GGA Strategic Articulation Report Out

FINDING YOUR FORTE

STRATEGIC ARTICULATION

JANUARY, 2022

The Unique Opportunity for GGA

As we emerge from this process, we have made several critical observations that will support our recommended approach for GGA’s strategic plan and business model going forward.

 We have a highly engaged participant population that clearly values GGA (97 net promoter score is top-of-class).

 There are 50+ funders that have financially supported GGA to date.

 Leveraging our Philanthropy Southeast relationship assures a low fixed cost model for the services they provide. However, the agreement will need to be recalibrated in light of the new strategic articulation map.

 A draft fundraising projection based on known funding prospects shows clear potential for $700k over three years with 40+ funders.

 80+ GGA stakeholders helped inform the development of our strategic articulation map. They represented 69 doing work in GA.

 Leveraging the Strategic Articulation Map as a central building block for a new gifts campaign strengthens the investment prospect for multi-year gifts.

FINDING YOUR FORTE STRATEGIC ARTICULATION

STRATEGIC ARTICULATION MAP 2022 - 2026

OUR PURPOSE IS TO:

DEVELOP & CONNECT PHILANTHROPIC LEADERS

INTERPRET & INFLUENCE PUBLIC POLICY

ACTIVATE & ALIGN FOUNDATION CAPITAL

TO MAKE A TRANSFORMATIONAL DIFFERENCE IN ALL GEORGIA'S COMMUNITIES

FINDING YOUR FORTE STRATEGIC ARTICULATION

OUR PURPOSE

DEVELOP AND CONNECT PHILANTHROPIC LEADERS

INTERPRET AND INFLUENCE PUBLIC POLICY

ACTIVATE AND ALIGN FOUNDATION CAPITAL

TO MAKE A TRANSFORMATIONAL DIFFERENCE IN ALL GEORGIA’S COMMUNITIES

GGA ORGANIZATIONAL EXCELLENCE

OUR THINK BIG VISION SNAPSHOTS By 2026, we will see...

AMPLIFY GGA is elevating the voices of the communities we serve. CHAMPION EQUITY GGA is a major catalyst in bringing metro and rural Georgia communities to the same table while promoting equitable philanthropy. OVERCOME Historically marginalized communities in Georgia close the gaps in social determinants of health with help from Passing Gear Philanthropy. TO MAKE A TRANSFORMATIONAL DIFFERENCE IN ALL GEORGIA’S COMMUNITIES

DEVELOP AND CONNECT PHILANTHROPIC LEADERS

INTERPRET AND INFLUENCE PUBLIC POLICY

ACTIVATE AND ALIGN FOUNDATION CAPITAL

GGA ORGANIZATIONAL EXCELLENCE

INFLUENCE GGA issues policy priorities, develops a nonpartisan GGA Advocacy Agenda, and enlists others to act on policy solutions that center civic engagement, racial equity, and environmental sustainability. ADVANCE GGA participants understand the impact of public policy and use advocacy to influence action on Georgia issues. PARTNER Philanthropic leaders engage with multiple key partners on issues where GGA involvement has clear and unique impact.

PUSH/PULL GGA gets behind and fuels Passing Gear and social impact investment leaders while also recruiting more foundation SMIRF (within and into Georgia). GGA boosts a virtuous cycle specific to its policy priorities by linking funders to investment priorities to grantees to impact opportunities to stories. BUILD CAPACITY GGA members achieve their missions and advance equitable solutions by embracing shared data, applying SMIRF tools, and using new communication technologies to foster a learning community. SYNERGY GGA participants pursue the “multiplier effect” of foundations aligning with other investors and public capital to catalyze equitable outcomes.

STAFFING & PEOPLE GGA team has grown to support long term

GROW GGA is the preeminent resource for aspirational, connected, and knowledgeable philanthropic leaders working in Georgia. CONNECT GGA convenes ANY AND ALL funders in Georgia to ensure its reach into all Georgia communities. NETWORK Grantmakers are well networked, know each other, and USE those relationships to do their work.

sustainability that supports growth and transition. It’s people model scales with the success of it’s work.

SOLID FUNDING & BUSINESS MODEL GGA has advanced its growth through an innovative, purpose-focused business model designed to scale with its impact.

PHILANTHROPY SOUTHEAST RELATIONSHIP

Philanthropy Southeast lifts up GGA partnership as a model for other states that are seeking to do the same thing - expand the role of their statewide org (Contingent on business model decision to maintain affinity group status with Philanthropy Southeast).

OUR STRATEGIC PRIORITIES

BUILD AND SUSTAIN TRUSTED RELATIONSHIPS between funders and with key partners, positioning GGA as a go-to, trusted, nonpartisan resource and being responsive to the communities we serve.

BE THE LEADING EDGE of redefining philanthropy’s role in Georgia to mobilize every form of capital (SMIRF=social, moral, intellectual, reputational, financial) and apply Passing Gear principles to ensure positive and equitable impact.

CHAMPION the intersection of issues facing Georgia and their differing impacts on various populations while taking an intentional and inclusive approach to engage diverse perspectives in considering solutions. We provide a platform that features and makes the work and expertise of others accessible to funders.

STRENTHEN GGA Organizational Model to build on its foundation and deliver the business case of the new Strategic Articulation Map.

