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Title: Gone are the days when the nonprofit sector could count on a steady stream of new recruits willing t


1
  • Gone are the days when the nonprofit sector
    could count on a steady stream of new recruits
    willing to accept the stress, burnout, and the
    persistent lack of resources that come with a
    nonprofit job.
  • - Paul Light

2
The Next Generation of Development Professionals
  • Amie Latterman
  • Development Director, SPUR San Francisco
    Planning Urban Research
  • www.spur.org
  • Former National Co-Chair, Young Nonprofit
    Professionals Network
  • www.ynpn.org

3
Agenda
  • A little about my perspective
  • Context for this discussion
  • Training new fundraisers
  • Resources for young fundraisers
  • Managing new fundraisers
  • QA

4
Objectives
  • Have identified potential road-blocks in bringing
    up new development staff in their organization
  • Understand the overall problems associated with
    leadership development in the nonprofit sector
    and why it is crucial to foster a career path for
    future fundraisers.
  • Learn how leadership development strategies are
    working in various parts of the U.S.
  • Have learned about resources available for
    training the next generation.

5
Context
  • 9.4 m paid FTE 4.7 m volunteer FTE 321.6 b in
    wages
  • Over the last two decades, the total number of
    nonprofit organizations tripled.
  • Growing concern over what will happen when the
    Baby Boomers leave the helm executive
    transition on a large scale.
  • Not an issue of younger professionals entering
    the sector they are doing so in large numbers.
  • ___________________
  • Well need 640,000 new senior nonprofit
    managers by 2016, an impressive number by far,
    but it should be no thing for a sector with more
    than 9 million workers currently in place to fill
    those roles, especially with energetic young
    people coming to the nonprofit field in droves.
  • - Stanford Social Innovation Review, Jan 2008

6
Context
  • Young leaders felt that older leaders did not
    respect that they were coming from a place of
    knowledge and legitimacy. They consistently
    expressed feeling undervalued.
  • Frances Kunreuther, 2005.

7
Context
8
Context
  • 2004 survey of some 2,200 nonprofit organizations
    by the Annie E. Casey Foundation found roughly
    65 anticipated a change in top leadership by
    2009. 
  • Recommendations
  • Expanded intergenerational dialogue on leadership
  • Increased investment in younger leaders,
    especially those of color
  • More viable retirement paths for the current
    generation of leaders

9
Background
  • 2005 Frances Kunraither recommendations
  • Invest in younger leaders
  • Identify and nurture more leaders of color
  • Make it viable for directors to imagine and
    pursue a transition
  • Promote a healthier balance between work and
    family/personal life
  • Broaden intergenerational discussion
  • Examine current org structures and expectations

10
Context
  • 2006 Report by the Meyer Foundation and
    CompassPoint, a survey of 2,000 nonprofit
    executive directors disclosed that about 75 do
    not plan to remain in that position in five
    years. 
  • Reasons for leaving nonprofit sector leadership
    are
  • burnout and a lack of work-life balance
  • low pay
  • the strains of fundraising
  • governance struggles with boards,
  • more attractive private sector opportunities
  • Most leaders had not broached the subject of
    succession planning.

11
Context
  • 2006 Bridgespan Study
  • Recommendations
  • Invest in leadership capacity
  • Refine management rewards to attract and retain
    talent
  • Expand recruiting horizons and foster individual
    career mobility

12
Context
  • 2007 partnership by CompassPoint Nonprofit
    Services, the Annie E. Casey Foundation, the
    Meyer Foundation and Idealist.org surveyed 6,000
    people.
  • Overwhelming fundraising responsibilities, long
    hours, sub-par pay rates, and meager
    consideration for retirement are not what will
    attract bright and talented people to nonprofit
    careers, however mission-driven they might be.

13
Context
  • Recommendations
  • Provide mentors and help employees meet leaders
    of similar organizations
  • Offer better salaries and benefits when possible
  • Restructure organizations to give younger staff
    members more responsibility and create a more
    evident career track

14
Context
  • Stanford Social Innovation Review
    (www.ssireview.org), Jan 2008
  • Recommendations
  • Provide mentoring opportunities to younger
    employees. Allow work time to be used for
    mentoring sessions monthly or quarterly.
  • Give junior employees tangible leadership
    opportunities such as leading a meeting, managing
    an important project from start to finish, or
    supervising an intern or volunteer.
  • Encourage all staff to pursue learning
    opportunities outside of their job description
    help staff to know each piece of the
    organization.
  • Involve staff in major decision-making, such as
    the organizations strategic planning process or
    prep for an important board meeting

15
_______________________________Stepping up or
Stepping Out A Report from the Young Nonprofit
Professionals Network ___________________________
____
16
YNPN Background
  • 10,000 member network of young nonprofit
    professionals
  • Chapters offer a combination of professional
    development, networking and access to resources
  • National YNPN works to support local chapters
  • Organization is entirely volunteer-driven to
    date, through national and local boards comprised
    of membership

17
Survey
  • Intent was to provide a voice missing from the
    leadership deficit conversation
  • Surveyed our 10,000 members to ascertain their
    preparedness for leadership positions in the
    nonprofit sector.
  • 1,687 responses - chose to focus our analysis on
    respondents with 4 years of experience in the
    sector

