We’re excited to introduce you to Heather Finnegan, the Executive
Director of the Sarah Ralston Foundation. Heather brings a wealth of experience, a deep commitment to trust-based philanthropy, and a passion for supporting Aging Services in the Philadelphia region. We sat down with Heather to learn more about her background, her vision for the foundation, and what inspires her work.
Why is SRF a good match for you?
The Sarah Ralston Foundation’s commitment to supporting Older Adults deeply resonates with me, especially given recent trends in philanthropy. Regional funders have deprioritized Aging Services over the last 20 years, making SRF’s focus on this sector increasingly important. Today, the US has a larger population of Older Adults than at any point in history, and our Aging Services partners are experiencing, and will continue to experience, a significant rise in demand. As the large Baby Boomer generation seeks pathways to healthy and fulfilling aging, SRF’s role in supporting these essential services feels especially timely.
What is your initial impression of SRF?
I deeply respect SRF’s ethos, particularly the organization’s commitment to trust-based philanthropy. Trust-based philanthropy is built on the principle of providing multi-year funding that allows grantees the flexibility to address their most pressing needs and respond to emerging challenges. SRF’s approach fosters a collegial, transparent, and supportive relationship with its partners, emphasizing long-term collaboration rather than transactional funding. This model enables sustainable, community-driven change.
What brought you to where you are now?
My career path has been quite non-traditional. With a background in Biology and Anthropology, I spent the first 12 years of my career as a researcher and instructor, then moved into consulting and product management, focusing on creating environmentally sustainable solutions for hospitals and educational institutions. During this time, I was also actively involved in the work of The Community’s Foundation (TCF) in Delaware County, PA, where I had initially connected as an 18-year-old scholarship recipient. After graduate school, I joined TCF’s grant and scholar selection committees, gaining early experience in trust-based philanthropy and participatory grantmaking. This involvement led to my service on the TCF Board and, eventually, my role as staff leader, guiding TCF’s transition into a full-time grantmaking and capacity-building organization.
How do you feel about leaving your role at TCF?
I feel an immense sense of pride in having led TCF through a period of significant transformation and growth. My time there was deeply rewarding, and I am excited to see the unique contributions and fresh perspective that the incoming TCF President will bring. My connection to TCF runs 20+ years, so I am committed to remaining involved as both a volunteer and a donor.
Please share your background and philosophy:
My career has been rooted in a commitment to service, adaptability, and results-driven leadership. I value inclusivity, transparency, strategic thinking, and active community engagement. I am eager to contribute to SRF’s vision of resilient, impactful grantmaking in the Aging Services sector.
Where do you want to take SRF?
With its 200+ year history, SRF is now embarking on an exciting new chapter as an Aging Services grantmaker. I am genuinely impressed by SRF’s thoughtful, well-implemented strategy to award grants that enhance access to affordable, equitable, and high-quality care; improve behavioral and mental health services; support caregivers, care coordination, and housing; and reduce social isolation for Philadelphia’s Older Adults. With grantmaking operating smoothly, the staff and board are enthusiastic about expanding SRF’s role in capacity building. Our partners thrive when they are connected and able to collaborate, and I look forward to helping foster those impactful relationships.
What role do the stakeholders play?
Stakeholders are crucial in providing insights and support to help SRF’s grantmaking align with community needs. I see our stakeholders as key partners in decision-making, program implementation, and continuous feedback, all of which ensure SRF’s work remains responsive and impactful.
What are your next steps?
My immediate focus will be on deepening my understanding of SRF’s current operations and partnerships. Establishing strong relationships with the board, staff, and key stakeholders will be a priority, along with setting clear, measurable objectives for SRF’s short- and long-term goals.