Strategic Plan 2022 2026 - Philanthropy West Virginia
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Strategic Plan
2022 – 2026
Approved by the Board of Directors on XXXX2|Philanthropy West Virginia Strategic Plan 2022 – 2026
Strategic Framework
In 2017, Philanthropy West Virginia adopted a strategic framework titled “Meaningful Action: Learning, Leveraging, and Leading.” While five years
have passed since the creation of that framework, Philanthropy West Virginia remains committed to those principles of meaningful action and
reaffirms its mission, vision, and values.
Mission
Strengthening Philanthropy in the Mountain State
Vision
West Virginia has thriving communities due, in part, to a strong and vibrant philanthropic sector.
Values
¨ Leadership – we use our social influence to maximize the resources and efforts of philanthropically-minded individuals and organizations.
¨ Collaboration – we listen to and evolve with our stakeholders and partners, helping and supporting each other for the sake of our collective
goals.
¨ Inclusion – we apply the “love of humanity” in our work and embrace our responsibility to reveal inequity, to reflect on our practices and
our role in creating inclusive communities, and to recalibrate our activities to ensure we involve and empower all people.
¨ Lifelong Learning – we are eager to understand other people’s perspectives, we ask for feedback, we learn from our experiences, and we
have the courage to adapt and innovate.
¨ Integrity – we speak and act with unwavering candor, honesty, vulnerability, and respect.
¨ Advancing West Virginia – we believe in the people of the Mountain State and their power to create a brighter future.3|Philanthropy West Virginia Strategic Plan 2022 – 2026 Strategic Focus Philanthropy West Virginia will celebrate its 30th Anniversary in 2023. As the leading voice and premiere resource for philanthropy in the Mountain State, we have a responsibility to ensure our own future even as we seek to advance the charitable goals of our members, stakeholders, and partners. We treat the mission and business components of our work as one and the same by developing mission-driven activities and programs that fortify our standing as a philanthropic leader worthy of investment. For the next five years, we will: • Create three-dimensional value by supporting the collaborative energies of our network. • Develop an investable brand by sharing our reputation as a philanthropic leader focused on big value, meaning, and impact. • Practice revenue intentionality by being deliberate, systematic, and explicit in leveraging our potential revenue sources for sustainability. Philanthropy West Virginia will pursue these strategies while continuing our core work of providing opportunities to network, build skills, enhance knowledge, and demonstrate leadership for individuals and organizations with charitable intent.
4|Philanthropy West Virginia Strategic Plan 2022 – 2026
Strategies and Implementation Activities
Strategy #1
Create Three-Dimensional Value by Supporting the Collaborative Energies of our Network
Objectives Action Steps Resource Assigned Progress
Enhance and leverage our 1. Define “rural” and advocate for
influence as the authority on broad acceptance of that
understanding and transforming definition at the local, state, and
rural communities. national level.
2. Create and widely publish a
guide to transforming rural
communities.
3. Submit RFPs to speak at
regional and national conferences
about transforming rural
communities.5|Philanthropy West Virginia Strategic Plan 2022 – 2026
Objectives Action Steps Resource Assigned Progress
Connect charitable organizations 1. Create a “priorities catalog”
to address systemic issues (e.g., that shows the funding focus
poverty, education, racism). areas for each member and house
it online as a tool for members to
seek funding partners.
2. Leverage affinity groups to
identify systemic issues that cross
interests (e.g., health &
education, poverty & racism).6|Philanthropy West Virginia Strategic Plan 2022 – 2026
Objectives Action Steps Resource Assigned Progress
Support corporate partners in 1. Develop a work group of
achieving their ESG goals. corporate members to explore
gaps in ESG execution within their
organizations.
2. Explore corporate interest in
investing in WVNPA to address
gaps.7|Philanthropy West Virginia Strategic Plan 2022 – 2026
Strategy #2
Develop an Investable Brand by Sharing our Reputation as a Philanthropic Leader Focused on Value, Meaning, and Impact
Objectives Action Steps Resource Assigned Progress
Reposition our branding to 1. Commission an impact study of
emphasize our role as a our work.
philanthropic leader in a state
with power and potential. 2. Conduct focus groups with our
members, stakeholders, and
partners to understand our value
from their perspectives.
3. Reframe our model from dues-
based to investments-based using
focus group feedback.
4. Revise our media presence,
programs, and activities to focus
on investments and impact.8|Philanthropy West Virginia Strategic Plan 2022 – 2026
Objectives Action Steps Resource Assigned Progress
Reframe the “philanthropic 1. Launch a “West Virginia Strong”
divide” as an opportunity for campaign that highlights
West Virginians to leverage their charitable giving trends that are
power to build a stronger state. positive.
2. Identify key influencers to serve
as spokespersons for the
campaign (e.g., high profile
coaches/athletes/business
leaders who have charitable
funds).
3. Serve as the “initiation point”
for interested individuals and
organizations and then connect
them to the proper philanthropic
partner based on their charitable
intent, areas of interest, etc. Comment [BMS1]: My thought is that you serve that
networking role AND you may find that Phil WV is the proper
philanthropic partner for some donors.9|Philanthropy West Virginia Strategic Plan 2022 – 2026
Strategy #3
Practice Revenue Intentionality by Being Deliberate, Systematic, and Explicit in
Leveraging our Potential Revenue Sources for Sustainability
Objectives Action Steps Resource Assigned Progress
Evaluate our current 1. Create a Matrix Map for each
programming to ensure it is high program / activity.
value / high profitability.
2. Compile a list of high value /
high profitability programs and
activities and examine how you
might enhance them to make
them even higher value / higher
profitability.
3. Compile a list of low value / low
profitability programs and
activities and examine how you
might change them to make them
high value / high profitability.
4. Eliminate programs and
activities that cannot be
transformed into high value / high
profitability programs.You can also read
