Vision |
A system of comprehensive, integrated, quality services |
Service providers use evidence-based or best practice models to deliver quality services |
Stigma is no longer associated with accessing behavioral health services |
Strategies |
To plan for and implement the use of practice management tools to measure performance on important dimensions of care and service |
To support the use of evidence-based tools or best-practices designed to prevent onset of disease, unnecessary hospitalization and/or institutionalization |
To support policy development, practitioner innovations and increased community awareness and support for models that integrate behavioral health services with primary care |
To support the development of a seamless and unified system of services within the housing/homeless provider network |
To support outreach to individuals who lack access to a medical and/or dental home1,2 |
Areas of Focus and Primary Interest |
Primary Care |
| Behavioral Health |
| Oral Health |
| Housing/Homelessness |
|
Aging in Place |
Target Populations |
Uninsured and underinsured children and adults |
Frail elderly |
People with disabilities |
Adults with chronic illness/disease |
Individuals and families who are homeless or at risk of becoming homeless |
Veterans |
Children in the child welfare system |
Vision |
A public health3 approach to disease prevention and wellness |
Individuals make well-informed decisions about the management of their health and well-being |
Strategies |
To support the use of evidence-based or best practice tools designed to promote healthy or condition-stabilizing outcomes |
To build the capacity of food cupboards and supplemental nutrition programs to improve nutritional health |
Areas of Focus and Primary Interest |
Childhood obesity |
Healthy eating |
Physical activity |
Target Populations |
Children and youth |
People with chronic illnesses or disabilities |
Older adults |
Vision |
Health & human service organizations deliver quality services cost-effectively |
Providers partner with one another to add value beyond that which they could achieve independently |
Strategies |
To expand and enhance the learning community network that supports collaboration, networking and group learning opportunities |
To support the awareness and use of effective business management practices, tools and skills |
To strengthen adaptive and leadership skills |
Areas of Focus and Primary Interest |
Effective and high impact nonprofit organizations |
Learning organizations4 |
Target Populations |
Nonprofit organization board members, executives and managers |
Members of the Greater North Penn Collaborative for Health & Human Services |
The foundation does not provide grant support for:
- Individuals or for-profit organizations, firms or companies;
- Disease-specific charities;
- Endowments;
- Debt reduction;
- Clinical or academic research;
- Publications unless such publications are an integral component for a specific grant initiative;
- Student projects;
- Athletic recreational clubs or alumni activities;
- Replacement of lost government-funds or supplementation of private/public insurance;
- Religious congregations; or
- Fraternal, political or civic groups.
Evaluation
The foundation seeks to foster a learning environment for staff, its board and the community. Exploratory conversations, community meetings and grant requests often represent “teaching moments” as do final reports submitted by grantees.
The foundation occasionally conducts formal evaluations of its grantee’s work but most of its grantmaking relies upon a grantee’s self-evaluation framed by the foundation’s reporting format and “lessons learned and shared”. Both are highly valued by the foundation and used to periodically re-evaluate its grantmaking strategies, areas of priority and focus. Thus the importance of closing a grant through the submission of a report is very important, thoughtful, analytic and reflective.