FLIP THE PHILANTHROPY NORM from exclusive to radically inclusive shift GGA from being “available to join” to “seeking ‘others’ to join”.

FINDING YOUR FORTE STRATEGIC ARTICULATION

Timeline for 2022

2022 Q1 Q2 Q3 Q4

Priority Complexity

DEVELOP AND CONNECT PHILANTHROPIC LEADERS

Branding on Purpose – Marketing/PR plan to target all funders working in Georgia including implementation of revenue model and development practice

CONNECT

High

INTERPRET AND INFLUENCE PUBLIC POLICY

GGA commissions and socializes Georgia Passing Gear Philanthropy Report that identifies priority issues and creates a SMIRF dashboard

INFLUENCE

High Medium

MAKE A TRANSFORMATIONAL DIFFERENCE IN ALL GEORGIA’S COMMUNITIES

Develop and deploy our equity, diversity and inclusion plan that addresses our action items for internal to GGA, participants and target communities. Include organizational policy, practices and shared vocabulary to communicate what GGA is doing to advance equitable policies, systems, and practices

CHAMPION EQUITY

High

GGA ORGANIZATIONAL EXCELLENCE

Formalize employment agreement with current contracted executive director

STAFFING AND PEOPLE

High

Low

SOLID FUNDING & BUSINESS MODEL

Complete fundraising campaign

High

Low

Propose revised memo of understanding based on new Strategic Articulation Map Develop contingency plan for separation, if necessary, terms are not agreeable

High Medium

PHILANTHROPY SOUTHEAST RELATIONSHIP

High

Note: Five Year Plan in Appendix

FINDING YOUR FORTE STRATEGIC ARTICULATION

Target Participant Profiles

Investment Participants

Impact Participants

• Provide large ($2,500+/year) and/or recurring (3+ consecutive years) grants or sponsorships to GGA • Believe GGA can achieve its mission by: • Developing their staff and volunteer capacity • Increasing their nonpartisan policy influence • Activating aligned foundation SMIRF capital

• Contribute their experience with Georgia’s key issues and diverse communities • Join participatory grantmaking opportunities as influencers and/or co-funders • Believe GGA can achieve its mission by: • Developing their staff and volunteer capacity • Democratizing philanthropy • Activating aligned foundation SMIRF capital

FINDING YOUR FORTE STRATEGIC ARTICULATION

Proposed GGA Business Model

Identify and Qualify Prospects • Objective: Identify everyone we know (or need to know) who would be potential Investment Participants and Impact Participants. • Maximize GGA brand awareness among funders and nonprofits with presence in Georgia. • Determine the capacity, readiness, and inclination to fund or purchase GGA’s services. Cultivate and Engage I & I Participants • Objective: Maximize participation in tailored offerings that develop relationship and move them closer to a contribution or purchase. • Establish small portfolio of “all comer” offerings. • Involve both I & I participants in peer cultivation. Propose and Secure Funding • Objective: Maximize recurring and/or large funding/ purchases. • Develop specific proposals, make the asks, finalize the gifts/purchases. • Tier proposals by goals for target revenue categories (grants, fees, sponsorships).

FINDING YOUR FORTE STRATEGIC ARTICULATION

Business Model Projections

Current Funding

Grants and Dues: How National and Regional PSOs Slice the Revenue Pie

5 Year Total

2022 2023 2024 2025 2026

Operating Grants Program Grants Fees for Service

$200k $200k $200k $300k $350k $1,250k $75k $75k $75k $150k $180k $555k $50k $75k $75k $75k $75k $350k

Member Dues

Revenue Projections

14%

Sponsorships Program Fees Total Revenue

$70k $70k $100k $100k $233k

Operating Grants 100%

$8k $15k $20k $25k $25k $320k $333k $435k $440k $650k $730k $2,907k

62%

Public Policy Updates, Philanthropy Southeast Admin Fee, Meetings, Communications

Fixed Costs

$40k $40k $40k $40k $40k $200k

Restricted Grants

Critical Initiative Investments

$105k $175k $225k $250k $175k $930k

National PSOs

Projected Fund Mix for 2026

Resource Costs

Includes ED and added FTE per year

$218k $298k $378k $458k $538k $1,890k

Member Dues

Restricted Grants

Program Fees

Operating Grants

Total Costs

$363k $513k $643k $748k $753k $3,020k $(30k) $(78k) $(203k) $(98k) $(23k) $(113k)

Net Operating Budget

11%

Sponsorships

Note: Each year, GGA will develop an operating plan with a budget determined by the success of its prior year’s fund development plan. For 2022, we will adjust the spend to what we can successfully raise in the Q2 fund development campaign.

34% 32%

43%

23%

Illustrative Examples • Program Grants - ex. grant to support 2-year Passing Gear Philanthropy project • Operating Grants - Contributions for general operations

15%

Fees for Service

• Program Fees - Registration for conferences, tours, workshops • Fees for Service - ex. facilitation of community of practice • Sponsorships - Contributions that receive recognition – usually from corporate entities for events

Regional PSOs

Program Grants

Source: “Key Metrics for Philanthropy - Serving Organizations” 2018 Edition, from United Philanthropy Forum

FINDING YOUR FORTE STRATEGIC ARTICULATION

Appendix

FINDING YOUR FORTE STRATEGIC ARTICULATION

Our Journey to Here

 In August, we launched an initiative to articulate GGAs strategic plan going forward.

