Acknowledgements
The evaluation of the Community Foundation for Southern Arizona’s Center for Healthy Nonprofits has been both dynamic and rewarding. We are deeply grateful to the 39 participants who generously contributed their time to a two-hour REM session. Their thoughtful storytelling and collective reflection provided invaluable insights, showcasing their dedication to their missions and organizations. Their passion and commitment were truly inspiring, and our team gained a profound appreciation for the dedicated leaders driving change in Southern Arizona.
We extend special thanks to Paula Van Ness, Director of the Center for Healthy Nonprofits, for her collaboration and commitment. Her expert guidance and steadfast support were instrumental throughout the process.
Additional thanks to Grant Street Consulting team members:
Report Author: Janet Hansel, M.P.A., Managing Consultant
Mappers: Anna Sims Bartel Ph.D.
Amanda Wittman Ph.D.
Sophia Cotraccia B.A.
Technical Support: Sidhya Peddinti, Consulting Associate
Graphic Design: Sarah Grone, CEO | Project Big Impact
Video Production: Elijah Dardano - 3 Video clips
Well Said Media - Final video accompanying this report: https://www.youtube.com/watch?v=-Fyb5BvOa3Y
Cover photo images:
Top left: CFSA website
Top right: Kathleen Dreier Photography
Bottom left: CFSA website
Bottom right: Center for Healthy Nonprofits
For additional information about this report and/or the work of Grant Street Consulting, please visit our website at www.GrantStConsulting.com or contact Janet Hansel, Managing Consultant at Janet@GrantStConsulting.com
Introduction
Between Fall 2023 and Spring 2024, Community Foundation for Southern Arizona’s Center for Healthy Nonprofits contracted with Grant Street Consulting to carry out a Ripple E ects Mapping (REM) evaluation to identify Center impact. Four primary impacts emerged:
Background
The Center for Healthy Nonprofits, an initiative of the Community Foundation for Southern Arizona, emerged from a 40-year legacy of connecting donors with meaningful causes and supporting community nonprofits. With the opening of the Community Foundation Campus in late 2018, the Center was positioned as a core component to make an even deeper investment in strengthening the nonprofit sector across Southern Arizona.
The Center was created in response to persistent challenges facing nonprofit organizations in the region. Among thousands of local nonprofits in Southern Arizona, the majority operate on annual budgets under $250,000, often requiring sta and volunteers to handle multiple responsibilities with limited resources. Even well-established organizations face ongoing challenges in areas such as leadership development, succession planning, and maintaining sustainable operations through sta turnover, unpredictable funding and challenges like the COVID pandemic. The Center’s vision was to become the go-to source for nonprofit leadership and strategy, helping to strengthen boards of directors, build competency of executive directors and their teams, and support organizations in strategic planning, resource and professional development.
Operating initially through multi-year funding from the Connie Hillman Foundation, the Center established a comprehensive suite of programs including peer-to-peer learning opportunities, leadership development programs, subsidized consulting services, and a specialized training series. This generous support provided a solid foundation to realize the Center's vision. With the completion of multi-year support in December 2024, the Hillman Foundation has committed to continue supporting the Center and its programs at a reduced level in 2025 while encouraging CFSA to secure additional sustainable funding sources to build upon and expand the Center's transformative work going forward. This report demonstrates the impact of the Center as it seeks to expand funding in support of critical needs in the nonprofit sector, from board governance and financial management to professional development and knowledge sharing. The Center places particular emphasis on preparing the next generation of nonprofit leaders while supporting current professionals through practical training, networking opportunities, and resources to support innovative and informed leadership.
Ripple E ects Mapping Process
Ripple E ects Mapping (REM) is a method of qualitative evaluation that is used with a range of audiences and stakeholders, to hear stories, highlight organizational strengths, build trust and support a culture of inclusion.“REM emerged in Cooperative Extension’s Community Development program area as an approach to meet new and more rigorous evaluation and assessment expectations for community development programs and organizations” (Meyerho , L. 2020. Cornell University: Ripple E ects Mapping). It synergizes multiple evaluative methods: appreciative inquiry, focus groups, personal reflection, and conceptmapping in real time.
