Archive for April, 2009

Report: Finding Leaders for America’s Nonprofits by The Bridgespan Group





Despite tightening budgets, nonprofits foresee a need to fill 24,000 vacant or new roles in 2009, according to the Bridgespan Group report, “Finding Leaders for America’s Nonprofits.” Over 400 U.S. leaders of nonprofits with $1 million or more in revenues were interviewed for the report, which offers perspective on organizations’ hiring needs and plans, what they find most valuable in candidates for senior leadership positions, and more.

Many of those surveyed cited a need to fill roles such as finance and fundraising amid increasing management complexity and baby boomer retirements, yet they foresee challenges in finding candidates who are both qualified for the roles and who are cultural fits with their organizations.

Other key findings include:

  • Respondents reported that actual senior job openings in 2008 were running at 77,000, or 43 percent above the leadership gap previously forecast in Bridgespan’s 2006 study, “The Nonprofit Sector’s Leadership Deficit”.
  • Twenty-one percent of those hired between June 2007 and December 2008 were “bridgers”—people transitioning into the nonprofit sector for the first time. Only 15 percent went in the reverse direction, indicating a net gain for non-profit organizations relative to their for-profit counterparts.
  • Twenty-five percent of nonprofit leadership vacancies in the past 18 months were filled through career progression, 41 percent through in-sector hiring. Seventy-three percent of the survey’s respondents affirmed they value private sector skills. Yet, despite a tide of corporate layoffs in the managerial ranks, 60 percent of respondents also believe they will face a shortage of qualified candidates.
  • Job boards surpassed external networking for first place as a way to reach candidates, with 49 percent of organizations using job boards versus 44 percent using external networking to identify their candidates. Thirty-eight percent of respondents also used general print advertising, but it was reported to be among the least effective tools. While only 13% of the organizations surveyed said they employed search firms, those that did found them highly effective.


Commissioned by American Express, the survey and resulting report explores the nature and dimensions of the evolving nonprofit leadership deficit and looks at how managerial skills from the business sector can boost leadership capacity among nonprofits and ways in which nonprofit organizations are filling their most critical senior leadership roles. Download the PDF version of the full report to learn more.

Click here to download the full report.


Source: The Bridgespan Group

Most Employees Open to Schedule Changes or Pay Cuts to Save Jobs





A new survey finds 94 percent of full-time employees willing to save jobs by changing or reducing their schedule, or taking a pay cut. The finding is from the 2009 Annual Work+Life Fit Reality Check, a telephone survey of a national probability sample of 757 full-time employed adults.

The Work+Life Fit Reality Check, which has a margin of error of +- 4 percent, also found:

  • Nine in 10 employees reported the recession has forced them to change their employment plans including nearly half saying they’re less likely to take a career break, for example to care for children or aging relatives.
  • But what has not changed during the economic downturn is work-life flexibility. Most companies continue to offer the same or an increased amount of opportunities, and most employees reported their flexibility use has either increased or stayed the same during the past year.
  • More than half of those surveyed are optimistic that during President Obama’s administration there will be new national legislation or programs that would make it easier for organizations to offer, and for individuals to have, more work-life flexibility.



“Regardless of economic boom or doom, work-life flexibility is here to stay,” said Cali Williams Yost, CEO of Work+Life Fit Inc. “Now we have to figure out how to use flexibility to help manage our businesses and our lives, both of which are forever changed by this recession.”

In order to save their jobs and help their employers reduce costs, nearly eight in 10 employees would be willing to work a compressed workweek, while nearly 60 percent would take additional unpaid vacation days or furloughs (several weeks off without pay). Nearly half would share their jobs with colleagues (48 percent) or take a cut in both pay and hours (47 percent).

A little more than four in 10 would take a pay cut but work the same amount of hours or switch to a project-based contractor employment status (41 percent). Just under a third say they would take a month or more unpaid sabbatical.

“Organizations, who looked first at, ‘Who we can cut?’ instead of, ‘How we can change by using workplace flexibility?’ have missed an opportunity to reduce operations, equipment, real estate and health care costs. Future revenues are at risk, too, if organizations are not fully staffed when the economy improves,” said Yost. “The mortgage industry was one of the first to shed jobs. Now they can’t keep up with refinancing demands.”

