Since opening in 1995, the professionals at Paul J. Strawhecker, Inc. have experienced many highs working with non-profit organizations, particularly when it comes to client success and satisfaction.
Below are a couple of the many shining examples of what can be accomplished when people join forces to make the world a little more beautiful -- physically, emotionally, and spiritually.
PJS Helps ISD Reach $1.5 Million Campaign Goal
Paul J. Strawhecker, Inc. recently finished providing campaign counsel to help Iowa School for the Deaf reach its $1.5 million fundraising goal to build a new science center on the Council Bluffs campus.
The new center, which is scheduled to open later this year, will provide a modern facility that meets the needs of current programs and new curriculum standards, adequate space for storage, and handicapped-accessible amenities. The new center will enable ISD to provide students the knowledge and resources to compete with their hearing peers, and will establish ISD’s science program as one of the premiere programs in the region.
In addition to providing campaign counsel for this project, PJS also helped educate and inform the public about ISD’s current education programs by creating and helping the school execute a strategic public relations plan.
Paul J. Strawhecker, Inc. recently began providing ongoing development counsel for the Pope Paul VI Institute in Omaha, Neb.
Since PJS began this relationship in 2009, the firm has helped the Institute develop a newsletter, create a case statement, coordinate its direct mail program, plan its 25th anniversary celebration scheduled for the summer of 2010 and research and submit several grants. The firm is also in the process of helping the Institute recruit a development committee and implement a donor-centered fundraising approach.
Over the past 25 years, the Pope Paul VI Institute has impacted the lives of many individuals seeking healthy, moral solutions to issues in women’s health care. Major developments and achievements include: the Creighton Model FertilityCare System, a natural fertility tracking system that generates information about women’s reproductive health; and the new women’s health science of NaProTechnology, which is a collection of medical and surgical approaches that uses the Creighton Model System to help a woman reach her optimal state of reproductive health. These major developments drive the Institute’s current programs and services, which include: the National Center for Women’s Health, the Research Division, the FertilityCare Center, The Center for NaProEthics and several educational programs to train and educate medical professionals all over the world about the Institute’s developments. Since the Institute was founded, thousands of medical professionals, clergy, women, couples and families have been impacted by the Institute’s tireless dedication to the Culture of Life.
In Iowa in July, topping 100 degrees is not hard to do. In fundraising, reaching 100% participation is nearly impossible. The Guthrie County Hospital Foundation in Guthrie Center, Iowa, realized this amazing feat with its recent employee giving campaign.
“We had an amazing committee this year,” said Jodi Sutton, Guthrie County Hospital Foundation Director. “After it was decided the monies raised would go toward the new emergency room, pharmacy, remodeled patient rooms, and lobby the committee had a goal and they were committed to achieving it!”
The 114 full-time employees gave a total of $100,278 in a combination of three to five year pledges, and one-time gifts.
Planning for the annual employee giving campaign, held July 10-14, began in April. At that time, the employee giving campaign committee set a daunting goal: 100% participation. With this goal in mind, the group developed a week full of activities revolving around the number “100.”
Hospital employees raced one another in a 100 yard crutch race or around a 100 yard wheelchair obstacle course. Other activities included playing the board game Operation and putting together a plastic skeleton. 100 Grand candy bars were given to the winners.
“It was definitely a lot of fun to be involved in,” said Diane Duzenbury, an employee campaign committee member. “I was excited to be a part of it.”
Hospital employees also had an opportunity to earn a blue polo shirt embroidered with the campaign logo by pledging a minimum of $2 per pay period over a five year period. Employees were excited about earning the polo shirts, Duzenbury said.
This year’s employee campaign dedicated itself to raising funds for “The Future is Now: A Campaign for Guthrie County Hospital.” This campaign focuses on the expansion and renovation of the emergency room, pharmacy, radiology, and patient rooms.
“I think it (the campaign) is one other way I can contribute to quality patient care,” said respiratory therapist Kathy Semke. “The campaign ensures that quality healthcare remains in Guthrie County.”
The week’s events culminated with a visit from Chris Cakes on Friday. Pancakes were made available to all hungry employees.
Employee campaign committee members included Loreen Andreasen, Diane Duzenbury, Jan Erickson, Cindy Miller, LouAnn Peterson, Nicole Saegh, Kathy Semke, Tawny Stetzel and Jodi Sutton.
Paul J. Strawhecker, Inc. is proud to be involved with the Guthrie County Hospital Foundation and its employee commitment to this campaign.
The mission of Boys & Girls Clubs across the country is to inspire and enable youth to realize their individual potential while learning responsible citizenship.