Five virtual Ripple E ects Mapping Sessions were carried out and stories of 39 participants were mapped (Appendix A). Each session lasted two hours and had no more than 10 participants. A facilitator and a mapper led each session, documenting what was shared in real time. Participants included nonprofit CEO/Executive Directors, senior sta , board members and consultants. Five Ripple E ects Mapping sessions were carried out with a total of 39 participants. 25 were recipients of Center services. 14 were consultants that provided services through various Center programs. Participants were convened in the following cohorts:
1. Session 1: Participants with multiple Center Services Encounters - Included CEO/Executive Directors, senior sta and board members
2. Session 2: Collaborators - Included consultants who had shared their expertise via the Center
3. Session 3: TeamUp Participants - Included Sta Leadership/Consultant pairs whose work had been, at least initially, subsidized by the Center for 20 hours of consultant services
4. Session 4: Achieving YourNonprofit Career Goals - Included CEO/Executive Directors and senior sta who had attended this workshop
5. Session 5: Leadership Programming – Included CEO/Executive Directors, senior sta and board members who had attended the Reimagining Boards Conference, Tobin Leadership Program or Partners in Leadership
Participants were engaged in facilitated reflective discussions to share about how participation in Center programming impacted them and their organizations by responding to a variation of the following prompt:
Share a story about how your participation in this programming impacted you, your services or those served by your mission.
Session #2, with the consultants, responded to this prompt:
Share a story about how your collaboration with the Center for Healthy Nonprofits, has impacted nonprofit leaders and their organizations.
Through guided prompts and group dialogue, participants identified outcomes, connections, and changes resulting from the Center's services. These insights were visually mapped using conceptmapping software, illustrating the ripple e ects, and capturing the broader impact of the Center's work beyond immediate outputs. The REM process provided a comprehensive understanding of the Center's influence, including its role as a connector to nonprofit expertise, its impact on skill and capacity building, its role as a hub where professionals connect and learn from one another and its support for the nonprofit sector.
REM relies on qualitative data gathered through participatory discussions, which inherently involve subjective perceptions and experiences. Participants in REM sessions bring their own perspectives, biases, and interpretations to the discussions, which can shape the outcomes and conclusions drawn from the mapping exercise. This also contributes to the authentic expression and connections made as individuals share their stories and react to the stories shared by others.
The REM process itself builds trust across participants, generating a shared understanding of the impact of services and provides an inclusive process where all contribute (Figure 1). Additionally, 96% of respondents noted that they“felt that trust was built with other participants”. Appendix B indicates the reactions of participants to the REM process, such as “engaging”,“enlightening”,“powerful”and “deeply inspiring”.
After the sessions, the evaluation team analyzed emerging themes, while also coding content to be curated into recorded excerpts. A five minute video was produced to accompany this document, highlighting the voices of REM participants.
Impact and Subthemes
1). Access to Expertise:
Nonprofit leaders shared many examples of how they benefitted from the Center’s matchmaking of nonprofits with subsidized expert consulting services through programming like TeamUp. Participants expressed that access to the expertise of a third-party consultant was helpful in providing an objective perspective, often shedding light on systemic issues leading to insight resulting in new decision-making. TeamUp consultants spearheaded the convening of key stakeholders and supported the creation of feedback loops to access valuable input that led to improved service provision.
Leaders reported that TeamUp consultants provided immediate support for crisis situations while also building leadership accountability to the larger vision of the organization.
“What TeamUp allowed was very specific and strategic intervention which was about gathering key data. We did a profitability matrix, a competitive analysis and a deep dive into the financials of the organization”
Kelly Fryer, TeamUp Consultant
“These assessments are so essential because it really does allow someone to give you that accountability check that a leader needs, to know that your impact is making the change that you want to see”.
