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Plan to Plan research report presented to the San Diego Chapter of EPIP, to help inform its strategic planning process.
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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
Executive Summary............................................................................................................................. 3
Introduction........................................................................................................................................... 5
Methodology.......................................................................................................................................... 6
Key Informant Interviews.............................................................................................................................7Market Survey................................................................................................................................................... 7Position Map...................................................................................................................................................... 7
Findings................................................................................................................................................... 8
Social Justice...................................................................................................................................................... 9Value.................................................................................................................................................................. 10Infrastructure................................................................................................................................................. 11Name Recognition......................................................................................................................................... 12
Recommendations............................................................................................................................. 13
Social Justice................................................................................................................................................... 14Value.................................................................................................................................................................. 15Infrastructure................................................................................................................................................. 17Name Recognition......................................................................................................................................... 18
Conclusion............................................................................................................................................ 18
References............................................................................................................................................ 20
APPENDIX A: Key Informant Interview Sample Questions..................................................21
APPENDIX B: Key Informant Interview SWOT Analysis........................................................22
APPENDIX C: Sample Current Member Market Survey.........................................................23
APPENDIX D: Current Members Survey Results......................................................................27
APPENDIX E: Sample Prospective Member Market Survey.................................................32APPENDIX F: Prospective Members Survey Results…………………………………………………35APPENDIX G: Position Map of Competitors and Partners....................................................40
APPENDIX H: Position Map of EPIP Chapters..........................................................................41
APPENDIX I: Position Map of EPIP Chapters – Program Calendar.....................................42
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.
EPIP-SD PLAN-TO-PLAN REPORT 4
After collecting data via the three tools, the consulting team convened to make sense of
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 pro-
bono 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
consider when developing a strategic plan. Four major themes emerged across these findings,
EPIP-SD PLAN-TO-PLAN REPORT 9
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
definitions emerged across the various tools, and the data also suggests that social justice may
EPIP-SD PLAN-TO-PLAN REPORT 10
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
they would like the opportunity for “networking with other foundation employees.” Data from
EPIP-SD PLAN-TO-PLAN REPORT 11
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
members lack formal job descriptions outlining key responsibilities to help EPIP-SD operate
EPIP-SD PLAN-TO-PLAN REPORT 12
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 EPIP-
SD 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
EPIP-SD PLAN-TO-PLAN REPORT 14
is up to 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:
EPIP-SD PLAN-TO-PLAN REPORT 15
equity, civic engagement, social change, creating access and opportunity, or other phrases
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 less-
engaged members into the organization. In addition, the position map data shows a variety of
EPIP-SD PLAN-TO-PLAN REPORT 16
innovative and creative ways in which competitors are delivering programs, and should help
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.
EPIP-SD PLAN-TO-PLAN REPORT 17
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
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
EPIP-SD PLAN-TO-PLAN REPORT 18
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.
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
EPIP-SD PLAN-TO-PLAN REPORT 19
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 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 Rapid-
Response 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 External ForcesStrengths: Opportunities:
Committed Steering Committee members 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
Casual and fun atmosphereWith an older/"emerged" work force doing most of San Diego's philanthropic work; opportunities for intergenerational learning
Leader salons/ intergenerational learning programs
With baby boomers retiring, the landscape is ripe for new leaders to change the face of traditional philanthropy
Sufficient financial stability (they have the money they need)
There are entities in San Diego engaged in social justice related work (partnerships?)
Potential and eagerness to foster learning and forward thinking among emerging leaders and new practitioners
There are equity, diversity, and civic engagement needs in SD, some of which are just starting to be explored by other organizations
Emerging leaders want to learn about trends in philanthropy, landscape in SD, and be connected to other learning resourcesWeaknesses: Threats:Cohesiveness of Steering Committee (can be seen as a clique; hard for others to get in) Correlation of social justice programs to socialist beliefs
Lack of understanding of roles and responsibilities
Conservative nature of seasoned leaders/ decision makers working in SD philanthropic sector
Power dynamics between old & new Steering Committee ~ difficult leadership transition
Membership fees ~ much of this structure is set by national and therefore cannot really be changed
Lack of manpower (need more members to participate and help administer/ program delivery) Some in the community see EPIP as Elitist or Exclusive
Membership development - Low responsiveness, poorly designed outreach strategies and follow up (due to capacity)
Many nonprofits (including foundations) have limited $$$ set aside for professional development
Difficultly demonstrating to some employers the skills our members are learning and connection to their /foundation's workInforming network about EPIP programs/ events (locally and nationally)
Offering programs for all types of funders and occupations within funding institutions
EPIP-SD PLAN-TO-PLAN REPORT 23
Not enough diversity of programs time/location/deliveryAccessibility of programs
APPENDIX C: Sample Current Member Market Survey
1. How familiar are you with EPIP (Emerging Practitioners in Philanthropy) San Diego?
Not at allSomewhatVery *2. How long have you worked in philanthropy?
