropy can change lives and communities.

The gift will be used primarily for the OSU Medical Center and the Arthur G. James Cancer Hospital, where Wexner said he hopes that OSU researchers will be able to “change the world and find a cure for cancer.” President Gee celebrated Wexner’s, “unwavering optimism,” and “the unassailable truth that is the American Dream.”

But this transformational gift is far more than potentially ground breaking research and massive steel and concrete structures. This gift is a job creator; an economic engine. The construction alone will involve 2,500 workers.

The projects this gift helps to make possible are expected to create 8,400 permanent, full-time jobs. And – according to a local economist – those jobs may, in turn, create the need for another 10,000 more employees at companies supporting the two hospitals, or benefiting from increased spending in the community. New hires at medical-supply companies, plus jobs at car dealerships, grocery stores, dry cleaners, and all the other businesses that the new hospital employees will frequent.

“When we create 100 jobs in healthcare, we can expect another 126 other jobs in the area,” said Bill LaFayette, owner of the Columbus firm Regionomics.

In our rewarding work with our hospital clients, we are regularly reminded of, and impressed by the significant community benefit and positive economic impact these institutions provide their extended service areas year after year.

I encourage you to include this compelling information in your ongoing dialogue, and make it a permanent part of your case for support. Keep the community you serve aware of your charitable mission, and your critical role in the regional economy. Remind your constituents of the institution’s important place in local infrastructure, and its contribution to quality of life.

Ours is a noble profession, and you offer the opportunity for your donors to change lives and transform your community.

T. Christian Rollins, MBA, CFRE

Executive Vice President