February 25, 2025 • 17 mins
This segment of the Community Hour delves into GMCF's strategic planning process and its implications for the community. Board Chair Matt Crocker and Chair Elect Beth Smoller, discuss the importance of clarity, stakeholder engagement, and purposeful abandonment in shaping GMCF's future efforts.
• The transition of GMCF from a funding conduit to a community leader
• Engaging with stakeholders for collaborative planning and input
• The role of nimbleness in addressing emerging challenges
• Measuring impact through rigorous metrics to showcase effectiveness
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Philanthropy Today is brought to you by the Greater
Manhattan Community Foundation.
In this episode we feature arecently broadcast segment of
the GMCF Community Hour, asheard on NewsRadio KMAN.
Welcome back to the GMCFCommunity Hour and this is going
to be a discussion that I thinkwill take a lot of interest to
(00:21):
a lot of people, and this iscalled strategic planning.
Interest to a lot of people andthis is called strategic
planning.
It's something thatorganizations often do to make
sure that they are in place toaddress the needs and the
concerns of the future, and inthis segment we have the chair
of the Greater ManhattanCommunity Foundation's Board of
Directors, matt Crocker.
Welcome back, sir, thank you,and Beth Smoller, who is the
(00:42):
chair elect, who says she'snever been on live radio.
That would be correct.
Welcome.
Well, thank you, and BethSmoller, who is the chair elect,
who says she's never been onlive radio.
Speaker 2 (00:46):
That would be correct .
Speaker 1 (00:48):
Welcome, Well thank you.
The adventure begins right here, indeed it does there are?
No, seven second delays, sothat you know.
Speaker 2 (00:56):
I will try to channel my inner Brian Smoller.
Speaker 1 (00:59):
Thank you.
Okay, yes, if you're familiarwith the name Brian Smoller, she
is more familiar with him thanany of you.
So, matt, let's start with you.
Strategic planning exercise.
Tell me why you are doing thisand what's the purpose.
Speaker 3 (01:15):
Yes, well, so, as you point out, I think this is a
pretty natural process for anyorganization at some point.
So you know, I think, why we'redoing this.
I would describe GMCF as kindof moved from what I'd
characterize as a scrappystartup organization to a more
established enterprise in thecommunity over the years, and so
(01:38):
this has really been driven bythe growth in our resources as
an organization, growth in ourstaff and our image in the
community.
And, you know, we're no longerjust simply what we started as,
which is a conduit for donors'dollars to reach the needs in
the community.
We've grown beyond that and wefind ourselves beginning to be
(02:01):
asked to step up and step into alead position in terms of
solving problems in thecommunity.
And so, as this is starting tooccur, we at GMCF need not only
to determine what we can do interms of the resources we have,
but, probably more importantly,what we should be doing.
(02:22):
We needed to define what ourrole should be in this community
as we've become more capable.
Speaker 1 (02:28):
So that's what this exercise is about, I think, one
of the things you know.
We take a look back at the lastcouple of years and the
Community Foundation took a leadrole Not the only organization
that was involved in this, butthe Child Care Initiative, and
that center is a great exampleof you know what the foundation
has the capacity to do.
Speaker 3 (02:50):
Yes, and I would say that's also a great example of
why it's important for us to gothrough this process, because
there was some uncomfortablenessamongst the board and the
community of asking is thatreally our role in our place?
And so those are.
That's a perfect example ofwhat we need to define in terms
of a lens, of what we should beinvolved with and not, and we're
going to find ourselves beingasked to be doing more of those
(03:12):
sorts of things.
Speaker 1 (03:12):
A lot of problem solving going on in this office.
There is.
There is Beth.
This is a process that has alot of different aspects to it.
Speaker 2 (03:21):
It is it's a very lengthy process, lots of details
involved in it.
It is something we've beenworking on.
I mean, you mentioned a coupleof years.
We've been working on thisseveral years, I believe, as I
recall.
