center coordinators social service sector in context

MENTORING OF EMERGING NONPROFIT LEADERS

Evaluator: Keneca Boyce, PhD, LMSWBoyce, PhD, LMSW Consulting P.C.

CENTER COORDINATORS

• Allan Luks, JD – Center Director

• Elaine Congress, DSW – Associate Dean for Continuing Education and Extramural Programs

• Francis Petit, Ed.D – Associate Dean for Executive MBA Programs

www.fordham.edu/nonprofits

SOCIAL SERVICE SECTOR IN CONTEXT

With Nearly 1-Million Organizations

the

Nonprofit Sector Experiences A Continual Need For

New Leaders

NONPROFIT LEADERSHIP PROGRAM

• Training• Present And Future Nonprofit Leaders

• Collaboration• Graduate Schools Of Social Work And Business

• Innovation• Mentoring By Nonprofit CEO or Executive Directors

PROGRAM DESCRIPTION

• 2 Affiliated University Sites

• 18 Hours Executive Education Training

• 3 Consecutive Saturdays

• Assigned Mentor For 1 Year

• Peer Networking

• Access To Ongoing Support By The Center

• Professional Development Seminars And Lectures

EXECUTIVE EDUCATION TRAINING

10 – KEY CONTENT AREAS

• Organizational Management

• Organizational Budgeting

• Staff Management

• Fundraising

• Program Development

• Proposal Writing

• Public Relations

• Public Policy Advocacy

• Board Development

• Communications

ELIGIBILITY CRITERIA

• Completed Registration

• Application Profile That Highlights A Realistic Interest And

Demonstrated Commitment To The Nonprofit Sector

MENTOR ELIGIBILITY

• Senior CEO or Executive Director Of Major Nonprofits

• Recently Retired CEO or Executive Director Of Major Nonprofits

• 1 Year Commitment

PURPOSE

Explore How Senior Leaders

Can Be Used To Mentor Emerging Leaders

CONCEPTUAL MODEL

RECRUITMENT

REGISTRATION

PRE TRAINING SURVEY

EXECUTIVE EDUCATION TRAINING

POST TRAINING SURVEY

MENTOR MATCHING

FOLLOW UP TRAINING SURVEY

DATA COLLECTION

• Self-administered electronic surveys• Anonymous• 10 minutes to complete• Data collection instrument:

• Description of the study• Informed consent• Demographics• 10 key content areas specific to non-profit leadership and management• Areas of interests for mentor matching • Leadership areas of development • Perceived benefits in having a mentor

DATA COLLECTION PROTOCOL

PRE-TRAINING SURVEY

• 2 Weeks Prior to Starting Executive Education Training

POST-TRAINING SURVEY

• 1 Day After Completing Executive Education Training

FOLLOW-UP TRAINING SURVEY

• 1 Year After Completing Executive Education Training

NONPROFIT LEADER PROFILE

AVERAGE AGE 41

AGE RANGE 21-67

GENDER Female - 79%Male - 21%

EDUCATION Graduate Degree - 60%MSW, MBA

EMPLOYMENT Full Time - 75%

LEADERSHIP STATUS Manager - 58%Senior, Middle

NONPROFIT LEADERSHIP GOALS

10%

55%

21%

13%

MAINTAIN CURRENT POSITION

ADVANCE CAREER IN NONPROFIT SECTOR

START A NONPROFIT ORGANIZATION

ENTER THE NONPROFIT SECTOR

PRE POST

Organizational Management 3 3

Organizational Budgeting 1.5 3

Staff Management 3 4

Fundraising 1 3

Program Development 2 4

Proposal Writing 1 3

Public Relations 1.5 3

Public Policy Advocacy 1 2.5

Board Development 1 1

Communications 2 3

10 KEY CONTENT AREAS

1 = LEAST EXPERTISE 5 = MOST EXPERTISE

INTERESTED IN A MENTOR

PRE TRAINING POST TRAINING0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

YESNO

MOST HELPFUL CONTENT AREA

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

80%76%

73% 71%

MENTOR WOULD BE MOST HELPFUL

PRE TRAINING POST TRAINING10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

ORGANIZATIONAL MANAGEMENT

FUNDRAISING

PROPOSAL WRITING

PROGRAM DEVELOPMENT

1 YEAR LATER

EMPLOYMENT STATUS

SELF EM

PLOYED

EMPLOYED F

ULL TIM

E

EMPLOYED P

ART TIM

E

UNEMPLOYED

0

10

20

30

40

50

60

70

80

90

100

PRE-TRAINING1 YEAR FOLLOW-UP

NONPROFIT LEADERSHIP STATUS

EXECUTIVE D

IRECTOR

SENIOR M

ANAGEMENT

MID

DLE MANAGEM

ENT

DIRECT S

ERVICE

0%

10%

20%

30%

40%

50%

PRE-TRAINING1 YEAR LATER

NONPROFIT LEADERSHIP GOALS

0%

10%

20%

30%

40%

50%

PRE-TRAINING1 YEAR LATER

COMMUNICATION WITH MENTOR

10%

45%

45% PhoneEmailIn-Person

MENTOR MOST HELPFUL

25%

25%

13%

13%

13%

13%

Organizational ManagementFundraisingProgram DevelopmentProposal WritingGovernanceBoard Development

IMPLICATIONSFOR

NONPROFIT SECTOR

BUILD A PIPELINE

OF

EXECUTIVE EDUCATION TRAININING RESOURCES

FOR

CURRENT AND FUTURE NONPROFIT LEADERS

REFERENCES

Brady, D. (2012, June 14) Queen Bees, Mentors, and the Female Boss Problem. BusinessWeek.com, p.1-1.

Gienow, M. (2012) Mentoring Programs Can Fill in the Gaps for New Leaders. Chronicle of Philanthropy, 25(2), p.5-6.

Grant Makers for Effective Organizations (2008) Supporting Next-Generation Leadership: A GEO Action Guide, 36pp.

Kelly, M.J. (2001)Management Mentoring in a Social Service Organization. Administration in Social Work. 25(1), p.17-33.

Meister, J.C., Willyerd, K. (2010, May) Mentoring Millennials. Harvard Business Review, p.1-4.

Primack, A., Krzmarzick, A., & Drahosz, K. (Summer 2012) Can a Government-Wide Mentorship Program Work? Public Manager. p.48-52.

Washington, D. (2011) Mentoring and Career Progression in the Nonprofit Sector. Leadership & Organizational Management Journal. 2011(1)p.50-62

Williams, K. (2005) Mentoring the Next Generation of Nonprofit Leaders: A Practical Guide For Managers. Academy for Educational Development. 48pp.

Wimpfheimer, S. (2004): Leadership and Management Competencies Defined by Practicing Social Work Managers, Administration in Social Work, 28:1, 45-56