Running Head: EPIP-SD PLAN-TO-PLAN REPORT
Emerging Practitioners in Philanthropy San Diego (EPIP-SD) Plan-to-Plan Report
Derek Floyd, Pamela Gutierrez, Hallie Johnson, Vanessa Oshiro University of San Diego May 2013
EPIP-SD PLAN-TO-PLAN REPORT
2 Table of Contents
EPIP-SD PLAN-TO-PLAN REPORT
3
Executive Summary The San Diego chapter of Emerging Practitioners in Philanthropy (EPIP-SD) is in the middle of a leadership transition, and the new leaders have decided to embark upon the process of developing the chapter’s first strategic plan. To aid them in this goal, the Steering Committee members of EPIP-SD asked a consulting team comprised of four graduate students from the University of San Diego to conduct and analyze research to help inform their strategic plan decisions. To develop the recommendations for EPIP-SD, the consulting team conducted a series of interviews to answer some basic questions about the organization and determine, at least preliminarily, the big questions that would inform the rest of the planning process. Big questions are strategic challenges, potentially significant opportunities, or threats an organization must address (Piana, 2008). After that initial set of interviews, the consulting team developed a framework from which to delve deeper into the internal and external forces that could affect the organization’s success. From this framework, the consulting team used three strategic tools to collect additional data that would endeavor to answer the big questions. The first tool was a series of key informant interviews, in which the team interviewed internal as well as external stakeholders of the organization. The second tool was a market survey, which was divided into two components—one survey for current EPIP-SD and one for prospective members. Finally, the third tool was a position map, also divided into two sections —one of similar membership-based, professional development organizations in San Diego, and the other of EPIP chapters around the country. After collecting data via the three tools, the consulting team convened to make sense of
EPIP-SD PLAN-TO-PLAN REPORT
4
the information collected and provide analyses for EPIP-SD. During this process, four themes emerged, each of which lead to a corresponding, revised big question. The themes and big questions are as follows: •
Social Justice. Should EPIP-SD infuse social justice into their programs and organizational structure, and how can it do this?
•
Value. How can EPIP-SD increase the value it is providing its members?
•
Infrastructure. How can EPIP-SD develop infrastructure to ensure the longevity of the organization?
•
Name Recognition. How can EPIP-SD reach its target audience?
With these four big questions and themes defined and analyzed, the team developed a series of recommendations, framed as suggestions and not mandates, for EPIP-SD to consider as it works toward developing a strategic plan. These recommendations are meant to give light to potential solutions to the big questions, as informed by the data collected and analyzed by the consulting team.
EPIP-SD PLAN-TO-PLAN REPORT
5
Introduction Emerging Practitioners in Philanthropy’s San Diego (EPIP-SD) chapter recently experienced a change of leadership with a newly elected Steering Committee taking the lead and founding members of the chapter transitioning into an “alumni” role. EPIP-SD has never undergone a strategic planning process; rather, it primarily looked to EPIP national’s strategic plan for guidance. Although the national strategic plan has helped, the incoming Steering Committee feels it is critical to establish a local strategic plan for the San Diego chapter. Thus, EPIP-SD has embarked on the beginning stages of developing a strategic plan to guide and focus its activities for the next one to two years. Recognizing the need for an objective, outside perspective, EPIP-SD has engaged probono services of a University of San Diego (USD) consulting team to facilitate pre-planning research and data collection. To create an effective strategic plan, the organization needs to develop an understanding of the internal and external factors that influence its ability to achieve its mission. To that end, the consulting team conducted extensive research, collecting and analyzing primary and secondary data in order to learn about EPIP-SD, its stakeholders, the environment in which it operates, and its comparative advantage against like-minded organizations. This report outlines the data gathering processes utilized and translates the collected findings to help inform EPIP-SD’s strategic thinking and planning. Recommendations are also included to suggest possible next steps but are not meant to be directive, by any means; rather, they are provided to initiate dialogue and empower the Steering Committee to decide what actions make the most sense given the gathered data and findings. Framing the recommendations in this way is deliberate, as the culture of EPIP-SD is one of providing
EPIP-SD PLAN-TO-PLAN REPORT
6
opportunities and learning through experimentation. Giving the Steering Committee a list of recommendations that “must” be followed would be contradictory to the mission and values of EPIP-SD. Data gathering began with preliminary interviews of the EPIP-SD Steering Committee to familiarize the consulting team with the organization and assess its current state. From these interviews, the consulting team began to discern what big questions required further research as part of the strategic planning process. The big questions that emerged from the preliminary interviews were: •
How can EPIP-SD infuse social justice into their programs and organizational structure?
•
How does EPIP-SD ensure a smooth transition when new leaders are elected?
•
How can EPIP-SD increase the value it is providing its members?
•
Who is EPIP-SD’s target audience and what are the strategies for reaching them? Methodology To collect appropriate data and uncover potential ways EPIP-SD could address the
identified big questions, the consulting team employed three strategic tools: key informant interviews with internal and external stakeholders; a market survey of current and prospective members; and two positional maps, one of similar membership-based, professional development organizations in San Diego, and one of EPIP chapters nationwide. The consulting team considered conducting a managerial audit as well, but upon discovering the lack of EPIP-SD’s existing internal processes, the team decided that there would not be enough information to fully inform an audit in a way that could yield substantial data. A brief description of each tool follows.