CEOs at the nation’s 61 largest companies reported that they expect more job cuts. That’s the highest level noted since 2002 when the Business Roundtable began the quarterly CEO survey.

“Layoffs will always be a possibility. It’s not an all or nothing choice: flexibility or layoffs,” Yost added. “Hopefully those 61 CEOs and others planning job cuts will learn that a 5 percent layoff can sometimes cost more than a 5 percent pay cut. All options need to be considered.”

The same kind of flexibility that can be used to manage labor costs can also save other expenses. BDO Seidman, LLP, a national professional services firm, sees workplace flexibility as more than a way to minimize layoffs. Flexibility is the way BDO runs their business.

The firm’s CFO, Howard B. Allenberg, estimated, “If our BDO Flex strategy allows us to reduce our space requirements or not take on as much additional space by just five percent going forward, we could save more than $1.7 million per year in office and equipment rentals and related occupancy costs.”

Work-Life Flexibility Offerings
Only 2 percent reported they do not have any work-life flexibility. Of the 98 percent who do, nearly 20 percent reported they have more work-life flexibility now than at this time last year while 62 percent said they have the same and only 17 percent reported less.

These respondents noted that 90 percent of them work at companies who offer flexibility, and 85 percent of them noted the amount of flexibility provided has either increased (19 percent) or stayed the same (66 percent) during the past year.

“Workplace flexibility has repeatedly demonstrated a remarkably tenacious streak during previous economic downturns,” according to Kathie Lingle, executive director of the Alliance for Work-Life Progress. “Erroneously labeled ’soft’ by the uninformed, flexibility practices appear to be holding their own in these particularly tough times. Flexibility requires little to no monetary investment because, at its core, it’s a management philosophy. It may morph and adapt, but it will most definitely survive.”

Job insecurity, for an overwhelming majority, has not scared employees away from flexibility. Despite record levels of layoffs, 85 percent said there was either an increase (11 percent) or no change (74 percent) in the likelihood they would use work-life flexibility.

While the recession has had little effect on work-life flexibility, it has forced 90 percent of those surveyed to change their employment plans. Nearly 60 percent expect to stay with their current employers longer than first planned (58 percent) and do some form of work during retirement (58 percent).

More than half (56 percent) reported saving more and spending less in anticipation of future job changes. And in what could have significant consequences for child and elder care, 47 percent are less likely to voluntarily leave the workforce for a period of time. Women (56 percent) were significantly more likely than men (40 percent) to say they are less likely to voluntarily leave the workforce.

“Both businesses and individuals face unprecedented financial demands, but that doesn’t mean there has to be less workplace flexibility. In fact, it’s the opposite,” said Yost. “We need to learn how to structure and use flexibility so it meets personal and business goals. Flexibility is not about working less, it’s about working differently. That’s what most people want, and business needs.” For more info: http://www.worklifefit.com

Source: Talent Management

Show, don’t just tell.





So you’re working on your cover letter and resume. If you are applying for a position that requires a significant amount of communications, outreach, or development work you may also be preparing a writing sample. Here is a major tip for making your documents shine: SHOW the reader the action. Don’t simply tell.

Concrete images and specifics show your readers exactly what you are talking about. Vivid details help you build interest, add drama, and help your reader visualize the specific value you can bring to his or her organization. Turn any abstract ideas into tangible outcomes.

Most people can best process new information if they can “see” it. Others want to “hear” the sounds behind the words. And still others want to smell, taste, or feel what they are learning. The more ways we get to experience something, the better we can integrate it into our personal knowledge base.

People need to be shown things. Realtors know that they need to show a property before they can sell it. Car dealers know that customers must test-drive a vehicle to get a feel for it. If you have ever tried to introduce a new technology to skeptical or resistant family members, you know that you need to show how the newfangled gadget will immediately benefit them and be worth the extra effort.

In addition, the more emotionally sensitive among us might want to know about the poignant moments, the compassion, and the personal challenges that you are describing. Families reunited, health restored, and hope established are just a few of the events you might draw your readers into.

