San Francisco Psychoanalytic Institute and Society
The San Francisco Psychoanalytic Institute and Society (SFPI&S) Board of Trustees
determined in 2004 that the organization needed to develop a strategic plan to guide its
work over the next 5-10 years. This decision was driven by concerns about long-term
financial viability, organizational effectiveness, membership morale, the need to develop
a financing plan for the new building, the desire to build philanthropic support, and the
changing environment for psychoanalysis and its practitioners.
The Strategic Plan was developed over a period of 18 months through a highly
participatory process. Spearheaded by a Board-appointed Strategic Planning
Committee, the process included a survey of all members, interviews with key
informants, joint meetings with Foundation and Education Committee leadership, and
two retreats with the Board. The Strategic Planning Committee retained a consultant,
Cynthia M. Ulman, to design, facilitate, and document findings of the planning process.
The resulting plan recommends important structural and programmatic changes
designed to advance the organization’s overall mission, improve its financial situation,
and continue to meet members’ needs. All of these elements are necessary to support
continuation of the organization’s historic mission of training psychoanalysts.
History and Mission of SFPI&S
The Society and the Institute were founded in the early 1940s as related but separate
organizations both affiliated with the American Psychoanalytic Association and
dedicated to advancing the science and practice of psychoanalysis. In 1961 the two
organizations were incorporated as a single organization, the San Francisco
Psychoanalytic Institute & Society.
Over the years SFPI&S has grown and evolved, developing clinical programs and
providing continuing education, research sponsorship, public outreach activities, and the
Erik H. Erikson resource library. Its membership has expanded numerically and
geographically to approximately 300. The membership is aging, however, and it is not
being adequately replenished given the number and age of candidates in training.
SFPI&S is a largely volunteer-driven organization with a small professional
administrative staff to support and help coordinate the activities of the organization’s
In 2001 the SFPI&S Board of Trustees adopted the following broad, diverse mission
that articulates the organization’s commitment to serving both its members and the
SFPI&S Strategic Plan Page 1 May, 2006
The San Francisco Psychoanalytical Institute and Society
is dedicated to advancing the vitality and enduring value
of psychoanalysis in northern California.
This mission statement called upon the Board of Trustees to establish policies that
address each of the following:
• Provide training and continuing education of psychoanalysts, mindful of
the needs of our local and extended communities.
• Promote the understanding of and regard for psychoanalysis in the mental
health community and community at large.
• Make affordable psychoanalytically-oriented services available to patients,
programs, and institutions.
• Support and enrich the professional lives of members.
• Further psychoanalytic knowledge and practice through writing, research,
and public presentation.
SFPI&S works closely with two related but separate organizations that have
complementary missions and representation on the SFPI&S Board:
• Friends of SFPI&S (“Friends”), founded in 1976 to provide a link to the
community at large, and particularly the mental health community.
• San Francisco Foundation for Psychoanalysis (“Foundation”), founded in 1993 to
support SFPI&S by raising funds, holding organizational assets and engaging in
community outreach activities.
Situation Analysis – SFPI&S in 2005
At the start of the strategic planning process in early 2005, an assessment of the current
situation was completed. Financial and operational data were reviewed, a survey
solicited input from all members and candidates, structured interviews were conducted
with 25 internal and external key informants, and the SFPI&S Board participated in a
focus group discussion. Analyses from these studies are included as appendices to this
report, beginning on page 16.
SFPI&S Strategic Plan Page 2 May, 2006
As a result of this comprehensive data collection and analysis, the Strategic Planning
Committee identified and quantified five critical issues to address.
1. The variability in candidate enrollment levels will soon begin to shrink
the organization’s membership and erode its financial situation – even if
enrollment stabilizes at 8 candidates per year.
2. Annual operating deficits will increase from $50,000 to $250,000 or more
by 2020. By that time, revenue other than dues and tuition would have
to more than double to cover $1,000,000 of the organization’s projected
annual budget that dues and tuition will not cover.
3. The organizational structure and allocation of time and financial
resources do not support SFPI&S’s diversified mission and values.
4. The Training Analyst system has a divisive and negative impact on
SFPI&S, and presents an impediment to recruiting candidates. Half of
internal respondents felt it had a negative impact, as did all external
5. Competition is stiff for the limited pool of potential candidates.
To summarize the situation of SFPI&S in 2005, the Strategic Planning Committee
identified the organization’s strengths and weaknesses, as well as the opportunities and
threats it is likely to face over the next several years. That information is captured in the
tables on the following 2 pages.