Anton Russell, Co-Director, The Drawing Studio
By providing targeted support at no cost to the nonprofits, services were more accessible to organizations. Some leaders expressed that they never would have accessed consulting services if not for TeamUp. They indicated that it helped board members see the value in investing in these types of services. When trust with a TeamUp consultant had been built, organizations frequently hired the consultant directly to support additional and sometimes larger projects.
“[Our TeamUp consultant] did some team-building, some implementation strategies, setting of priorities coming out of our strategic plan, and ever since then, the organization is now very stable. We’re attracting good board members who have specific skills that we need. Sta is very stable, we’ve been able to give them raises. Things are good”.
A wide array of consulting services was tapped ranging from fundraising, marketing and financial analysis to program evaluation, strategic planning and succession planning. Consulting services frequently helped nonprofits address specific challenges which improved their overall impact.
“ the Center is basically serving as a matchmaker…They have pre-screened professionals who they know are skilled in certain areas, then you have someone in leadership who is a skilled former nonprofit CEO herself, who understands how to make those matches for whatever the issue is, with the right expertise”.
Patti
Caldwell, TeamUp Consultant
An unintended result that was identified was that the Center’s funding support also strengthened the pool of consultants from which to draw expert support. The Center provided a point of connection and greater visibility for consultants, giving them more contact
“I did a seven-part series on nonprofit finance and accounting...I don’t think I could possibly have had this reach on my own as a single consultant… the Center really provided a platform to get this information out into the community”.
Joan Hubele, Hubele Accounting and Consulting
with a wider range of organizations. As a result, consultants could reach larger audiences with their resources and expertise.
“I know everyone says, hopefully we'll have someone on our board who's an attorney or someone on our board who will be able to help us with our financial issues in our bookkeeping. To have that available to everybody to learn is invaluable”.
Evan Mendelson, Facilitators Learning Guild
Participants observed that the expertise with which the Center carried out its matchmaking resulted in
Jean Parker, Board Member, Hermitage No-Kill Cat Shelter & Sanctuary
e ective matches that aligned the needs of the organization with the expertise of specific consultants.
Collective reflection highlighted the critical value of accessible expertise for nonprofits. By providing universally available resources and training, CFSA empowers organizations to address common challenges like legal and financial management, providing ready access to expertise when needed.
Value was also found in the consultant’s role as a third party able to influence change that internal stakeholders were not positioned to. This underscores the importance of external guidance in strengthening volunteer-led organizations like the Catalina Foothills School District Foundation. With no paid sta , the Foundation relies entirely on its board to function e ectively and fulfill its mission. TeamUp’s independent perspective helped identify areas for improvement, providing constructive feedback and actionable recommendations to enhance board operations. This supported the Foundation’s work through a more strategic governance structure.
2). Professional Development
“We are completely volunteer, so it’s critical that we have the board functioning well. Our TeamUp consultant could look at what we were doing and say‘this needs to change.’”
The Center’s professional development initiatives were widely recognized by participants as a significant resource for nonprofit leaders across Southern Arizona. Participants shared stories illustrating how the Center’s programs support a broad range of roles, from CEOs and board members to emerging leaders and operational sta They frequently noted the value of o erings such as skill-building workshops and leadership development programs that provided actionable tools, which have helped them address organizational challenges more e ectively. These programs, according to participants, not only support individual professional growth but also contribute to stronger team dynamics within organizations.
“We’re not just getting tools from the Center, we’re getting immediately implementable, actionable tools that are e ective”.
Cassandra Wensel-Kanne Board Member, Community Gardens of Tucson
Lori Lundberg-Leung, Board Chair, Catalina Foothills School District Foundation
“Initially, I didn’t want to become the Chair of the board, but Paula said,‘you can do this!’ The Center activities, and I’ve participated in many, have really helped me out. I have really gained confidence in what I’m doing. Without the Center, I wouldn’t know who to turn to”.
