Pathways to Inclusion and Growth

CFWNC is engaged in creating our next strategic framework. We recognize the value of guiding principles that will improve accessibility to our grant processes and continue to allow for nimble, flexible responses to community needs and crises. Our goal is to create an aspirational and flexible strategic framework that centers equity to guide our future work.

We are working with consultants Hannah Randall and Darryl Lester of Armstrong McGuire to gather information and feedback from our community. As the former CEO of MANNA FoodBank, Hannah has experience as a CFWNC grantee and has a deep knowledge of the WNC region. Darryl brings his experience as a grantmaker at a community foundation and as the founder of the Community Investment Network. We want to share some of what we have learned at this point in the process.

If you have thoughts about this process or feedback to share, email hannah@ armstrongmcguire.com.

Why do organizations need a strategic framework?

Taking time to do a deep check-in with your greater community and inner circle provides crucial feedback to a planning process. Board and staff are processing stakeholder feedback and using it to forge shared agreements on actions and goals. This will allow us to allocate time, staff and resources strategically. A framework provides flexibility to adapt to changing regional needs and emergent issues and it is easily understood and communicated.

Jenn Holcombe, Council on Foundations, Director, Government Affairs, who led a board education session about how community foundations can effectively lobby and advocate, is shown with Board Chair Chris Smith and COO Julie Klipp.

What does the region need most from CFWNC?

People told us that they wanted CFWNC to be a partner in co-creating community-based solutions to issues having the greatest impact on people’s lives. They want a funder that is consistent and transparent, that deeply understands the region’s strengths and needs, and that does as much or more to support grassroots organizations as the long-established ones.

What have we learned so far?

More than 300 surveys and numerous constituent interviews indicate that overall CFWNC is a healthy organization faced with the challenges of meeting regional needs that exceed grantmaking capacity, of operating in diverse geographic locations, and of a changing regional philanthropic landscape.

People see CFWNC as a trusted partner that nurtures relationships, understands the needs of the region, and is responsive. It is valued for its steadiness. These are all great traits, and there is room to improve, stretch and grow. Stakeholders asked for more CFWNC visibility across the region, continued development of partnerships with new organizations, especially those led by historically-marginalized people, and more leadership on advocacy, policy and systems-change work.

What about CFWNC grantmaking?

Nonprofits appreciate the quick and nimble response, especially during times of crisis. Donors like being able to give for disaster relief and know that their dollars are quickly getting to critical nonprofits. There is an opportunity, however, for CFWNC to do more with trust-based philanthropy. CFWNC can continue to relate genuinely to partners and to implement changes that minimize the inherent friction and power dynamics of the grantseeking—grantmaking process.

What else is important to know?

CFWNC recognizes the power and privilege of sitting at the crossroads of resources and needs. Staff and board members are looking for ways to address regional issues and to articulate complexities while avoiding language that divides people. There are times to lead with expertise, but often the right path is to elevate the voices of others. CFWNC is committed to listening, cultivating relationships, and building collective support across WNC.