18
Key Findings
  • 45 of respondents plan to leave the sector for
    their next position
  • 48 consider lack of management experience a
    barrier to taking on an ED position
  • Many consider the ED job too stressful and
    difficult to balance with a personal life
  • One third consider it highly likely that they
    will serve as an ED in the future

19
Why are we Losing Talent?
Burnout and low wages were consistently cited as
reasons why staff leave the sector
20
Preferred Next Sector
Only 55 of our members are planning to work in
the sector for their next position. There is no
clear preferred alternate sector
21
Concern about the ED role
  • Members cited fear of long hours, stress, and
    lack of work/life balance as reasons not to
    become an ED
  • Over 50 of respondents said it was likely that
    they would serve as EDs in the future
  • Demonstrates deep ambiguity about how leadership
    positions are currently structured in the sector

22
Role of Current Leaders
  • Create opportunities for staff to take on greater
    leadership responsibilities
  • Provide mentoring to future leaders within your
    organization
  • Project a balanced image of the role to your
    staff
  • Shared leadership situations would encourage me
    to stay in the field, particularly when there is
    support re fundraising/development.
  • - Survey Participant

23
Role for Funders and MSOs
  • Provide funding for nonprofits to invest in
    career path and leadership development
  • Create a talent bank of young nonprofit
    professionals to enable talent-sharing for
    nonprofits linked by issue and geography

24
Addressing Sector Concerns
Our members have significant qualms about being
able to balance their work-life and personal
obligations in leadership roles
  • Highlight models of organizations and leaders
    that address these concerns
  • Demonstrate that they can build a successful
    career in the sector
  • Engage them in co-creating new structures that
    better meet organizational needs and their own

25
Professional Development
  • Cultivating competencies
  • Articulating core competencies will not only help
    your mentees, but also your colleagues and
    yourself.
  • Clearly framed core competencies make evaluations
    easier, and provide milestones for new
    fundraisers to achieve.
  • Develop core competencies in writing, donor
    relations, project management, marketing,
    interpersonal skills

26
Professional Development
  • Benchmarking and modeling best practices
  • Development, especially major gifts fundraising,
    can be challenging and intimidatingrole-playing
    and modeling are often helpful
  • Clearly outline your decision-making process for
    your mentees.

27
Professional Development
  • AFP web conferences and chapter sessions
  • YNPN chapter workshops
  • Mentoring programs
  • Coaching
  • The Foundation Center
  • The Fund Raising School _at_ Indiana Univ.
  • TGCI the Grantsmanship Center
  • Compasspoint in SF Support Center for Nonprofit
    Management in NYC etc.

28
Resources
  • Public Allies
  • Various Ethnic Professional Associations
  • Young Women Social Entrepreneurs
  • Bay Area Options
  • AFP Mentoring Program
  • CompassPoint
  • Development Executives Roundtable

National Options American Humanics Charity
Channel Coro Fellowship Program in Public
Affairs Emerging Practitioners in Philanthropy
The Foundation Center The Fund Raising School
(Indiana University Center on
Philanthropy 30,000 grads!) The Grantsmanship
Center, Inc. Grassroots Fundraising
Journal onPhilanthropy and other blogs
  • YNPN
  • Job Seeking Tools
  • Membership Connections Listserv
  • Mentoring Events
  • Professional Networking

29
Managing New Fundraisers
  • Involve in group meetings planning
  • Formalize orientation
  • Document procedures and protocols
  • Do training before handing over a project
  • Frame education as an on-going, every day, every
    hour thing
  • Support professional development informal and
    formal classes
  • Encourage volunteerism and leadership development
    for a few hours each month.
  • Admit your own mistakes

30
Managing New Fundraisers
  • Assessing work styles and strengths
  • Assign different types of tasks in the first few
    weeks to gauge attention to detail, research
    capability, interpersonal skills, etc. Tasks may
    include tracking RSVPs, producing nametags,
    creating a prospect profile, low-stakes phone
    assignments
  • Those with work experience transitioning into
    development may be more aware of their needs as a
    managed employee
  • ? How much guidance did they need? How
    comfortable were they making decisions? Did they
    prefer written directions (i.e. email), or verbal
    discussions?

31
Managing New Fundraisers
  • Providing feedback
  • Make it a regular thing when negative feedback
    comes out of nowhere its disconcerting
  • Make sure your expectations are clear, and in
    line with the core competencies youre trying to
    cultivate.
  • Acknowledge success
  • Work with HR if possible to set up systems that
    enable your direct reports to comfortably provide
    feedback about you

32
Managing New Fundraisers
  • Challenging and motivating young fundraisers
  • Those new to the working world will not only be
    learning development from you theyll also be
    learning how to be a professional.
  • Set consistent standards and recognize
    achievements
  • Have new fundraisers formulate goals, explore
    different types of development, and monitor their
    job satisfaction
  • Fundraisers must be intrepid, no matter what
    their giving area encourage resourcefulness,
    initiative, and creativity!
  • Communityshared experiencessupport. Peer
    groups are valuable.

33
Acknowledgement
  • Dee Dee Mendoza, Associate Director of
    Development, College of Engineering, UC Berkeley
  • Josh Solomon and Yarrow Sandahl of YNPN National
    Board of Directors
  • Annie E. Casey Foundation
  • Compasspoint
  • Eleanor A. Smith
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