I think we actually startedthis process when Jackie Hartman
(03:42):
Bork was the chair of our board, and then it's continued under
Kim McAtee's leadership and thennow with Matt, and then I'll be
coming on soon enough.
So it has taken quite a bit oftime.
We've engaged a couple ofdifferent experts I guess for
lack of a better term advisorsin the community foundation
(04:04):
world to help us come up withideas and further solidify what
we think will be our strategicplan.
We've had several off-sitemeetings, off-site discussions,
not only amongst the board butalso GMC staff and then other
stakeholders within ourcommunity, with donors, with
nonprofits, past presidents, andI think at the point now where
(04:30):
we're putting together groups ofthose different stakeholders to
gather their input, make surethat we're headed in the right
direction with the strategicplan.
Speaker 1 (04:38):
Is this something that's being done specifically
by stakeholders, the board ofdirectors, or do you have a
committee made up of members ofthat board and other influences?
Speaker 2 (04:48):
I would say that it's being done by the board of
directors.
We probably have some smallergroups within that that include
outside stakeholders, but it'sprimarily the board and it's
different makeup over the pasttwo to three years that has been
helping propel this forward.
Speaker 1 (05:05):
Is it a different structure of meetings or is it
part of your regular board, yourmonthly board meetings?
Speaker 2 (05:12):
It has been primarily different meetings with just a
focus on the strategic planning,Although there have been a
handful of times we've wrappedit into the regular board
meeting and had the regularboard meeting in extended
session, you could say.
But for the most part we'vetried to make these separate
meetings so we can really have afocus on just the strategic
(05:34):
plan and not the monthly itemson our board meeting agenda.
Speaker 1 (05:41):
Matt, do you have some perspective that you can
provide on what you hope to gainthrough this planning effort?
Speaker 3 (05:49):
Yeah, and I think the number one thing, as I kind of
alluded to in my first comments,is we really need to get
clarity, and that's clarity forthe board, clarity for staff
donors, the nonprofits wesupport, ultimately the
community at large, thenonprofits we support,
ultimately the community atlarge.
And so I think what we'll seeout of this is we'll identify
(06:10):
three or four what I'llcharacterize as key strategic
pillars for the communityfoundation that they'll focus on
over the next five plus years.
Again, this isn't something youdo every year, fortunately,
because it is a lot of work.
Speaker 1 (06:22):
Is this the first time that we've had one of these
strategic planning sessionswithin the GMCF board?
Speaker 3 (06:29):
So we have over the years Vern's certainly had
strategic planning or strategicoffsites with the board every
year.
I would say this is the more,probably the most extensive
process we've gone through.
Speaker 1 (06:41):
This is quite a bit more in depth.
Speaker 3 (06:42):
Yeah, but no, I mean there have been strategic
discussions that have occurredfor quite a while in the
organization.
But yeah, this is a lot moreformal process than what we've
done in the past, but you know.
so we'll get these strategicpillars and then, ultimately,
we'll end up with some tacticsthat the organization is going
to take to achieve those.
And then something I'm excitedabout and I've heard from a lot
(07:05):
of people a desire for this iswe're going to have a lot more
rigorous metrics about whatwe're doing as an organization
and what impact we're having onthe community.
I think we all know we'rehaving an impact and we feel it,
but being able to measure thatand communicate that through
something measurable is going umfor the community and for the
(07:26):
organization.
Speaker 1 (07:28):
It's one thing to see people smile.
Yeah, it's one thing, for youknow the, the efforts that we
see and you know that thatimpact is is big, because we've
we've been here long enough toknow that it's diametrically
different than what it used tobe.
But to see it on a spreadsheetis probably a different
(07:49):
perspective, and I don't readspreadsheet, I don't talk
spreadsheet, and and that that'ssomething that that is an
important factor, because itdoes kind of refine you a little
bit.
Speaker 3 (08:00):
Yeah, I mean, at the end of the day, we need to keep
score right, and people want toknow where we're having impact
or where or where we need tohave more impact.
