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Alliance for Children and Families Leadership Deficit

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(retirement of managers from baby-boomer generation/lack of career ... and motivating such individuals to consider careers in nonprofit human services. ... – PowerPoint PPT presentation

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Title: Alliance for Children and Families Leadership Deficit


1
Alliance for Children and FamiliesLeadership
Deficit
  • Presented by Undraye P. Howard, M.A.

2
Outline
  • General observations about the future in dealing
    with the leadership deficit  
  • Non-profit organizations and the leadership
    deficit
  • The Alliance for Children and Families strategies
    in dealing with the leadership deficit

3
Generic Observations on Talent and Leadership
  • Quality and depth of leadership drives results
    that a non-profit can deliver
  • There is difficulty in recruiting quality talent
    for the non-profit sector
  • There is and will continue to be a demand for
    quality leadership talent, particularly in the
    roles of
  • CEO, COO, CFO and other key senior leadership
    positions

4
Inadequacy Among Top-Tier Non-profit Strategy
  • Develop internally (ad-hoc internal training and
    attending conferences.
  • Quality uneven and inconsistent/smaller agencies
    cannot do this
  • Recruit independently (a great deal of NPOs do
    this online and through personal networking).
  • Costly and time intensive
  • Executive Search
  • Wrong fit and costly

5
Reality is
  • There is an enormous demand
  • (over the next 10 years the sector is expected
    to attract and develop some 640,000 new senior
    managers/growing number of non-profits/growth in
    size of non-profits)
  • Constrained Supply
  • (retirement of managers from baby-boomer
    generation/lack of career
  • mobility for current managers/natural turnover of
    current managers out of
  • full time leadership roles)
  • Source The non-profit Sectors Leadership
    Deficit, Tom Tierney, 2006

6
Solutions the Alliance has Recognized
  • Increased access to networks of quality
    candidates outside of the traditional forms of
    recruiting
  • Invest in current staff and talent
  • Consistent knowledge and understanding of best
    practices in recruiting and hiring
  • More internal resources available to manage
    searches for senior leaders

7
Alliance Deals with Leadership Deficit
  • Recruitment Practices
  • Retention and Development Practices
  • Both Recruitment and Retention Development
    strategies play a role in dealing with the
    leadership deficit

8
Alliances Recruitment Strategies in Addressing
the Leadership Deficit (internal/external)
  • Continuous investment in our leaders
  • Executive Leadership Institute
  • Leadership Development Workshops
  • University Collaboration (Bellevue University)
  • Relationship Building and Sharing

9
Recruitment (internal and external)
  • Making a bridge between the for-profit and
    non-profit world
  • Special Relationship Building (Bridgestar/Bridgesp
    an, executive search firms with a focus on
    non-profit environment
  • Eliminate the myths about non-profits through a
    series of publications and newsletters
  • Strong advocacy and public policy initiative
  • Accreditation
  • Scenario Planning
  • Making it a goal to become a best place to work
    organization through competitive benefits,
    flexible culture
  • Becoming more cognizant of inter-generational
    differences

10
Executive Leadership Institute
  • A partnership between the Alliance and the
    University of Michigan-Ann Arbor.
  • The vision here is to expand the pool of
  • senior-level managers, leaders, and
  • executives prepared and equipped to lead the
    non-profits of today and beyond
  • Leadership and Management Tracks

11
Partnership Example
  • An innovative pilot program between Public Allies
    and the Alliance being conducted at several of
    our member organizations to attract diverse,
    young talent to work in the nonprofit social and
    human services field.

12
Initiative
  • What does it take to recruit and retain the best
    people? What attitudes and systems need to change
    in order to make this happen?

13
Goal
  • The goal of the project is to create and/or
    strengthen multiple pathways into non-profit
    human services careers for young people who have
    an interest or potential passion for the work
    these agencies do. Through a partnership approach
    between Public Allies and the Alliance three
    phases will be implemented over a 12-month period
    to accomplish this.

14
Assessment Activity
  • The appointment of a project director to
    coordinate and implement project work.
  • The creation of a 12-member Advisory Committee to
    guide this effort..
  • Personal interviews with 32 Alliance member
    agencies to identify current pathways into human
    service employment and discover elements of the
    cultural gap between current providers and young
    people.
  • Focus group discussions with young people
    including high school and college graduates to
    identify key indicators for capturing the
    attention of and motivating such individuals to
    consider careers in nonprofit human services.
  • Evaluation of recent research on the career and
    service aspirations of young adults.

15
Assessment Activity
  • An assessment of the best practices of other
    national organizations (including AmeriCorps,
    Teach America, City Year, Public Allies,
    Idealist) to identify factors critical to the
    success of marketing and recruitment activities
    aimed at younger individuals considering careers
    in the nonprofit sector.

16
Phase II
  • We will focus on the development of the model
    program, including the creation of sector
    descriptors and formation of the marketing,
    recruitment and placement strategies.