 In an effort to ‘Hear Every Voice’ we - conducted key leader interviews (Tene Traylor, Shell Berry, Janine Lee) - Conducted 8 SOAR focus groups with representation from 40+ funders that participate in GGA and - surveyed our total population of funders with our Net Promoter Score assessment

COMPOSE YOUR MASTERPIECE

FIND YOUR FORTE

PLAY YOUR CRESCENDO

 Leveraging what we learned from this collection of stakeholders, our leadership team crafted a purpose statement.

VISION

IMPACT

PLAN

 We then convened ~30 funders as a Task Group through a series of high engagement, facilitated sessions to build out the other elements of the strategic articulation map (SAM).  Building on the contributions of our task force participants and enhancing it with our scan of new innovations in philanthropy serving organizations, we’ve recommended a go-to-market strategy and business model for GGA to deploy and deliver on the promise of its purpose.

August - September

October - November

December

FINDING YOUR FORTE STRATEGIC ARTICULATION

Our Strategic Planning Approach

WORKPLAN (July - September)

FIND YOUR FORTE

• Kickoff - Task Force • Environment Scan • STAKEHOLDER INPUT – HEAR EVERY VOICE  SOAR (Strengths | Opportunities | Aspirations | Results) Sessions  Trustees  Philanthropy Southeast  National Funders  Blueprint Task Force - Greater Georgia - Super Participants - Philanthropic Network Leaders - External Partners - Cornerstone Funders  Stakeholder Pulse Check - Net Promoter Score (Survey) - GGA Participants  Interviews  Janine Lee, Philanthropy Southeast President & CEO  GGA Steering Committee Co-chairs

VISION

DELIVERABLES: • Net Promoter Score Report, • SOAR Analysis • Forte – Voices of

Stakeholders (Video)

 Tene Traylor  Shell Berry  Our Forte (Video) – GGA Task Force

FINDING YOUR FORTE STRATEGIC ARTICULATION

COMPOSE YOUR MASTERPIECE Our Strategic Planning Approach

WORKPLAN (September - October)

• Strategic Articulation Facilitated Modules • Purpose and Mission • Vision Casting • Headline Indicators • Core Values and Culture • Strategic Priorities • Critical Initiatives • Implementation and Work planning

PLAN

DELIVERABLES: • Strategic Articulation Map

DELIVERABLES: • Go-To-Market Strategy and Business Model

FINDING YOUR FORTE STRATEGIC ARTICULATION

Net Promoter Score Findings To Date

Promoters

97%

Passives 3%

Detractors 0%

n = 28

n = 1

n = 0

Recurring Themes – Summary (mentions) • Networking, Connection and Relationships (17)

Recurring Themes – Summary (mentions) • Networking, Connection and Relationships (1)

Net Promoter Score 97 N = 29

What’s a good Net Promoter Score Based on the global NPS standards, any score above 0 would be considered “good” (50 and above being excellent while 70 and above is considered “world class”).

• Information and Sharing Perspectives (12)

• Education & Learning (12)

• Statewide Connection (9)

• Programming (4)

• Leadership / Lydia (3)

• Collaboration (3)

Retently 2021 NPS Benchmarks for B2B

FINDING YOUR FORTE STRATEGIC ARTICULATION

SOAR Analysis Recurring Themes with Number of Mentions

SUMMARY

STRENGTHS

OPPORTUNITIES

ASPIRATIONS

RESULTS

Responsive

13 12 12 12

Reimagining Philanthropy

19 12 11

National and Coalition Building

Clear Business Model, Strategy and Goals 20 Participation and Engagement 16 Strength of Impact of Relationships 7 Systems Change 7 Reduced Racial disparities 1 Philanthropists are better educated, more knowledgeable 1

Convening Power

Bridge Builder

Policy and Equity Focus

8 8 6

State-Wide Approach Lydia’s Leadership Thought Leadership

Capacity Building

Strategic Navigator

Innovative Business Model

9 8 6 6 6 4

Organizational Excellence Reimagining Philanthropy SECF Collaboration

7 6 5

Policy Focus

Trust Builder

Leadership Development Defining Relationship with SECF

Relationship with SECF

Ability to connect metro to rural

Development Story Telling

Transformational vs transactional philanthropy

FINDING YOUR FORTE STRATEGIC ARTICULATION

Our Forte https://bit/ly/GGA-Forte

PASSIONS • Being able to channel the resources that we are stewards of • When we see ourselves as a collective • Deepen our understanding of the ‘so what‘ question • Increasing the capacity of philanthropic leaders • Passion and purpose in making a better Georgia

PASSIONS What We Love To Do

• Channel resources and increase our capacity as we deepen our why - To make a better Georgia • Convene, connect and network among funders from across the state • Apply learning and educate our funders and dollars, building a network to better the state

STRENGTHS • Network and connections • Abilityto bring together incredibly group of funders • Ability to convene funders from across the state • Collective Knowledge • Harness the collective energy • Networking and connecting • The networks’, ability to weave connections • Connecting people, colleagues and friends around the state all passionate about rnaking Georgia a better place to live

MOTIVATIONS • Those projects where our dollars go the furthest • Better the state • Educating funders using data, the lived experience of people impacted and other resources • Learning • The lights that get turned on when we work together • Build networks of funders • Education

STRENGTHS What We’re good at

MOTIVATIONS What Rewards Us

FINDING YOUR FORTE STRATEGIC ARTICULATION

HOW TO READ AND FOLLOWOUR STRATEGIC ARTICULATION MAP

How to Read and Follow our Strategic Articulation Map

Our purpose is to  develop and connect philanthropic leaders,  interpret and influence public policy and  activate and align foundation capital  to make a transformational difference in all Georgia’s communities.