As part of it, too, right, ifwe know there's an area that
there's a challenge or a problemout in the community that we
could step in and help.
You know, identifying what thetrue opportunity for an impact
is and I hear about that a lot,and so, again, that's going to
(08:22):
be an important aspect.
That's not going to be theshiny part of it, right, that's
where all the work behind thescenes is going to occur, but
it's definitely an area that'simportant.
Speaker 1 (08:32):
I think one of the things that stands out to me is
that, you know, we're notnecessarily in a situation where
we have obstacles or challengesor deficiencies within the
organization and the collectiveefforts of everybody, but we can
always do better for ourcommunity.
Speaker 3 (08:50):
Yeah, I'd say it's always better to do these things
when you're in a position ofstrength versus weakness, and we
are certainly there.
And that's why this comes up isbecause, again, we're being
asked to do more and really needto clarify what our role is
going to be.
So, yeah, you're absolutelyright, it's a great time for us
to be doing this, okay.
Speaker 1 (09:09):
I bet it's quite an exercise.
It is, beth.
What are some of the mostchallenging aspects that you
have found so far in the twoyears three years that you've
been involved with this processof strategic planning?
Speaker 2 (09:31):
strategic planning.
Well, I think, as Matt said,we're in a position of strength.
As you do a SWOT analysisstrengths, weaknesses,
opportunities, threats.
This is a great opportunity forthe foundation.
We have the ability, we havethe resources to do a lot of
things in the community, but,you know, thankfully we have a
lot of donors and a lot ofpeople within this community
that are engaged and want tomake this a better place, and so
(09:54):
it's not just a matter of whatwe can do, it's a matter of what
we should do and, you know,maybe more appropriately in some
instances, a matter of what weshould not do.
Are there things that we needto purposefully abandon?
I love the term purposefulabandonment, and not that those
(10:16):
aren't important, but whereshould GMCF focus its efforts?
How do we work within thecommunity, with our donors, with
our nonprofits, with all of thestakeholders, to move the
greater Manhattan area forwardand move it to a position of
progress you talk about?
Speaker 1 (10:35):
SWOT strength, weaknesses, opportunities and
threats.
Do you address thoseindividually in the order of the
acronym, or do you think aboutwhat is going to be first, the
most challenging and, you know,the most drastic thing that
could possibly happen?
Speaker 2 (10:55):
I think for me.
I actually don't necessarilylook at those in order.
Instead of it being a nice neatquadrant, like it is for some
people, it's probably more of ajumbled up circle for me, where
you know I see a weakness, butthen okay, well, how do you
change that into an opportunityto improve and get better?
(11:17):
And you know, as I like to say,when coaching kids get 1%
better every day, how does thefoundation get 1% better every
day?
Speaker 1 (11:26):
You know, matt, you think about all the different
things that have happened withthe Community Foundation over
the last 26 years now, I guess,because we had a big 25-year
celebration throughout the yearlast year and so many of the
things that we have experiencedand what the foundation has
risen to the occasion to do.
And what comes to my mindimmediately is how we handle
(11:47):
certain situations to helpindividuals during the pandemic,
is how we handle certainsituations to help individuals
during the pandemic.
You know, obviously that's athreat that you would address,
but it showed signs of strengthand opportunity.
Speaker 3 (11:59):
Yeah, I think that's a great example and I think you
know.
That highlights to me one ofthe other things that are under
consideration as we do this iswe've been a very nimble
organization to be able torespond to things that come up
that we couldn't have expected,and we need to maintain that.
So one of the big pieces ofthis process is going to be
again providing more clarity,but we have to continue to keep
(12:23):
our nimbleness and ability torespond to the needs of the
community, because they'realways changing, right.
I mean we know that what is animportant need for us?
I mean there are some thingslike child care that seem to be
year after year we hear about it.
Housing's another one.
But you know, some of theopportunities that arise this
year to help the community aregoing to be different than the
(12:45):
ones that are going to arisenext year and we have to be an
organization that can respond tothat.