SFPI&S Strategic Plan Page 3 May, 2006
• Involvement and talent of members, faculty, leadership, and
• Excellent reputation of psychoanalytic training programs.
• Forum for exchanging ideas.
• Member loyalty/appreciation of intellectual, social, and
psychoanalytic identity-building opportunities.
• Foundation’s ownership of San Francisco real estate.
• Successful outreach efforts including Extension Division, Liaison
& Outreach Committee, and programs of the Foundation such
as Theater on the Couch.
• Collaborative relationships with other organizations, such as
Access Institute, PINC, RAMS, and the JCCSF for Freud Fest.
• Limited financial resources – projection of long-term operating
• Low morale among members.
• Dissatisfaction with the Training Analyst (TA) system.
• Duplication and fragmentation of effort, inefficient structure,
overextended volunteers resulting in slow response time and
• Variable candidate enrollment with high resource costs for
• Lack of visibility and impact in the broader community.
• Resistance to change.
• Low status of volunteer outreach work.
• Poor communication with community audiences.
• Lack of Board fundraising experience and capacity.
SFPI&S Strategic Plan Page 4 May, 2006
• Intensify outreach to other mental health professionals.
• Develop educational programs for other professions.
• Increase visibility and improve reputation through low-fee clinics,
community service, and cultural programs for the general public.
• Collaborate with other organizations and educational institutions.
• Conduct research.
• Develop a psychotherapy training program.
• Provide continuing medical education (CME).
• Indications of declining market for and interest in psychoanalysis.
• Reduced interest in psychoanalysis as part of psychiatric and
psychology training programs.
• Uneven demand for extended education programs.
• Divisiveness of TA system.
• Competition, especially the increasing strength of PINC.
• Perception that SFPI&S is rigid, hard to work with, and does not respond
adequately to requests for help.
SFPI&S Strategic Plan Page 5 May, 2006
The Strategic Plan – Building a Sustainable Future
There are five strategic goals that SFPI&S must accomplish to address its critical
challenges and secure its future. In the following pages each of the five goals will be
defined and discussed.
The Five Strategic Goals
• Fully commit to the broad mission of SFPI&S.
• Restructure the organizational leadership to accomplish the
• Strengthen the internal management structure.
• Improve member morale and build commitment.
• Build sustainable financial performance.
Goal #1: Fully commit to the broad mission of SFPI&S.
The organization’s commitment to the 2001 mission was critically examined and
ultimately reaffirmed through this strategic planning process. Originally SFPI&S was
dedicated to training psychoanalysts and serving the needs of its members. Over the
years the organization has evolved from being an institute and professional “trade
association” that existed almost exclusively to benefit practicing psychoanalysts and
candidates into an organization that also provides educational programs and services to
benefit the wider professional community and the public. The mission adopted in 2001
explicitly endorses this expanded and diversified identity, but the broader purpose is not
reflected in the allocation of financial, volunteer, or staff resources.
SFPI&S must become more mission-driven. The Board and other volunteer leaders
must use the mission statement to balance the organization’s components so that each
aspect of the mission receives appropriate attention. The Board of Trustees and other
organization leaders must align and deploy resources in a way that is consistent with
training psychoanalysts, and serving both the membership and the wider community.
The organization’s vision of professional training and education must extend to
encompass candidates, graduates, and other mental health providers. Working toward
this goal will increase the organization’s impact, effectiveness, and long-term health.
• Communicate the broad mission more clearly and frequently to internal
and external audiences.
SFPI&S Strategic Plan Page 6 May, 2006
• Use the mission explicitly to evaluate the expected opportunities and costs
of proposed decisions.
• Use the mission explicitly to evaluate the actual benefits and costs that
result from key decisions over time.
• Build programs, relationships, and organizational capacity in areas of
o Links to the broader mental health community.
o Capacity to work with and benefit the community at large.
o Affordable psychoanalytically-oriented services.
o Writing, research, and public presentation
• Change the name to The San Francisco Bay Area Center for
Psychoanalysis (“The Center”) so that it more accurately reflects the
Goal #2: Restructure Leadership to Accomplish the Mission.
Commitment to the broader mission requires rebalancing The Center’s structure. The
current structure is well-aligned with the mission of training psychoanalysts. It does not
commit adequate resources, however, to carry out other aspects of the mission,
especially outreach and fundraising. The structure needs to provide for better
coordination among diverse functions within the organization so that psychoanalytic
training, other educational programs, community outreach, member services, and
research/advocacy form a more seamless whole. One major step in this direction is to
merge the Foundation into The Center for reasons discussed below.
