• But we got to move people into action and into advocacy as Mindy mentioned. Into justice and away from charity. That's my opinion. I just think that's an opportunity or I aspire that GGA can play that role. • I would say get philanthropy to accept the fact that we're only using like 20% of our capital and I'm talking all forms of capital. We're using money, we're not using influence and relationships. So if we could help people understand how to do that, how it will make us better philanthropists and get better results. SECF Collaboration – 5 • I think some programming and things are being done at SECF that they do a great job with. And we should let SECF have those and fund GGA's niche. • When you look at the philanthropic infrastructure and how many organizations there are out there now, I'll leave it on this note for me, that adding more infrastructure to Georgia in a form of a membership is not something that I see impactful. • I see a partnership being very valuable for both SECF and Georgia Grantmakers Alliance to make real change. Strategic Navigator - 8 • I think something where we, the funders still have a place to learn and grow as a collective, without, to be a little clumsy collectively. • A lot of times GGA does an amazing job of setting the stage for the problem or the issue and giving you all the information you could ever want about said issue but then it's like, what happens next? We hang up and we all go back on our different paths but is there an opportunity to then take that knowledge and create an actionable step with the players that are on the call? • To add to that, I simply stated what echoes what everybody else has said, connecting dots where they might otherwise not exist. And those dots could be people, they could be organizations, they could be social issues, they could be geographies. • Stable budget, clear relationship, either independent or transparent relationship with our current fiscal partner SECF. Is there's some report that comes out that explains this? • We have... The structure of GGA, we kind of have these subgroups and sub-committees policy, and there are conversations around having ed funders, all these different subgroups. I don't know what that is, but I think there's something to be asked around that; how does that look? • "Probably just because it's top of mind, a sustainable business model, and it's something that we, as a board, understand, and we are capable of executing on and works, and we don't have to overthink that all the time, but that's not the primary thing we're spending our time thinking on. Then the next to me would be a sort of collective subject matter expertise, that we would be on the cutting edge of what's happening in the state of Georgia and where philanthropy is most vitally needed. RESULTS Clear Business Model, Strategy and Goals – 20
Participation and Engagement – 16
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