We use a three-step process to develop strategy. First we scope the problem and opportunity; next we choose and articulate our strategic choices; third, we develop an execution plan and budget.
Scope the Problem
Long before we make a single grant for any given issue, we listen and learn about problems that cause great inequity. Whether the challenge is low-yield crops in Africa or low graduation rates in Los Angeles, we begin by immersing ourselves in information about problems that cause great harm and get far too little attention.
As we learn about an issue, we ask whether we can make a difference with our money and our ability to bring partners together. We get involved only if we believe we can make a unique contribution. We call this process “scoping” because we are exploring and analyzing the problem we aim to solve, while considering potential alternative solutions.
Choose a Strategy
We consider multiple possible solutions to the problem, balancing opportunities’ potential for impact on people’s lives with an assessment of their viability, cost, risks, and sustainability.
Based on these criteria, and after extensive discussion, we identify a strategy that includes an impact goal, major assumptions, the foundation’s proposed role and the anticipated role of our partners, and an identification of risks and financial requirements.
Develop an Execution Plan
Prior to formal approval, we develop an execution plan. To create this plan, we detail the "nuts and bolts" of how we will implement against our strategic goals. We develop a budget, identify grantees and likely grants, plan how to measure key results over the short and long term, and set specific milestones and timeframes for our work.