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1. Developing Sound Strategies
A foundation's program strategy should be mission-driven, based on sound analysis of the issues it is addressing, attuned to the broader context in which the programs are operating, and geared to the organization's experience and strengths.
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Focus efforts to achieve effect. At the July 1995 retreat of the Fund's Board of Directors, former Rockefeller Foundation chairman John Evans, M.D., offered "focus, focus, focus" as the three rules for strategic success in the foundation field. Even very large foundations need to concentrate their efforts, Dr. Evans said, if they hope to make an impact on complex social problems. Taking that advice to heart, the Fund has concentrated on improving health care coverage, access, and quality over the last 10 years; within that framework, it has concentrated further on a limited set of programs designed according to a few basic principles. |
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Pay attention to timing. The second triplet of rules for strategic success is arguably "timing, timing, timing." Programs are likely to have greater effect when they are running with the tide of political, economic, social, management, and technological trends. Fund-supported projects that provided unique information at crucial moments, for example, have had major effects on fundamental policy assumptions or best practices in health care. |
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Organize programs around overarching, unified themes. An annually updated plan for each major program is a highly effective strategic and management tool. Preparing and reviewing the plan provides opportunities to assess work in progress, make strategic course corrections, and gather early feedback from the Fund's executive team on projects being considered for development and funding in the coming year. Defining the dimensions of the problem, assessing the work of other funders in the proposed program area, and carefully thinking through strategic options are essential first steps in developing new programs. |
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