 To align our strategic plan to our purpose, it helps to decompose this sentence into its 4 key parts.

Develop & Connect Philanthropic Leaders

Interpret & Influence Public Policy

Activate & Align Foundation Capital

 The first 3 elements describe what we will do. How we will act. Focus on the VERBS of each top row.

To Make A Transformational Difference In All Georgia's Communities

DEVELOP AND CONNECT PHILANTHROPIC LEADERS

 The final state is our impact. It’s our ‘why’. It’s what drives our action.

STRATEGIC PRIORITY

FLIP THE PHILANTHROPY NORM FROM EXCLUSIVE TO RADICALLY INCLUSIVE Our value added through GGA is higher, the more funders we have at the table. We create more synergy between funders and with key partners. We will uplift other’s voices - always having Inclusion at the center.

 Over the next few pages, we will decompose each of these 4 elements using this approach.

THINK BIG (By 2026 we will see)

START SMALL (By December 2022, we will see)

SCALE FAST (By 2024, we will see)

GGA is the preeminent resource for aspirational, connected, and knowledgeable philanthroapic leaders working in Georgia.

GGA is the learning center for funders working in Georgia to gain timely insights and grow their skills around our through lines (racial equity, civic engagement, environmental sustainability).

GGA participants have chosen learning and project goals and are tracking progress and experiences with certifications and digital badges.

Strategic Priority – What is important about this element and why Vision Snapshots – We use a THINK BIG, START SMALL AND SCALE FAST rhythm to set our aspirations. These describe what we aspire to see in 5 years, 1 year and 3 years respectively. Our Differentiators declare what we will do differently that we’re not doing now. This gives us a sense of our change mandate. Our Headline Indicators will measure our progress to let us know how well we’re moving towards our visions and aspirations. Our Critical Initiatives lay out what we’re going to do starting in 2022. It doesn’t yet indicate specific timing or priority. But it does illustrate what we must begin to do to create the vision.

GGA convenes ANY AND ALL funders in Georgia to ensure its reach into all Georgia communities.

GGA is a known quantity to the entire funder community working in Georgia and its key partners by being responsive to the way we collectively address issues using philanthropy.

GGA has a strategy to reach untapped funders working in Georgia that and works intentionally to engage them (make room for everyone at the table).

GGA has formally developed it’s ‘network of networks’ with tools and communication mediums that promote the rapid and transparent exchange of information about issues and strategies in Georgia.

Grantmakers are well networked, know each other, and USE those relationships to do their work.

Philanthropy leaders in GA are easily able to query interest areas and quickly connect with colleagues and partners to explore strategies or access guidance.

DEVELOP AND CONNECT PHILANTHROPIC LEADERS

FINDING YOUR FORTE STRATEGIC ARTICULATION

DIFFERENTIATORS

SHIFT GGA FROM BEING “AVAILABLE TO JOIN” TO “SEEKING ‘OTHERS’ TO JOIN” Intentional outreach to engage new faces. We position GGA to lead but also be adept to take a step back to listen, follow, or partner.

HEADLINE INDICATORS

2022 CRITICAL INITIATIVES

• Completed learning assets • Status reports on individual and group learning progress • Post-completion evaluation

• Develop a learning strategy with curriculums, training strategies, and plans for GGA participants in coordination with SECF • Launch Learning Management System (LMS) to develop, deliver and manage process

• Branding on Purpose – Marketing/PR plan to target all funders working in Georgia including social media, website, media/pr, targeted business development • Ensure we are reaching the different types of foundations (corporate, family, private, community). • Deploy a CRM in careful coordination with SECF. • Launch a series of participant growth initiatives, including peer-to-peer strategies, to bring in all funders working in Georgia - from metro to rural to national

• Event participation, engagement, and evaluation • Private social media group member count (Facebook, LinkedIn) • Net Promoter Score

• Number of GGA participants • Diversity of participation • Activity level of on communication platform (click throughs, content added, queries made, replies to queries)

• Develop network model and scope framework that includes process, technology, etc. • Develop and launch network mapping story telling campaign to feature examples of funding collaborations and impact

2 16

FINDING YOUR FORTE STRATEGIC ARTICULATION

DEVELOP AND CONNECT PHILANTHROPIC LEADERS

STRATEGIC PRIORITY

THINK BIG (By 2026 we will see)

START SMALL (By December 2022, we will see)

SCALE FAST (By 2024, we will see)

GGA is the preeminent resource for aspirational, connected, and knowledgeable philanthropic leaders working in Georgia.

GGA is the learning center for funders working in Georgia to gain timely insights and grow their skills around our through lines (racial equity, civic engagement, environmental sustainability).