02 years34 years56 years78 years8 years or more
3. How did you first hear about EPIP?
Never heard of EPIP beforeFrom a colleague at my organizationFrom a colleague at another organizationFrom my bossFrom 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
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?
UnimportantSlightly important ImportantVery important Critical
8. How important is it for EPIP San Diego to deliver programming on ways to incorporate social justice into local philanthropy?
UnimportantSlightly importantImportantVery 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 – FriLunchtime, Mon – FriAfter Work, Mon – FriMornings, SatSunLunchtime, SatSunEvenings, SatSun 10. Why does your employer want you to be a part of EPIP? (check all that apply)
To increase my overall sector understandingTo learn technical skills directly related to my jobTo facilitate networking with other foundation employeesTo help me understand the San Diego community’s needs so that I can (or will someday) better direct philanthropic dollarsTo 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 understandingIncreased technical skills directly related to my jobNetworking with other foundation employeesBetter 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 SolutionsSD GrantmakersLEAD San DiegoCouncil on FoundationsGrantmakers for Effective OrganizationsGrants Managers NetworkAmerican Marketing AssociationNoneOther (please specify)
13. In a typical week, about how much time do you spend pursuing your professional development?
EPIP-SD PLAN-TO-PLAN REPORT 26
0 hours12 hours34 hours5 or more hours
14. What would prevent you from participating in an organization like EPIP? (check all that apply)
NothingEvent times are inconvenientIt is too expensiveThe location of events are inconvenient No interest in what they doOther (please specify)
15. What would prevent you from participating in an organization like EPIP? (check all that apply)
NothingEvent times are inconvenientIt is too expensiveThe location of events are inconvenientNo interest in what they doOther (please specify)
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 Response Percent
Response Count
Not at all 30.0% 3Somewhat 30.0% 3Very 40.0% 4
answered question 10skipped question 0
How long have you worked in philanthropy?
Answer Options Response Percent
Response Count
0-2 years 50.0% 53-4 years 10.0% 15-6 years 30.0% 37-8 years 0.0% 08 years or more 10.0% 1
answered question 10skipped question 0
How did you first hear about EPIP?
Answer Options Response Percent
Response Count
Never heard of EPIP before 10.0% 1From a colleague at my organization 80.0% 8From a colleague at another organization 10.0% 1From my boss 0.0% 0From the internet (not including social media) 0.0% 0From social media (Facebook, LinkedIn, etc.) 0.0% 0Other (please specify) 0.0% 0
answered question 10skipped question 0
How many EPIP events have you attended in the last 12 months?
Answer Options Response Percent
Response Count
0 40.0% 41 10.0% 12 10.0% 13 0.0% 04 or more 40.0% 4
answered question 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 BeneficialVery Beneficial Extremely Beneficial Rating AveResponse Count
Discussions with my peers about sector issues/trends 0 1 2 33 3.89 9
Happy Hours, events with Social Networking 0 3 3 3 03.00 9
Professional development/technical skills training 1 0 3 4 13.44 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 52 2 3.67 9
Career building support (including resume reviews, career counseling, etc.) 1 41 2 1 2.78 9
Visits to foundations or philanthropic institutions to learn about their organization and funding areas2 0 3 3 1 3.11 9
Mentorship program with a seasoned professional in the industry 1 1 31 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 9Other (please specify) 0answered question 9skipped 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 educatedGrantmaking to level out systematic inequalities
Equal application of all laws without regard to any demographic.
EPIP-SD PLAN-TO-PLAN REPORT 29
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.
From your perspective, how important is social justice to your line of work?
Answer Options Response Percent
Response Count
Unimportant 0.0% 0Slightly important 11.1% 1Important 11.1% 1Very important 66.7% 6Critical 11.1% 1
answered question 9skipped question 1
How important is it for EPIP San Diego to deliver programming on ways to incorporate social justice into local philanthropy?
