New strategies sometimes require foundations to shift their staffing, organizational structures, administrative processes, and, possibly, their culture. The field of implementation science offers guidance to foundations as they effectively implement strategies that depart from prevailing practice.
This article focuses on two specific tools from implementation science: the practice profile and the Implementation Drivers Assessment. The practice profile answers the question, "What does the strategy require of particular foundation staff?" The implementation drivers analysis explores the broader question, "What does the strategy require in the way of organizational change within the foundation?”.
These two tools were used by the Kate B. Reynolds Charitable Trust in implementing its place-based initiative, Healthy Places NC. In the process the tools brought to light a number of fundamental misalignments, which were resolved by shifting the organization rather than retreating on the strategy.
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Metz, Allison and Easterling, Douglas
"Using Implementation Science to Translate Foundation Strategy,"
The Foundation Review:
2, Article 12.
Available at: http://scholarworks.gvsu.edu/tfr/vol8/iss2/12
Open Access Sponsor
Support for the preparation of this manuscript and for open access to the article was provided by the Kate B. Reynolds Charitable Trust.