GGA participants have chosen learning and project goals and are tracking progress and experiences with certifications and digital badges.

GGA convenes ANY AND ALL funders in Georgia to ensure its reach into all Georgia communities.

GGA is a known quantity to the entire funder community working in Georgia and its key partners by being responsive to the way we collectively address issues using philanthropy.

GGA has a strategy to reach untapped funders working in Georgia that and works intentionally to engage them (make room for everyone at the table).

Grantmakers are well networked, know each other and the communities served, and USE those relationships to do their work.

GGA has formally developed it’s ‘network of networks’ with tools and communication mediums that promote the rapid and transparent exchange of information about issues and strategies in Georgia.

Philanthropy leaders in GA are easily able to query interest areas and quickly connect with colleagues and partners to explore strategies or access guidance.

FINDING YOUR FORTE STRATEGIC ARTICULATION

DEVELOP AND CONNECT PHILANTHROPIC LEADERS

DIFFERENTIATORS

HEADLINE INDICATORS

CRITICAL INITIATIVES

• Completed learning assets • Status reports on individual and group learning progress • Post-completion evaluation

• Develop a learning strategy with curriculums, training strategies, and plans for GGA participants in coordination with SECF including Learning Management System (LMS) to develop, deliver and manage process

• Branding on Purpose – Marketing/PR plan to target all funders working in Georgia including social media, website, media/pr, Formalize and implement business model of Fees for Service, Grants, Operations Grants and other contributions including development of pitch deck, prospect targeting strategy and development management routine • Ensure we are reaching the different types of foundations (corporate, family, private, community). • Deploy a CRM in careful coordination with SECF. • Launch a series of participant growth initiatives, including peer-to-peer strategies, to bring in all funders working in Georgia - from metro to rural to national

• Event participation, engagement, and evaluation • Private social media group member count (Facebook, LinkedIn) • Net Promoter Score

• Number of GGA participants • Diversity of participation • Activity level of on communication platform (click throughs, content added, queries made, replies to queries)

• Develop network model and scope framework that includes process, technology, etc. • Develop impact network mapping approach through participant workshops. Use these maps to develop data and cumulative mapping for impact and results.

Initiative Priority:

High

Medium Low

FINDING YOUR FORTE STRATEGIC ARTICULATION

INTERPRET AND INFLUENCE PUBLIC POLICY

STRATEGIC PRIORITY

BUILD Build and sustain trusted relationships between funders and with key partners, positioning GGA as a go-to, trusted, nonpartisan resource and being responsive to the communities we serve.

THINK BIG (By 2026 we will see)

START SMALL (By December 2022, we will see)

SCALE FAST (By 2024, we will see)

GGA issues policy priorities, develops a nonpartisan GGA

Georgia foundations believe policy is central to advancing their work and begin aligning around 2-3 data- driven, pragmatic priority issues.

GGA participates in coalitions to advance policy reforms and tracks how philanthropy is addressing gaps/ accelerating progress towards a more equitable Georgia.

Advocacy Agenda, and enlists others to act on policy solutions that center civic engagement, racial equity, and environmental sustainability.

GGA participants understand the impact of public policy and use advocacy to influence action on Georgia issues

GGA members have selected public policy learning tracks and professional development goals. GGA is curating and delivering targeted support for each group.

An increasing number of GGA members apply intentional public policy lenes to their foundation’s work, share progress with peers, and identify joint action steps.

Philanthropic leaders engage with multiple key partners on issues where GGA involvement has clear and unique impact

GGA promotes the role for philanthropy in Georgia public policy, is sought out by key partners, and has formalized relationships to influence policy design and implementation.

Delegation of GGA members and key partners co- develop collective vision for implementation of Federal funds.

FINDING YOUR FORTE STRATEGIC ARTICULATION

INTERPRET AND INFLUENCE PUBLIC POLICY

DIFFERENTIATORS

COMMIT Commit to tracking philanthropic activity in Georgia and to continually developing relationships, trust, and partnerships despite the constant change and turmoil at the state level

HEADLINE INDICATORS

CRITICAL INITIATIVES

• Number and types of key partners • Number of Passing Gear philanthropy indicators tracked by GGA • Number of people committed to GGA policy priorities • Negative consequences of GGA influence work

• GGA commissions and socializes Georgia Passing Gear Philanthropy Report that identifies priority issues and creates a SMIRF dashboard • GGA develops a five-year policy agenda that is co-designed and endorsed by key partners • Design, develop and execute public policy leadership institute/tracks with a segmented delivery model for adults • Develop and illustrate stories that link grantees (nonprofits) to the policy priorities and policy agenda (For example, National Black Child Development Institute identifies the need to alleviate school suspensions and GA education funders advocate for/influence this priority) • Implement GGA partnership framework that defines priority relationship types (formal, content providers, informal collaborator, etc.), establishes plan and process for external engagement • Co-develop a communications plan to disseminate data, research, community stories that promote the GGA policy priorities and agenda • Establish calendar of activities, convenings, listening tours, interviews with key partners • The key partnerships would also create learning environments and use storytelling to help inform and educate policy makers and the public

• Number of GGA participants making progress on their public policy and advocacy- related learning goals • Number of shared action steps established