EPIP-SD PLAN-TO-PLAN REPORT
7
Key Informant Interviews The consulting team conducted key informant interviews with EPIP-SD’s internal and external stakeholders to elicit candid perspectives related to the “big questions,” while also providing an opportunity for other strategic challenges to emerge. The interviews also served as an opportunity to build and cultivate relationships with stakeholders and assess members’ expectations and needs. Internal stakeholders were defined as individuals with a direct connection to the San Diego chapter, such as individual and institutional members, the Steering Committee, and staff at EPIP national who provides support to the chapter. External stakeholders interviewed consisted of prospective individual members and decision-makers at prospective institutional members. Market Survey A market survey was sent to EPIP-SD’s current and potential markets, or members. This tool was utilized to evaluate current and potential program offerings and reveal what the needs and wants are of EPIP-SD’s target audience. It also gauged the San Diego philanthropic community’s general awareness of EPIP-SD, the perceived value of programs offered, and explored programs that would be beneficial to members. To collect the necessary data, the consulting team created two surveys: one for current members and another for prospective members. The consulting team utilized Survey Monkey to develop and administer the market surveys, which conveniently tracked the number of completed surveys and calculated their responses for each question to access and analyze the data. Position Map A position map organizes information about organizations that are providing similar programs and services within the same local or national market. The consulting team created
EPIP-SD PLAN-TO-PLAN REPORT
8
two separate position maps for EPIP-SD: one to gather information on potential competitor and partner organizations, and a second to compare EPIP-SD with ten other EPIP chapters nationwide. In addition, the consulting team created a program calendar comparison by researching the programs each EPIP chapter offered between June 2012 and April 2013. This tool was used to analyze EPIP-SD’s strengths and weaknesses in relation to its potential partners and competitors, research the range and cost of programs offered by other professional development organizations serving the philanthropic or nonprofit sectors, and to inform strategies for leadership transitions, as well as membership and program development. After the data was collected from each strategic tool, the consulting team assessed and synthesized the information. The consultants identified the major themes that emerged from each tool and evaluated the relation of these findings to the big questions, which ultimately lead to the development of revised big questions based on themes that surfaced. The new big questions that arose during the synthesizing process are: •
Should EPIP-SD infuse social justice into its programs and organizational structure, and how can it do this?
•
How can EPIP-SD increase the value it is providing its members?
•
How can EPIP-SD develop its infrastructure to ensure the longevity of the chapter?
•
How can EPIP-SD reach its target audience?
The development of these new big questions allowed the consultants to assess the data from a new perspective, as described in the findings below.
Findings The data collected from the strategic tools revealed numerous findings for EPIP-SD to
EPIP-SD PLAN-TO-PLAN REPORT
9
consider when developing a strategic plan. Four major themes emerged across these findings, which include: social justice; the value of EPIP-SD membership; infrastructure; and EPIP-SD’s name recognition. Although there is some crossover, the findings, as well as the subsequent recommendations sections, are grouped according to these four major themes. Social Justice EPIP, as a national organization, focuses its programs on creating social justice through philanthropy. Findings from key informant interviews with some EPIP-SD Steering Committee members emphasized the importance of discussing these topics through local programming, which led the consulting team to scan the community landscape as it pertains to social justice. Predominantly through the market survey tool, findings overwhelmingly suggested that learning about and discussing social justice is critically needed in San Diego and an important aspect of EPIP-SD’s mission and programming. When asked how important social justice is to the overall sector, nearly 37 percent of market survey respondents stated it was “critical,” with the rest of responses divided between “very important” and “important.” The same percentage of respondents also stated that social justice was critical to their line of work. Just over half of respondents felt that having a social justice component to EPIP-SD’s programming was important. These responses were also echoed in key informant interviews with both internal and external stakeholders. For example, one interviewee noted, “The demographics in San Diego are changing—so equity and diversity issues will resonate with future leaders, donors, and nonprofit professionals.” However, an important finding revealed that social justice has a variety of meanings for various stakeholders. About one-third of survey respondents defined “social justice” as some variation of the response: “equal opportunity; equality in human rights.” A broad range of
EPIP-SD PLAN-TO-PLAN REPORT
10
definitions emerged across the various tools, and the data also suggests that social justice may have a negative connotation for some stakeholders. That said, social justice in general is very important to internal and external stakeholders and should be a consideration during the strategic planning process. Data from the position maps also suggest that other EPIP chapters are currently incorporating social justice into their programming. Overall, the consultants found that there may be a need for dialogue on social justice philanthropy in San Diego, which could be an opportunity for EPIP-SD to position itself as a thought-leader in this area. Value The value proposition of an EPIP-SD membership also emerged as an area that needs strengthening. Data from the position map of EPIP-SD competitors and partners revealed that its membership fee structure is the highest of those compared. The consulting team acknowledged that the membership fee structure for EPIP-SD is set by the EPIP national office and is used by all EPIP chapters. However, findings suggest that this fee structure may be above what the San Diego market is willing to support. Other highlights from the findings that EPIP-SD may want to consider when developing a strategic plan revolve around program development and accessibility. Data from the position map showed that EPIP-SD’s program offerings are not as robust in terms of range of programs offered and accessibility. In addition, two common themes arose among both current and prospective members: the time and location of programs create a barrier to participation, and there is a lack of variety in programming topics. The consulting team also learned through the market surveys that many prospective and current members value having networking opportunities. Over 71 percent of respondents said
EPIP-SD PLAN-TO-PLAN REPORT
11