Leslie Kahn, Board Chair, Tucson Interfaith HIV/AIDS Network (TIHAN)
Several participants emphasized the impact of the Center’s programs on emerging leaders. They shared examples of how individuals who did not initially see themselves as leaders were encouraged to embrace new roles through targeted programming and Center support. Stories highlighted how confidencebuilding e orts and leadership cultivation supported participants in stepping into roles they may not have previously considered. Peer networks were noted as vital spaces for mutual learning, enabling participants to navigate leadership transitions with greater assurance.
“It’s been super helpful working with the Center around cultivating the next generation of leaders.”
Jacob Meyer Community Impact Manager, Jewish Philanthropies of Southern Arizona (JPSA)
“My sta benefits from the Center programming too; they’ve attended the SHAPES assessment, Emerging Leaders programming… It’s all about building everyone’s skills so that we can show up for each other, especially when we have to make hard decisions and we can be aligned in our communication of those decisions…I see the impact and it’s not just for me and my board, it’s for all the amazing young professionals who work at my organization who are getting a lot of investment there too”.
Elizabeth Slater, CEO Youth on Their Own (YOTO)
In addition, participants provided examples of how the Center has adapted its programming to address the evolving needs of the sector. They described how o erings such as financial management training, succession planning workshops, and strategic visioning sessions were timely and responsive to pressing organizational challenges. These stories suggest that the Center’s ability to remain attuned to sector-wide trends has played a key role in equipping nonprofit organizations to operate in increasingly complex environments.
Participants also noted the importance of professional development opportunities that emphasize assessment and adjustment. They shared accounts of how the Center’s programs encouraged their organizations to adopt a culture of learning and innovation. For many, the tools and approaches provided by the Center supported their e orts to remain flexible and adaptive in the face of new challenges. These insights underscore the value participants placed on professional development as a means of sustaining and strengthening their nonprofit organizations.
“It’s really about CFSA and their willingness to be bold and di erent. There are a lot of groups similar to theirs throughout this nation that would really just push forward doing the same old same old, but [CFSA is] courageous. They’re transformational, they’re a disruptor”.
Jamal Givens President/CEO, Liberty Partners Kino Neighborhoods Coalition (LPKNC)
3). Building Connection
Participants shared how the Center creates opportunities for building trust and fostering collaboration across organizations. These connections often lead to sustained peer support, empowering individuals in their leadership roles and enhancing their capacity to contribute to healthier organizational cultures. Many participants emphasized that the relationships formed through the Center’s programs provide a space for mutual learning, where seasoned leaders and emerging executives alike exchange insights and support one another’s growth. This dynamic fostered a sense of collective progress within the nonprofit sector.
“The extra tools and that networking have been the most valuable for me”.
Amanda Paddock, Executive Director, Echoing Hope Ranch
Several participants described the Center as a hub for innovation and collaboration. They noted that the connections made often evolve into meaningful partnerships, yielding creative solutions to community challenges. For many, the Center serves not just as a resource for professional development but also as a community of practice where ideas are exchanged, and a collaborative spirit is cultivated. This environment of shared knowledge encouraged participants to develop new strategies and approaches to their work, amplifying their impact across their organizations.
“There are everything in those meetings, [CEO/ED Survival Series], from more seasoned ED’s and CEO’s to brand new, like I was. As I kept going back and learning who these people were and getting to know them better, and as I started learning more about my job, month to month, you need those other people to talk to…and to learn from. I’m now in a position to mentor them and help them through those struggles and I just feel like four years in, I’m now kind of hitting my stride. I feel stronger. I feel more empowered and serve as more of that advisor and leader to other new ED’s coming in”.
Another theme that emerged was the sense of empowerment participants gained from these interactions. Leadership programs provided a platform for participants to explore and a irm their identity as leaders, often pushing them to take on new roles and responsibilities with greater confidence. Many credited the peer connections and support networks with helping them navigate the challenges of their roles, from strategic decision-making
Dawn Bell, Executive Director, Educational Enrichment Foundation
to interpersonal dynamics. As a result, participants reported feeling better equipped to influence and lead within their organizations.
The Center’s ability to facilitate peer support also resonates on a personal level for many participants. Beyond the professional growth opportunities, individuals expressed gratitude for the emotional support they received through the community.