• Number and strength of key partners for public policy work • (Social Network Analysis) • Breadth/amount of support provided by GGA members to key partners • Levels of goodwill (members and partners)

Initiative Priority:

High

Medium Low

FINDING YOUR FORTE STRATEGIC ARTICULATION

ACTIVATE AND ALIGN FOUNDATION CAPITAL

STRATEGIC PRIORITY

THINK BIG (By 2026 we will see)

START SMALL (By December 2022, we will see)

SCALE FAST (By 2024, we will see)

GGA gets behind and fuels Passing Gear and social impact investment leaders while also recruiting more foundation SMIRF (within and into Georgia). GGA boosts a virtuous cycle specific to its policy priorities by linking funders to investment priorities to grantees to impact opportunities to stories. GGA members achieve their missions and advance equitable solutions by embracing shared data, applying SMIRF tools, and using new communication technologies to foster a learning community.

GGA is the sought-out partner for local and national social impact and SMIRF-oriented funders and groups.

Alongside key partners, GGA generates a drumbeat about Passing Gear Philanthropy and SMIRF.

GGA issues a joint report with MDC, SECF, and GSIC that documents how philanthropy is closing gaps in Georgia.

GGA is the place that you come to see where your work can connect to the larger Georgia ecosystem and then GGA will help you get there.

GGA members describe how their SMIRF is at work in Georgia.

GGA helps convert SMIRF ideas into action and action into results for Georgia issues while capturing and telling those local case studies and stories.

GGA participants pursue the “multiplier effect” of foundations aligning with other investors and public capital to catalyze equitable outcomes.

GGA promotes (3-4) specific opportunities for foundation SMIRF to make a difference in specific Georgia communities.

Facilitate by GGA, Georgia’s community foundations lead the region in Passing Gear Philanthropy.

FINDING YOUR FORTE STRATEGIC ARTICULATION

ACTIVATE AND ALIGN FOUNDATION CAPITAL

DIFFERENTIATORS

TAKE RISKS! Tell the stories. And be comfortable with the constructive criticism that will come.

HEADLINE INDICATORS

CRITICAL INITIATIVES

• Amount of GGA member aligned and/or pooled SMIRF investments around GGA policy priorities • Number of relationships with national funders • Completion of state report (series) • Number of participants in sessions and workshops featuring SMIRF in Georgia

• Contract with MDC for Georgia Passing Gear report, dashboard, training series Position in business model for monetization as workshop / fees for service.

• Market GGA as the “go-to” place to get connected, see the broad landscape, and access coaching • Promote best practices for collaborative philanthropic initiatives • Develop leadership and talent that embraces Passing Gear Philanthropy, SMIRF, and impact investing for equitable outcomes • Work with funder groups (Ed Funders, MHFC, GFNRE) to co-host issue-specific Passing Gear training • Enable Georgia grantmakers to develop an understanding of the interrelated impact at the individual, subject matter, and systems levels strategies • Promote collaborative philanthropic initiatives that align with GGA policy priorities and can attract investments from funders outside Georgia. • Curate a library of models and case studies to use as guides • Feature GSICs impact investing asset map of potential sources of capital that can benefit Georgia communities, in particular public sources of capital • Build relationships with intermediaries (ex. CDFIs) so that GGA members can seamlessly invest

• Use of data by foundations • (MDC) Levels of SMIRF capital in Georgia • Number of dual GGA and GSIC members • Number of LinkedIn/social media members

• Number of CoPs that include SMIRF and GGA • Number of stories and case studies featuring SMIRF by Georgia funders • Number of different Georgia communities represented in stories and case studies • Number of types, sizes, and locations of foundations featured in cases/stories about using SMIRF in Georgia

Initiative Priority:

High

Medium Low

FINDING YOUR FORTE STRATEGIC ARTICULATION

TO MAKE A TRANSFORMATIONAL DIFFERENCE IN ALL GEORGIA’S COMMUNITIES

STRATEGIC PRIORITY

THINK BIG (By 2026 we will see)

START SMALL (By December 2022, we will see)

SCALE FAST (By 2024, we will see)

GGA reaches out, engages, and works to understand the priorities of currently underrepresented communities.

Georgia grantmakers consistently use disaggregated data and consider the impacts of their grantmaking on all Georgia constituents.

GGA is elevating the voices of the communities we serve.

GGA is a major catalyst in bringing metro and rural Georgia communities to the same table while promoting equitable philanthropy.

GGA members think more broadly about the strategies employed in their work (capital beyond financial) and begin using strategies tailored to and informed by particular communities.

Georgia has a new and more equitable standard for philanthropic practices with an emphasis on Black and Brown communities.

Historically marginalized communities in Georgia close the gaps in social determinants of health with help from Passing Gear Philanthropy.

GGA helps members and key partners understand community priorities in relation to philanthropic investments (current and potential).

National funders and key partners look to GGA for coordinated approaches to systems change in Georgia and co-invest.

FINDING YOUR FORTE STRATEGIC ARTICULATION

TO MAKE A TRANSFORMATIONAL DIFFERENCE IN ALL GEORGIA’S COMMUNITIES

DIFFERENTIATORS

REACH OUT GGA must proactively seek and engage participants and partners with diverse experience so that their contributions are valuable, and they feel valued.

