Strategic Plan

Strategic Plan 2025-2027

Vision

CFGV inspires and connects people so everyone can thrive.

Our mission is to strengthen and enrich the community through engaged philanthropy, thoughtful grantmaking, strategic education and collaborative leadership.

Strategic Elements to achieve our Vision:

CFGV accomplishes its vision by:

• • Supporting impactful and connected nonprofits.
  • Inspiring and supporting donors in their journey to make a difference in the community.
  • Being an “honest broker” for the community that provides expertise, support, connections, and resources to help address issues.

Strategic Priorities:

• • CFGV partners with donors to inspire and catalyze philanthropy. We work with donors collaboratively by actively connecting them to needs and nonprofit partners and working with them to mutually create greater impact in the community. 
  • CFGV is a sustainable organization with a capacity to succeed. We work to build a financially sustainable business model that aligns with our mission and meets our short-and-long-term goals.
  • CFGV is a connector, influencer, and a creator of impact. We work to build collaboration, engagement, and results on issues of community concern, acting as a navigator to help align partners’ resources and success metrics.

Objectives to work toward meeting identified Strategic Elements:

• • Create stories that focus on CFGV’s ability to connect donors to the community and accomplish higher level impact by giving to the Foundation.
  • Develop a plan to encourage more “ideal” gifts and funds.
  • Speak with 5-10 donors to discuss the creation of funds that provide long-term support (potentially endowed) either to its grantmaking efforts, to support the foundation’s operations/leadership work, or both.
  • As part of a review of fee and fund minimum structure, review “most-active” funds to determine which types of funds it will charge fees/minimums on and/or stop accepting.
  • Create a 5-year sustainability budget, progressive staffing plan, and revenue options.
  • Create a community opportunity filter to help it make decisions on what to say yes or no to.
  • Review methods of measuring and tracking impact and develop a process for implementing a greater use of data and metrics.
  • Explore how to build a more strategic focus on current work of providing nonprofits technical assistance, capacity building support and opportunities to build connections. This could be done through the creation of a field of interest grantmaking program focused on a result.

Guiding Values

Inclusivity

*Annual plans outline specific goals to work toward and achieve identified Objectives with regular (twice annually) staff and Board review of the Strategic Plan to ensure alignment.