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CENTER COORDINATORS SOCIAL SERVICE SECTOR IN CONTEXT.
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Transcript of CENTER COORDINATORS SOCIAL SERVICE SECTOR IN CONTEXT.
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MENTORING OF EMERGING NONPROFIT LEADERS
Evaluator: Keneca Boyce, PhD, LMSWBoyce, PhD, LMSW Consulting P.C.
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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
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SOCIAL SERVICE SECTOR IN CONTEXT
With Nearly 1-Million Organizations
the
Nonprofit Sector Experiences A Continual Need For
New Leaders
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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
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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
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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
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ELIGIBILITY CRITERIA
• Completed Registration
• Application Profile That Highlights A Realistic Interest And
Demonstrated Commitment To The Nonprofit Sector
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MENTOR ELIGIBILITY
• Senior CEO or Executive Director Of Major Nonprofits
• Recently Retired CEO or Executive Director Of Major Nonprofits
• 1 Year Commitment
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PURPOSE
Explore How Senior Leaders
Can Be Used To Mentor Emerging Leaders
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CONCEPTUAL MODEL
RECRUITMENT
REGISTRATION
PRE TRAINING SURVEY
EXECUTIVE EDUCATION TRAINING
POST TRAINING SURVEY
MENTOR MATCHING
FOLLOW UP TRAINING SURVEY
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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
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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
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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
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NONPROFIT LEADERSHIP GOALS
10%
55%
21%
13%
MAINTAIN CURRENT POSITION
ADVANCE CAREER IN NONPROFIT SECTOR
START A NONPROFIT ORGANIZATION
ENTER THE NONPROFIT SECTOR
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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
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INTERESTED IN A MENTOR
PRE TRAINING POST TRAINING0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
YESNO
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MOST HELPFUL CONTENT AREA
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
80%76%
73% 71%
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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
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1 YEAR LATER
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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
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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
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NONPROFIT LEADERSHIP GOALS
0%
10%
20%
30%
40%
50%
PRE-TRAINING1 YEAR LATER
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COMMUNICATION WITH MENTOR
10%
45%
45% PhoneEmailIn-Person
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MENTOR MOST HELPFUL
25%
25%
13%
13%
13%
13%
Organizational ManagementFundraisingProgram DevelopmentProposal WritingGovernanceBoard Development
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IMPLICATIONSFOR
NONPROFIT SECTOR
BUILD A PIPELINE
OF
EXECUTIVE EDUCATION TRAININING RESOURCES
FOR
CURRENT AND FUTURE NONPROFIT LEADERS
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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