they would like the opportunity for “networking with other foundation employees.” Data from key informant interviews also suggest that prospective members would like to learn about other philanthropy professionals’ work and funding areas to create potential collaborative partnerships. Another interesting discovery revealed during key informant interviews was the disparity between the leadership and professional development experiences received by Steering Committee members in comparison to general members. The consulting team recognizes that the annual Steering Committee elections are open to all members, and that these individuals willingly choose to take a leadership role; however, EPIP-SD currently does not offer general members any other access points to enhanced, applied leadership and professional development opportunities, such as those provided to the Steering Committee. Infrastructure One of the main concerns the Steering Committee addressed during the initial meetings was, “How does EPIP-SD ensure a smooth transition when new leaders are elected?” The Steering Committee members spoke of this as a primary concern, voicing a need for systems that allow for ease in transitioning the roles and responsibilities from one Steering Committee to the next. While conducting and synthesizing data from the strategic tools, the consultants found a new theme emerge regarding EPIP-SD’s lack of structure and job descriptions. The EPIP-SD Steering Committee operates not only as the core staff, but also as a local working board of directors. Data from the key informant interviews, supplemented with multiple conversations between the consultants and various Steering Committee members, revealed that the true issue facing the organization is the lack of proper systems and procedures in place overall that would aid the Steering Committee in conducting everyday EPIP operations. In addition, the consultants found, through key informant interviews, that the Steering Committee
EPIP-SD PLAN-TO-PLAN REPORT
12
members lack formal job descriptions outlining key responsibilities to help EPIP-SD operate more efficiently. One interviewee said, “[EPIP-SD should] help all chairs understand their roles, responsibilities, and empower [them] to develop their own processes and systems.” This finding was enlightening to the consultants because without the proper infrastructure in place, EPIP-SD may not only continue to struggle in transitioning their Steering Committee, but also may find difficulty in developing its programs and membership. While there seems to be a lack of infrastructure within the EPIP-SD chapter, the consultants found that this was actually a common struggle shared other chapters around the country. The position map revealed that many chapters recognize the importance of transferring knowledge between old and new Steering Committee members, but there seems to be no one single approach. Therefore, a newly elected Steering Committee often has to re-build the existing processes that guided the outgoing leadership. This shared challenge may be due to the nature of EPIP’s structure as a volunteer-run chapter organization. However, this opens up a significant learning opportunity for the EPIP-SD Steering Committee as they move forward in the strategic planning process. Knowing that other chapters around the country are going through the same infrastructure challenge, perhaps an opportunity exists for collaboration and shared learning. Name Recognition Initially, utilizing pre-planning strategies described by Allison and Kaye (2003), the consulting team defined one big question: Who is EPIP-SD’s target audience and what are the strategies for reaching them? However, data from key informant interviews suggested that while EPIP-SD’s target audience is clearly defined, how the organization is reaching members and the resulting lack of name recognition emerged as a noticeable theme.
EPIP-SD PLAN-TO-PLAN REPORT
13
The consultants found that EPIP-SD is perceived well among members of the Steering Committee, as well as members who actively participate in EPIP-SD programs. However, findings show that there is a lack of awareness of EPIP-SD among less-active current members and many prospective members. The key informant interviews also revealed that some in the San Diego community perceive EPIP-SD as an “elitist” or “exclusive” group, with interviewees citing the predominance of representation from the larger foundations in the county. This perception creates a barrier for prospective members, which should be carefully considered if EPIP-SD wishes to expand its membership base. Additionally, when asked in the market survey how familiar current members were with EPIP-SD, 40% said “extremely familiar” while 30% each responded “somewhat” and “not at all familiar.” The lack of awareness among current members could be attributed to the fact that all staff working for institutional members are considered members, regardless of their individual level of participation with EPIP-SD. Furthermore, half of the prospective members had never heard of EPIP, whereas 37% were “somewhat familiar” and only12% considered themselves “very familiar” with the organization. These findings suggest that a lack of awareness of EPIPSD in the community may present a barrier to the organization’s overall goal of expanding membership, and resulted in the consulting team’s modification of the initial big question to: How can EPIP-SD reach its target audience? Recommendations After a review of findings, the consulting team developed the following recommendations for EPIP-SD’s consideration. The team understands that the volume and scope of these recommendations might seem overwhelming given EPIP-SD’s limited human resources. As previously mentioned, these recommendations are just that—recommendations. It is up to
EPIP-SD PLAN-TO-PLAN REPORT
14
the Steering Committee to review this report and data analysis and decide the best course of action as it endeavors to create its strategic plan. Therefore, it is important to note that these recommendations were carefully worded to be suggestive, not directive. For ease of comprehension, the recommendations are grouped by the major themes that informed the final four big questions. Social Justice Recommendation 1) Recognize that social justice is important to internal and external stakeholders. While there are other organizations that do professional development for nonprofit professionals in San Diego, EPIP-SD has the opportunity to be the only avenue for emerging professionals in philanthropy to discuss and learn about issues related to social justice. These topics are not always comfortable or easy to discuss, but the data shows that it is important, and that the community wants EPIP-SD to bring this issue to the broader philanthropic sector. Recommendation 2) Include opportunities to define and discuss the meaning of social justice. Knowing that issues of social justice are important to San Diego’s philanthropic community, EPIP-SD should consider ways it can become a leader in cultivating a discussion sector-wide about social justice. To start, since there is confusion over what exactly “social justice” means, EPIP-SD should develop programs and marketing materials that operationally define the term and offer a space for philanthropy professionals to discuss what these issues mean to them. Recommendation 3) Update program language to be more welcoming, find other terms for “social justice.” In addition to defining the term “social justice,” EPIP-SD might want to appeal to those at the leadership level of institutional members by incorporating other terms, such as: equity, civic engagement, social change, creating access and opportunity, or other phrases
