JAHFAR13_cover_300I shake a lot of hands. In 1907, President Theodore Roosevelt set a world record for heads of state by shaking 8,513 hands in a single day at a White House reception. While the program staff of the John A. Hartford Foundation have yet to come close, we certainly recognize the value of the handshake and its role in promoting partnerships.

Partnership is the focus of our 2013 annual report Spreading Innovation Through Collaboration. According to our Executive Director, Cory Rieder: “Partnering defines our work and is a major strategy of the Foundation. We do more to improve the health of older adults by actively seeking out and working with partners who share our mission. None of us can do it alone.”

Since 2000, Hartford has made grants totaling over $398 million to improve the health of our aging society. Capitalizing on the handshake, we have partnered with 104 government agencies, foundations, and other institutions generating a total of $1.97 billion in related funding in health and aging. Hand in hand with our partners, 74 percent of Hartford projects have external co-funders and over the past 13 years, $4.95 has been leveraged for every dollar of Hartford funding.

icons_force300Effective partnerships not only maximize funding investments, but also increase opportunities for greater impact. The Hartford Foundation’s history of creating and maintaining partnerships has spurred innovations to improve the care of older Americans. This post is the first in a three-part annual report blog series that will run over three weeks in celebration of effective partnerships.

As part of our 2013 annual report, we identified Five Principles of Partnerships, a set of core principles that have produced win-win collaborations.

They are:

  • Shared Vision
  • Shared Commitment
  • Mutual Trust
  • Clear and Frequent Communication
  • Measureable Results

Pg7 Graphic_400Combinations of these five principles have helped catalyze and sustain successful relationships. Allow me to hold your hand through each.

Shared Vision

Maintaining similar interests and having a comparable work experience generates a strong foundation for an effective relationship. While partnering organizations do not require similar backgrounds, it is imperative that each partner agrees upon the intended goals and the measures of success. For example, through the Social Innovation Fund (SIF), Hartford partnered with the Corporation for National and Community Service, a federal agency, to bring the evidence-based IMPACT model of depression care to older adults in the rural Northwest. Previously the SIF program had not awarded grants focused on older adults, mental health, or these rural areas.

Shared Commitment

All participating partners, regardless of their level of funding, must be equally committed to the project’s success. Since obstacles are inevitable, partners must work together to achieve their goals and to find common solutions. At times, this level of shared commitment requires flexibility and a willingness to compromise. As evidence, the funding of the T. Franklin Williams and the Dennis W. Jahnigen awards—programs helping clinician-scientist physicians establish a track record in aging research—exemplifies the power of a shared commitment in spite of differing funding models and review processes. Given the economic downturn of 2008, it was necessary to find a creative way of sustaining the two programs. Fortunately, an underutilized National Institutes of Health research grant, the R03, was used to fund the research portion of the awards. Given the close ties and previous collaborations between the Hartford Foundation and National Institute on Aging, this solution seemed natural and today these programs are thriving.

Mutual Trust

Mutual trust is the foundation of any successful partnership. The most fruitful of partnerships are grounded on continuous respect and supported by shared values. Each partner must commit to deadlines and agree that information will be shared freely. While mutual trust is central to success, this level of trust is not immediate upon entering into a partnership. It is important that prior to the formation of any partnership, due diligence on the other organizations and/or grantees should be performed to ensure alignment of values that will lead to the highest possibility of a successful partnership.

Clear and Frequent Communication

The use of clear and frequent communication is fundamental when building relationships. Full disclosure among partners is essential when making both less important and critical decisions. Constant communication helps partnerships mitigate potential pitfalls and remain on the same page. Over the past seven years, the Hartford Foundation has formed a close alliance with the Center to Advance Palliative Care (CAPC), a program demonstrating the improved outcomes and reduced costs associated with palliative care. Dr. Diane Meier of CAPC notes that she and the Hartford Foundation have formed “a real intellectual partnership,” one built on clear and frequent communication.

Measurable Results

Identifying the standards, processes, and objectives of how an outcome will be measured is critical to the success of a project. The partners must collectively discuss their intended goals and the definition of what constitutes a “successful” outcome. Once the parameters have been finalized, partners can then work collaboratively in pursuit of their shared and measurable mission.

Pg11_graphic_300We at the Hartford Foundation understand the value of partnerships firsthand and, as a result, we are able to fund more projects, work with more organizations, and maximize our impact to ultimately improve the care of our aging society. Stay tuned next week for the next installment of our 2013 annual report blog series. We trust the information will come in handy.