center coordinators social service sector in context
TRANSCRIPT
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