EPIP-SD PLAN-TO-PLAN REPORT
15
deemed appropriate. Recommendation 4) EPIP-SD could contact other EPIP chapters and the national office in order to use them as a resource for ways they can better implement “social justice” components into their programming. Value Recommendation 1) Offer subsidized cost of membership for members for whom cost is a barrier to EPIP-SD participation. Since the cost of membership, both at the individual and institutional level, is a “non-negotiable” factor determined by the national chapter, EPIP-SD should consider creative ways to bring the cost of membership down as needed. Ways to do this could include offering scholarships, discounts, or sponsorships. This recommendation also fits the “social justice” theme, as making EPIP-SD participation more affordable would allow people to join EPIP who may not otherwise have the means to engage in professional development. Recommendation 2) Vary program topics, days/times, and locations. In order for EPIP-SD members to perceive their membership as a good value of both their time and money, they have to be able to attend and be interested in the programs. By including a variety of program types held at different days, times, and locations, people might be able to take more advantage of their membership. For example, while the current happy hours are popular among EPIP-SD members already engaged with the organization, if the Steering Committee added a program component to the monthly happy hours, those interested in the particular topic might attend. The Steering Committee could use this informal yet informational setting to introduce prospective or lessengaged members into the organization. In addition, the position map data shows a variety of innovative and creative ways in which competitors are delivering programs, and should help
EPIP-SD PLAN-TO-PLAN REPORT
16
EPIP-SD brainstorm ways in which it can diversify its program delivery. Recommendation 3) Create additional opportunities for non-Steering Committee members. EPIP-SD should make sure that all members, not only those on the Steering Committee, are reaping the professional development opportunities that membership can provide. One way to do this could be to grow the leadership of the organization by establishing subcommittees. These subcommittees could take some of the responsibility off the shoulders of the Steering Committee, could serve as a pipeline for future Steering Committee members, and would give even more individuals the opportunity to develop leadership skills. Creating one-time volunteer opportunities at events could also provide professional development and leadership opportunities to general members who are not able to make long-term commitments at a given time. Recommendation 4) Utilize current strengths to develop innovative and special programming. For example, since many EPIP-SD members may be interested in future employment foundations other than their own or in learning what areas others are funding, EPIP-SD could provide opportunities for EPIP members to tour local foundations and meet with community leaders in philanthropy, beginning with its institutional members. This type of intentional networking can also be incorporated into the monthly Happy Hour events. By offering programs that no one else is offering and that members really want, the perceived value of membership will increase. These activities also incidentally assist with membership development and relationship cultivation with prospective members. Infrastructure Recommendation 1) The Steering Committee should develop subcommittees. This will not only increase the value of membership and provide more hands-on leadership opportunities for more members, but it could greatly assist in the infrastructure challenge that EPIP-SD currently
EPIP-SD PLAN-TO-PLAN REPORT
17
faces. Recommendation 2) Develop job descriptions for Steering Committee members. This will help in the recruitment of new Steering Committee members and will also allow current Steering Committee members to understand what is expected of them and what resources they can use to help them with their roles. Other chapters have been successful in creating formal descriptions, which could be used as a starting point for EPIP-SD. Recommendation 3) Develop an evaluation system for the Steering Committee members and for the programs. Peer evaluation is an important skill for the Steering Committee to practice, and by evaluating each other’s performance, once expectations are clearly defined, EPIP-SD can get a sense of the Steering Committee members’ performance and can correct deficiencies before they negatively affect the organization. Also, by asking program participants to evaluate their experience, the Steering Committee can collect data to inform future program design and delivery. Recommendation 4) Utilize the national office and other EPIP chapters for guidance and suggestions. As EPIP-SD undergoes the development of a strategic plan, additional support will be needed to carry out the work suggested through this report. The national EPIP office has paid staff that can come to San Diego to help facilitate the development of a strategic plan. Also, while each EPIP chapter across the country faces a unique set of challenges and successes, there are some that overlap with what EPIP-SD experiences. Rather than coming together to share and learn with other chapter leaders only at the EPIP annual conference, EPIP-SD should utilize this network more often, seeking opportunities to collaborate programmatically, share best practices and lessons learned, and replicating programs offered by other chapters to offer locally.
EPIP-SD PLAN-TO-PLAN REPORT
18
Name Recognition Recommendation 1) Develop and implement a marketing plan for EPIP-SD. One way to assist with this could be to create a marketing subcommittee of the Steering Committee. In order to grow its membership and increase its impact, EPIP-SD needs to reach more people, especially since the target market of emerging professionals in philanthropy in San Diego is not that large a group to begin with. The implementation of a marketing plan could help ensure everyone in the target market knows about EPIP-SD and its programs. Recommendation 2) As part of the marketing plan, EPIP-SD should work on a brand awareness campaign. The strategic plan for the organization should help answer the question, “who are we, and what do we do?” Once that understanding is clear, the Steering Committee and marketing committee should work together to get that information out to the public. Partnering with larger professional development organizations—such as an event recently joint-hosted by EPIP-SD and YNPN, can help reach this goal. Conclusion Over the past three and a half months, the USD consulting team has asked some big questions of EPIP-SD and challenged the organization to look both inside itself and outside to the community to figure out where it needs to go in this next phase of its organizational development. This report has outlined the analysis of the data collected, and presented a series of recommendations for the organization to consider and make their own. However, the work does not stop here. This “plan to plan” is the first step, and now it is up to EPIP-SD to create the chapter’s first strategic plan. Right now is an exciting time for EPIP-SD, and it is the hope of the consulting team that the organization will reach its potential and help grow the capacity and ability of the next generation of philanthropic leaders in San Diego.