Second-hand analysis, theory, or pontificating doesn’t even come close.

Give this a try: Imagine that you have a state-of-the-art video camera or microphone. What images and sounds would you capture to illustrate the points you are trying to make? Would you do close-ups or survey the entire scene from afar? What or whom would you feature, or put off to the side, in the background, or outside the frame altogether? Think about examples you would use, and emotions or action you could show. Take some notes.

Then imagine that your audience members are blind and deaf, and they have a short attention span. It is your job to describe to them the most compelling things about what you just recorded. Grab your keyboard or a pen and start writing down these descriptions .Try to incorporate some of them into your cover letter and resume.

NOTE:For many more writing tips, check out my forthcoming book, Writing to Make a Difference: 25 Powerful Techniques to Boost Your Community Impact. If you pre-order right now, you will get a pre-publication discount of 15% at:http://www.dfmassachi.net/wmd.html

Dalya F. Massachi specializes in helping nonprofit professionals advance their missions through outstanding written materials. She has worked with community-minded organizations for more than 15 years: authoring countless successful marketing pieces, articles, and grant proposals; teaching popular writing workshops; and coaching professionals one-on-one.

Download her free tip sheets and subscribe to her free e-newsletter at:
http://www.dfmassachi.net
dalya@dfmassachi.net

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Funding Opportunities from the American Recovery and Reinvestment Act of 2009





The Center on Philanthropy at Indiana University just released an article on funding opportunities from the American Recovery and Reinvestment Act of 2009. The article is full of specific information you need-contacts, deadlines, filing specifications, and much more-so your organization can determine how to qualify and how best to apply for government grants associated with the recovery bill.

This article was researched and written by the Center on Philanthropy, and cobranded with the Giving Institute and Giving USA Foundation. As a member of the Giving Institute we are privileged to have the opportunity to share this timely and important article with you.

Click here to read about funding opportunities and deadlines.

Source: Alexander Haas

Obama signs bill expanding national service programs





President Obama bill expanding national service programs. The “Edward M. Kennedy Serve America Act.” Among other things, the Serve America Act increases national service positions from 75,000 to 250,000, and creates targeted service corps to address issues related to education, health, poverty, veterans, and clean energy; creates incentives and programs to boost community and faith-based volunteering by Americans of all ages; and establishes a “Social Innovation Fund” to seed the best ideas and strategies for solving chronic societal problems (a detailed summary can be found at http://www.nationalservice.gov/pdf/09_0331_recovery_summary.pdf

ServiceNation, a coalition of almost 200 nonprofits that is working to increase service opportunities and elevate service as a core ideal in America, applauds the President and Congressional leaders for acting so quickly to lay the foundation for a new era of service in America, and working to unite Americans in common cause to address our greatest challenges. The lead conveners of ServiceNation have been involved in the service movement for decades, and are available to speak in detail about the Serve America Act and what it means for America:

John Bridgeland, CEO Of Civic Enterprises, and former Director of the Bush White House Domestic Policy Council and Freedom Corps (Contact: Mary McNaught, 202-280-8693, mmcnaught@civicenterprises.net)

Michael Brown, CEO and Co-Founder of City Year (Contact: Alison Franklin, 617-927-2612, AFranklin@cityyear.org)

Michelle Nunn, President and CEO of Points of Light Institute and Co-founder of HandsOn Network (Contact: Pat Chandler, 206-313-5989, PChandler@handsonnetwork.org)

AnnMaura Connolly, Chief External Affairs Officer, City Year (Contact: Alison Franklin, 617-927-2612, AFranklin@cityyear.org)

Alan Khazei, CEO of Be The Change, Inc., and co-founder of City Year. (Contact: Tim Zimmermann, 703-850-0735, tim@bethechangeinc.org)


Opportunity Knocks Announces June 16 Atlanta Nonprofit Career Conference





ATLANTA, Ga. / April 22, 2009 — Opportunity Knocks, the national nonprofit Job Board and Career Development website owned and operated by the Georgia Center for Nonprofits, is excited to announce its upcoming Opportunity Knocks June Career Conference. The one day event will be held on June 16, 2009 at the Loudermilk Center located at 40 Courtland Street NE Atlanta, GA and is designed to help those in need refocus their efforts and give them the resources and knowledge they need to get a job in this difficult economy.