Speaker 1 (12:48):
Beth, do you have anything that you and the
committee have looked at withany kind of specificity about?
What do we foresee as our nextgreat challenge in the community
foundation and within thecommunity?
Speaker 2 (13:03):
I don't know that we've identified the next
biggest challenge.
I think the biggest challengeis there are a lot of challenges
.
We know child care is an issue.
We know affordable housing isan issue.
We know that, with the drasticrise in inflation during and
(13:24):
since the pandemic, that has puta squeeze on individuals, on
families, on our nonprofits thatare providing direct services
to people that need help.
And so, with all of thosechallenges, how do we focus our
efforts?
How do we spread the resourceswe have to make an impact and
(13:48):
make the biggest impact we canwithin this area?
Speaker 1 (13:52):
I don't want to get political, but there's a lot of
changes that's going on on thefederal level, within our
government, but there's going tobe a lot of trickle down
because we have a lot of folksthat are really, really
concerned about their futures,professionally and financially,
and I think that that's going tobe something that we're all
going to be looking at, becausewe hear it.
(14:14):
We hear it on the streets, atleast I do.
I don't know about you Matt?
Speaker 3 (14:16):
Yeah, no, and there are a lot of programs that we,
you know, that support, that getfederal funds, and so you're
right, I mean I don't thinkpeople really understand what
the total outcome of that is yet.
But you know, I think that goesback to one of the other
cornerstones of thisorganization is having a pulse
on the community and havingrelationships that we can have
(14:37):
conversations and discussionswhen you, when you have those
meaningful personalrelationships with people, it
allows you to talk about thosethings more quickly and respond.
Um, you're not waiting aroundfor people to come to you, it's
just kind of a naturaldiscussion that's occurring.
So, yeah, no doubt that we'regoing to see those.
We had a question about thatwith one of the grants that was
related to the child carebecause it came from federal
(14:59):
dollars.
We've found out that we don'tbelieve those are at risk.
But, yeah, even the communityfoundation and some of the
things we're doing, we have tokeep an eye on that.
It's a dynamic environment, forsure.
Speaker 1 (15:11):
Beth, when do you have an idea, some conclusion to
your strategic planning efforts.
Speaker 2 (15:17):
I think we'll probably see some finalization
of the details within the nexttwo months.
I'd say we've got some upcomingmeetings with nonprofits, with
other stakeholders in thecommunity, to make sure that the
board is headed in the rightdirection with this strategic
plan.
So I think we are nearing aconclusion, although you know
(15:42):
it's, everything is in a shadeof gray, so I'm not going to
give you a drop dead date by anymeans.
Speaker 1 (15:47):
Well, you've done a fine job in your your debut in
radio.
Thank you, thank you, Iappreciate that.
Yeah, the foundation is luckyto have you on the board.
Some great vision and greatpassion.
And Matt, yeah, you do, you do,okay, thanks.
Speaker 2 (16:01):
Pretty good guy over there isn't he?
Speaker 1 (16:03):
Well, this has got to be fun for you, though.
Speaker 3 (16:11):
Yeah, it's again, it's a lot of work, but it's
it's fun because it's excitingto be able to have a opportunity
to really help thisorganization get to the next
level, and that's what we'retalking about, right, I mean,
again, we have been done somephenomenal things.
I mean the growth of thiscommunity foundation, the impact
it's had over the last 26 yearshas been outstanding.
I'm just excited about what itcan do for the next 25 years.
Speaker 1 (16:32):
Well, we're going to get Mr Nimble Vern Hendricks
back in.
Use the word nimble, I had totie that in to Vern.
That just didn't seem to.
That was too easy of a door toopen up and walk through.
But Vern's going to be steppingback in the studio here in our
next segment.
But, Matt Crocker, thanks foryour work as chair and for
joining us today.
(16:52):
You're welcome.
Thank you, Beth Smoller.
Best wishes to you.
Thank you, Best wishes to you.
Speaker 2 (16:58):
Thank you Say hi to that, brian dude, for me I will,
I will indeed.