EPIP-SD PLAN-TO-PLAN REPORT
19
EPIP-SD PLAN-TO-PLAN REPORT
20
References
Allison, M., & Kaye, J. (2005). Strategic planning for nonprofit organizations: a practical guide and workbook (2nd ed.). Hoboken, N.J.: Wiley. Piana, D. (2008). The Nonprofit Strategy Revolution: Real-time Strategic Planning in a RapidResponse World.. St. Paul, MN: Fieldstone Alliance
EPIP-SD PLAN-TO-PLAN REPORT
21
APPENDIX A: Key Informant Interview Sample Questions •
How can EPIP-SD infuse social justice into the program and organizational structure? 1. What programs does EPIP-SD offer that best advance the mission and what else could be done? (Alumni) 2. What are your thoughts on the social justice component of EPIP’s mission and programs (All) 3. How do other chapters infuse social justice into their programming? (National)
•
How does EPIP-SD ensure a smooth transition when new leaders are elected? 1. Do we have the necessary org capacity to provide the programs/services our members need? Why? (Alumni) 2. What resources (alumni, community leaders, national) could be used to best help new leaders transition into their roles/learn to lead, and what would the ideal process look like? (Alumni, National)
•
How can EPIP-SD increase the value it is providing its members? 1. What programs/ services do you think our members need and/or want and why? (what is the demand for this service) (All) 2. How could we work w/ other organizations/ associations to deliver some of our programs? (All) 3. What programs /services are we uniquely qualified to deliver (All) 4. What draws/attracts you into participating in EPIP-SD? (Steering committee)
•
Who is EPIP-SD’s target audience and what are the strategies for reaching them? 1. Who do you think would be interested in being involved with EPIP-SD? Why? How do you know? (All) 2. Why do think others are/ would not be interested in EPIP-SD? (All) 3. What types of programs would you want to see in order to get you interested in joining either as an individual member or institutional member (people not currently in EPIP-SD)
EPIP-SD PLAN-TO-PLAN REPORT
22
APPENDIX B: Key Informant Interview SWOT Analysis Internal Forces Strengths: Committed Steering Committee members
External Forces Opportunities: San Diego Grantmakers exists, EPIP can cultivate relationship to access speakers they bring to town, etc.
EPIP is committed to creating a network of peers to foster grantmaking partnerships and increase knowledge of who is doing what
The current EPIP-SD is smaller than the eligible membership base, so there is room to grow and develop new partnerships
Access to other chapters, national, and alumni for support/ advice
There is a large network of EPIP alumni, other chapters, national office, that can provide support and resources With an older/"emerged" work force doing most of San Diego's philanthropic work; opportunities for intergenerational learning With baby boomers retiring, the landscape is ripe for new leaders to change the face of traditional philanthropy There are entities in San Diego engaged in social justice related work (partnerships?) There are equity, diversity, and civic engagement needs in SD, some of which are just starting to be explored by other organizations
Casual and fun atmosphere Leader salons/ intergenerational learning programs Sufficient financial stability (they have the money they need) Potential and eagerness to foster learning and forward thinking among emerging leaders and new practitioners Emerging leaders want to learn about trends in philanthropy, landscape in SD, and be connected to other learning resources Weaknesses: Cohesiveness of Steering Committee (can be seen as a clique; hard for others to get in) Lack of understanding of roles and responsibilities Power dynamics between old & new Steering Committee ~ difficult leadership transition Lack of manpower (need more members to participate and help administer/ program delivery) Membership development - Low responsiveness, poorly designed outreach strategies and follow up (due to capacity) Difficultly demonstrating to some employers the skills our members are learning and connection to their /foundation's work Informing network about EPIP programs/ events (locally and nationally) Offering programs for all types of funders and occupations within funding institutions
Threats: Correlation of social justice programs to socialist beliefs Conservative nature of seasoned leaders/ decision makers working in SD philanthropic sector Membership fees ~ much of this structure is set by national and therefore cannot really be changed Some in the community see EPIP as Elitist or Exclusive Many nonprofits (including foundations) have limited $$$ set aside for professional development
EPIP-SD PLAN-TO-PLAN REPORT Not enough diversity of programs time/location/delivery Accessibility of programs
APPENDIX C: Sample Current Member Market Survey 1. How familiar are you with EPIP (Emerging Practitioners in Philanthropy) San Diego? Not at all Somewhat Very *2. How long have you worked in philanthropy? 02 years 34 years 56 years 78 years 8 years or more 3. How did you first hear about EPIP? Never heard of EPIP before From a colleague at my organization From a colleague at another organization From my boss From the internet (not including social media) From social media (Facebook, LinkedIn, etc. Other (please specify) 4. How many EPIP events have you attended in the last 12 months? 0 1 2 3 4 or more
23
EPIP-SD PLAN-TO-PLAN REPORT
24
5. Please tell us how beneficial these programs have been (or could be) for your professional development.
*6. How do you define the term social justice?
7. From your perspective, how important is social justice to your line of work? Unimportant Slightly important Important Very important Critical 8. How important is it for EPIP San Diego to deliver programming on ways to incorporate social justice into local philanthropy? Unimportant Slightly important Important Very important Critical
EPIP-SD PLAN-TO-PLAN REPORT
25
*9. What time of day are you most likely to attend EPIP events? (check all that apply) Mornings, Mon – Fri Lunchtime, Mon – Fri After Work, Mon – Fri Mornings, SatSun Lunchtime, SatSun Evenings, SatSun 10. Why does your employer want you to be a part of EPIP? (check all that apply) To increase my overall sector understanding To learn technical skills directly related to my job To facilitate networking with other foundation employees To help me understand the San Diego community’s needs so that I can (or will someday) better direct philanthropic dollars To give me access to sector resources (e.g., Chronicle of Philanthropy, The Foundation Review, National Committee for Responsible Philanthropy,) Other (please specify) *11. What do you hope to gain from an EPIP membership? (check all that apply) Better overall sector understanding Increased technical skills directly related to my job Networking with other foundation employees Better understanding of San Diego’s needs Other (please specify) 12. To what other professional development membership organizations do you belong? (check all that apply) Young Nonprofit Professional Network (YNPN) Association of Fundraising Professionals (AFP) Nonprofit Management Solutions SD Grantmakers LEAD San Diego Council on Foundations Grantmakers for Effective Organizations Grants Managers Network American Marketing Association None Other (please specify) 13. In a typical week, about how much time do you spend pursuing your professional development?