The Board of The Center will need to focus its work on major policy issues and fiscal
oversight throughout this transition and going forward. This is a change from the
current BOT where many of the analyst Board members hold program management
and program development roles as committee chairs. These roles immerse them in
organizational operations to a degree that tends to pull the Board away from the policy
issues that are the purview of a non-profit governing body. While most analyst Trustees
will probably continue to have operational responsibilities within the organization, the
Board’s role should be to:
• Develop and refine The Center’s strategy.
• Oversee the use of organizational resources as financial stewards.
• Guard and maintain focus on carrying out the mission.
SFPI&S Strategic Plan Page 7 May, 2006
• Assure that The Center’s by-laws and structure support the
• Advocate and raise funds for The Center.
• Provide expert advice to staff and volunteers to advance The
• Assure that The Center develops its capabilities over time as
internal and external conditions change.
• Merge SFPI&S and the Foundation to support the broader mission.
o Integrate operations and fundraising into a single, unified
o Foster dialog with the broader community.
o Draw targeted expertise and community linkages onto the
integrated Board to support focus on policy-level issues.
o Expand the overall mix of skills among Board members.
o Improve organization’s access to pro-bono professional services.
• Create two leadership positions to work in partnership addressing internal
and external issues.
o President of The Center – an analyst who focuses on overseeing
internal operations and coordination of services.
o Chairperson of the Board – a community Trustee who keeps the
Board’s work focused on setting policy, planning long-term
strategy, and raising funds.
o Continue offices of Secretary, Treasurer, Past President/Vice
SFPI&S Strategic Plan Page 8 May, 2006
• Build Board capacity to provide the three major functions of non-profit
boards – doing work, offering wisdom, and gathering wealth – by
expanding the mix of skills. The Board should have expertise in:
o Organizational and non-profit management.
o Legal and financial issues.
o Marketing and public relations.
o Outreach and community relationship development.
• Align Board composition with broader mission.
o Include at-large (analyst) members.
o Include community representatives.
o Include representation for Friends and candidates.
• Assure Board balance between internal and external focus.
o Create The Center’s Board with a majority of community Trustees
to govern the merged Institute/Society/Foundation consistent with
the broader mission.
o Establish a Board-appointed Nominating Committee with a majority
of analysts (including member-elected analysts not drawn from the
Board) that screens and nominates all potential Trustees.
o Fill Board vacancies for analyst positions by presenting a slate of
candidates for election by The Center’s full membership, with
opportunities for write-in candidacy.
o Fill Board vacancies for community representatives by presenting
candidates for election by The Center’s Board of Trustees.
SFPI&S Strategic Plan Page 9 May, 2006
• Develop by-laws changes and plan the transition process to merge
o The Governance Task Force, an existing sub-committee of the
BOT and the Foundation Board, is charged with developing specific
recommendations for by-laws revision and organizational transition.
o Recommendations will include Board size, term limits and rotation,
standing committees, officer roles, and implementation.
Goal #3: Strengthen the Management Structure for More Effective
The Center will continue to be a volunteer-driven organization with its work carried out
through a complex system of committees and task forces. Coordination will remain a
major challenge in sustaining historic program strengths, sharing resources among
existing programs and services, and developing new initiatives. With the intent of
reducing duplicated effort, the management structure and committee system must
improve communication among volunteer and staff leadership. Committees must be
functional, task-oriented groups with the mix of skills, experience, and expertise
required to do their job. Designing the management structure more functionally will
support the intent of balancing resources in training, member services, community
outreach, and advocacy consistent with the broad mission. To this end, a new
organization-wide management structure has been developed for The Center.
