WRAG 2017-2018 Strategic FrameworkIn 2013, it was suggested that information was doubling every 12 months. Then, IBM suggested that information would soon be doubling every 12 hours. As that prediction moves closer to reality, many organizations are moving away from the World War II-driven concept of strategic planning. Tightly defined goals with specific strategic objectives, sharp timelines, designated staff, and defined resources are no longer possible. The reality to which organizations are responding and the resources available to respond are simply growing and changing too rapidly for the old-style strategic plan to be useful. Increasingly, organizations want to be positioned for success with broad guidelines for the work; a qualified, adept staff; a culture of creative thinking; and a willingness to take risks on their journey to success. WRAG has evolved into that kind of organization. With the ongoing involvement of our membership in WRAG's culture of evaluation, we will be positioned to support the needs of the region and of local philanthropy for years to come. We're proud of what we’ve accomplished to date, and we’re ready for the future.Washington Regional Association of GrantmakersWRAG_fe2ce9d6-c24a-11e7-b8b6-57fedcc2b6ecTamara Lucas CopelandPresidentK. Lynn TadlockChair, Board of DirectorsTaproot FoundationWRAG was fortunate to have been awarded a grant from the Taproot Foundation in 2015 to accomplish the following:* To learn what WRAG's impact is, and if and how the organization helps its membership be more effective and responsible in their philanthropy (i.e., how WRAG is accomplishing its mission).* To determine how to most effectively measure impact and performance against WRAG's strategic objectives and mission.To carry out this assignment, the Taproot evaluation team interviewed a sizeable segment of the WRAG membership along with nonmembers and the leaders of colleague organizations. Their input, in conjunction with the sentiment of the WRAG Strategic Planning Committee and the full Board of Directors, shaped the direction that is described in this document.WRAG Strategic Planning CommitteeK. Lynn TadlockClaude Moore Charitable FoundationYanique RedwoodConsumer Health FoundationMary McClymontPublic Welfare FoundationRose Ann ClevelandThe Morris & Gwendolyn Cafritz FoundationSuzanne M. RandolphWRAG's strategic framing process was guided by Suzanne M. Randolph of the MayaTech CorporationMayaTech CorporationWRAG Board of DirectorsWashington Regional Association of Grantmakers Board of Directors(as of November 2016)K. Lynn TadlockChair -- Deputy Executive Director,Claude Moore Charitable FoundationYanique RedwoodVice Chair -- President and CEO,Consumer Health FoundationAnna BardTreasurer -- SVP, Community Affairs Manager - MD, D.C. & VA,Wells Fargo Philanthropy TeamMary McClymontSecretary -- President,Public Welfare FoundationPatricia N. MathewsImmediate Past Chair -- President and CEO,Northern Virginia Health FoundationDavid BowersVice President & Mid-Atlantic Market Leader,Enterprise Community PartnersLindsey BussSenior Officer for Community Outreach,World Bank GroupRose Ann ClevelandExecutive Director,The Morris & Gwendolyn Cafritz FoundationCarol Thompson ColePresident and CEO, Venture Philanthropy PartnersTamara Lucas CopelandPresident,Washington Regional Association of GrantmakersWilton C. Corkern, Jr.Trustee,Corina Higginson TrustNicky GorenPresident & CEO,Eugene & Agnes E. Meyer FoundationDesiree Griffin-MooreExecutive Director,The Community Foundation in Prince George's CountyDiana MeyerState Director of Community Development,Citi Community DevelopmentWe embrace a vision of an equitable region in which all can participate and prosper._fe2ceb5c-c24a-11e7-b8b6-57fedcc2b6ecTo promote increased, effective, and responsible philanthropy to improve the health and vitality of the region and all who live here._fe2cec06-c24a-11e7-b8b6-57fedcc2b6ecEquitabilityParticipationProsperityEffectivenessResponsibilityPhilanthropyHealthVitalityPrioritizationDevelop a process for the selection and phasing out of priorities._fe2ceca6-c24a-11e7-b8b6-57fedcc2b6ec1WRAG StaffWhile staff will focus on the priority areas, working to effect concrete change in those areas, this work will not occur to the exclusion of other issue areas of concern to the membership. WRAG will continue to support convenings around multiple issues and with various subsets of the membership and the general community.Overarching Priorities -- Four years ago, WRAG began focused work to promote and enable affordable housing across the region. The availability of affordable housing was, is, and will likely continue to be a critical need in the region, and having such housing is the foundation for individual and familial success. Without actually using the term "priority" at the time, affordable housing had become a WRAG priority area. In preparing for this strategic planning cycle, WRAG consciously looked at the process of selecting priority areas. How will we choose them? How long is an area of work a priority? What does it mean to be an organizational priority vis à vis staff time and other resources?The newly reconstituted Program and Policy Committee was asked by the WRAG Board to explore this topic and to develop a process for the selection and phasing out of priorities. Based on their thinking, it was decided that WRAG may have up to four types of priorities that would fall into the following categories:Broad IssuesAddress macro-level issues._fe2ced50-c24a-11e7-b8b6-57fedcc2b6ec1.1A macro-level issue that has universal impact, such as the current work on racial equity.Narrow IssuesAddress micro-level issues focused in discrete topics._fe2cedfa-c24a-11e7-b8b6-57fedcc2b6ec1.2A micro-level issue focused in one discrete area, such as the current work on affordable housing.Geographic IssuesAddress issues related to geographic areas._fe2cee9a-c24a-11e7-b8b6-57fedcc2b6ec1.3Loudoun County, VirginiaA geographic area, such as the current work in Loudoun