EPIP-SD PLAN-TO-PLAN REPORT 0 hours 12 hours 34 hours 5 or more hours 14. What would prevent you from participating in an organization like EPIP? (check all that apply) Nothing Event times are inconvenient It is too expensive The location of events are inconvenient No interest in what they do Other (please specify) 15. What would prevent you from participating in an organization like EPIP? (check all that apply) Nothing Event times are inconvenient It is too expensive The location of events are inconvenient No interest in what they do Other (please specify)
26
EPIP-SD PLAN-TO-PLAN REPORT
27
APPENDIX D: Current Members Survey Results (Aggregated to protect individual results) How familiar are you with EPIP (Emerging Practitioners in Philanthropy) San Diego? Answer Options Not at all Somewhat Very
Response Percent 30.0% 30.0% 40.0% answered question skipped question
Response Count 3 3 4 10 0
How long have you worked in philanthropy? Answer Options 0-2 years 3-4 years 5-6 years 7-8 years 8 years or more
Response Percent 50.0% 10.0% 30.0% 0.0% 10.0% answered question skipped question
Response Count 5 1 3 0 1 10 0
How did you first hear about EPIP? Answer Options Never heard of EPIP before From a colleague at my organization From a colleague at another organization From my boss From the internet (not including social media) From social media (Facebook, LinkedIn, etc.) Other (please specify)
Response Percent 10.0% 80.0% 10.0% 0.0% 0.0% 0.0% 0.0% answered question skipped question
Response Count 1 8 1 0 0 0 0 10 0
How many EPIP events have you attended in the last 12 months? Answer Options 0 1 2 3 4 or more
Response Percent 40.0% 10.0% 10.0% 0.0% 40.0% answered question
Response Count 4 1 1 0 4 10
EPIP-SD PLAN-TO-PLAN REPORT
28 skipped question
0
Please tell us how beneficial these programs have been (or could be) for your professional development. Answer Options
Not Beneficial Somewhat Beneficial Beneficial Very Beneficial Extremely Beneficial Rating Ave Response Count Discussions with my peers about sector issues/trends 0 1 2 3 3 3.89 9 Happy Hours, events with Social Networking 0 3 3 3 0 3.00 9 Professional development/technical skills training 1 0 3 4 1 3.44 9 The opportunity to attend conferences locally or nationally (by providing scholarships to attend) 0 0 4 3 2 3.78 9 Learning from seasoned leaders in philanthropy (Leaders Salon) 0 0 5 2 2 3.67 9 Career building support (including resume reviews, career counseling, etc.) 1 4 1 2 1 2.78 9 Visits to foundations or philanthropic institutions to learn about their organization and funding areas 2 0 3 3 1 3.11 9 Mentorship program with a seasoned professional in the industry 1 1 3 1 2 3.25 8 “Buddy System” in which you are paired a peer in your related area of work for informal support and advice-sharing 2 1 1 4 1 3.11 9 Other (please specify) 0 answered question 9 skipped question 1
How do you define the term social justice?
• • •
•
• • • •
Equal opportunity with a goal of equity. Equality; development of 'voice'; voice turns to action A socially just society refers to one that is conscious of human rights and dignity - behaving in a way where individual thoughts, opinions, and ideals, are represented free of condemnation, providing equal opportunity and growth for all. Providing opportunities, access and empowerment to those that are underprivileged. Creating equity. Recognizing that there are inequities in our society, and often times they are related to racism, genderism, ageism (all the ism's) - which begs for the issues of privilege and power to be dissected and understood to create more access to opportunities for others. Improving community/society to make it more equitable, fair, understanding and educated Grantmaking to level out systematic inequalities Equal application of all laws without regard to any demographic. Justice that helps ensure that equity in social concerns (housing, access to services, employment, etc.) that should be equally available to the public The process of actively expanding equality for all people.
EPIP-SD PLAN-TO-PLAN REPORT
29
From your perspective, how important is social justice to your line of work? Response Percent
Response Count
Unimportant
0.0%
0
Slightly important
11.1%
1
Important
11.1%
1
Very important
66.7%
6
Critical
11.1%
1
Answer Options
answered question
9
skipped question
1
How important is it for EPIP San Diego to deliver programming on ways to incorporate social justice into local philanthropy? Response Percent
Response Count
Unimportant
0.0%
0
Slightly important
22.2%
2
Important
22.2%
2
Very important
33.3%
3
Critical
22.2%
2
Answer Options
answered question
9
skipped question
1
What time of day are you most likely to attend EPIP events? (check all that apply) Answer Options
Response Percent
Response Count
Mornings, Mon – Fri
22.2%
2
Lunchtime, Mon – Fri
11.1%
1
After Work, Mon – Fri
100.0%
9
Mornings, Sat-Sun
0.0%
0
Lunchtime, Sat-Sun
22.2%
2
Evenings, Sat-Sun
22.2%
2
answered question
9
skipped question
1
Why does your employer want you to be a part of EPIP? (check all that apply)
EPIP-SD PLAN-TO-PLAN REPORT
30 Response Percent
Response Count
To increase my overall sector understanding
75.0%
6
To learn technical skills directly related to my job
37.5%
3
To facilitate networking with other foundation employees To help me understand the San Diego community’s needs so that I can (or will someday) better direct philanthropic dollars To give me access to sector resources (e.g., Chronicle of Philanthropy, The Foundation Review, National Committee for Responsible Philanthropy,)
62.5%
5
50.0%
4
12.5%
1
Answer Options
1
Other (please specify)
answered question
8
skipped question
2
What do you hope to gain from an EPIP membership? (check all that apply) Response Percent
Response Count
Better overall sector understanding
66.7%
6
Increased technical skills directly related to my job
77.8%
7
Networking with other foundation employees
77.8%
7
Better understanding of San Diego’s needs
77.8%
7
Answer Options
2
Other (please specify)
Number
Response Date
answered question
9
skipped question
1
Other (please specify)
Categories