This full day of workshops and consultative sessions are designed to help Georgia based nonprofit professionals and for-profit/corporate professionals looking to switch careers to the nonprofit sector improve their job and nonprofit career development strategies and job-seeking skills.

Led by experienced and qualified career consultants, nonprofit leaders and subject matter experts, attendees will learn how to become more competitive in the nonprofit job marketplace. Attendees receive training and consultations that will provide them with the skills needed to:
  • Analyze resume and job search strategies
  • Assess employability skills
  • Understand the current landscape of the nonprofit sector
  • Determine a nonprofit career path
  • Utilize social networking for career advancement
  • Transition from the for profit to nonprofit sector


Cost to attend is $70.00 for full day of programming. A limited number of partial scholarships are available. More information can be found at http://www.gcn.org/Services/JobServices/OKCareerConference.aspx or contact Lynne Norton at lnorton@opportunityknocks.org.

About Opportunity Knocks: Opportunity Knocks is the national online job site focused exclusively on the nonprofit community. For Nonprofit professionals, www.OpportunityKnocks.org is the premier destination to find nonprofit jobs and access valuable resources for developing successful careers in the nonprofit community. For Employers, www.OpportunityKnocks.org is the best way to find qualified nonprofit candidates and receive valuable information that nonprofit organizations need when building successful recruitment, retention and human resource strategies.

Contact: Lynne Norton, Marketing Manager, Opportunity Knocks, 678-916-3066 or lnorton@opportunityknocks.org

Increased Workload, Workplace Pressure and Stress Taking Toll on Workers





Workloads and associated stress are increasing in the workplace while employee morale, motivation and endurance are declining, according to a survey of business leaders and work-life experts conducted by WFD Consulting.

Employee stress and workload have increased substantially in the past 12 months, according to the survey conducted in March. Eight out of 10 respondents reported that managers’ and employees’ workloads have increased, along with employee stress. At the same time, half of respondents reported that employee motivation, energy and endurance have all decreased.

The demand for immediate action and rapid turnarounds contributes to the escalating work pressure; two-thirds of respondents reported an increase in expectations concerning speed of execution. The expanding global workplace also contributes to increased pressure, with about half of respondents reporting that the demands of managing globally have increased.

Fewer than half (45 percent) of respondents reported that workloads in their organizations are reasonable and only one-third (32 percent) said their organizations have eliminated most low value, unnecessary work, a key factor contributing to workload and overwork. Respondents identify “inadequate staffing to meet work demands” as the biggest factor driving excessive workload. Other factors include “conflicting priorities” and “poor communication and coordination among different functions.”

Forty-four percent of respondents report that their companies have taken action to address workload issues or eliminate low-value work. The most common actions include: work prioritization to focus on a few critical needs, process improvement and re-engineering projects to shorten cycle times and increase efficiency, and outsourcing of non-priority and low-value work.

Organizations that recognize the impact of workload pressure are responding with resources to build employee resilience and help manage stress. Companies are encouraging the use of flexible work options and enabling teams to self-manage their workloads. Many are more actively promoting their EAPs, health and wellness programs and fitness centers. Another key action has been leadership communication to employees, especially on the financial state of the organization, and support to make use of available programs.

The survey was administered online using SurveyMonkey to work-life, diversity and talent leaders; business-unit heads; and academic experts. The 103 respondents came from a variety of industry sectors, including financial services, pharmaceuticals, professional services, technology, higher education and governmental and not-for-profit organizations. For more info: http://www.wfd.com/news/register-wst.html

Source: Talent Management

Where are all the jobs? Opportunity Knocks President & CEO Answers the Question





In an recent article written by Tom Pope, a New York City-based journalist, Opportunity Knocks President & CEO, Karen F. Beavor, answers the question on the minds of many job seekers… Where are all the jobs?

Strong demand for development jobs is echoed by Karen F. Beavor, CEO and president of the Atlanta-based Georgia Center for Nonprofits and the online jobs board OpportunityKnocks.org.

“People leading individual giving campaigns are still in demand,” she said, “especially those with specific experience in research and development.”

