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Build a staff with the skills needed to add value to the work of grantees, carry out research, and communicate results. The Fund's investment in professional staff has enabled it to maintain the grantmaking responsibilities for individual senior program officers at the optimal level of approximately $1.5 million annually, as recommended by experts on value-added foundations. The strength of the Fund's staff allows it to prospect in emerging policy areas (such as health care quality improvement), open up new fields, and attract other funders. |
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Emphasize communications to achieve results. The Fund's grantmaking and research are designed to create a pipeline of products to be communicated to influential audiences. This perspective ensures a focus on deliverables from the very beginning. |
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Convene meetings of influential policymakers. By developing signature meetings such as the Bipartisan Congressional Health Policy Conference, the International Symposium on Health Care Policy, and Alliance for Health Reform briefings, the Fund has cultivated important outlets for its work and set a high standard of quality for products created by Fund staff and grantees. |
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Use commissions and task forces strategically. The Fund has used these bodies to organize its own work on an issue, ensure input and feedback from influential leaders and policymakers, and enhance communication of findings. |
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Actively seek influential partners. Strong relationships with grantees and partners (who may be cofunders or collaborators) can be mutually productive and can help build a network of influential contacts for expanding a foundation's capacities. |
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Percent of project dollars, 1995-2005 |
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