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The Leadership Deficit: Workforce Education Needs of the U'S' Nonprofit Sector Part II: Action

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Title: The Leadership Deficit: Workforce Education Needs of the U'S' Nonprofit Sector Part II: Action


1
The Leadership Deficit Workforce Education Needs
of the U.S. Nonprofit Sector (Part II Action)
  • Professional Education
  • at the
  • University of Utah
  • Anne OBrien
  • Aobrien_at_aoce.utah.edu
  • (801) 585-0945

Nonprofit Leadership Program University of
Connecticut David Garvey d.garvey_at_uconn.edu (860)
486-1757
2
Nonprofit Sector Research
3
Nonprofit Sector Research
  • Nonprofit sector continues to grow (Dolan)
  • 1 of national employment beginning of 20th
    century (Mirabella and Wish)
  • 10 of workforce today with more than 13 million
    employees (Mirabella and Wish and Wing, Pollak,
    and Blackwood)
  • As government continues to shrink, nonprofits
    continue to grow (Dolan)

4
Nonprofit Sector Research
  • 77 million baby boomers make up half of todays
    workforce with 38 million Gen Xers to replace
    them (Teegarden)
  • 72 of nonprofit leaders are in their 40s and 50s
    (AECF Executive Transition Survey, 2004)
  • 2/3 plan to leave current position in next 5
    years (AECF Executive Transition Survey, 2004)
  • Less than 35 of nonprofits have succession plans
    (Basinger)

5
Nonprofit Education Research
6
Nonprofit Education Research
  • Most nonprofit managers lack formal management
    training (Werther and Berman)
  • 18 of nonprofit programs located in the West
    (29 NE, 38 Midwest)
  • Programs created in ad-hoc manner
  • Most housed in the MPA program
  • 65 of MPAs offer some nonprofit courses
  • 31 of MBAs

Source Mirabella and Wish
7
Nonprofit Education Research
  • Growth of graduate programs with nonprofit
    concentration (Mirabella and Wish)
  • 1990 17
  • 1999 76
  • 2000 83
  • 2006 137
  • Most offer graduate certificates and degrees
    (Mirabella Wish)

8
Nonprofit Education Research
Source Mirabella and Wish/Dolan
9
Nonprofit Education Research
  • Training topics needs (Dolan)
  • Fundraising and like activities
  • When fundraising removed, evenly dispersed
  • Low priority on accounting and finance

Yet budgeting tools can translate into less need
for fundraising - Dolan
10
Nonprofit Education Research
  • Nonprofits are recognizing the importance of
    continued education
  • Nearly 1 in 5 enrolled in a nonprofit management
    degree or certificate program (CompassPoint)
  • Nonprofit Times 55 of respondents offer
    professional development/ education or tuition
    reimbursement (The Nonprofit Times, 2007)
  • Increase of 5 over previous year (The Nonprofit
    Times, 2007)

11
Utah Nonprofit SectorSurvey Results
12
Respondent Experience and Education
  • Collaborated with UNA and USFR to gather survey
    information
  • More than 90 respondents
  • About 2/3 had more than 5 years experience (with
    about 40 of these respondents with more than 10
    years experience)
  • Other 1/3 had 5 years or less

13
Respondent Experience and Education
  • Almost 60 were from a management team (CEO,
    President, CFO, COO, ED/EO, Development
    Director/Officer, Board Member)
  • About 50 had some graduate level and above
  • 39 with graduate or above
  • 35 had bachelors

14
Skills/Subjects Most Important to Organizations
15
Training Topics of Greatest Need
16
Survey Results
  • The majority did not feel the education and
    training opportunities available met their needs
  • The majority preferred the instructors be a mix
    of both academic and practitioner
  • The majority found value in University of Utah
    Certificate
  • The majority would like credit toward a masters
    program

17
Survey Results
  • Class structure varied except high response to
    web-based training
  • Majority not sure if would attend if Academy
    created
  • Majority would send employees if Academy created
  • Stipulations cost, availability, applicability

