A new strategic direction builds on the Foundation’s history of grantmaking while expanding its role in strengthening, connecting, and advocating alongside organizations serving older Philadelphians.
After a comprehensive strategic planning process involving Board and staff reflection, outside facilitation, and extensive listening, The Sarah Ralston Foundation is entering a new chapter in its work to support older adults across Philadelphia.
The new strategic plan affirms grantmaking as a core part of the Foundation’s work while creating a more intentional role for capacity building and advocacy.
For Executive Director Heather Finnegan, the planning process made clear that the Foundation has an opportunity to broaden how it supports the organizations and communities at the heart of its mission.
“We have an opportunity—and a responsibility—to be more than a grantmaker,” Finnegan said. “Funding is critically important, but we can have a greater impact by connecting organizations, strengthening their capacity, and helping address the systemic challenges they face.”
That broader approach reflects something the Foundation heard repeatedly throughout the planning process: the challenges facing older Philadelphians rarely exist in isolation, and neither do the challenges facing the organizations that serve them.
“The next chapter is about being more intentional in how those efforts work together to improve the lives of older Philadelphians,” Finnegan said.
Building on a Strong Foundation
The strategic planning process was designed not simply to determine what The Sarah Ralston Foundation should do next, but to examine how its history, values, relationships, and resources could best position it for the future.
Board President Ben Hoyle said the engagement of both Board and staff was essential to the process.
He described a Board that was willing to think critically about the Foundation’s future and committed to developing a plan that clearly articulated both who the Foundation is and how it can remain a strong partner in the years ahead.
Consultants from Just Strategies also played an important role, Hoyle said, by challenging assumptions and encouraging the Board to remain open to change.
“They challenged us to be open in our thinking and not fear change that may be an outcome of our plan,” he said.
At the same time, the Foundation’s long history remained an important anchor.
Hoyle noted that The Sarah Ralston Foundation has evolved significantly since its origins serving women in Philadelphia, including its transition from direct service to philanthropy. What has remained constant is its commitment to older Philadelphians.
“As we look to our future, we see our mission as being as important and relevant as it ever was, but in some new ways,” he said.
Deeper Partnerships, Broader Impact
One of the central ideas within the new plan is a move toward deeper and more sustained relationships with grantee partners.
The Foundation will continue to examine how its grantmaking practices can better support organizational sustainability, flexibility, equity, and stronger long-term partnerships. At the same time, capacity-building opportunities will become a more intentional part of that support.
Finnegan said the goal is not simply to provide organizations with additional resources, but to create opportunities for them to learn from one another, strengthen leadership, share expertise, build partnerships, and address common challenges.
“Philadelphia has tremendous organizations serving older adults, but too often they’re working in isolation,” she said. “We see an opportunity to help connect those strengths so that the collective impact is greater than what any organization could accomplish alone.”
The plan also calls for The Sarah Ralston Foundation to develop a more active role in advocacy.
For the Foundation, that does not mean determining the agenda on behalf of the community. Instead, Finnegan said it means listening to those already doing the work, elevating the experiences of older Philadelphians, and using the Foundation’s relationships and platform to bring greater attention to shared priorities.
Looking Ahead
Incoming Board President Justin Williams sees the plan as an opportunity to build on the Foundation’s grantmaking while thinking more broadly about what it means to be an effective philanthropic partner.
“Grantmaking will always be an important part of who we are, but this strategic plan gives us an opportunity to think more broadly about how we support our partners and the communities they serve,” Williams said.
He sees capacity building and advocacy as complementary to grantmaking rather than separate efforts.
“When we combine financial investment with knowledge, relationships, organizational support, and a willingness to use our voice, we have an opportunity to become a stronger partner and ultimately increase the impact of every dollar we invest,” he said.
As Williams prepares to step into the Board President role in 2027, he hopes the Foundation will remain deeply connected to its history while also being willing to evolve.
“If this plan is successful, I believe SRF will feel both grounded and forward-looking: grounded in our mission and history, but confident about evolving our role to meet the challenges and opportunities ahead,” he said.
Hoyle shares that confidence as he concludes his term as Board President.
He pointed to the combination of the strategic plan, the Foundation’s resources, and the strength of its Board and staff as the foundation for the work ahead.
Learn More
Implementation of the strategic plan will unfold over time, and The Sarah Ralston Foundation looks forward to continuing the conversation with its partners as that work takes shape.
Grantee partners are invited to join Looking Ahead Together: The Sarah Ralston Foundation’s Strategic Plan and What It Means for Grantee Partners, offered on two dates:
- Thursday, December 17 at noon
- Tuesday, January 5 at noon
The same session will be offered twice so participants may choose the date that works best for them. The conversation will include more information about the Foundation’s direction, grantmaking, capacity building, advocacy, and what partners can expect as implementation begins.
A separate conversation for philanthropic and funding partners is also being planned.
For Finnegan, the ultimate measure of the plan will be what it makes possible for the people and organizations the Foundation exists to serve.
“Success isn’t about how many initiatives we’ve launched,” she said. “It’s about whether older Philadelphians are better off because of our work.”