For the Boys & Girls Clubs of Metropolitan Phoenix (BGCMP), the mission is focused on helping those children most in need. Many of the BGCMP children live in situations that seem hopeless: extreme poverty, family backgrounds that involve drugs and alcohol abuse, and a lack of care and services that many of us take for granted – like a toothbrush, or a parent who can help with homework, or clothes to wear to school.
With a unprecedented population boom, increasing poverty and only 10 clubhouses throughout the Phoenix metropolitan area (population 4 million), the need for expansion was strong. In the fall of 2003, the BGMCP board of directors undertook a major step toward rising above this reality. The solution was a $26 million multi-faceted campaign titled Kids, Clubs, Opportunities.
The campaign included several primary objectives: taking care of the existing clubs by adding much-needed staff and equipment and renovations; building new clubhouses in pre-identified neighborhoods greatly in need; and doubling the endowment fund to provide for the future and sustainability of the Clubs.
Because of the depth of this campaign, the preliminary steps before launching the campaign included conducting a high-level philanthropic planning study, a situation analysis, focus groups and an internal assessment. When combined, the end result was a comprehensive, step-by-step campaign plan that guided the board, staff and volunteers through a two-year campaign.
Guided by the leadership of Campaign Chair Edward J. Robson, each facet of the campaign was led by a remarkable and dedicated group of volunteers, including some of the most recognizable and influential individuals in business, sports and philanthropy in the Valley.
In the early stages of the campaign, many vocalized their disbelief that the endowment goal of $10 million could or would be reached. Very happily, Paul J. Strawhecker, Inc. announced in late 2005 that not only had the goal been met, but surpassed it – and the figures continue to grow!
To date, over 65 percent of the $26 million goal has been met. This summer, children in the neighborhoods where the new clubhouses are being built will see the first markings of their new homes away from home.
In a community where a $26 million campaign was one of the largest social services campaigns in history, this was truly a campaign of firsts. Kids, Clubs, Opportunities, aside from the dollars raised during this campaign, took a small step toward bridging the gap between the disparity and diversity in Phoenix.
This was a campaign guided by one simple mission: to make in investment in the neighborhoods, families and future of the Phoenix community. To that and all of the campaign goals ends, the Kids, Clubs, Opportunities campaign was a true success!
The Council Bluffs community -- including businesses, foundations, government, civic organizations, news media and citizens old and young -- worked together to raise $4.8 million in 2005 to rebuild its town center -- Bayliss Park.
The six-month campaign -- which raised more than $1.15 million alone from individuals within the community -- included fundraisers throughout the city, some in the park itself; matching grants from the state of Iowa; substantial financial assistance from the Iowa West Foundation, and hundreds of donations of all amounts from members of the community.
The Daily Nonpareil, the city's daily newspaper, was instrumental toward the success of the project, signing on from the start to get the word out -- and sustain it -- within the community for the length of the campaign.
"The generosity and spirit of this great city never cease to amaze me," said Mayor Tom Hanafan. "This will be one of the most dramatic community betterment programs in the city’s history. The record of giving, in such a short time frame, by corporations, businesses, foundations and individual donors, has been extraordinary."
Ronald Hopp, director of the Council Bluffs Parks and Recreation Department, spearheaded the campaign, and was thrilled with its results -- especially those delivered by the Paul J. Strawhecker, Inc. team, which directed the fundraising and public and community relations aspects of the campaign.
"I really don't know that we could have done this without the guidance of Paul J. Strawhecker, Inc.," Hopp said. "The work that they did in getting the support and assistance of the city newspaper and community, as well as helping us identify and reach those donors of influence and affluance was pivotal in making this campaign a success."
Alegent Health Memorial Hospital's capital campaign philanthropic planning study revealed several public relations issues that needed to be addressed prior to starting fundraising -- including a lack of knowledge about the hospital and its services, doctor turnover and an absence of understanding about the benefit Alegent brings to Schuyler and its surrounding communities.
Paul J. Strawhecker, Inc., who conducted the study, recommended Alegent create a steering committee to help the hospital increase public awareness through an ongoing and comprehensive public relations program that would position the hospital to conduct its capital campaign.
The hospital formed a 16-person steering committee made up of community members, hospital staff, board members and volunteers. The committee met every two weeks over a period of four months to brainstorm ideas and put them into action.
The committee was instrumental in identifying stories for newspapers, suggesting community events where the hospital should have a presence, recommending organizations where the hospital administrator could speak and screening the presentation itself.
After the public relations efforts, Paul J. Strawhecker, Inc. resurveyed the same philanthropic planning study participants to find out whether or not they had a better understanding of what the hospital was doing and whether they would now support a capital campaign.
Those who responded came back with a resounding "Yes!"
Two months into the capital campaign, the hospital had achieved 70 percent of its goal. Nearly everyone on the public relations committee facilitated a large gift or became a campaign volunteer. The campaign eventually doubled its original $500,000 goal.