18
Summary
  • Clearly a market for a high level program in Utah
  • Needs to address areas of concern cost,
    applicability, availability (schedule)
  • Needs to be collaborative

19
Program Research
  • Reviewed 3 universities
  • Case Western
  • Mandel Center for Nonprofit Organizations
  • First nonprofit graduate program
  • Executive doctorate, masters, graduate
    certificate, dual degree
  • Certificate program feeds graduate program but
    acceptance not guaranteed
  • Do not collaborate with nonprofit orgs

Source Mirabella and Wish
20
Program Research
  • Reviewed 3 universities
  • Iowa State
  • Nonprofit Management Academies
  • Noncredit program
  • Extensive collaboration

Source Mirabella and Wish
21
Program Research
  • Reviewed 3 universities
  • Arizona State
  • Center for Nonprofit Leadership and Management
  • Graduate certificate, undergrad concentration,
    workshops, conferences, professional development
  • Extensive collaboration

Source Mirabella and Wish
22
What does this Mean?
  • Losing institutional knowledge
  • Unprepared pipeline
  • Emphasis on nonprofits from higher education
    institutions
  • Need to address the need for practical training
    in Utah

23
The Nonprofit Academy for Excellence at the
University of Utah
  • one of the innovative programs of 2007
  • - President Young, University of Utah

24
Collaborative ProcessAdvisory Committee
  • Nonprofit support organizations UNA, USFR, Utah
    Arts Council, Fieldstone Foundation, United Way
  • Practitioners Executive directors and highly
    regarded consultants and instructors
  • Funders
  • Academicians
  • Later Government and Park City Foundation

25
Collaborative ProcessSubcommittees
  • Created subcommittees based on topics
  • Identified a chair for each topic area (track)
  • Recruited members
  • Discussed best practices of specific roles to
    determine track courses

26
Nonprofit Academy for Excellence
  • 5 Tracks/Certificates
  • Fund Development for Nonprofits
  • Human Resource Management for Nonprofits
  • Leadership and Management for Nonprofits
  • Financial Management for Nonprofits
  • Self-directed

27
Academy Mission and Audience
  • Mission
  • To deliver a leadership and management academy
    that inspires excellence in nonprofit management
    and governance
  • Audience
  • Dedicated professionals seeking training and
    development in the area of nonprofit management

28
Academy Messaging
  • Helping You Do a Better Job of Making a Difference

29
Statements that Resonate
  • Funders look to see if nonprofits invest in their
    people and are prepared for the future

If one assumes that a nonprofit is only as good
as its people, then training and development
represent key tools for improving the performance
of the nonprofit. Werther and Berman
30
Nonprofit Academy for Excellence
  • 7 days
  • 3 core classes
  • Foundations of the Nonprofit Sector
  • Board Management for Nonprofits
  • Creating an Actionable Plan for Excellence
    Academy Wrap-up
  • Recommended courses based on track
  • Nonprofit electives/On-Demand program

31
Nonprofit Academy for Excellence
  • 1275 including materials
  • Run all classes within one-year
  • Allow two years to complete
  • Attain a University of Utah Certificate
  • Posted on transcript
  • Provides CEUs

32
Nonprofit Academy for ExcellenceScholarship
Support
LTC. Francis E. and Joan L. O'Brien Memorial
Scholarship
All Matching Scholarships
33
2007 Fall Semester Launch
  • Marketing Additional marketing funds
  • Brochure
  • Webincluding how to ask management/board for
    funding
  • Open House-for each launch
  • Email
  • Flyers
  • Radio underwriting
  • Local alternative paper
  • Extensive outreachcollaborative effort

34
2007 Fall Semester Launch
  • 70 applications
  • Maximum of 30
  • All from different organizations
  • Mostly seasoned nonprofit or for-profit
    professionals
  • Accepted (deferred for spring) or waitlisted most
    all
  • 27 attendees

35
2008 Spring Semester
  • Approximately 25 new applications
  • Maximum of 30
  • Many from same organizations as fall
  • Still high level professionals
  • 29 attendees
  • Out of the 90 applicants, more than 60 applied
    for scholarships