SFPI&S Strategic Plan Page 10 May, 2006
San Francisco Bay Area Center for Psychoanalysis
Board of Trustees
Directors, Division Executive
Heads, Faculty Chair) Director
Community Academic &
Membership Psychoanalytic Applied PA,
Divisions Education and
Services Training Advocacy &
This management structure has several new features designed to carry out The
Center’s goals and operations more effectively, as the following strategy description
SFPI&S Strategic Plan Page 11 May, 2006
Strategy: Management Structure
• Create a Management Team that incorporates key volunteer and staff
leadership to coordinate and develop programs/services consistent with
The Center’s mission and policy.
o Led by the President, the Management Team includes the
president-elect or past president, division chairs, faculty chair,
executive director, development director, and administrative
o President is accountable to the Board for the organization’s
• Organize four divisions to group related programs together.
o Each division develops and delivers education and other programs
targeted at particular audiences.
o President appoints division chairs in consultation with the
leadership of the division.
o Division chairs are responsible for division operations, appoint
committee chairs within their division, and serve on the
• Charge the Education Task Force (an existing sub-committee of the
Strategic Planning Committee, the Education Committee, and the Faculty)
with the following tasks:
o Recommend an internal structure for the Psychoanalytic Training
Division (PTD) that includes:
Transfer of Education Committee administrative functions to
Two separate committees to oversee Training Analyst
functions and Supervising Analyst functions.
A mechanism for Training Analysts and other faculty to
discuss and advise on educational policy.
Transfer to PTD of Curriculum and Curriculum Evaluation
Committees currently under Faculty Council
o Recommend implementation process to establish the PTD and
sunset the Education Committee.
SFPI&S Strategic Plan Page 12 May, 2006
o Identify responsibilities and tasks of the Faculty and its committees.
o Reorganize cross-division committees, including Education
Program Chairs and Continuing Education.
• Create a Community Education and Service Task Force to design the
Community Education & Service Division.
o Recommend internal structure for this division.
o Recommend implementation process.
• Redesign the Faculty Organization
o Sunset the existing Faculty Council and dedicate the faculty
organization to providing a pool of analysts who can teach in all
programs, and developing them as teachers.
o Faculty will elect a chair who appoints chairs of faculty committees
on appointment and development of faculty.
o Faculty Chair sits on Management Team to participate in
coordination of Center activities.
Goal #4: Improve Member Morale and Build Commitment.
The member survey confirmed anecdotal information about a decline in SFPI&S
member morale and commitment. As a volunteer-led, membership organization The
Center must address and resolve issues that have created significant discontent, many
of which revolve around the training analyst system. It is important to retain members’
loyalty and to motivate them to bring program opportunities, professional relationships,
and funding sources to the organization in a mutually beneficial and ethical way.
Strategy: Member Commitment
• Engage members in meaningful organizational work.
o Implement The Center’s proposed management structure to clarify
authority and accountability and reduce the duplication of effort and
miscommunication among divisions and committees that frustrates
o Clearly define functions and tasks of all committees and work
groups to focus effort on work that has a clear purpose and
contributes to the organization’s mission.
o Reduce or adjust reliance on volunteers for key functions, using
volunteer time wisely.
SFPI&S Strategic Plan Page 13 May, 2006
• Address the concerns that affect member’s morale
o Restructure the Training Analyst system to address its divisive
effect on membership.
o Equalize reward systems for teaching in outreach programs and
o Build a functional, rational, fair and transparent distribution of power
throughout the organization.
Goal #5: Build Sustainable Financial Performance.
The current financial situation is not sustainable over the long term. The Center needs
to enhance its revenue flow by increasing candidate enrollment, developing new
revenue-generating programs, and embarking on a serious program of fundraising and
grantsmanship. No single element of the revenue strategy is sufficient by itself to
achieve sustainable financial performance.
Strategy: Enhance Revenue
• Sustain enrollment at 8-10 candidates per year by:
o Strengthening candidate recruitment through effective marketing,
including member referrals and attractive programs.
o Examining and addressing barriers to enrollment.
o Providing a positive experience for potential candidates and
enrolled candidates to generate enthusiasm that will encourage
• Pilot a psychotherapy training program on the Peninsula that will generate
new revenue, and evaluate financial and programmatic feasibility of
providing continuing education courses.
• Continually seek and evaluate opportunities to develop programs that will
contribute to The Center’s financial health.
• Consider using technology to regionalize programs cost effectively.
• Adjust member dues to keep pace with cost inflation.
• Increase fundraising capacity by:
o Raising the organization’s profile in the community by having more
community Board members, outreach programs, and joint
programs/services with compatible organizations.
SFPI&S Strategic Plan Page 14 May, 2006
o Deliver visible benefits to other professions, the general public, and
underserved target groups that will help make a compelling case for
o Develop the Board’s expectation and ability to donate and to solicit
• Begin planning in 2006 for a $5 million capital campaign to raise funds to
furnish and equip the new facility and to grow endowment.