Speaker 1 (17:00):
We go back probably further than that 26 years that
the Foundation's been around,probably so Pretty close.
Anyway, it's the GMCF CommunityHour here on NewsRadio KMAN.
Back to wrap up the show withBird in just a couple of moments
.
Philanthropy Today is brought to you by the Greater
Manhattan Community Foundation.
In this episode we feature arecently broadcast segment of
the GMCF Community Hour, asheard on NewsRadio KMAN.
Welcome back to the GMCFCommunity Hour and this is going
to be a discussion that I thinkwill take a lot of interest to
(00:21):
a lot of people, and this iscalled strategic planning.
Interest to a lot of people andthis is called strategic
planning.
It's something thatorganizations often do to make
sure that they are in place toaddress the needs and the
concerns of the future, and inthis segment we have the chair
of the Greater ManhattanCommunity Foundation's Board of
Directors, matt Crocker.
Welcome back, sir, thank you,and Beth Smoller, who is the
(00:42):
chair elect, who says she'snever been on live radio.
That would be correct.
Welcome.
Well, thank you, and BethSmoller, who is the chair elect,
who says she's never been onlive radio.
Speaker 2 (00:46):
That would be correct .
Speaker 1 (00:48):
Welcome, Well thank you.
The adventure begins right here, indeed it does there are?
No, seven second delays, sothat you know.
Speaker 2 (00:56):
I will try to channel my inner Brian Smoller.
Speaker 1 (00:59):
Thank you.
Okay, yes, if you're familiarwith the name Brian Smoller, she
is more familiar with him thanany of you.
So, matt, let's start with you.
Strategic planning exercise.
Tell me why you are doing thisand what's the purpose.
Speaker 3 (01:15):
Yes, well, so, as you point out, I think this is a
pretty natural process for anyorganization at some point.
So you know, I think, why we'redoing this.
I would describe GMCF as kindof moved from what I'd
characterize as a scrappystartup organization to a more
established enterprise in thecommunity over the years, and so
(01:38):
this has really been driven bythe growth in our resources as
an organization, growth in ourstaff and our image in the
community.
And, you know, we're no longerjust simply what we started as,
which is a conduit for donors'dollars to reach the needs in
the community.
We've grown beyond that and wefind ourselves beginning to be
(02:01):
asked to step up and step into alead position in terms of
solving problems in thecommunity.
And so, as this is starting tooccur, we at GMCF need not only
to determine what we can do interms of the resources we have,
but, probably more importantly,what we should be doing.
(02:22):
We needed to define what ourrole should be in this community
as we've become more capable.
Speaker 1 (02:28):
So that's what this exercise is about, I think, one
of the things you know.
We take a look back at the lastcouple of years and the
Community Foundation took a leadrole Not the only organization
that was involved in this, butthe Child Care Initiative, and
that center is a great exampleof you know what the foundation
has the capacity to do.
Speaker 3 (02:50):
Yes, and I would say that's also a great example of
why it's important for us to gothrough this process, because
there was some uncomfortablenessamongst the board and the
community of asking is thatreally our role in our place?
And so those are.
That's a perfect example ofwhat we need to define in terms
of a lens, of what we should beinvolved with and not, and we're
going to find ourselves beingasked to be doing more of those
(03:12):
sorts of things.
Speaker 1 (03:12):
A lot of problem solving going on in this office.
There is.
There is Beth.
This is a process that has alot of different aspects to it.
Speaker 2 (03:21):
It is it's a very lengthy process, lots of details
involved in it.
It is something we've beenworking on.
I mean, you mentioned a coupleof years.
We've been working on thisseveral years, I believe, as I
recall.
I think we actually startedthis process when Jackie Hartman
(03:42):
Bork was the chair of our board, and then it's continued under
Kim McAtee's leadership and thennow with Matt, and then I'll be
coming on soon enough.
So it has taken quite a bit oftime.