Participants noted that these connections created a sense of belonging and provided encouragement during di icult times, particularly important for organizations whose missions are addressing some of our most challenging social issues where burnout is a constant battle.
The knowledge and the information that they provide is vital for the growth of my organization, but it’s also vital for my emotional support. It’s not that I only go for the knowledge, but that I stay for the community”.
Kira Reid COO & Founder, Reach for the Stars
“What inspires me is that these connections are often new relationships that turn into new collaborations, or new ideas that turn into new solutions for community issues or problems. There’s a real palpable sense of collaboration within the physical space or the virtual space”
Finally, participants highlighted the long-term value of these connections. Some shared stories of transitioning from mentees to mentors, using the confidence and skills they had gained to guide and support others. This cyclical nature of learning and mentorship contributes to a culture of continuous growth and collaboration, further reinforcing the Center’s role as a catalyst for sector-wide capacity building and innovation.
4). Sector Capacity Building
The Center’s role in influencing the nonprofit sector was also highlighted by participants, describing it as a hub for connection, innovation, and capacity building. By addressing the needs of individual organizations, the Center indirectly strengthens the broader ecosystem of nonprofits serving Southern Arizona. The sector’s diversity is evident in the wide range of issues tackled by participating nonprofits, from youth advocacy and social justice to arts programming and economic development. This breadth of focus illustrates the critical role nonprofits play in addressing the region’s most pressing challenges.
“While this is philanthropic work, this is essential to the healthy economy of our community.”
Callie Tippett, Director of Development & Community Outreach, Greater Vail Community Resources
Jenny Carrillo, Alexander|Carrillo Consulting LLC
Participants shared how the Center’s programs help nonprofit leaders and sta develop skills that extend beyond their current roles, benefiting the sector at large. Leaders emphasized that professional development opportunities create a ripple e ect: as individuals advance their abilities and move to new positions or organizations, they bring enhanced expertise, ultimately raising the level of talent and capacity across the sector. This mobility ensures that the knowledge and skills gained through the Center’s initiatives have a lasting impact, even as professionals transition to new roles.
“I think the leadership at the Center is very smart because they know and see that nonprofits are actually small businesses in the community and are vital to the small business community to be able to serve and provide services”.
Valerie Pullara, Service Corps of Retired Executives (SCORE)
Additionally, participants noted how the Center’s approach to capacity building supports cross-sector engagement. Leaders reported collaborating with businesses, government agencies, and other community partners because of connections or strategies initiated through or facilitated by the Center. This crosssector collaboration enables nonprofits to leverage resources, share expertise, and amplify their collective impact. By acting as a catalyst for such partnerships, the Center fosters a more integrated and cooperative community landscape, where diverse perspectives are engaged to address complex social issues.
“An entity like the Center…really has an opportunity to solidify the sector and increase its viability and e ectiveness and impact…in this part of the state.”
Jean Parker Board Member, Hermitage No-Kill Cat Shelter & Sanctuary
A recurring theme was the Center’s accessibility and inclusivity in its capacity-building e orts. Participants praised the Center for its ability to make professional development and leadership training available to organizations of varying sizes and capacities, ensuring that smaller nonprofits and grassroots initiatives can benefit alongside larger, more established organizations. This commitment to accessibility allows the sector to grow equitably, ensuring that all nonprofits, regardless of their resources, have opportunities to thrive.
The Center’s e orts also shine a light on the value of the nonprofit sector, raising its visibility and credibility within the broader community. Participants frequently expressed that the Center validates and elevates the critical role of nonprofits in addressing societal needs. Through its programming and support, the Center reinforces the idea that nonprofits are essential to the region’s economic, social, and cultural well-being.
“Their
programs help stimulate thought among di erent perspectives”
Nancy March, Arizona Nonprofit Counsel LLC
Finally, participants described the Center as a catalyst for collective action. Its programs encourage organizations to think beyond their individual missions and explore
opportunities for collaboration on shared goals. This spirit of collective impact not only strengthens individual nonprofits but also helps build a more resilient and cohesive sector. Leaders and sta alike reported feeling inspired by the sense of community fostered by the Center, which motivates them to approach their work with renewed purpose and energy.
