2008 strategic plan

8/9/2019 2008 Strategic Plan

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Strategic Plan 2008

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Overview

Hartford Approach to Grantmaking

Aging and Health Program

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MissionThe John A. Hartford Foundation is a private philanthropyes a s e n y o n . ar or , w e roa c argeof doing the greatest good for the greatest number. The

Foundation is committed to the preservation and growth of its.

Goal

adults by creating a more skilled workforce and a betterdesigned health care system.

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.SIX GENERAL CHARACTERISTICS

A clear mission and goal

ec s on o ocus

Welldefined objectives, outcomes, and strategies A sustained commitment

A solid intellectual and practical grounding in their field

of interest

An ability to learn from and build on past projects to

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develop future initiatives


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.DEVELOPMENT AND IMPLEMENTATION

The Foundation Seeks to Fund Projects That: Will have the greatest impact on improving

the health care of older adults.

Build on the knowledge gained fromar or s pas wor , a ng care o eep

focused on our mission, goals, andob ectives.

Support people and places that are mostlikely to succeed.

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u y u u :

Reliance on a strong, committed, andinvolved Board

Employment of an expert staff team

Continuous learning and improvement fortrustees, staff, and grantees

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Development of Program Initiatives and Grants

Based on the strategic plan and an analysis of: The problems faced by older people, and the health professionals,

Experience and knowledge gained from the Foundations currentand past projects

The relevant grant activities of other foundations and governmentactions and policies

pen oor po cy an ac ve cu va on o a w e ne wor Convening grantees

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Findings in commissioned white papers and research


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.(Continued)

Serendipity and Hard Work

Extensive reading, meetings, visits, and conversations betweenand among Trustees, staff, grantees, and others within or impactedby the health system

Alert to and take advantage of good ideas and special opportunitiesfrom grantees, prospective grantees, and other individuals andorganizations

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Partnerships Are Essential

Partnerships with other entitiesfoundations, governments,organizations and individualsextend the Hartford Foundationsability to improve the health care of older people in the U.S.

Acting together, partners can better achieve their objectives.

Better is measured by greater knowledge, creativity, efficiency,.

Partnerships enable the Foundation to coordinate its efforts withother stakeholders to achieve better results, even in the absence

of joint project funding arrangements.

More broadly, partnerships draw more attention to the

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.


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.(Continued)

a n o ar ners ps as ar or orme

Co-fundingthe partnership may begin at the conception, birth,or later sta e of a ro ects develo ment or o eration

Sustaining Fundsoccurs when another organization sustains

existing Hartford projects or funds the adoption/adaptation of themo e n o er p aces

Affinity Fundinganother organization may build on Hartfordwork

Coordinated Fundingwhere we and another partner divideobjectives and funding, while communicating and sharing lessons

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.(Continued)

y an ow as ar or een uccess u

Excellent reputation for funding outstanding projects

Knowledge of and frequent contact with key counterparts infoundations, government and organizations

Advised in the development of new foundations

groups in aging and in health

Partici ation of local funders in Hartford evaluation site visits

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.(Continued)

2000 $24,486,500

, ,

2002 $36,756,831

, ,

2004 $90,688,740

2005 $58,484,729

2006 $197,240,992

2007 $198,206,894

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Grand Total $703,791,140


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VII. History

.

IX. Measuring ImpactX. Strategies and Analysis

.

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.

s ngu s e s ory n ome ca esearc

First Grant: Hartford Geriatric Physician Faculty

Development Awards (1982-1987)

Internal Environment Health Care Cost and Quality (1979-1995+) $77M,

gran s John A. and George L. Hartford Fellowship Program

(1979-1986) Research Award for Physician Scientists

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85 Awards


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.(Continued)

Program Grows and Diversifies 1982-1987

Hartford Geriatric Physician Faculty

-

On Lok Technical Assistance for Replication

Lou Harris and Associates National Survey ofPrescribing for Older Adults

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.(Continued)

row an econ gura on -

Academic Geriatrics and Trainin Centers of Excellence in Geriatric Medicine

Beeson Award First Major Services Initiative 1989

Hospital Outcomes Project for Elders, 7 sites around

Organization and Financing of Long-Term Care

Medications and the Elderl

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-

.(Continued)

Academic Geriatrics and Training

Residency Training

Subspecialties Integrating Health Related Services for the

Elderly

enera st ys c an n t at ve u t s te e ortto test models of comprehensive primary care forolder adults