The degree of impact on the nonprofit sector job scene depends on the geographic location and specific link with corporate donors. For example, the Bernard Madoff investment scandal is hurting nonprofits in the New York area but not affecting California as much. Job losses in Las Vegas are hurting nonprofits in Nevada, while the housing deflation hit groups in Georgia. “The degree of job losses depends on where nonprofits are getting their money,” she said. “I wouldn’t want to be in Detroit right now.”

Click here to read the full article from NonProfit Times.

Employment Tips for the Older Worker





Are you 50 years of age or older, and finding yourself out of work? February 2009, the unemployment rate for adults aged 55 and older was 5.6 percent; the highest since April 1983. In fact 1.6 million people in that age bracket were jobless: nearly double the number in 2007.

According to the Center for Economic and Policy Research in Washington, D.C., twenty-four percent of men age 55-plus drop out of the labor market after a layoff, while 34% of women in the same age bracket do. Thanks to wise investing, social security, pensions, and other financial resources, older workers whom found themselves laid off after years of working might have simply retired. However, with today’s retirement accounts rapidly losing value, retirement for many people is no longer an option any time soon.

So how does one go about finding a job, maybe for the first time after working in the same field or same industry for say, twenty/thirty years or more? The answer, according to many employment counselors is through extensive networking, as jobs at the senior levels are the least likely to be advertised. They also recommend that individuals contact people in their industry, as well as reach out to sororities, fraternities, churches and other organizations.

A baby boomer, I realized that finding a position when I was laid off four years ago, would be more challenging than when I first entered the job market many years ago. So, I began by telling everyone I knew that I was looking for a position. Fortunately a colleague with whom I had served on several university committees immediately thought of me when the position that I currently hold became available. She even sent me the internal job description which was more detailed than the one posted.

Learning that the position required extensive writing, I gathered several writing samples to complement my resume for the interview. Armed with eleven years as a former university employee under my belt, a graduate degree in the specified discipline and other skills, I felt confident that I could hold my own with who I suspected would be much younger applicants. That people say that I look younger than my actual age didn’t hurt. Neither did my outgoing personality.

Other ways to jumpstart an individual’s job search include researching where senior level positions exist. Websites like AARP’s profile those industries that specialize in hiring older workers. The CVS drugstore chain, I am told is another example of a corporation that embraces older workers. This appears to be true at the stores where I shop.

Utilize any government retraining, veteran’s preferences and any other benefits to which you may be entitled. Update your computer skills. Labor departments offer free computer classes as part of their services. Be sure to mention these computer skills and any other skills that you have when networking. Keep in mind the more flexible you are, the better your options.

Finding ways to survive while seeking full time employment goes a long way to boosting your finances, and your self-esteem. For example, individuals with graduate degrees or other specialized training are often hired as adjunct faculties at many two-year colleges and even some four-year colleges. Teaching continuing education classes in your field of expertise or on a favorite hobby can boost your income. Consulting is another way to utilize specialized knowledge.

A position with a nonprofit may offer attractive options for the older worker. Job sharing or a flexible schedule may appeal to many people, as well as allow them opportunities to do other things. Who knows, they may discover a new calling? If job seekers can type well, prepare spread sheets or design websites, perhaps contract work that they can do from their home may be also be an option. This could be the start of a new business, or an opportunity to make extra money upon finding employment.

Loosing one’s job can be emotionally debilitating thus it’s important for individuals to take care of themselves. Equally important is remaining confident about their skills, their knowledge, and their own value. Try looking at a job loss as a rare opportunity to reinvent ones self. I did.


Carol Gee

Carol Gee, M.A. has worked in education for 26 years in positions ranging from teaching to administration. Currently she is an editor and business writer at Goizueta Business School at Emory University. She is also the author of books, The Venus Chronicles and Diary of a ‘Flygirl’ Wannabe (Life Lessons of a Cool Girl in Training,) and a contributor to the baby boomer book, Age Smart-Discovering the Fountain of Youth at Midlife and Beyond. Carol is a recipient of the Center for Women’s 2009 Unsung Heroine Award for recognition of her dedication to issues that affect women at Emory or in the larger community.
www.venuschronicles.net
venuschronicles@aol.com

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Stories of Smart (and Not-So-Smart) Grantseeking in a Tough Economy By Cheryl A. Clarke





Working smart is a familiar expression. Grantseeking smart is one of mine. Recently, three different nonprofit agencies asked for my advice on three different issues that illustrate some of the pitfalls (and opportunities) in raising grant funds in today’s turbulent economy. As one who promotes storytelling as an effective way to inform, entertain and persuade (particularly in grant proposals), I’d like to share these stories with you.