36
Assessment
  • Overallgreat evaluations
  • Focus group
  • Success stories from scholarship recipients

37
Changes for 2008-2009
  • One class absorbed into another
  • Changed some course titles
  • Minor tweaks to course content
  • Instructors well received
  • Funder change organizational request for
    funding, not individual

38
2008 Fall Semester
  • Received 40 applications
  • Many from same organizations as 2007-2008
  • More than half applied for scholarships
  • More middle and lower level
  • 32 attendees

39
2008 Fall Semester
  • Same funders and new funders

LTC. Francis E. and Joan L. OBrien Memorial
Scholarship
40
Future
  • Submitted proposal to gain MPA credit
  • Continuous improvement through evaluations, focus
    groups, advisory committee, individual interviews
  • Course ideas shared with partners
  • Economic situation creates uncertainty
  • Need for training even more important
  • Need for scholarships
  • Adjust messaging

41
Nonprofit Academy for Excellence at the
University of Utah
  • www.continue.utah.edu/proed/nonprofit
  • proed_at_aoce.utah.edu
  • (801) 585-1780

42
(No Transcript)
43
The 2016 Leadership Shortage
  • Boomer Retirement
  • Increased Demand
  • Inadequate Succession
  • Low Pay
  • Lack of Diversity

2016
2008
44
Current Senior Managers
10 of Color
Emerging Managers
45
Current Senior Managers
Boomer Retirement
10 of Color
Inadequate Succession Low Pay
Emerging Managers
Small pool Unprepared pool
46
Connecticut Nonprofit Sector Management Pool
  • Boomer Retirement
  • Increased Demand
  • Inadequate Succession
  • Low Pay
  • Lack of Diversity
  • New HR Resources
  • Increased Demand
  • Mergers Alliances
  • Better Pay Packages
  • Increased Diversity

Ample Pool
Diminished Pool
Bad 2016 Better
2016
47
Senior Managers
Increase Diversity
Strategic Alliances Mergers Increased Pay
packages
Emerging Managers
48
2016 Pool of
Executive Directors
Potential Human Resource Streams Encore Career
Professionals Mid-Career Bridgers Current Staff
Reflective of
Communities College Students High school
Students
49
Current Executive Directors
Mid-Career Bridgers
Encore Professionals
Increase Diversity
Practitioners Reflective of Community
College Students High school Students
Emerging Leaders
Strategic Alliances Mergers
Increased Pay packages
50
Summer 09 Retreat Experience
Executive Directors
Mid-Career Bridgers
Encore Professionals
University of Connecticut Nonprofit Leadership
Program
Ct. Dept. of Labor United Way Other Partners
Public Allies College Students High school
Students Nonprofit Workforce Coalition
Practitioners Reflective of Community
Emerging Leaders
20082009
51
Nonprofit Collaboration Myth Challenge
42 Lack of Collaborative Skills Resources G
arvey (2006) Mitchell Drake (2005)

Ostrower
(2004a) Reisch Sommerfeld (2003) Taskahashi
Smutney (2002)

Reisch Sommerfeld (2003)
When you put a bunch of people together youre
going to have some great ideas... But who is
going to follow through?...Who is going to call
the meetings? Who is going to write the minutes?
Who is going to set the place?... Simple
thingswho is going to do all that? If you leave
it up to the agencies, thats like another burden
on them. Small CT Nonprofit Director lamenting

his
involvement in nonprofit collaborations

Garvey (2006)
human catalyst Garvey (2006)


Mitchell Drake (2005)

Ostrower (2004b)
52
(No Transcript)
53
Moving Forward
Specialized Programs in Governance Fund
Development Program Impact Assessment Financial
Management Human Resources and more.
54
  • Nonprofit Academy for Excellence
  • Anne E. OBrien
  • Aobrien_at_aoce.utah.edu
  • www.continue.utah.edu/proed/nonprofit
  • (801) 585-0945

David Garvey d.garvey_at_uconn.edu http//continuin
gstudies.uconn.edu/professional/nonprofit/ (860)
486-2574
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