Focusing Our Efforts for Greater Impact

Our Mission: We connect the generosity of donors with the energy and ideas of people and charities addressing local community needs.

Our Vision

A vibrant, creative community where everyone has the opportunity to take part in building a caring, healthy and culturally rich community.

Our Principles

Guided by Principles, Committed to Community

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Always operate with upmost integrity.

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Be innovative.

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Be flexible.

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Relationships are key.

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Be inclusive.

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Together is better.

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Do more listening than talking.

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Be responsive to community needs.

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The best decisions are informed by a combination of data and intuition.

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Gratitude and fun go a long way.

Our Objectives

Strategic Themes and Objectives

These five strategic themes outline the key priorities and objectives that will guide the Community Foundation for Kingston & Area in its work through 2025. They reflect our commitment to making a meaningful and lasting impact in the community by focusing our efforts where they are most needed.

Each theme provides a clear direction for decision-making, grant-making, and community engagement as we continue to grow and evolve as a foundation.

Objective 1: GROW OUR ENDOWMENTS TO PROVIDE MORE MONEY FOR GRANTING.

  • Become more intentional and proactive in prospective donor outreach and building endowments.
  • Set a bold 5-year target for Assets Under Management by end of 2026.
  • Develop an endowment growth strategy that articulates CFKA’s approach to fund development, research, marketing, donor relations and stewardship.

Objective 2: ENHANCE DONOR ENGAGEMENT AND STEWARDSHIP.

CFKA will continue to engage donors through high-value interactions to build long-term relationships, manage gifts consistent with fund agreements, update them on progress and impact of their gifts, and inform them of emerging needs.

  • Develop a donor engagement strategy and execute a stewardship plan that addresses donor attraction, retention, upgrades, increased giving and referrals.
  • Explore new approaches to increase donor retention, giving and referrals.

Objective 3: MAXIMIZE THE IMPACT OF GRANTING ON COMMUNITY WELL-BEING.

  • Define and formalize a process to map community needs & validate priorities.
  • Develop plan to measure, assess and optimize the impact of CFKA granting.
  • Develop, trial and evaluate new granting types (e.g. multi-year projects, operational funding, neighbourhood small grants) and granting processes (e.g., granting with an EDI lens, participatory grant making and/or coordination with other funders) to increase the impact of the Foundation’s discretionary granting.
  • Explore, trial and evaluate new funding sources for new granting opportunities to increase total granting and impact in our community (e.g. funding opportunities through Community Foundations, or other funders or donors). This includes ensuring the Sisters’ Community Impact Fund is being expended effectively on “systemic change”, consistent with the fund agreement, working with partners.

Objective 4: INCREASE CFKA’S PROFILE AND INFLUENCE WITHIN THE COMMUNITY.

CFKA will continue and expand its work to be a credible, influential voice within our communities, working collaboratively with other organizations and stakeholders to identify and address existing and emerging needs.

  • Strengthen CFKA’s marketing & communications capacity and impact:
    – Develop and execute a brand marketing & communications plan.
    – Increase capacity by hiring an experienced marketing & communications resource.
    – Proactively seek and engage in opportunities to raise awareness of CFKA.
    – Prioritize approaches like storytelling and use of visuals to showcase grant impacts.
  • Demonstrate leadership on one or two signature issues in the local charitable sector (e.g. ACEs, seniors’ isolation, pandemic recovery or smart & caring priorities).

Objective 5: ENHANCE ORGANIZATIONAL EXCELLENCE AND CAPACITY.

As a model for effectiveness, efficiency and equity, CFKA will be recognized for excellence in its leadership, governance, operations, expertise and relationships.

  • Continue to enhance the Foundation’s governance model:
    – Develop and execute a brand marketing & communications plan.
    – Increase capacity by hiring an experienced marketing & communications resource.
    – Proactively seek and engage in opportunities to raise awareness of CFKA.
    – Prioritize approaches like storytelling and use of visuals to showcase grant impacts.
  • Effectively support and streamline operations: – Review, update and streamline key internal processes that support operations.
    – Review options to improve our financial and donor database (currently FIMS).
    – Ensure mission-critical systems are robust, scalable and sustainable.
    – Establish staff training goals and development plans.