HEADLINE INDICATORS

CRITICAL INITIATIVES

• Develop outreach, branding, and publicity to bring awareness to communities • Engage new and different grantmakers that represent underrepresented communities as participants and leaders in the work of GGA

• Amount of GGA participant funding and investment in Black and Brown communities • Percentage of total Georgia philanthropy that goes to under-invested communities

• Ensure that all GGA programming is built with an intentional focus on examining disparities of experience and results for various populations • Co-develop studies and GGA workshops to explore SMIRF strategies for under- invested communities and their missed equity opportunities • Develop and deploy our equity, diversity and inclusion plan that addresses our action items for internal to GGA, participants and target communities. Include organizational policy, practices and shared vocabulary to communicate what GGA is doing to advance equitable policies, systems, and practices • Strengthen the definitions and implementation of GGA’s through lines – racial equity, environmental sustainability, and civic engagement • Identify and engage national funders with a physical presence in Georgia • Utilize GGA committees as an opportunity to engage and develop new participants and bench strength for the Steering Committee • Engage MDC to establish a dashboard of gaps in Georgia’s social determinants of health

• Position on ranked state list of indicators • Changes in parity on well-being indicators between groups and communities in Georgia

• Increased presence of national funders at GGA programs • Increased interactions between GGA members and national funders • Amount of GGA member funding and investment in high-priority gaps/community priorities

Initiative Priority:

High

Medium Low

FINDING YOUR FORTE STRATEGIC ARTICULATION

GGA ORGANIZATIONAL EXCELLENCE

STRATEGIC PRIORITY

STRENTHEN GGA Organizational Model to build on its foundation and deliver the business case of the new Strategic Articulation Map

THINK BIG (By 2026 we will see)

START SMALL (By December 2022, we will see)

SCALE FAST (By 2024, we will see)

GGA team has grown to support long term sustainability that supports growth and transition. It’s people model scales with the success of it’s work.

Strong, stabilized and committed leadership foundation and staffing to guide new direction and strategy with new resource growth sprouts.

Growing, philanthropy ‘start-up’ style team with emerging culture to drive transformation

GGA has advanced it’s growth through an innovative, purpose- focused business model designed to scale with its impact.

GGA has launched its new business model leveraging its high participant value proposition and regard and moving into careful and deliberate growth.

New participants engaging GGA as an emerging model creating swell in business model.

SECF lifts up GGA partnership as a model for other states that are seeking to do the same thing - expand the role of their statewide org (Contingent on business model decision to maintain affinity group status with SECF)

GGA and SECF aligned and recommitted to GGA strategic direction and, where necessary, revisited MOU to new Strategic Articulation Map.

GGA’s value proposition is distinct from the SECF value proposition and modeled for other regional affinity groups.

FINDING YOUR FORTE STRATEGIC ARTICULATION

GGA ORGANIZATIONAL EXCELLENCE

DIFFERENTIATORS

COMMIT To new organization and cease interim, temporary people and leadership decisions

HEADLINE INDICATORS

CRITICAL INITIATIVES

• Formalize employment agreement with current contracted executive director. • Develop staffing profile for new team additions and scale up to full-time resources based on business model take-up. (Model team / staffing plan to align to key roles in SAM (ie Directors of Convening, Policy, Aligned Capital, Community Transformation)

• Number of FTEs • Resource $ / Revenue

• Use strategic articulation map / pitch deck to commit current and prospective funders through grants to operationalize the new model. • Develop pitch deck to retain / grow GGA participants

• Number and size of funders and funding

• Service level agreements from revised MOU. • Metrics that reflect shared mission.

• Propose revised memo of understanding based on new strategic articulation map. • Develop contingency plan for separation if necessary, terms are not agreeable

Initiative Priority:

High

Medium Low

FINDING YOUR FORTE STRATEGIC ARTICULATION

Timeline

2022

Priority Complexity

2023 2024 2025 2026

Q1 Q2 Q3 Q4

DEVELOP AND CONNECT PHILANTHROPIC LEADERS

Develop a learning strategy with curriculums, training strategies, and plans for GGA participants in coordination with SECF including Learning Management System (LMS) to develop, deliver and manage process

Medium Low

Branding on Purpose – Marketing/PR plan to target all funders working in Georgia including social media, website, media/pr, Formalize and implement business model of Fees for Service, Grants, Operations Grants and other contributions including development of pitch deck, prospect targeting strategy and development management routine

High

Ensure we are reaching the different types of foundations (corporate, family, private, community).

Medium Low

Deploy a CRM in careful coordination with SECF

High

Launch a series of participant growth initiatives, including peer-to-peer strategies, to bring in all funders working in Georgia - from metro to rural to national

Medium Medium

Develop network model and scope framework that includes process, technology, etc.

Medium Medium

Develop impact network mapping approach through participant workshops. Use these maps to develop data and cumulative mapping for impact and results.

