There is no true scarcity—only disconnection of resources. We live in a sea of possible partners and allies. Yet we often engage and capture the imagination of only a tiny portion. Many of those who could bring resources, intelligence, and energy to the future are right here—now. But we must learn to see what is often invisible and engage allies in new ways. As we do, we will thrive. We will create our dreams and build a new future together.
There is no true scarcity--only disconnection of resources. We live in a sea of possible partners and allies. Yet we often engage and capture the imagination of only a tiny portion. Many of those who could bring resources, intelligence, and energy are right around us. But we must learn to engage these allies in new ways. In some health systems, philanthropy exceeds the amount of money left from operations. Novel partnerships with payers and consumer product companies provide both resources and expertise. And donors work with clinical and executive leaders to develop centers for innovation and new care models. The potential for abundance exists even in apparent scarcity.
Every patient room, treatment area, hallway, and lobby is an opportunity for theater. Patients and families who enter these spaces create stories in their mind. They form narratives about how everything came to exist—the impressive buildings, technologies, and services.
In their narrowest role, foundations fundraise. In their broadest strategic role, foundations do far more-and in the process attract greater resources. Asking for gifts is not enough. It may actually be the smallest aspect of high-performance development. The greater challenge is to embed generosity into every patient experience, bring generosity to life throughout the culture, design experiences of giving that are transforming for donors, and intersect philanthropy and innovation at the highest level in the organization. When these things happen, the ability to attract resources increases profoundly. This broader strategic role requires a new understanding of development. And it requires the engagement of leaders across the entire hospital. To assist in this process this internal communications tool defines four essential and interconnected roles for the high-performance foundation of the future.