Effective Business Writing

The Leadership Deficit: Workforce Education Needs of the U.S. Nonprofit Sector (Part II: Action) Professional Education at the University of Utah Anne O’Brien Aobrien@aoce.utah.edu (801) 585-0945 Nonprofit Leadership Program University of Connecticut David Garvey d.garvey@uconn.edu (860) 486-1757 Nonprofit Sector Research 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) Nonprofit Sector Research – 77 million baby boomers make up half of today’s 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) Nonprofit Education Research 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 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) Nonprofit Education Research Source: Mirabella and Wish/Dolan 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 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) Utah Nonprofit Sector Survey Results 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 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 Skills/Subjects Most Important to Organizations Most Important to Organization Organizational Management 21% Leadership and Management Human Resource Management 20% Volunteer Management Accounting and Budgeting 18% Financial Management 10% 14% 17% Training Topics of Greatest Need Areas of Greatest Training Needs Organizational Management 23% Leadership and Management Board Management Financial Management 14% 16% 21% Fundraising and Grant Writing Marketing and PR 13% 13% 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 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 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 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 Program Research • Reviewed 3 universities – Iowa State • Nonprofit Management Academies • Noncredit program • Extensive collaboration Source: Mirabella and Wish 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 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 The Nonprofit Academy for Excellence at the University of Utah ―…one of the innovative programs of 2007…‖ - President Young, University of Utah Collaborative Process—Advisory 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 Collaborative Process—Subcommittees • 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 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 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 Academy Messaging Helping You Do a Better Job of Making a Difference 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 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 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 Nonprofit Academy for Excellence Scholarship Support LTC. Francis E. and Joan L. O'Brien Memorial Scholarship *All Matching Scholarships 2007 Fall Semester Launch • Marketing: Additional marketing funds – Brochure – Web—including how to ask management/board for funding – Open House-for each launch – Email – Flyers – Radio underwriting – Local alternative paper • Extensive outreach—collaborative effort 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 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 Assessment • Overall—great evaluations • Focus group • Success stories from scholarship recipients 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 2008 Fall Semester • Received 40 applications • Many from same organizations as 20072008 • More than half applied for scholarships • More middle and lower level • 32 attendees 2008 Fall Semester • Same funders and new funders LTC. Francis E. and Joan L. O’Brien Memorial Scholarship 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 Nonprofit Academy for Excellence at the University of Utah www.continue.utah.edu/proed/nonprofit proed@aoce.utah.edu (801) 585-1780 The 2016 Leadership Shortage Boomer Retirement 2016 2008 Increased Demand Inadequate Succession Low Pay Lack of Diversity Current Senior Managers 10% of Color Emerging Managers Current Senior Managers Boomer Retirement 10% of Color Inadequate Succession Low Pay Small pool Unprepared pool Emerging Managers Connecticut Nonprofit Sector Management Pool • Boomer Retirement • Increased Demand • New HR Resources • Increased Demand • Inadequate Succession • Low Pay • Lack of Diversity • Mergers & Alliances • Better Pay Packages • Increased Diversity Diminished Pool Ample Pool Bad 2016 Better 2016 Senior Managers Increase Diversity Strategic Alliances & Mergers Increased Pay packages Emerging Managers Potential Human Resource Streams Encore Career Professionals Mid-Career Bridgers Current Staff Reflective of Communities College Students High school Students 2016 Pool of Executive Directors Current Executive Directors Mid-Career Bridgers Encore Professionals Increase Diversity College Students High school Students Emerging Leaders Strategic Alliances & Mergers Increased Pay packages Practitioners Reflective of Community Summer 09’ Retreat Experience Mid-Career Bridgers Executive Directors Encore Professionals Encore!Connecticut Ct. Dept. of Labor United Way Other Partners University of Connecticut Nonprofit Leadership Program Degree Completion in Nonprofit Management Public Allies College Students High school Students Nonprofit Workforce Coalition Practitioners Reflective of Community Emerging Leaders 2008—2009 Nonprofit Collaboration Myth & Challenge 42% Lack of Collaborative Skills Resources Garvey (2006) Mitchell & Drake (2005) Ostrower (2004a) Reisch & Sommerfeld (2003) Taskahashi & Smutney (2002) Reisch & Sommerfeld (2003) When you put a bunch of people together you’re 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 things…who is going to do all that? If you leave it up to the agencies, that’s 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) Moving Forward Specialized Programs in: Governance Fund Development Program Impact Assessment Financial Management Human Resources … and more. Nonprofit Academy for Excellence Anne E. O’Brien Aobrien@aoce.utah.edu www.continue.utah.edu/proed/ nonprofit (801) 585-0945 David Garvey d.garvey@uconn.edu http://continuingstudies.uconn.edu/prof essional/nonprofit/ (860) 486-2574