We've engaged a couple ofdifferent experts I guess for
lack of a better term advisorsin the community foundation
(04:04):
world to help us come up withideas and further solidify what
we think will be our strategicplan.
We've had several off-sitemeetings, off-site discussions,
not only amongst the board butalso GMC staff and then other
stakeholders within ourcommunity, with donors, with
nonprofits, past presidents, andI think at the point now where
(04:30):
we're putting together groups ofthose different stakeholders to
gather their input, make surethat we're headed in the right
direction with the strategicplan.
Speaker 1 (04:38):
Is this something that's being done specifically
by stakeholders, the board ofdirectors, or do you have a
committee made up of members ofthat board and other influences?
Speaker 2 (04:48):
I would say that it's being done by the board of
directors.
We probably have some smallergroups within that that include
outside stakeholders, but it'sprimarily the board and it's
different makeup over the pasttwo to three years that has been
helping propel this forward.
Speaker 1 (05:05):
Is it a different structure of meetings or is it
part of your regular board, yourmonthly board meetings?
Speaker 2 (05:12):
It has been primarily different meetings with just a
focus on the strategic planning,Although there have been a
handful of times we've wrappedit into the regular board
meeting and had the regularboard meeting in extended
session, you could say.
But for the most part we'vetried to make these separate
meetings so we can really have afocus on just the strategic
(05:34):
plan and not the monthly itemson our board meeting agenda.
Speaker 1 (05:41):
Matt, do you have some perspective that you can
provide on what you hope to gainthrough this planning effort?
Speaker 3 (05:49):
Yeah, and I think the number one thing, as I kind of
alluded to in my first comments,is we really need to get
clarity, and that's clarity forthe board, clarity for staff
donors, the nonprofits wesupport, ultimately the
community at large, thenonprofits we support,
ultimately the community atlarge.
And so I think what we'll seeout of this is we'll identify
(06:10):
three or four what I'llcharacterize as key strategic
pillars for the communityfoundation that they'll focus on
over the next five plus years.
Again, this isn't something youdo every year, fortunately,
because it is a lot of work.
Speaker 1 (06:22):
Is this the first time that we've had one of these
strategic planning sessionswithin the GMCF board?
Speaker 3 (06:29):
So we have over the years Vern's certainly had
strategic planning or strategicoffsites with the board every
year.
I would say this is the more,probably the most extensive
process we've gone through.
Speaker 1 (06:41):
This is quite a bit more in depth.
Speaker 3 (06:42):
Yeah, but no, I mean there have been strategic
discussions that have occurredfor quite a while in the
organization.
But yeah, this is a lot moreformal process than what we've
done in the past, but you know.
so we'll get these strategicpillars and then, ultimately,
we'll end up with some tacticsthat the organization is going
to take to achieve those.
And then something I'm excitedabout and I've heard from a lot
(07:05):
of people a desire for this iswe're going to have a lot more
rigorous metrics about whatwe're doing as an organization
and what impact we're having onthe community.
I think we all know we'rehaving an impact and we feel it,
but being able to measure thatand communicate that through
something measurable is going umfor the community and for the
(07:26):
organization.
Speaker 1 (07:28):
It's one thing to see people smile.
Yeah, it's one thing, for youknow the, the efforts that we
see and you know that thatimpact is is big, because we've
we've been here long enough toknow that it's diametrically
different than what it used tobe.
But to see it on a spreadsheetis probably a different
(07:49):
perspective, and I don't readspreadsheet, I don't talk
spreadsheet, and and that that'ssomething that that is an
important factor, because itdoes kind of refine you a little
bit.
Speaker 3 (08:00):
Yeah, I mean, at the end of the day, we need to keep
score right, and people want toknow where we're having impact
or where or where we need tohave more impact.
As part of it, too, right, ifwe know there's an area that
there's a challenge or a problemout in the community that we
could step in and help.
You know, identifying what thetrue opportunity for an impact
is and I hear about that a lot,and so, again, that's going to
(08:22):
be an important aspect.
That's not going to be theshiny part of it, right, that's
where all the work behind thescenes is going to occur, but
it's definitely an area that'simportant.