Medium High

Initiative Priority:

High

Medium Low

FINDING YOUR FORTE STRATEGIC ARTICULATION

2022

Priority Complexity

2023 2024 2025 2026

Q1 Q2 Q3 Q4

INTERPRET AND INFLUENCE PUBLIC POLICY

GGA commissions and socializes Georgia Passing Gear Philanthropy Report that identifies priority issues and creates a SMIRF dashboard

High Medium

GGA develops a five-year policy agenda that is co-designed and endorsed by key partners

Medium High

Design, develop and execute public policy leadership institute /tracks with a segmented delivery model for adults

Medium Medium

Develop and illustrate stories that link grantees (nonprofits) to the policy priorities and policy agenda (For example, National Black Child Development Institute identifies the need to alleviate school suspensions and GA education funders advocate for/influence this priority)

Medium Medium

Implement GGA partnership framework that defines priority relationship types (formal, content providers, informal collaborator, etc.), establishes plan and process for external engagement

Medium Medium

Co-develop a communications plan to disseminate data, research, community stories that promote the GGA policy priorities and agenda

Medium Medium

Establish calendar of activities , convenings, listening tours, interviews with key partners

Medium Low

The key partnerships would also create learning environments and use storytelling to help inform and educate policy makers and the public

Medium Low

Initiative Priority:

High

Medium Low

FINDING YOUR FORTE STRATEGIC ARTICULATION

2022

Priority Complexity

2023 2024 2025 2026

Q1 Q2 Q3 Q4

ACTIVATE AND ALIGN FOUNDATION CAPITAL

Contract with MDC for Georgia Passing Gear report, dashboard, training series

High Medium

Market GGA as the “go-to” place to get connected, see the broad landscape, and access coaching

Medium Low

Promote best practices for collaborative philanthropic initiatives

Medium Low

Develop leadership and talent that embraces Passing Gear Philanthropy, SMIRF, and impact investing for equitable outcomes Work with funder groups (Ed Funders, MHFC, GFNRE) to co-host issue-specific Passing Gear training Enable Georgia grantmakers to develop an understanding of the interrelated impact at the individual, subject matter, and systems levels strategies

Medium Medium

High Medium

Medium Medium

Promote collaborative philanthropic initiatives that align with GGA policy priorities and can attract investments from funders outside Georgia

Medium Medium

Curate a library of models and case studies to use as guides

Medium High

Feature GSICs impact investing asset map of potential sources of capital that can benefit Georgia communities, in particular public sources of capital

Medium Low

Build relationships with intermediaries (ex. CDFIs) so that GGA members can seamlessly invest

Low Medium

Initiative Priority:

High

Medium Low

FINDING YOUR FORTE STRATEGIC ARTICULATION

2022

Priority Complexity

2023 2024 2025 2026

Q1 Q2 Q3 Q4

MAKE A TRANSFORMATIONAL DIFFERENCE IN ALL GEORGIA’S COMMUNITIES

Develop outreach, branding, and publicity to bring awareness to communities

High

Engage new and different grantmakers that represent underrepresented communities as participants and leaders in the work of GGA

Medium Medium

Ensure that all GGA programming is built with an intentional focus on examining disparities of experience and results for various populations Co-develop studies and GGA workshops to explore SMIRF strategies for underinvested communities and their missed equity opportunities Develop and deploy our equity, diversity and inclusion plan that addresses our action items for internal to GGA, participants and target communities. Include organizational policy, practices and shared vocabulary to communicate what GGA is doing to advance equitable policies, systems, and practices Strengthen the definitions and implementation of GGA’s through lines – racial equity, environmental sustainability, and civic engagement

Medium Medium

High

Medium Low

Identify and engage national funders with a physical presence in Georgia

High

Low

Utilize GGA committees as an opportunity to engage and develop new participants and bench strength for the Steering Committee

Medium Low

Engage MDC to establish a dashboard of gaps in Georgia’s social determinants of health

High

Low

Initiative Priority:

High

Medium Low

FINDING YOUR FORTE STRATEGIC ARTICULATION

2022

Priority Complexity

2023 2024 2025 2026

Q1 Q2 Q3 Q4

GGA ORGANIZATIONAL EXCELLENCE

Formalize employment agreement with current contracted executive director

High

Low

Develop staffing profile for new team additions and scale up to full-time resources based on business model take-up. (Model team / staffing plan to align to key roles in SAM (ie Directors of Convening, Policy, Aligned Capital, Community Transformation)

Medium Medium

Using SAM, enroll current funders in new model to commit their continued investments and pursue longer term commitments (Assumption: We will sustain or grow current level funding)

Medium Medium

Develop pitch deck to retain / grow GGA participants

High

Low

Propose revised memo of understanding based on new strategic articulation map.

High Medium

Develop contingency plan for separation, if necessary, terms are not agreeable

High

Initiative Priority:

High

Medium Low

FINDING YOUR FORTE STRATEGIC ARTICULATION

Go to Market Strategy and Business Model

FINDING YOUR FORTE STRATEGIC ARTICULATION

Our Vision

THINK BIG (By 2026 we will see)

START SMALL (By December 2022, we will see)

SCALE FAST (By 2024, we will see)

Connected, networked, and growing philanthropic leaders that are leaning in together to influence policy and collaborating on their capital investments across the entire state of Georgia to fuel transformations.

Learning and partnership focused funders finding their place in new GGA strategic direction while enhancing their portfolios and exploring investment collaborations with their philanthropy peers.

Funders have ignited collaborations and started new funding synergy strategies. They are also beginning to bring new funders into the fold being emblazoned by non-profit partner story telling and impact affirmations.

FINDING YOUR FORTE STRATEGIC ARTICULATION

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