Our Strategic Plan (July 1, 2025 - June 30, 2028)
In 2025, Central Carolina Community Foundation initiated a planning process to provide direction to the organization over a three-year period. Those efforts resulted in a comprehensive strategic plan.
Goal 1: Philanthropic Growth - Grow charitable giving in the Midlands in partnership with donors and advisors.
1.1: Increase charitable contributions to the Foundation, growing assets while building for the future.
1.2: Ensure strong investment management to support long-term sustainability and growth of the Foundation’s assets while engaging fundholders and professional advisors.
1.3: Grow unrestricted and board-directed funds to enhance the Foundation’s capacity to address community needs and drive core initiatives.
1.4: Communicate clearly and effectively the Foundation’s broad-based knowledge of the community, opportunities for philanthropic impact, and charitable giving to encourage and motivate philanthropically inclined donors to partner with the Foundation.
Goal 2: Community Support - Invest in and support nonprofits, community institutions, and scholarship programs that address critical needs and build community and cultural vibrancy.
2.1: Expand and promote a grantmaking strategy that responds to community needs and enhances community engagement and cultural vibrancy.
2.2: Strengthen nonprofit capacity and sustainability.
2.3: Make grantmaking and scholarship processes more accessible, streamlined, and transparent.
2.4: Support fundholders in their grantmaking by sharing information, offering opportunities for connection, and being a responsive partner.
Goal 3: Community Leadership - Serve as a catalyst for collaborative solutions that make our community stronger.
3.1: Seek opportunities to serve as an intermediary and engage in collaborative grantmaking with other funders.
3.2: Pursue opportunities to partner with public and private entities to improve our community by aligning strategies and amplifying investments.
3.3: Activate the board as visible community ambassadors and connectors to advance the foundation’s mission and relationships.
3.4: Enable local nonprofit organizations to generate revenue and increase awareness of their mission through Midlands Gives.
3.5: Leverage the Foundation’s experience in disaster response and recovery grantmaking to streamline statewide collaboration, increase impact, and enhance community resilience.
3.6: Convene, support, and participate in groups that strengthen our community including advisory committees and affiliate boards.
Goal 4: Organizational Excellence - Invest in our people, culture, and systems to serve our community with excellence.
4.1: Further develop our high-performing, mission-driven team.
4.2: Recruit, retain, and engage board members who reflect our community and deeply support the Foundation’s mission.
4.3: Enhance operational effectiveness by optimizing technology, systems, and organizational processes.
4.4: Strengthen the financial sustainability of the Foundation by increasing operating support through diverse revenue streams and wise stewardship of resources.
4.5: Advance the Foundation’s mission and visibility through strategic, data-informed communications.