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Interdisciplinary Team Exploration 1994


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.(Continued)

Expansion and New Disciplines 1995-2002

er a r c n er sc p nary eam ra n ng -2002

ar or ns u e or er a r c urs ng1995-2006

Geriatric Nursing Initiative 1999

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.OVERVIEW

Other

oc aWorkNursing Medicine

Integrating and Improving

Services

21Better Health of Older Adults


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.OVERVIEW (Continued)

Four Areas and Allocation of Funds-

Area Plan Actual

Nursing 24% 22%

oca or Services 20% 12%

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$60,000,000

, ,

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Commitments Approved

Grants Approved

$40,000,000

, ,

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Number of

Grants

$20,000,000

, ,

10

20

$0

, ,

2000 2001 2002 2003 2004 2005 2006 2007

0

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ear


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140 000 000

$160,000,000

$180,000,000

120

140

Total CommitmentOpen Grants

$100,000,000

$120,000,000

80

100 Open Grants

$60,000,000

$80,000,000

40

60 Number of Open

Grants

$0

$20,000,000

, ,

0

20

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2000 2001 2002 2003 2004 2005 2006 2007

Year


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. OVERVIEW (Continued)

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How does a foundation best measure itsimpact?

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.(Continued)

Indicators of Field Level Change

Grant Processes

Health of Older

Adults

e.g., number ofscholars

Quality e.g., #prescriptionerrors

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Medicine - All MDs Prepared to Care for Older Adults

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Indicators of Impact 50% of Medical Schools Adopt New Geriatric

Competencies , ,

Adopt Specific Geriatric Training Standards (Currently ~30%)

Strategies Faculty Development

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Centers of Excellence


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Medicine - All MDs Pre ared to Care for Older Adults

. (Continued)

Current Commitments in Medicine by Strategy

Centers of

Excellence

, ,Program)

$17,374,717Faculty

Development

$26,578,396

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CurricularChange

$16,304,448

Faculty Development

Curricular Change



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Medicine - All MDs Prepared to Care for Older Adults

. (Continued)

Current Commitments in Medicine by Strategy andGeriatrician/Non-Geriatrician Faculty

Geriatric FacultyDevelopment

$14,181,547

Centers ofExcellence

$17,374,717

Geriatric FacultyDevelopmentNon Geriatric

Non GeriatricFaculty

$12,396,849Curricular

Curricular Change

Centers of

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Change

$16,304,448


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-

. (Continued)

.

Indicators of Impact

Competencies (BSN, APRN)

50% of Nursing Schools Have

1 Geriatrics Specialized

Strategies

Faculty Development Curricular Change

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B. Nursin - All Nurses Pre ared to Care for Older Adults

. (Continued)

Current Commitments in Nursing by Strategy

Centers of

Excellence

, ,

Faculty

Development

$12,573,361

$9,250,000

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Curricular

Change

$12,208,997

Faculty Development

Curricular Change



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C. Social Work - All SWs Prepared to Care for Older Adults

. (Continued)

Current Commitments in Social Work by Strategy8 Grants 4 Facult , 4 Curricular Chan e

Curricular

$18,407,948

Faculty

DevelopmentFaculty Development

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, ,Curricular Change


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D. Integrating and Improving Services - Care Delivery is

. (Continued)

Redesigned to Promote Quality Geriatrics

Indicators of Im act

Two new models of care successfully demonstrateclinical benefit and feasibility

their spread

Model Development and Testing in Applied Settings

Dissemination of Innovations

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Developing Agents of Change


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D. Integrating and Improving Services - Care Delivery is

. (Continued)

Redesigned to Promote Quality Geriatrics

Current Commitments in Services by Strategy

16 Grants (6 Model Development, 8 Dissemination, 2

Change Agents)$11,398,690

Model DevelopmentDissemination

Change Agents

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Model

Development$9,854,131

Change Agents

$1,129,575


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.Allocation

We believe that the allocation of money to program areas is a goodre ec on o e cos s an oppor un es ey prov e, owever, are ere

changing factors we need to consider?Communications

communicating about our work, should we do more?

Evaluation,

do more?

Policy

federal policy, should we be more active in these arenas?Timing

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they become intractable. What should change about our work as we getcloser to the period of most rapid demographic change?


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2008 strategic plan

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