Answer Options Response Percent
Response Count
Unimportant 0.0% 0Slightly important 22.2% 2Important 22.2% 2Very important 33.3% 3Critical 22.2% 2
answered question 9skipped 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% 2Lunchtime, Mon – Fri 11.1% 1After Work, Mon – Fri 100.0% 9Mornings, Sat-Sun 0.0% 0Lunchtime, Sat-Sun 22.2% 2
EPIP-SD PLAN-TO-PLAN REPORT 30
Evenings, Sat-Sun 22.2% 2answered question 9
skipped question 1Why does your employer want you to be a part of EPIP? (check all that apply)
Answer Options Response Percent
Response Count
To increase my overall sector understanding 75.0% 6To learn technical skills directly related to my job 37.5% 3To facilitate networking with other foundation employees 62.5% 5To help me understand the San Diego community’s needs so that I can (or will someday) better direct philanthropic dollars
50.0% 4
To give me access to sector resources (e.g., Chronicle of Philanthropy, The Foundation Review, National Committee for Responsible Philanthropy,)
12.5% 1
Other (please specify) 1answered question 8
skipped question 2What do you hope to gain from an EPIP membership? (check all that apply)
Answer Options Response Percent
Response Count
Better overall sector understanding 66.7% 6Increased technical skills directly related to my job 77.8% 7Networking with other foundation employees 77.8% 7Better understanding of San Diego’s needs 77.8% 7Other (please specify) 2
answered question 9skipped question 1
Number Response DateOther (please specify)
Categories
To what other professional-development membership organizations do you belong? (check all that apply)
Answer Options Response Percent
Response Count
Young Nonprofit Professional Network (YNPN) 44.4% 4Association of Fundraising Professionals (AFP) 22.2% 2
EPIP-SD PLAN-TO-PLAN REPORT 31
Nonprofit Management Solutions 0.0% 0SD Grantmakers 44.4% 4LEAD San Diego 0.0% 0Council on Foundations 44.4% 4Grantmakers for Effective Organizations 33.3% 3Grants Managers Network 11.1% 1American Marketing Association 0.0% 0None 22.2% 2Other (please specify) 2
answered question 9skipped question 1
In a typical week, about how much time do you spend pursuing your professional development?
Answer Options Response Percent
Response Count
0 hours 0.0% 01-2 hours 66.7% 63-4 hours 33.3% 35 or more hours 0.0% 0
answered question 9skipped question 1
What would prevent you from participating in an organization like EPIP? (check all that apply)
Answer Options Response Percent
Response Count
Nothing 25.0% 2Event times are inconvenient 62.5% 5It is too expensive 25.0% 2The location of events are inconvenient 50.0% 4No interest in what they do 25.0% 2Other (please specify) 1
answered question 8skipped 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 years34 years56 years78 years8 years or more
2. How familiar are you with EPIP (Emerging Practitioners in Philanthropy) San Diego?
Never heard of itHeard of it, but not sure what they doSomewhat familiar with EPIPVery 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 trainingCareer building support (including resume reviews, career counseling, etc.)Visits to local foundations/philanthropic institutions to learn about their organization and funding areasMentorship programHappy 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?
UnimportantSlightly importantImportantVery importantCritical 6. From your perspective, how important is social justice to the overall philanthropic sector?
Unimportant
EPIP-SD PLAN-TO-PLAN REPORT 33
Slightly importantImportantVery importantCritical 7. How important is it for EPIP San Diego to deliver programming on ways to incorporate social justice into local philanthropy?
UnimportantSlightly importantImportantVery importantCritical
*8. What time of day are you most likely to attend EPIP events? (check all that apply)
Mornings, Mon – FriLunchtime, Mon – FriAfter Work, Mon – FriMornings, SatSunLunchtime, SatSunEvenings, 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 understandingTo learn technical skills directly related to my jobTo facilitate networking with other foundation employeesTo help me understand the San Diego community’s needs so that I can (or will someday) better direct philanthropic dollarsTo 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 understandingIncreased technical skills directly related to my jobNetworking with other foundation employeesAn understanding of San Diego’s community needs to better direct philanthropic dollarsAccess to philanthropic resourcesOther (please specify)
EPIP-SD PLAN-TO-PLAN REPORT 34
*11. EPIP offers institutional memberships & individual memberships. Do you think your organization would be interested in becoming an institutional member of EPIP?
YesNoDon’t know
*12. If your organization did not become an institutional member, would you be interested in joining EPIP as an individual member?
YesNoDon’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 SolutionsSD GrantmakersLEAD San Diego Council on FoundationsGrantmakers for Effective OrganizationsGrants Managers NetworkAmerican Marketing AssociationNoneOther (please specify) 14. In a typical week, about how much time do you spend pursuing your professional development?
0 hours12 hours34 hours5 or more hours 15. What would prevent you from participating in an organization like EPIP? (check all that apply)
NothingEvent times are inconvenientIt is too expensivelocation of events are inconvenientNo interest in what they doOther (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?
Answer Options Response Percent
Response Count
0-2 years 31.4% 113-4 years 17.1% 65-6 years 11.4% 47-8 years 8.6% 38 years or more 31.4% 11
answered question 35skipped question 0
How familiar are you with EPIP (Emerging Practitioners in Philanthropy) San Diego
Answer Options Response Percent
Response Count
Never heard of it 52.9% 18Heard of it, but not sure what they do 17.6% 6Somewhat familiar with EPIP 17.6% 6Very familiar with EPIP 11.8% 4
answered question 34skipped question 1
Rank from 1 to 6 how interested you would be in the following programs and events (6 being most interested)?