CITY
OF
TUCSON
COLLABORATION:“What the Center brought to the table was the expertise and the ability to have resources at their fingertips as well as be able to work with the city afterwards and actually refer back over to [the Service Corps of Retired Executives, SCORE], so that SCORE could assist [the neighborhood associations] in moving forward with their nonprofits”.
In summary, the Center’s influence extends far beyond individual organizations, shaping the nonprofit sector in Southern Arizona as a whole. By fostering skill development, cross-sector collaboration, and collective action, the Center ensures that nonprofits are equipped to tackle the region’s challenges e ectively and sustainably. Its work underscores the vital contributions of the nonprofit sector and enhances its ability to drive meaningful change across communities.
Looking Forward
Valerie Pullara Service Corps of Retired Executives (SCORE)
This process revealed that the Center for Healthy Nonprofits serves as a vital capacity-building resource for Southern Arizona's nonprofit sector. As CFSA and Center leadership look to the future, the following considerations are recommended to support vibrancy and sustainability.
1) Sustained Monitoring and Evaluation Practices: This is the first evaluation of Center services and there is opportunity for more robust monitoring and evaluation practices to measure the Center's impact. Recommendations include designing a logic model that clarifies strategic goals, and instituting more robust feedback loops (e.g. surveys, focus groups, exit interviews) to service recipients further fostering a culture of assessment and adjustment and a learning culture of continuous improvement.
“It is a nonprofit entity that needs resources. Being able to share this rich information to the powers that be, to continue to put money in that direction is really important”.
Further explore the Center’s role in enhancing CFSA's broader philanthropic impact through strategic alignment with grantmaking and donor services. Grantee participation in Center programming might support organizations to maximize grant funding through improved operational practices, strategic planning, and leadership capabilities. Understanding the overlap between Center participants and CFSA grantees could reveal opportunities for coordinated support and strengthening CFSA's broader philanthropic impact.
Christina Rossetti, Rossetti Consulting Group
2) Sustained Financial Support: Sustained financial support will assure access for current and additional nonprofits, to both seasoned and new leadership and community volunteers that are core to strong governance and systemic change. CFSA’s priority of securing Center funding is essential to assuring its sustained viability. Participants expressed enthusiasm and even began generating ideas related to building revenue models for the Center.
“If there is one message for the Community Foundation and for the leadership and the donors, it’s to step up in a more significant way to tackle this job and see the results at a much higher level”.
Je Glebocki, Strategy + Action/Philanthropy
Strengthen the Donor-Supported Ecosystem: For donors interested in strengthening the broader philanthropic ecosystem, the Center o ers a compelling opportunity to create multiplier e ects across the sector. Through the Center's programming, donors can strengthen the entire nonprofit ecosystem, support next-generation leadership, enable access to expertise and create lasting impact.
3) Enhance Collaboration: Explore greater collaboration opportunities with other (including statewide) services (e.g. Vitalyst Health Foundation, AZ Impact for Good, AZ Together for Impact, Startup Tucson, Local First Arizona) to share data on sector trends and to assist org’s in accessing support for larger projects and/or tapping larger grant dollars.
The Center might consider the development of an“Innovation Team”that would further explore revenue models (e.g. sliding fee scale, matching options, prospective funders/donors). Such a team could also explore new service models to assure access, particularly for smaller organizations, (e.g. Catch-A-Fire, tapping retired professionals, opportunities for larger projects, listserv development to connect organizations with resources, etc.).
In Conclusion
Through the growth and impact of the Center for Healthy Nonprofits, the Community Foundation for Southern Arizona has deepened its impact and become a more dynamic catalyst for leveraging positive change within the nonprofit sector, the organizations it serves as well as across sectors. Such a comprehensive approach strengthens CFSA’s e ectiveness, ultimately benefiting the entire community.
