Showing posts with label resources. Show all posts
Showing posts with label resources. Show all posts

Thursday, March 16, 2017

Nonprofit Knowledge Matters | Hot Button Issues


This month, we take a look at a few of the “hot button” issues in the news to explore how they affect nonprofits. The first topic, cybersecurity breaches, is all over the news, but the second, while still “hot,” is a bit of a sleeper: This month marks International Women's Day, which reminds us that women leaders are critical to any progress, whether economic or social. So now seems a good time to take a hard look at protecting our data and make sure each of our nonprofits offers women a welcoming and supportive launch pad for leadership. The common threads? Trust and accountability. Which brings us to perhaps the MOST common hot button issue we see in the news: the polarizing and divisive partisanship that makes us question whom to trust. Imagine if nonprofits were no longer nonpartisan. If nonprofits become seen as merely extensions of political campaigns they will no longer be safe spaces where people of all backgrounds and political persuasions can come together to solve community problems. That’s why the National Council of Nonprofits strongly opposes parallel efforts in Congress right now to repeal and weaken the mandate that charitable nonprofits be nonpartisan. This issue is so important, and so urgent, that we are asking you to take immediate action: Show your support for nonpartisanship by signing this Community Letter. Background about this issue is below. Together we must each send a strong signal to Congress that nonprofits insist upon remaining trusted and accountable organizations. Let’s focus on preserving that trust: by protecting personal confidential information, ensuring that women have equal opportunities for leadership, and that donors’ gifts advance our missions and benefit the community – not partisan political campaigns.  
Hot Button Issue: Cybersecurity
At first glance, it may seem easy to shrug off cybersecurity as something that is only a concern for “big” nonprofits. But it's not. That’s why we encourage you to take a closer look at how your nonprofit collects and maintains data. Keeping your data house in order is just like producing accurate and timely financial reports for your board to review: it’s a matter of trust and accountability. No matter the size of your nonprofit, we are sure you will agree that protecting people from physical risks and protecting financial assets from theft are important. Protecting the data your nonprofit collects is based on the same principles of trust and accountability and is equally important. And, like putting “safety first,” cybersecurity is not only about ethics and accountability; it’s also about protecting your nonprofit’s reputation and avoiding lawsuits and/or penalties that can result from a data breach. 
Is your nonprofit at risk and if so, what’s the next step?
The Gender Pay Gap: a sleeper threat to nonprofit effectiveness and sustainability
This month individuals in countries all over the world observed International Women’s Day; in some places through strikes and protests, and in others with festive celebrations. The day brings attention to the social, economic, cultural, and political achievement of women, plus the goal of “gender parity.” Research shows that in the US women are still not paid “on parity” with men performing the same jobs. The National Partnership for Women & Families reports that on average white women earned 80 cents for every $1 earned by a man, and at least one study (a year earlier) concluded that in the nonprofit sector the gap widens to only 75 cents on the dollar. The gap is even wider for women of color in the American workforce, with African-American women working full-time paid just 63 cents and Latinas typically paid only 54 cents for every dollar paid to a white, non-Hispanic male working the same job. “Women’s median earnings are lower than men’s in nearly all occupations, whether they work in occupations predominantly done by women, occupations predominantly done by men, or occupations with a more even mix of men and women,” reports the Institute for Women’s Policy Research. While the average gender pay gap is 20%, depending on the job category it ranges from 52% to 111% and spans all types of jobs: “There is only one occupation —‘bookkeeping, accounting, and auditing clerks’–where women have the same median weekly earnings as men.”

The Simple Truth, a Spring 2017 report by the American Association of University Women (AAUW), concludes: “The pay gap is real … and it doesn’t seem likely to go away on its own.” AAUW predicts that unless there is a dramatic change, women will not reach pay equity with men until 2152. Women’s pay affects more than only women, of course. AAUW points out that 40% of mothers with children under the age of 18 are their families’ primary or sole breadwinners; eliminating the gender pay gap would have the additional benefit of raising the standard of living for those they support, namely children.
What does the gender pay gap have to do with nonprofits? 

Let’s keep nonprofits nonpartisan!
We hope every one of our readers will join the almost two thousand (so far) nonprofits, foundations and for-profit entities across the country that care about the effectiveness of charitable nonprofits, by signing this Community Letter in Support of Nonpartisanship to keep nonprofits out of the political fray. Proposals in Congress right now seek to repeal or weaken the current law that protects charitable nonprofits and foundations from partisan, election-related activities providing that - in exchange for tax-exempt status and the ability to receive tax-deductible donations - 501(c)(3) organizations may not endorse or oppose candidates or spend money on campaign contributions or other partisan activities. This law, which is sometimes called the “Johnson Amendment,” has been a bedrock principle protecting public trust in our sector since 1954 when President Eisenhower signed the tax reform bill of that year.

The many local and national organizations that have signed the Community Letter all feel strongly that the current law protects our sector and the people we serve from aggressive demands for political endorsements by candidates and from efforts to divert mission-dedicated assets to campaign contributions. In short, by signing the Community Letter, our readers’ organizations can join thousands of others in resisting efforts to turn charitable nonprofits – that are currently trusted community problem-solvers - into politicized pawns of politicians.