Over the next 5 years the operating budget will balance if all of these strategies are
successfully implemented. Each of the strategies listed above has an important role to
play in moving the organization toward its goal of long-term sustainability.
The elements of this plan are tightly linked together in a strategy that affirms the
mission, combining our tradition of excellent psychoanalytic training with programs
serving the mental health community and general public. To succeed, the organization
must ensure that all aspects of the mission receive necessary and appropriate
resources. This will require significant reorganization of the Board, the management
structure, the staff, and the volunteer committees. Merging the Institute & Society and
the Foundation will marry the professional association that delivers programs and
services with the community organization that seeks to raise funds and generate
broader interest. The Strategic Plan presents an enormous opportunity to live up to the
mission of “advancing the vitality and enduring value of psychoanalysis in Northern
SFPI&S Strategic Plan Page 15 May, 2006
Trend in New Candidate Enrollment 17
Total Projected Membership by Category 18
Projected Financial Impact of Active Membership Decline 19
Projection of Long-Term Operating Deficits 20
Allocation of Volunteer Resources – 2005 21
Allocation of Staff Resources – 2005 22
Geographic Distribution of Members & Candidates – 2005 23
Member Survey Respondents 24-25
Key Informant Interview Methodology 26
Members’ Assessment of Priorities and Program Development 27
Respondents’ Assessment of Benefits of SFPI&S Membership 28
Data on Attitudes Toward the Training Analyst System 29
SFPI&S Strategic Plan Page 16 May, 2006
Trend in New Candidate Enrollment
The number of new candidates enrolling in the SFPI&S psychoanalytic training program
reached a peak in 1994 and has gradually declined over the last 10 years, with a return
in 2005 to 8 candidates. Average enrollment per year from 2000 -2005 was 6 new
Number New Candidates
10 10 10 10
6 6 6
6 5 5
SFPI&S Strategic Plan Page 17 May, 2006
Total Projected Membership by Category
Enrolling 8 new candidates per year, as the chart below shows, results in a gradual
decline in Active membership, while SFPI&S continues to increase the number of Life
200 183 181 181 180 180 175 169
166 166 166
Number of Members
126 131 133
11 12 13 14 15 16 17 18 19 20
20 20 20 20 20 20 20 20 20 20
Life Members Active Members
SFPI&S Strategic Plan Page 18 May, 2006
Projected Financial Impact of Active Membership Decline
Even adding 8 new candidates per year, revenue from dues and tuition drops from 35%
to 21% of the organization’s overall budget over the next 15 years. The relatively flat
level of dues and tuition revenue, contrasted with increases in the total budget,
necessitates obtaining more than $1,000,000 from revenue sources other than dues
and tuition to balance the budget. This is almost double the current amount of revenue
required from such sources.
Dollars in thousands
2005 2010 2015 2020
D&T @ 8 candidates Budget
SFPI&S Strategic Plan Page 19 May, 2006
Projection of Long-Term Operating Deficits
Over the next 15 years, the operating deficits will grow dramatically unless action is
taken. With 8 new candidates per year the annual deficit quadruples to $247,000 by
2020. The situation with an average of 4 candidates per year is even worse, with the
annual deficit reaching $299,000.
Dollars in thousands
2004 2005 2010 2015 2020
4 candidates/year 8 candidates/year
SFPI&S Strategic Plan Page 20 May, 2006
Allocation of Volunteer Resources – 2005
A detailed study was conducted to estimate volunteer hours contributed by members to
the programs, services, and administrative activities of SFPI&S. The chart below shows
the breakdown of hours reported. Total annual hours equaled 16,804, which is the
equivalent productive (non vacation/holiday) time of more than 8.75 full-time employees.
Based on self-reported estimates of time, this data is subjective and should not be
assumed to be completely reliable. It does, however, provide an “order of magnitude”
indication of the extent of volunteer involvement by SFPI&S members.
Volunteer Hours per Year
SFPI&S Strategic Plan Page 21 May, 2006
Allocation of Staff Resources – 2005
A similar study was conducted to allocate staff hours to the programs, services, and
administrative activities of SFPI&S. The chart below shows the breakdown of hours
reported. Total annual hours equaled 14,195. It is interesting to note that operating
SFPI&S utilizes nearly 20% more volunteer time than staff time.