To what other professional-development membership organizations do you belong? (check all that apply) Response Percent
Response Count
Young Nonprofit Professional Network (YNPN)
44.4%
4
Association of Fundraising Professionals (AFP)
22.2%
2
Nonprofit Management Solutions
0.0%
0
SD Grantmakers
44.4%
4
LEAD San Diego
0.0%
0
Council on Foundations
44.4%
4
Grantmakers for Effective Organizations
33.3%
3
Grants Managers Network
11.1%
1
Answer Options
EPIP-SD PLAN-TO-PLAN REPORT
31
American Marketing Association
0.0%
0
None
22.2%
2 2
Other (please specify)
answered question
9
skipped question
1
In a typical week, about how much time do you spend pursuing your professional development? Response Percent
Response Count
0 hours
0.0%
0
1-2 hours
66.7%
6
3-4 hours
33.3%
3
5 or more hours
0.0%
0
Answer Options
answered question
9
skipped question
1
What would prevent you from participating in an organization like EPIP? (check all that apply) Response Percent
Response Count
Nothing
25.0%
2
Event times are inconvenient
62.5%
5
It is too expensive
25.0%
2
The location of events are inconvenient
50.0%
4
No interest in what they do
25.0%
2
Answer Options
1
Other (please specify)
answered question
8
skipped question
2
EPIP-SD PLAN-TO-PLAN REPORT
32
APPENDIX E: Sample Prospective Member Market Survey *1. How long have you worked in philanthropy? 02 years 34 years 56 years 78 years 8 years or more 2. How familiar are you with EPIP (Emerging Practitioners in Philanthropy) San Diego? Never heard of it Heard of it, but not sure what they do Somewhat familiar with EPIP Very familiar with EPIP *3. Rank from 1 to 6 how interested you would be in the following programs and events (6 being most interested). Leader Salon (group discussion and learning with a seasoned leader in philanthropy) Professional development/technical skills training Career building support (including resume reviews, career counseling, etc.) Visits to local foundations/philanthropic institutions to learn about their organization and funding areas Mentorship program Happy hour (informal networking with other emerging professionals working in philanthropy.) *4. How do you define the term social justice?
5. From your perspective, how important is social justice to your line of work? Unimportant Slightly important Important Very important Critical 6. From your perspective, how important is social justice to the overall philanthropic sector? Unimportant
EPIP-SD PLAN-TO-PLAN REPORT
33
Slightly important Important Very important Critical 7. How important is it for EPIP San Diego to deliver programming on ways to incorporate social justice into local philanthropy? Unimportant Slightly important Important Very important Critical *8. What time of day are you most likely to attend EPIP events? (check all that apply) Mornings, Mon – Fri Lunchtime, Mon – Fri After Work, Mon – Fri Mornings, SatSun Lunchtime, SatSun Evenings, SatSun 9. What might your employer want you to get out of being a member of EPIP? (Check all that apply) To increase my overall sector understanding To learn technical skills directly related to my job To facilitate networking with other foundation employees To help me understand the San Diego community’s needs so that I can (or will someday) better direct philanthropic dollars To give me access to sector resources (e.g., Chronicle of Philanthropy, The Foundation Review, National Committee for Responsible Philanthropy,) Other (please specify) *10. What would you hope to gain from an EPIP membership, if you joined? (Check all that apply) Better overall sector understanding Increased technical skills directly related to my job Networking with other foundation employees An understanding of San Diego’s community needs to better direct philanthropic dollars Access to philanthropic resources Other (please specify) *11. EPIP offers institutional memberships & individual memberships. Do you think your
EPIP-SD PLAN-TO-PLAN REPORT
34
organization would be interested in becoming an institutional member of EPIP? Yes No Don’t know *12. If your organization did not become an institutional member, would you be interested in joining EPIP as an individual member? Yes No Don’t know 13. To what other professional development membership organizations do you belong? (check all that apply) Young Nonprofit Professional Network (YNPN) Association of Fundraising Professionals (AFP) Nonprofit Management Solutions SD Grantmakers LEAD San Diego Council on Foundations Grantmakers for Effective Organizations Grants Managers Network American Marketing Association None Other (please specify) 14. In a typical week, about how much time do you spend pursuing your professional development? 0 hours 12 hours 34 hours 5 or more hours 15. What would prevent you from participating in an organization like EPIP? (check all that apply) Nothing Event times are inconvenient It is too expensive location of events are inconvenient No interest in what they do Other (please specify)
EPIP-SD PLAN-TO-PLAN REPORT
35
APPENDIX F: Prospective Members Survey Results (Aggregated to protect individual results) How long have you worked in philanthropy? Response Percent
Answer Options
31.4% 17.1% 11.4% 8.6% 31.4% answered question skipped question
0-2 years 3-4 years 5-6 years 7-8 years 8 years or more
Response Count 11 6 4 3 11 35 0
How familiar are you with EPIP (Emerging Practitioners in Philanthropy) San Diego Response Percent
Answer Options
52.9% 17.6% 17.6% 11.8% answered question skipped question
Never heard of it Heard of it, but not sure what they do Somewhat familiar with EPIP Very familiar with EPIP
Response Count 18 6 6 4 34 1
Rank from 1 to 6 how interested you would be in the following programs and events (6 being most interested)? Answer Options Leader Salon (group discussion and learning with a seasoned leader in philanthropy) Professional development/technical skills training Career-building support (including resume reviews, career counseling, etc.) Visits to local foundations/philanthropic institutions to learn about their organization and funding areas Mentorship program Happy hour (informal networking with other emerging professionals working in philanthropy.)