Speaker 1 (08:32):
I think one of the things that stands out to me is
that, you know, we're notnecessarily in a situation where
we have obstacles or challengesor deficiencies within the
organization and the collectiveefforts of everybody, but we can
always do better for ourcommunity.
Speaker 3 (08:50):
Yeah, I'd say it's always better to do these things
when you're in a position ofstrength versus weakness, and we
are certainly there.
And that's why this comes up isbecause, again, we're being
asked to do more and really needto clarify what our role is
going to be.
So, yeah, you're absolutelyright, it's a great time for us
to be doing this, okay.
Speaker 1 (09:09):
I bet it's quite an exercise.
It is, beth.
What are some of the mostchallenging aspects that you
have found so far in the twoyears three years that you've
been involved with this processof strategic planning?
Speaker 2 (09:31):
strategic planning.
Well, I think, as Matt said,we're in a position of strength.
As you do a SWOT analysisstrengths, weaknesses,
opportunities, threats.
This is a great opportunity forthe foundation.
We have the ability, we havethe resources to do a lot of
things in the community, but,you know, thankfully we have a
lot of donors and a lot ofpeople within this community
that are engaged and want tomake this a better place, and so
(09:54):
it's not just a matter of whatwe can do, it's a matter of what
we should do and, you know,maybe more appropriately in some
instances, a matter of what weshould not do.
Are there things that we needto purposefully abandon?
I love the term purposefulabandonment, and not that those
(10:16):
aren't important, but whereshould GMCF focus its efforts?
How do we work within thecommunity, with our donors, with
our nonprofits, with all of thestakeholders, to move the
greater Manhattan area forwardand move it to a position of
progress you talk about?
Speaker 1 (10:35):
SWOT strength, weaknesses, opportunities and
threats.
Do you address thoseindividually in the order of the
acronym, or do you think aboutwhat is going to be first, the
most challenging and, you know,the most drastic thing that
could possibly happen?
Speaker 2 (10:55):
I think for me.
I actually don't necessarilylook at those in order.
Instead of it being a nice neatquadrant, like it is for some
people, it's probably more of ajumbled up circle for me, where
you know I see a weakness, butthen okay, well, how do you
change that into an opportunityto improve and get better?
(11:17):
And you know, as I like to say,when coaching kids get 1%
better every day, how does thefoundation get 1% better every
day?
Speaker 1 (11:26):
You know, matt, you think about all the different
things that have happened withthe Community Foundation over
the last 26 years now, I guess,because we had a big 25-year
celebration throughout the yearlast year and so many of the
things that we have experiencedand what the foundation has
risen to the occasion to do.
And what comes to my mindimmediately is how we handle
(11:47):
certain situations to helpindividuals during the pandemic,
is how we handle certainsituations to help individuals
during the pandemic.
You know, obviously that's athreat that you would address,
but it showed signs of strengthand opportunity.
Speaker 3 (11:59):
Yeah, I think that's a great example and I think you
know.
That highlights to me one ofthe other things that are under
consideration as we do this iswe've been a very nimble
organization to be able torespond to things that come up
that we couldn't have expected,and we need to maintain that.
So one of the big pieces ofthis process is going to be
again providing more clarity,but we have to continue to keep
(12:23):
our nimbleness and ability torespond to the needs of the
community, because they'realways changing, right.
I mean we know that what is animportant need for us?
I mean there are some thingslike child care that seem to be
year after year we hear about it.
Housing's another one.
But you know, some of theopportunities that arise this
year to help the community aregoing to be different than the
(12:45):
ones that are going to arisenext year and we have to be an
organization that can respond tothat.
Speaker 1 (12:48):
Beth, do you have anything that you and the
committee have looked at withany kind of specificity about?
What do we foresee as our nextgreat challenge in the community
foundation and within thecommunity?
Speaker 2 (13:03):
I don't know that we've identified the next
biggest challenge.