Thank you if your nonprofit, foundation, or business (that supports or serves nonprofits) has already signed the Community Letter.
When your nonprofit signs, it will be in good company with initiative leaders: BoardSource, Council on Foundations, Forum of Regional Associations of Grantmakers, Habitat for Humanity International, Independent Sector, Jewish Federations of North America, National Human Services Assembly, Volunteers of America, and the National Council of Nonprofits. Signers also include the Ford Foundation, United Way Worldwide, Goodwill Industries International, Inc., and many other local and national groups, religious and otherwise.

BUT just because these well-known organizations have already signed does not mean that your nonprofit doesn’t need to!

Your elected officials in Congress need to see a very long list of nonprofits in their state that demand protection of nonpartisanship so they will know that the charitable nonprofit community is united and mobilized in opposition to changing a law that has worked well for the past 60+ years!

Special National Webinar with Beth Kanter
Just in time to chase away the winter blues and welcome spring, we’re excited to announce a special webinar on April 25, 2017 with Beth Kanter, master trainer and influential author/blogger, on the subject of her newest book, The Happy, Healthy Nonprofit: Strategies for Impact Without Burnout. As a member of your state association of nonprofits you can attend this webinar for free! (Non-members pay $25.)

2017 is shaping up to be a challenging year. The National Council of Nonprofits and its network of state associations of nonprofits strive to help your nonprofit be resilient and ready for whatever lies in store. Curious about what practices your nonprofit can use to be happy, healthy and sustainable? Beth will share her personal and professional journey toward a happy, healthy culture of well-being, and pass along lots of tips that you won’t want to miss. This program offers a terrific way to share the wisdom of a happy, healthy nonprofit with your team and board members. 

Copyright 2017 National Council of Nonprofits. All rights reserved.
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Monday, March 13, 2017

What's New at NRMC?












About Us                         Services                         Contact Us            

What's New at NRMC?
If you missed our updates in recent RISK eNews articles, you'll be happy to hear what our team has accomplished since January 1st!
  • Our newest team member, Project Manager Eric Henkel, led the launch of our new Risk Benchmarking App to allow nonprofit leaders to compare their risk management functions to those of other organizations.
  • We announced Jeremy Sutton as keynote speaker for the Risk Summit, our annual conference, which takes place in Philadelphia this September 17-19.
  • Kay Nakamura, our Director of Client Solutions, welcomed five new Affiliate Members into our Affiliate Member community.

March 1, 2017
Succession Planning for [NOT] the CEO

CEO succession planning arises as a strategic risk and key concern of nonprofit boards in many NRMC-led Risk Assessments. If you're looking for an article about CEO succession planning, this is not it. Instead, review our popular article, Avoid Transition Trauma with a Succession Plan.

This article explores succession planning for nonprofit leaders other than the CEO. Eureka moments often occur during our consulting engagements when nonprofit teams realize the CEO is one of many individuals whose departure could cause 'transition trauma.' Read on for inspiration for establishing a non-CEO succession planning process.
Why Succession Planning is NOT Defining a Successor
While many organizations practice the literal form of succession planning--defining a successor or #2 person waiting in the wings--the NRMC team does not support this approach. This approach is problematic as many nonprofits are too small to have an internal pool of potential C-suite leaders or backups for any key positions. Plus, any nonprofit leader would be woefully naïve to believe that a talented, C-suite material staffer would wait around for her chance to take up the mantle as a key player on the team. And if your designated #2 departs for any reason, then the succession plan is suddenly kaput.

Instead of defining actual successors for any key leadership roles, we believe that succession planning should be about the planning process and having an actual plan in place to help your organization effectively manage inevitable staff transitions. Using CEO succession planning as an example, the board is charged with establishing a succession plan that it will implement when the existing CEO is suddenly unavailable or announces her plan to leave. The succession plan should provide instructions--originally developed and approved by the board itself--that the board will now follow to conduct activities including: determining any shifting needs the nonprofit has for its incoming CEO, revamping and advertising the CEO job, filling the role temporarily with an internal or external candidate, vetting CEO candidates, hiring the selected candidate, and managing the transition and onboarding of the incoming CEO when the time is right.

Now that we've cleared up what succession planning is and isn't, how can we apply this critical process to non-CEO roles?
All Aboard the Succession Planning Train
The aforementioned article, Avoid Transition Trauma with a Succession Plan,describes three preliminary steps to complete before beginning the succession planning process for any role. Conducting these three activities regularly will create a climate for effective succession planning at your nonprofit.

Adopt and follow a performance review process for key leadership roles to empower your nonprofit team to continually assess and reshape leadership roles as the needs and priorities of the organization change over time.

Keep position descriptions up-to-date for all key positions to ensure that day-to-day duties and overarching goals are fully understood, and are kept in an accurate, written record.

Offer cross training and clarify back-up personnel for key activities completed by your team members to prepare your team for temporary succession solutions (e.g., in the event of an unplanned departure in which department staff must take on a department head's duties).
If you're confident that the activities above are occurring at your organization, then you've laid the groundwork for managing leadership transitions. Now it's time to adopt an approach to succession planning.