The first involves a client I’ve worked with for five years. For more than a year, this client had been planning to launch an exciting and much-needed new initiative, and had allocated agency funds to get the program started. They had spent a great deal of time designing a strong program and building collaborations with appropriate peer agencies. Nevertheless, they still needed to address a few key questions concerning the program and how it would be managed – issues I was certain a potential funder would want answered. But the Executive Director was nervous. The board of directors was pressuring him to get busy raising funds for the initiative. They wanted him to apply to as many foundations as possible, even long shots. He asked me what he should do.

After weighing the pros and cons, I advised the Executive Director to resolve the programmatic questions first before submitting requests – and to carefully target his requests to those prospects most closely aligned with the agency mission. I used a familiar cliché: “You only get one chance to make a first impression.” Unfortunately, the Executive Director bowed to board pressure. He sent inquiry letters to 20 foundations (in my opinion these included only four or five strong prospects). So far, he’s received four outright rejections and has had no favorable responses.

What are the lessons? (1) Patience. A fundable program is one that doesn’t leave key questions unanswered. Wait until you have those answers. (2) Fit. What’s important is not how many proposals you submit, but whether or not they are the best fit. More submissions does not equate to more acceptances. Apply to your strongest prospects.

The second situation concerns a new grassroots agency. Given their lean budget, they found it more cost-effective to work with a contract grantwriter rather than hire someone on staff. I received an email from their Executive Director asking how best to utilize the contract grantwriter’s time. Initially, the agency had budgeted a certain amount of her time to prepare a detailed annual grants calendar, one including prospect names, contact info, deadlines, grant ranges and the like. The agency wanted to adopt and follow “best practices” from the beginning, which is applaudable. However, they had a problem. The Executive Director had learned of a grant opportunity with a quickly approaching deadline, however this funder had not been previously identified. (The agency was closely aligned with the funder’s giving priorities and the average grant to be awarded was significant.) If for budget reasons he had to choose between a carefully prepared, detailed grants calendar or getting an unexpected grant proposal out the door, which should he choose?

This one was easy. I told him to forgo the gold-plated grants calendar and direct his grantwriter to draft the strongest, most persuasive proposal she could. The lesson here is simple: it is always better to have viable proposals in the pipeline than the alternative.

The third situation involves an agency with which I had no prior relationship. The Executive Director was simply calling names from a list of consultants. Her agency has been in existence for many years, funded almost exclusively by government contracts. Neither she nor the board had devoted any time to fundraising. Unfortunately, government funding was being severely cut (no surprise today) and the agency was in jeopardy of not making its payroll. She wanted to hire someone to write proposals and raise money – fast. Another easy one. Even in the best economic times, securing grant funds is never a quick process. Successful grantseeking requires a strategy, a commitment to the process and a plan for long-term agency sustainability. Her agency had none of these. Sadly, I told her what she already knew: the agency was in a vulnerable position and was unlikely to find a foundation “angel” to rescue it.

No doubt about it. These are challenging times to be raising grant money. Smart agencies know when and to whom to tell their proposal stories, and these are the ones that will survive.

About the Author
Cheryl A. Clarke is a fundraising consultant with more than 20 years of experience in the nonprofit sector. She works with a wide range of nonprofit agencies to improve their fundraising capacity. Clarke is also a much-in-demand trainer and speaker and has presented at several international conferences of the Association of Fundraising Professionals. She is the author of the newly released Storytelling for Grantseekers: A Guide to Creative Nonprofit Fundraising, 2nd Edition and is co-author of Grant Proposal Makeover: Transform Your Request from No to Yes (both from Jossey-Bass).



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