I think the biggest challengeis there are a lot of challenges
.
We know child care is an issue.
We know affordable housing isan issue.
We know that, with the drasticrise in inflation during and
(13:24):
since the pandemic, that has puta squeeze on individuals, on
families, on our nonprofits thatare providing direct services
to people that need help.
And so, with all of thosechallenges, how do we focus our
efforts?
How do we spread the resourceswe have to make an impact and
(13:48):
make the biggest impact we canwithin this area?
Speaker 1 (13:52):
I don't want to get political, but there's a lot of
changes that's going on on thefederal level, within our
government, but there's going tobe a lot of trickle down
because we have a lot of folksthat are really, really
concerned about their futures,professionally and financially,
and I think that that's going tobe something that we're all
going to be looking at, becausewe hear it.
(14:14):
We hear it on the streets, atleast I do.
I don't know about you Matt?
Speaker 3 (14:16):
Yeah, no, and there are a lot of programs that we,
you know, that support, that getfederal funds, and so you're
right, I mean I don't thinkpeople really understand what
the total outcome of that is yet.
But you know, I think that goesback to one of the other
cornerstones of thisorganization is having a pulse
on the community and havingrelationships that we can have
(14:37):
conversations and discussionswhen you, when you have those
meaningful personalrelationships with people, it
allows you to talk about thosethings more quickly and respond.
Um, you're not waiting aroundfor people to come to you, it's
just kind of a naturaldiscussion that's occurring.
So, yeah, no doubt that we'regoing to see those.
We had a question about thatwith one of the grants that was
related to the child carebecause it came from federal
(14:59):
dollars.
We've found out that we don'tbelieve those are at risk.
But, yeah, even the communityfoundation and some of the
things we're doing, we have tokeep an eye on that.
It's a dynamic environment, forsure.
Speaker 1 (15:11):
Beth, when do you have an idea, some conclusion to
your strategic planning efforts.
Speaker 2 (15:17):
I think we'll probably see some finalization
of the details within the nexttwo months.
I'd say we've got some upcomingmeetings with nonprofits, with
other stakeholders in thecommunity, to make sure that the
board is headed in the rightdirection with this strategic
plan.
So I think we are nearing aconclusion, although you know
(15:42):
it's, everything is in a shadeof gray, so I'm not going to
give you a drop dead date by anymeans.
Speaker 1 (15:47):
Well, you've done a fine job in your your debut in
radio.
Thank you, thank you, Iappreciate that.
Yeah, the foundation is luckyto have you on the board.
Some great vision and greatpassion.
And Matt, yeah, you do, you do,okay, thanks.
Speaker 2 (16:01):
Pretty good guy over there isn't he?
Speaker 1 (16:03):
Well, this has got to be fun for you, though.
Speaker 3 (16:11):
Yeah, it's again, it's a lot of work, but it's
it's fun because it's excitingto be able to have a opportunity
to really help thisorganization get to the next
level, and that's what we'retalking about, right, I mean,
again, we have been done somephenomenal things.
I mean the growth of thiscommunity foundation, the impact
it's had over the last 26 yearshas been outstanding.
I'm just excited about what itcan do for the next 25 years.
Speaker 1 (16:32):
Well, we're going to get Mr Nimble Vern Hendricks
back in.
Use the word nimble, I had totie that in to Vern.
That just didn't seem to.
That was too easy of a door toopen up and walk through.
But Vern's going to be steppingback in the studio here in our
next segment.
But, Matt Crocker, thanks foryour work as chair and for
joining us today.
(16:52):
You're welcome.
Thank you, Beth Smoller.
Best wishes to you.
Thank you, Best wishes to you.
Speaker 2 (16:58):
Thank you Say hi to that, brian dude, for me I will,
I will indeed.
Speaker 1 (17:00):
We go back probably further than that 26 years that
the Foundation's been around,probably so Pretty close.
Anyway, it's the GMCF CommunityHour here on NewsRadio KMAN.
Back to wrap up the show withBird in just a couple of moments
.
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