Depending on the size, complexity, and culture of your organization, your approach to non-CEO succession planning could be either formal or informal for certain roles. Generally speaking, succession planning for non-CEO roles will be far less formal than CEO succession planning, since there is no need to engage the board in planning for leadership transitions of other key staff.

The NRMC team often recommends a collaborative succession planning approach, allowing the relevant departmental or functional teams to participate in the search and hiring process for their own staff colleagues and even department heads. Team-based hiring enables you to seek and select new hires based on the perspectives of your diverse team members, and team-based hiring also encourages the recruitment of new staff leaders who are truly welcomed and approved by many of their soon-to-be peers and direct reports. These benefits can cultivate feelings of positivity and ownership among staff while reducing stress associated with leadership transitions.

If your HR team typically takes the lead on employee recruitment, then consider involving both HR and the department with open roles. Breaking down these silos will produce myriad benefits including gratification for HR staff whose employment practices expertise might be overshadowed by the work of programmatic staff, and an appropriate division of labor between HR and the initiating department, which promises to ease common recruitment pains that occur when these functions are out of sync (e.g., unrealistic expectations for personnel budgets and hiring/screening timelines, inaccurate position descriptions, ineffective onboarding that is either too general or is too role-specific, etc.).

If an executive staff member is leaving your organization--whether planned or unplanned departure--we recommend that one or more leadership team members (e.g., other department heads, other C-suite leaders, etc.) collaborate with the departmental team of the departing executive (with the exiting executive participating if possible). A similar approach could be used when planning the transition of any staff member within a specific department. A leadership representative and the department team can collaborate to facilitate informal, candid team discussions about the nonprofit's near future and shifting personnel priorities, using questions like:
·         Is the staff member's position description up-to-date? Are there other critical responsibilities or personal qualities that the individual brought to our team, that are NOT listed in the position description? (If the answer is 'yes,' be sure to update the position description.)
·         What elements of the role should remain the same in the distant future? What elements need to change based on our internal and external environments and any opportunities or challenges that lie on our organization's horizon?
·         Are there any special considerations for the role based on other personnel gaps that exist within our department? Are there any other personnel gaps in our department that could potentially be filled or be partly filled by a single new hire? How might this type of role be structured or developed?
·         As we begin the search process, how will we support the departing staff member's role in the interim? What are the critical responsibilities that should be delegated to other members of our team for the time being?
·         Will the departing staff member personally be available to help onboard the new hire? If not, how will we capture and share the institutional knowledge needed to provide the new hire with a solid foundation during onboarding? If so, how can we ensure a positive and productive experience for both the exiting and incoming individuals?
·         As we identify candidates for the role, how do we foresee this transition occurring? What can we do now to ensure that a smooth, positive transition occurs? Are there any gaps we need to address in our screening/hiring processes or our onboarding/training programs?
Whether it's your first foray into non-CEO succession planning, or you're a succession planning veteran just looking to revitalize your approach, your best bet is to rely on the intimate knowledge your own peers have of your organization. Leverage your team to cross-train each other and volunteer as backups, to manage staff transitions, and to seek out new colleagues who truly embody the spirit of your mission.

Erin Gloeckner is the director of consulting services at the Nonprofit Risk Management Center. Erin invites you to say hello or share your thoughts about succession planning at Erin@nonprofitrisk.org or 703.777.3504.

Nonprofit Risk Management Center, 703.777.3504, 204 South King Street, Leesburg, VA 20175

Sunday, March 12, 2017

February From the Field: Arts & Culture Best Practices


  February 2017

Arts & Culture Best Practices
Your resource for what's going on in the field



Artists, Let's Talk About Money
by Kind Aesthetic & DELVE
Artists can have a lot of hang ups around money.  Money can be a sensitive subject regardless of industry, but it especially seems in the arts.  It can be hard to put a number on an idea, a talent, or a piece of art that has no comparison.




It's time to break arts philanthropy out of its silo
Connecting arts goals to a foundation’s larger vision can make support for the arts more targeted and impactful.




Stem to Steam
Are our schools adequately preparing children for the future? Over the last several decades, people from all walks of life have demanded that schools not only improve but also provide evidence of student improvement. 

8 Point Checklist: What To Do Before Marketing Your Art
by Abi of Arts Business Institute
 Thinking of marketing and selling your art or handmade work? Review our checklist to make sure you have everything you need to get started.


10 Reasons Why the 15% Charity Overhead Myth Prevents Social Change
By Gail Picco
This past year, Charity Intelligence (CI) defined the Top 10 Impact Charities of 2016. That three of the ten “impact charities” are food banks makes the whole notion of impact charity a national joke, albeit a very bleak one all the same...


We would like to thank our major sponsors:
Arts Services Initiative of Western New York promotes the cultural sector's vital role in economic development and the community through capacity building, collaboration, and advocacy.

Arts Services Initiative of WNY | 95 Perry Street, Suite 402, Buffalo, NY 14203