1
2
3
4
5
6
Rating Average
Response Count
7
7
2
8
3
4
3.16
31
7
4
4
4
7
5
3.48
31
4
8
5
5
7
2
3.29
31
4
8
5
5
4
5
3.39
31
4
3
8
3
7
6
3.77
31
5
1
7
6
3
9
3.90
31
answered question skipped question
31 4
Define the Term: Social Justice • Social Justice is a level foundation in which every human is allowed to live safely, happily and given the opportunity to prosper. • Treating people fairly. All people have the same basic human rights and can pursue the same opportunities in life. • rightful decision making in the social arena
EPIP-SD PLAN-TO-PLAN REPORT • • • • • • • • • • • • • • • • • •
36
Advocating on behalf of those who are less fortunate. Serving clients who are notoriously hard to serve. Equal opportunity Equality for all individuals Regardless of race, ethnicity, and where one resides, everyone have equal access to services and resources. equal opportunity, equality in human rights Equal opportunity for all to lead a good life. Equity, opportunity for all. Making sure that those who are disadvantaged have somebody that looks out for their interests. Everyone has equal access to all things - all rights - all benefits of citizenship including health, protection under the law, partnership, education, etc. SJ is working to bring equality to marginalized communities. equal opportunities Equal rights and opportunities Justice for the good of society not necessarily dictated by society Social justice is the fulfilled guarantee that your civil liberties and human rights are respected and that each individual has the right to advocacy, support and opportunity for personal growth and development, regardless of identifying information. Doing what's right for the greater good and/or underrepresented populations access to opportunity Social justice means to provide equality among a population. Diverse funding
From your perspective, how important is social justice to your line of work? Answer Options Unimportant Slightly important Important Very important Critical
Response Percent 0.0% 6.7% 30.0% 26.7% 36.7% answered question skipped question
Response Count 0 2 9 8 11 30 5
From your perspective, how important is social justice to the overall philanthropic sector? Response Answer Options Response Count Percent Unimportant Slightly important Important Very important Critical
0.0% 0.0% 30.0% 33.3% 36.7% answered question
0 0 9 10 11 30
EPIP-SD PLAN-TO-PLAN REPORT
37 skipped question
5
How important is it for EPIP San Diego to deliver programming on ways to incorporate social justice into local philanthropy? Response Answer Options Response Count Percent Unimportant Slightly important Important Very important Critical
0.0% 6.9% 51.7% 27.6% 13.8% answered question skipped question
0 2 15 8 4 29 6
What time of day are you most likely to attend EPIP events? (check all that apply) Answer Options
Response Percent
Response Count
25.8% 8 41.9% 13 61.3% 19 22.6% 7 12.9% 4 3.2% 1 answered question 31 skipped question 4 What might your employer want you to get out of being a member of EPIP? (See p. 28 for reference) Mornings, Mon – Fri Lunchtime, Mon – Fri After Work, Mon – Fri Mornings, Sat-Sun Lunchtime, Sat-Sun Evenings, Sat-Sun
Answer Options
Response Percent 57.1% 50.0% 67.9% 64.3% 42.9%
Increase overall sector understanding To learn technical skills Networking To help me understand community’s needs Access to sector resources Other
Response Count 16 14 19 18 12 1
answered question 28 skipped question 7 What would you hope to gain from an EPIP membership, if you joined? (Check all that apply) Answer Options
Response Percent
Response Count
54.8% 51.6% 71.0%
17 16 22
61.3%
19
54.8%
17 0
Better overall sector understanding Increased technical skills directly related to my job Networking with other foundation employees An understanding of San Diego’s community needs to better direct philanthropic dollars Access to philanthropic resources Other (please specify) answered skipped
question question
31 4
EPIP-SD PLAN-TO-PLAN REPORT
38
EPIP offers institutional memberships and individual memberships. Do you think your organization would be interested in becoming an institutional member of EPIP? Answer Options Yes No Don’t know Please explain why you chose this answer
Response Percent 16.1% 12.9% 71.0%
Response Count 5 4 22 14
answered question 31 skipped question 4 If your organization did not become an institutional member, would you be interested in joining EPIP as an individual member? Answer Options Yes No Don’t know Please explain why you chose this answer
Response Percent 38.7% 3.2% 58.1%
Response Count 12 1 18 12
answered question skipped question To what other professional-development membership organizations do you belong? (check all that apply) Answer Options
Response Percent
Response Count
24.1% 7 Young Nonprofit Professional Network (YNPN) 6.9% 2 Association of Fundraising Professionals (AFP) 20.7% 6 Nonprofit Management Solutions 41.4% 12 SD Grantmakers 6.9% 2 LEAD San Diego 6.9% 2 Council on Foundations 6.9% 2 Grantmakers for Effective Organizations 6.9% 2 Grants Managers Network 3.4% 1 American Marketing Association 44.8% 13 None 2 Other (please specify) answered question skipped question In a typical week, about how much time do you spend pursuing your professional development? Answer Options
Response Percent
31 4
29 6
Response Count
16.7% 5 50.0% 15 3.3% 1 30.0% 9 answered question 30 skipped question 5 What would prevent you from participating in an organization like EPIP? (check all that apply) 0 hours 1-2 hours 3-4 hours 5 or more hours
EPIP-SD PLAN-TO-PLAN REPORT
Answer Options Nothing Event times are inconvenient It is too expensive The location of events are inconvenient No interest in what they do Other (please specify)
39 Response Percent 3.6% 85.7% 67.9% 25.0% 17.9%
answered question skipped question
Response Count 1 24 19 7 5 2 28 7
EPIP-SD PLAN-TO-PLAN REPORT
APPENDIX G: Position Map of Competitors and Partners
Click on the link below to view the position map: 2 - APPENDIX G - Position Map of Partners and Competitors .xlsx
40
EPIP-SD PLAN-TO-PLAN REPORT
APPENDIX H: Position Map of EPIP Chapters
Click on the link below to view the position map: 3 - APPENDIX H - Position Map of EPIP Chapters.xls
41
EPIP-SD PLAN-TO-PLAN REPORT
42
APPENDIX I: Position Map of EPIP Chapters – Program Calendar
Click on the link below to view the position map: 4 - APPENDIX I - Position Map of EPIP Chapters - Program Calendar.xlsx