17
Phase III
  • We will test market the model program, and
    conceptualize and budget a broader piloting
    effort to implement the model.

18
Anticipated Outcomes
  • A clear understanding will be obtained of the
    barriers and opportunities to recruiting young
    people to nonprofit human service careers, as
    well as what child and family agencies must do to
    be more attractive magnets for young adults
    interested in nonprofit careers.
  • A clear, succinct description of the nonprofit
    child and family-serving workforce will be
    developed. This will include descriptors not only
    of the depth and breadth of human service career
    opportunities, but also of the staff employed
    there, as well as the individuals, families and
    communities they serve.

19
Anticipated Outcomes
  • Multiple pathways into nonprofit human service
    careers will be identified and assessed for their
    effectiveness.
  • A model program, including marketing,
    recruitment, placement and human resource
    management strategies, will be created as a
    template to begin attracting young people into
    nonprofit human service careers.
  • A plan to pilot the model program will be
    conceptualized and budgeted, and a funding
    proposal to underwrite this final phase will be
    developed.

20
Deliverables
  • A written report detailing the results of
    personal interviews with Alliance member
    agencies. Contained within this report will be
    descriptions of human service career
    opportunities, staff employed there, and the
    individuals, families and communities nonprofits
    typically serve. The report will also include a
    sub-section summarizing the results of secondary
    research examining nonprofit workforce issues.
  • A written summary of Focus Group results. This
    report will detail the barriers and opportunities
    to recruiting young people to nonprofit human
    service careers, as well as the suggestions
    participants made to child and family agencies to
    become attractive magnets for young adults
    interested in nonprofit careers

21
Deliverables
  • An overview of Best Practices deployed by other
    organizations engaged in recruiting young people
    to nonprofit careers. This overview will multiple
    pathways into nonprofit human service careers,
    assessing those pathways for effectiveness.
  • A template to begin attracting young people into
    nonprofit human service careers will be created
    for the field of nonprofit child and family
    services. This model program will include
    marketing, recruitment and placement.

22
Retention Development Practices
(internal/external)
  • Performance objectives are agreed upon and set in
    place
  • The Alliance has taken the stance that
    opportunities and growth for leadership must be
    nurtured on a continuous and consistent basis
  • Leadership Council (participative leadership)
  • Assignment of special projects for new leadership
  • Succession Planning

23
Seven Steps ofSuccession Planning
  • Assessment of Current Operations
  • Key Leadership Priorities / Milestones
  • Internal Management Analysis
  • Leadership Profile Requirements
  • Succession Scenarios
  • Creation and Adoption of Guidelines and
    Procedures
  • The Cost of Succession Planning and Leadership
    Transition

24
STEP 1 - Assessment of Current Operations
(Three-year Retrospective)
  • Governance
  • Finance Administration
  • Fundraising External Relations
  • Programs Services
  • Human Resources
  • Quality Control/Compliance/Risk Management
  • Strategic Plan/Business Plan

25
STEP 2 - Key Leadership Priorities/Milestones
  • Next 12 months
  • 12-24 months
  • Beyond 24 months

26
STEP 3 - Internal Management Analysis
  • Key Persons Identification
  • Functional Job Assessments
  • Capacity Appraisal

27
STEP 4 - Leadership Profile Requirements
  • Content Knowledge and Training
  • Functional Skills and Abilities
  • Personal Attributes Behaviors

28
STEP 5 - Succession Scenarios
  • Planned
  • Unplanned
  • Extended Absence
  • Permanent Departure

29
STEP 6 - Creation and Adoption of Guidelines
and Procedures
  • Leadership Succession Plan
  • Board Policies, Guidelines Procedures
  • Three Major Components
  • Board Adopted Policies
  • Board Chair Executive Committee Guidelines
  • Scenario Procedures Processes

30
STEP 7 - The Cost of Succession Planning
Leadership Transition
  • Establishing a Viable Leadership Succession Plan
  • Leadership Training Development
  • Interim Leader Expenses
  • Search Selection Process
  • Human Morale, Momentum, Slack

31
Discourse and Communication
  • Development of CFO and CEO portals and networking
    opportunities
  • Webinars and teleconferences that feature key
    content and knowledge about strategies and goals
    that are working
  • Specialized segmented meetings for organizations
    (complex structure meeting)
  • Conferences and networking

32
Other Thoughts
  • We need to invest in the Baby Boomer generation
    (potential consultants)
  • There has to be a greater connect between the
    generation Xs, and Millennial with Baby Boomers
    in transferring and sharing of info.
  • A greater sharing of resources amongst NPOs
  • Sensible mergers and acquisitions
  • A bigger bridge needs to be built between the
    for-profit world and the non-profit environment

33
Undraye P. Howard, M.A.
  • Director of Consultation and Leadership Services
  • Alliance for Children and Families
  • 11700 West Lake Park Drive
  • Milwaukee WI 53224-3099
  • 414-359-1040, ext. 3618
  • uhoward_at_alliance1.iorg
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