Lisa R Smith, GPC
Brief background statement including education, training, and career path:
With my Bachelor's degree, my career began at Samaritan Hospital in '87 in the Rape Crisis Program. Within 2 years, I was Director and took The Grantsmanship Center's 5-day course. I expanded the grant-funded program into a comprehensive Victim Assistance Center. The hospital merged into a larger health system, and I took a new position as Grant Manager for St. Peter's Health Partners in 2013. I was promoted to Director of Grants in 2015 and currently mark 32 years in the same healthcare system.
Current professional position and description of grant-related duties:
I am currently the Director of Grants for St. Peter's Health Partners in Albany, NY. I lead our grants team, research funding opportunities, develop and write proposals, and foster relationships with potential funders. I am involved in program development and work closely with administrators, finance, grant-funded program managers in our healthcare system, and community partners to assure we are good stewards of our monies.
A statement of your vision/direction for GPA and how you see us achieving this:
I support GPA's drive to be THE authority in Grants. Continued promotion of the GPC and the profession acknowledges THE grant practitioner. Utilizing 'THE authority' marketing message consistently is vital, as is increased marketing and visibility. A marketing toolkit for chapters would share best practices among our best resources-GPA members. I expect continued actual/virtual chapter development in the US and would encourage new members and chapters in other countries.
Given resource restraints, what suggestions would you make to move GPA forward?
With resource restraints, a systematic approach to optimization is best for maximum efficiency. Productivity can be improved by organizing processes, value-added tasks, and workflows. My suggestions include:
-prioritize GPA's resource allocation based on value contribution
-continue/increase the use of social media and other cost-effective marketing tools
-create marketing toolkit for chapters
-seek shared marketing opportunities with other collaborative businesses
-max utilization of volunteers
Involvement in a national, fast-growing organization is extremely time-consuming. What is your availability and how much time can you devote to GPA (please be specific)?
I have discussed the Board position with my Vice President, who is very supportive, and have scheduling flexibility and could be available for calls and tasks during business hours. I am also available a few weekday evenings and could devote time on a Saturday or Sunday if necessary. Understanding that the time commitment will vary monthly, I am willing to devote an average of 20 hours per month to GPA.
Please disclose any relationship you have a with GPA Business Alliance partner, exhibitors at any GPA and GPA chapter conference and events, and GPA and chapter sponsors.
I have a work relationship with the Community Foundation of the Greater Capital Region, in Albany, NY. My healthcare system has received grants and donor-advised funds to provide programs and services for our community. The Foundation has also financially supported and promoted training events of the Mohawk-Hudson/Upstate NY Chapter of GPA.