Staff Hours per Year
(20%) Adm inistration
SFPI&S Strategic Plan Page 22 May, 2006
Geographic Distribution of Members & Candidates – 2005
Two-thirds of SFPI&S members are located in San Francisco and the East Bay. The
remaining third are predominantly located on the Peninsula and in Marin. For
candidates, this geographic concentration is even more pronounced. Nearly half (47%)
are based in San Francisco, with another 35% coming from the East Bay and 15%
drawn from the Peninsula. Marin and Sacramento each had only 1 candidate enrolled
The degree to which membership and/or candidacy can be increased by making
programs and services more accessible regionally is a question that was considered
during the Strategic Planning process. A pilot psychotherapy training program located
on the Peninsula and future consideration of technological approaches to distance
learning are included in the Strategic Plan’s recommendations.
SFPI&S Members by Location
Number of Members/Candidates
S. F . Bay ns ul
a n o .
M ari c ramen t the r U.S Inte rn a
Eas t Pen i Sa O
SFPI&S Strategic Plan Page 23 May, 2006
Member Survey Respondents
A written survey was distributed to all members and candidates. The survey
respondents provided good representation of the SFPI&S community, as shown below.
• 62 members and candidates responded.
• 22% response rate is higher than usual for such organizational surveys.
• Responses represented the diversity of member geographic distribution.
Survey Respondents by Location
Number of Responses
San Francisco East Bay Peninsula Marin Other/Unknown
SFPI&S Strategic Plan Page 24 May, 2006
Member Survey Respondents (continued)
Survey respondents also reflected the diversity in membership status, and roles
(Training Analyst/non-Training Analyst) as shown below.
Survey Respondents by Roles
Number of Responses
Non-TA Members TAs Candidates Unknown
SFPI&S Strategic Plan Page 25 May, 2006
Key Informant Interview Methodology
A series of key informant interviews was conducted to gather in-depth comments on
SFPI&S’s current situation and future direction. The Strategic Planning Committee
• 16 internal informants to represent a wide range of experience in, affiliation with,
and perspectives on the organization.
• 9 external informants representing such organizations as SFFP, PINC, Access
Institute, CPMC, CSPP, and others.
These 25 individuals were assigned to and interviewed by Strategic Planning
Committee members following a guided interview format to produce consistent results.
The interviews were analyzed by the planning consultant, Cynthia Ulman.
The Board of Trustees participated in a structured focus group interview led by Ms.
Ulman. Information from this session was analyzed in conjunction with the member
survey and key informant data.
SFPI&S Strategic Plan Page 26 May, 2006
Members’ Assessment of Priorities and Program Development
The survey asked members what they thought the organization’s priorities should be
over the next five years. Promoting psychoanalysis, recruiting candidates, and serving
the general public emerged as the highest priorities.
Survey Respondent Priority Rankings
Serve general public
Build member practices
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Low priority Neutral High priority No response
Another question asked what existing programs should be expanded or new programs
should be offered over the next five years. Continuing education for mental health
professionals and psychotherapy training ranked highest.
Survey Respondent Program Recommendations
Expand low-fee clinic
CE for MH professions
0% 20% 40% 60% 80% 100%
Low priority Neutral High priority No response
SFPI&S Strategic Plan Page 27 May, 2006
Respondents’ Assessment of Benefits of SFPI&S Membership
Members were asked in the survey what they received from their membership in
SFPI&S that they valued most highly. The responses pointed to the important function
the organization provides as through professional and social opportunities to connect
with and learn from peers, affiliate with the profession, and strengthen the individual
practitioner’s professional identity. Financial gain and prestige were noted significantly
Most Valued Aspects of Membership
0% 20% 40% 60% 80% 100%
Low priority Neutral High priority No response
SFPI&S Strategic Plan Page 28 May, 2006
Data on Attitudes Toward the Training Analyst System
The survey and key informant interviews provided clear information about the Training
Analyst system. The chart below shows the member survey responses to a question
about how the TA system affects their attitude toward SFPI&S and participation in the
organization’s activities. While 50% felt it had a negative impact on them, only 8%
reported it had a positive impact. The unclear responses generally expressed
ambivalence, with many noting negative impacts of the TA system on the organization
Respondents' Attitudes About TA System
Positive Neutral Negative Unclear
Member comments on the TA system tended to characterize it as “elitist,” “divisive,” and
“self-serving.” It was seen as an impediment to recruiting candidates and a structure
that pulled Education Committee members away from Society activities. All external
informants also saw the Training Analyst system as negative, contributing to a
reputation for hierarchy, rigidity, and exclusivity for SFPI&S.
SFPI&S Strategic Plan Page 29 May, 2006