Recent federal policy changes have resulted in reduced funding levels for many hospitals, including children’s hospitals. In this environment, philanthropy has shifted from being an enhancement to being an essential source of stability. Support from Children’s Miracle Network helps hospitals close critical gaps so they can continue delivering lifesaving care for children and families.
CMN President & CEO Aimee J. Daily, Ph.D., is leading a two-year, $1 billion campaign, Health For All Kids Impact Pledge, to accelerate donor support at nearly three times CMN’s historic pace — representing the organization’s most ambitious effort yet to help sustain children’s hospitals during a period of unstable funding sources.
So, what drives an executive to accelerate historic goals?
1) How did you get into healthcare administration?
I started my career on the people and transformation side of healthcare. I was an educator for 23 years, an organizational development leader, and a transformation officer inside a health system, helping teams improve how they lead, communicate, and care for their communities. When the CMN opportunity came along, it felt deeply personal because both of my kids were preemies who spent months in the NICU. They’re adults now, and they’re my miracles.
2) At your level, what interaction do you have with patients?
I spend time with families and kids when I’m visiting hospitals and attending events with our patient ambassadors, who we refer to as “Champions.” Our Champions share their stories of resilience, recovery, and hope to help spread the word about the amazing care happening in local children’s hospitals within our network.
Those moments keep me grounded in why the work matters. I also listen closely to hospital leaders and frontline teams, so our fundraising and partnerships are supporting what patients and families need most.
3) There is a lot of heartbreak when it comes to kids. How is the staff trained to deal with not just the patients but also their moms and dads?
That’s a really important question, and you’re right, there is a lot of heartbreak. Children’s Miracle Network isn’t a hospital; we’re a charity that supports 170 children’s hospitals across the U.S. and Canada. Those care teams are on the front lines every day. Our job is to help ensure they have the resources for compassionate, family-centered care; things like child life programs, mental health support, and spaces and services that help parents and caregivers feel like true partners in their child’s care.
4) You’re trying to raise $1 billion in two years. That’s ambitious. What is the most that you personally have been involved with raising?
It is ambitious, and that’s intentional because the need is urgent. I’ve been fortunate, especially over the last year, to help lead work that brings together partners and communities across our network, and in 2024 that collective effort helped produce a historic total of more than $464 million. With the Health for All Kids Impact Pledge, we’re asking ourselves to do more — and faster. Since our founding, CMN has raised nearly $10 billion, but we can’t wait another 40 years to raise the next $10 billion.
5) How is fundraising different from when you started?
It’s much more connected to everyday life now, and donors expect transparency and proof of impact. You see more participation through things like round-up campaigns at checkout, workplace giving, digital fundraising, and peer-to-peer efforts that bring in people who might not have ever written a traditional check. At the same time, the pressure on children’s hospitals has grown, so philanthropy isn’t “extra” anymore. It’s part of how hospitals keep up with what kids need.
6) What are you reading right now?
I am an avid reader, and either read or listen to 75-100 books per year. Depending on the mood I am in while getting ready, relaxing, or driving in the car, I decide which books best align with where I want my mind to go at that time. I usually have two things going at once, one that stretches my leadership thinking and one that’s just enjoyable.
Right now, for my book club, I’m reading “People We Meet On Vacation.” I’m also spending time this month reading “The 80/20 CEO” because I’m always looking for ideas that help me lead more effectively.
7) Talk about a wild success but something you still would do differently.
One “wild success” was pulling together a major moment that matched the scale of our ambition: launching our new Impact Pledge and drawing a lot of attention to the urgency of kids’ health.
If I could do one thing differently, it would be to slow down just enough to bring even more people along earlier in the process. Big wins land better when everyone understands the “why” before the big moment arrives. While we followed the PROSCI change management approach and focused on building a guiding coalition, given the vastness of our network, additional buy-in would have helped navigate some of the bumps along the way.
8) What makes you crazy at the office and how do you unwind?
What can bother me at work is when we are “busy” but not clear on results. So, things like meetings without decisions, or commitments that don’t make it clear who, what and when, can cause me frustration. I’m very comfortable with hard work, for myself and the organization, but I want it to be purposeful and get the results we are looking for.
To unwind, I get outside and take advantage of all that my new state of Utah has to offer. I golf when I can, and I prioritize time connecting with family and friends, both long-time ones in Illinois and new ones in Utah. A short walk around my neighborhood, sitting on the balcony reading a good book, or Face-Timing my kids can be a great reset for me.
9) Major gifts often are to specific entities. How do you position a far-flung network?
What resonates with major donors is that they can create both local and national impact at the same time. With CMN, 100% of funds stay local to support the children’s hospital in the community where they’re raised, and that’s powerful for donors who want to see direct hometown impact. At the same time, they’re part of a larger network that strengthens pediatric care across the U.S. and Canada and gives hospitals flexibility through unrestricted support to fund what’s needed most.
10) How often are you on the road to hospitals in the network and do you have any travel routines for your own comfort?
I travel regularly for work, spending about 50% of my time connecting with hospital leaders, teams, and corporate partners across the network and participating in our fundraising program activations. My travel routine is pretty simple: I protect my sleep when I can, I stay hydrated, and I walk as much as possible. I invested in super functional luggage, I try to carry on as much as possible to speed up my time in the airport, and I keep packing easier by having duplicates of key items and toiletries, so I only have to pack and unpack clothes.
I also recognize that, as an extroverted introvert, I need time to recharge, so I am intentional about building in small pockets of downtime by myself to recharge so I can show up fully present for the people I’m there to serve and connect with.