This qualitative evaluation of the Center for Healthy Nonprofits underscores its critical role in advancing the mission of the Community Foundation for Southern Arizona and its support of the nonprofit sector in Southern Arizona. The REM process revealed the Center's influence, including its role as a connector to nonprofit expertise, its impact on skill and capacity building, its role as a hub where professionals connect and learn from one another and its overall impact on the nonprofit sector.
CFSA’s Center for Healthy Nonprofits represents a strategic investment in the future of Southern Arizona's nonprofit sector. Through its comprehensive approach to capacity building, the Center helps create more professional, sustainable, and impactful organizations that can better serve community needs. This model of providing capacity-building support positions CFSA at the forefront of modern philanthropic practice and demonstrates the Foundation's commitment to building a robust and sustainable nonprofit community capable of addressing our region's most pressing challenges.
Appendix A: REM Participant Organizations
Organization
Alexander|CarrilloConsultingLLC
ArizonaNonprofitCounselLLC
ArizonaScienceTeachersAssociation(ASTA)
ARSConsultingServices,LLC
BagitCancer
BetsyWallaceConsulting
BorderYouthTennisExchange
BoyScoutsofAmerica,CatalinaCouncil
CatalinaFoothillsSchoolDistrictFoundation
ClaireWestConsulting
CommunityGardensofTucson
David&LuraLovellFoundation
EchoingHopeRanch
EducationalEnrichmentFoundation
FacilitatorsLearningGuild
FormerconsultanttoTheDrawingStudio
Fryer&Associates
GreaterVailCommunityReSources
REM Participant Role
JennyCarrillo Consultant
NancyMarch Consultant
SaraTorres,ED ExecutiveDirector
AlbaRojas-Sukkar Consultant
MindyGriffith ExecutiveDirector
BetsyWallace Consultant
JacksubeliGonzalez AcademicDirector
ShannonRoberts ScoutExecutive/CEO
LoriLundberg-Leung BoardChair
ClaireWest Consultant
CassandraWensel BoardMember
ChristinaRossetti Consultant
AmandaPaddock ExecutiveDirector
DawnBell ExecutiveDirector
EvanMendelson Consultant
KerriLopez-Howell Consultant
KellyFryer Consultant
CallieTippett DirectorofDev.&Comm.Outreach
HermitageNo-KillCatShelter&Sanctuary JeanParker BoardMember
HomicideSurvivors
HubeleAccountingandConsulting
PaulaLopez Marketing Strategist/Victim Advocate
JoanHubele Consultant
JewishPhilanthropiesofSouthernArizona(JPSA)AmyGlass VPofStrategy&CommunityImpact
JewishPhilanthropiesofSouthernArizona(JPSA)JacobMeyer CommunityImpactManager
JobPath ChristineHill DirectorofDevelopment
LibertyPartnersKinoNeighborhoodsCoalition (LPKNC)
PattiCaldwellConsulting
JamalGivens President/CEO
PattiCaldwell Consultant
ReachfortheStars KiraReid COO&Founder
Roots&RoadsCommunityHospiceFoundation DavidFife DirectorofCommunityEngagement
ServiceCorpsofRetiredExecutives(SCORE) ValeriePullara Consultant
Strategy+Action/Philanthropy JeffGlebocki Consultant
TheDrawingStudio AntonRussell Co-Director
TheHaven AimeeGraves CEO
TucsonChineseCulturalCenter SusanChan ExecutiveDirector
TucsonInterfaithHIV/AIDSNetwork(TIHAN) LeslieKahn BoardChair
TucsonJewishFreeLoan
AllisonWexler ExecutiveDirector
TucsonThrives VictoriaCook ExecutiveDirector
TucsonYoungProfessionals
VisionaryManagementGroup
YouthOnTheirOwn(YOTO)
EmiliaEldridge BoardChair
MichaelTucker Consultant
ElizabethSlater CEO
Appendix B: Ripple E ects Mapping Reactions
Appendix C: Map Example