Answer Options 1 2 3 4 5 6 Rating Average
Response Count
Leader Salon (group discussion and learning with a seasoned leader in philanthropy)
7 7 2 8 3 4 3.16 31
Professional development/technical skills training 7 4 4 4 7 5 3.48 31Career-building support (including resume reviews, career counseling, etc.) 4 8 5 5 7 2 3.29 31Visits to local foundations/philanthropic institutions to learn about their organization and funding areas
4 8 5 5 4 5 3.39 31
Mentorship program 4 3 8 3 7 6 3.77 31Happy hour (informal networking with other emerging professionals working in philanthropy.)
5 1 7 6 3 9 3.90 31
answered question 31skipped question 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.
EPIP-SD PLAN-TO-PLAN REPORT 36
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 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 Response Percent Response Count
Unimportant 0.0% 0Slightly important 6.7% 2Important 30.0% 9Very important 26.7% 8Critical 36.7% 11
answered question 30skipped question 5
From your perspective, how important is social justice to the overall philanthropic sector?
Answer Options Response Percent Response Count
Unimportant 0.0% 0Slightly important 0.0% 0Important 30.0% 9Very important 33.3% 10Critical 36.7% 11
EPIP-SD PLAN-TO-PLAN REPORT 37
answered question 30skipped question 5
How important is it for EPIP San Diego to deliver programming on ways to incorporate social justice into local philanthropy?
Answer Options Response Percent Response Count
Unimportant 0.0% 0Slightly important 6.9% 2Important 51.7% 15Very important 27.6% 8Critical 13.8% 4
answered question 29skipped question 6
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 25.8% 8Lunchtime, Mon – Fri 41.9% 13After Work, Mon – Fri 61.3% 19Mornings, Sat-Sun 22.6% 7Lunchtime, Sat-Sun 12.9% 4Evenings, Sat-Sun 3.2% 1
answered question 31skipped question 4
What might your employer want you to get out of being a member of EPIP? (See p. 28 for reference)
Answer Options Response Percent Response Count
Increase overall sector understanding 57.1% 16To learn technical skills 50.0% 14Networking 67.9% 19To help me understand community’s needs 64.3% 18Access to sector resources 42.9% 12Other 1
answered question 28skipped 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
Better overall sector understanding 54.8% 17Increased technical skills directly related to my job 51.6% 16Networking with other foundation employees 71.0% 22An understanding of San Diego’s community needs to better direct philanthropic dollars 61.3% 19Access to philanthropic resources 54.8% 17Other (please specify) 0
EPIP-SD PLAN-TO-PLAN REPORT 38
answered question 31skipped question 4
EPIP offers institutional memberships and individual memberships. Do you think your organization would be interested in becoming an institutional member of EPIP?
Answer Options Response Percent Response Count
Yes 16.1% 5No 12.9% 4Don’t know 71.0% 22Please explain why you chose this answer 14
answered question 31skipped question 4
If your organization did not become an institutional member, would you be interested in joining EPIP as an individual member?
Answer Options Response Percent Response Count
Yes 38.7% 12No 3.2% 1Don’t know 58.1% 18Please explain why you chose this answer 12
answered question 31skipped question 4
To what other professional-development membership organizations do you belong? (check all that apply)
Answer Options Response Percent Response Count
Young Nonprofit Professional Network (YNPN) 24.1% 7Association of Fundraising Professionals (AFP) 6.9% 2Nonprofit Management Solutions 20.7% 6SD Grantmakers 41.4% 12LEAD San Diego 6.9% 2Council on Foundations 6.9% 2Grantmakers for Effective Organizations 6.9% 2Grants Managers Network 6.9% 2American Marketing Association 3.4% 1None 44.8% 13Other (please specify) 2
answered question 29skipped question 6
In a typical week, about how much time do you spend pursuing your professional development?
Answer Options Response Percent Response Count
0 hours 16.7% 51-2 hours 50.0% 153-4 hours 3.3% 15 or more hours 30.0% 9
answered question 30
EPIP-SD PLAN-TO-PLAN REPORT 39
skipped question 5What would prevent you from participating in an organization like EPIP? (check all that apply)
Answer Options Response Percent Response Count
Nothing 3.6% 1Event times are inconvenient 85.7% 24It is too expensive 67.9% 19The location of events are inconvenient 25.0% 7No interest in what they do 17.9% 5Other (please specify) 2
answered question 28skipped question 7
EPIP-SD PLAN-TO-PLAN REPORT 40
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
EPIP-SD PLAN-TO-PLAN REPORT 41
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
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