County, Virginia.Membership IssuesAddress issues of particular concern to WRAG members._fe2cef4e-c24a-11e7-b8b6-57fedcc2b6ec1.4WRAG's Corporate MembersA membership subset, such as the current focus on WRAG's corporate members. Regional EquitabilityPromote equitability across the region._fe2cefee-c24a-11e7-b8b6-57fedcc2b6ec2Greater Washington RegionWhat do you think of when you hear the term "Greater Washington region?" The federal government, the national monuments, the beautiful rivers or the rolling hills of the outer stretches -- all of these images portray the region that presents to the tourist or to the visitor, but those of us who live here know a different region. As the philanthropic community works alongside its social profit (nonprofit) partners, it is confronted by the double-digit wealth gap, the significant disparity in life expectancy, the unemployment differences, the growth in the multiracial and multicultural nature of the region, and a host of other indicators that reflect an inequitable region. This story is not just an economic one. It is the story of racial and ethnic inequality, often unacknowledged, that demands attention.... the Washington Regional Association of Grantmakers will refine its original focus on regionalism. We continue to recognize that the fate of this region is intertwined geographically. We will continue to coordinate and collaborate across jurisdictions, and WRAG will work, where appropriate, to encourage and participate in that conversation.But, for real success to occur, we now have a broader vision of the role of the philanthropic community in promoting an equitable region. Our eyes have been opened to the reality that when "all boats rise," the disparity between boats is likely to remain the same. The philanthropic community is committed to working with intentionality over the next two years to promote a region that is equitable for all who live here.Coordination & CollaborationCoordinate and collaborate across jurisdictions._fe2cf098-c24a-11e7-b8b6-57fedcc2b6ec2.1ConversationEncourage and participate in cross-jurisdictional conversation._fe2cf17e-c24a-11e7-b8b6-57fedcc2b6ec2.2ValueProvide lasting value._fe2cf232-c24a-11e7-b8b6-57fedcc2b6ec3Taproot FoundationThose roots were again acknowledged by the Taproot Foundation's recent assessment of the value of WRAG. WRAG was born from a recognition of the value of convening and sharing information and learning. It is hard to envision a future in which that is not core to WRAG’s work.Lasting value refers to the roots of the Washington Regional Association of Grantmakers as:* A convener* A source of knowledge and information* A voice of philanthropy* A promoter of relationships and collaborationCharacteristics & InterestsConvene affinity groups and shared interest working groups._fe2cf2e6-c24a-11e7-b8b6-57fedcc2b6ec3.1So WRAG will continue to convene its members with shared characteristics -- the affinity groups -- and around shared funding interest areas via the working groups. The topics may change as philanthropic priorities shift, but the benefit of convening cannot be minimized. Convening will also continue to stretch beyond the philanthropic sector to engage other sectors when a regional need calls for a multi-sector response.Thought LeadershipFoster cutting-edge thinking on issues of concern to the region and to philanthropy._fe2cf3a4-c24a-11e7-b8b6-57fedcc2b6ec3.2WRAG will also continue to bring to its membership and to the larger community cutting-edge thinking on issues of concern to the region and to philanthropy.InformationShare information of interest to the community._fe2cf458-c24a-11e7-b8b6-57fedcc2b6ec3.3We will continue to be a voice of philanthropy, sharing information of interest to the community via WRAG's multiple online tools and utilizing those tools as a mechanism for elevating or expressing new and divergent views on issues.Online ToolsUse online tools to express new and divergent views on issues._fe2cf516-c24a-11e7-b8b6-57fedcc2b6ec3.3.1Policy IssuesStrengthen our capabilities to take public positions on issues._fe2cf5de-c24a-11e7-b8b6-57fedcc2b6ec3.4Recognizing the expertise that rests within the working groups and the now active Program and Policy Committee, WRAG will have a strengthened position from which to take public positions on issues as the need arises.Collaboratives & KnowledgePromote funding collaboratives and knowledge sharing._fe2cf69c-c24a-11e7-b8b6-57fedcc2b6ec3.5Funding CollaborativesFrom the birth of the Washington AIDS Partnership before the official emergence of WRAG, the promotion of funding collaboratives along with strong coordinated funding or coordinated knowledge sharing has been core to WRAG's work. WRAG will continue to be the nexus for incubating, launching, or simply supporting funder collectives that move the needle on challenges facing our region.FundingDiversify funding._fe2cf75a-c24a-11e7-b8b6-57fedcc2b6ec4Philanthropic SectorA Solid Foundation -- Like many social profit (nonprofit) organizations, WRAG is particularly conscious of the need to diversify funding. With WRAG, the need is a bit more acute. First, WRAG is an infrastructure organization, one that, according to our membership, provides a valued and valuable service, but not a service that is essential to individual survival. Secondly, unlike other infrastructure groups that are dependent on dues for a significant portion of their budget, WRAG's dues-paying members and the source of other possible financial support -- the philanthropic sector -- are one and the same. Seeking funding from sources other than the philanthropic membership has been a stated goal of the organization since 2011 and will remain a focus area for the foreseeable future.SourcesSeeking funding from sources other than the philanthropic membership._fe2cf82c-c24a-11e7-b8b6-57fedcc2b6ec4.12016-11-302018-12-312017-11-05https://www.washingtongrantmakers.org/sites/default/files/resources/Strategic%20Framework%202017-2018.pdfOwenAmburOwen.Ambur@verizon.net