As the Sarah Ralston Foundation enters its third year of grantmaking, we took a moment to sit down with Executive Director Heather Finnegan for a candid Q&A. In the conversation below, Heather reflects on the powerful work being done by SRF’s nonprofit partners, the lessons learned through ongoing check-ins, and how the Foundation is continuing to evolve its approach to meet the needs of Philadelphia’s aging population. From grassroots efforts to systemic change, this progress report highlights the heart of SRF’s mission: building meaningful, trust-based partnerships that prioritize both immediate impact and long-term sustainability.
Unfortunately, many of our grantee-partners have faced fresh challenges in 2025, as federal funding and support for programs such as Senior Centers, Meals on Wheels, and Immigration-Support came under threat. While the announced federal funding cuts have largely been delayed by the courts, the uncertainty has led to a great deal of staff stress. SRF will continue our important support in the category of General Operating Support, so that our grantee-partners have the fiscal flexibility necessary to respond to the new challenges they are likely to face in 2025 and beyond.
How would you describe the mix of grantees SRF has funded in its first two years? Are there patterns or strengths that you noticed?
SRF has curated a diverse portfolio of grantee-partners that address various aspects of aging and elder care. IPS projects, such the Caring for Friends Hub & Spoke Model are building infrastructure that will last for years. And, General Operating Support grants, like those to CARIE, are funding work that ensures the rights and autonomy of elders. It is clear that SRF’s strength lies in funding organizations that are not only addressing immediate needs but also working towards systemic change.
Feedback from partners has been overwhelmingly positive, with many expressing gratitude for SRF’s support through grants, communications tactics, and professional development opportunities. It was enlightening to learn how even modest grants can significantly enhance an organization’s capacity to serve vulnerable populations; for instance, several grassroots organizations – such as Philly APP-HRC & Grands Central indicated that SRF grants allowed their organizations to expand their reach, impact, and outcomes.
My colleagues, Allison and Claire, excelled in building trust-based relationships with our grantee-partners. By providing general operating support, SRF acknowledges the expertise of organizations, allowing them the flexibility to address emerging needs and explore innovative solutions. And, by providing innovative project support, SRF invests in fresh ideas, giving organizations the opportunity to pilot or significantly expand new approaches to elder care.
SRF plans to expand our non-profit learning series “Stronger Together,” collect applicant feedback annually, and jumpstart a Strategic Plan – all actions that will ensure that we continue to provide a high level of support during the grantmaking process and ‘beyond the check’.
I hope nonprofit partners view SRF as a supportive and understanding ally that prioritizes their autonomy and insights. If SRF is known for fostering a culture of mutual respect, where grantee-partners feel empowered to share their challenges and successes openly, we will have succeeded!
A conversation with the team at Northern Living Center by North City Congress was particularly impactful. They emphasized how the grant allowed them to continue addressing the mental health needs of older adults – while also expanding their wellness, healthy eating, and social activities. This reinforced the critical role that flexible funding plays in allowing organizations to respond effectively to the multifaceted challenges faced by the elderly population.
Heather’s reflections shine a light on the importance of listening deeply, responding with flexibility, and working side by side with grantee-partners to navigate an ever-changing landscape. As SRF looks ahead—to its upcoming strategic plan, expanded learning opportunities, and continued investment in both general operating and innovative project support—one thing remains clear: our greatest strength lies in the relationships we build, and the shared vision we carry for a more just, supportive future for older adults in Philadelphia.