promoting next generation leadership for social change
This blog is about leadership. Your leadership, my leadership, and the leadership we need to create the world as it should be. Here you will find commentary, resources, and ideas to inspire young professionals and people of color in the work of social change. Meet Rosetta Thurman.
Posted in Uncategorized by rosettathurman
March 16, 2009
Thanks for stopping by! I’m Rosetta Thurman and this is my blog. I’m a Gen Y nonprofit leader of color working and living in Washington, DC. If this is your first time here, you may want to subscribe to my feed, follow me on Twitter, or download my free Young Nonprofit Professional’s Guide to Washington, DC. Let me give you a quick intro: About Me and Why I Work in the Nonprofit Sector
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It’s 2009. Do you know where your nonprofit’s reserves are? For most nonprofits, the answer is a solemn one. A new Meyer Foundation report shows that in Washington, DC, most nonprofits are living hand to mouth, thisclose from closing their doors if they don’t bring in enough funding each year.
(via press release)
A new report released by the Urban Institute and funded by the Eugene and Agnes E. Meyer Foundation in Washington, DC. found that most nonprofits in the DC area don’t have the financial reserves needed to weather the current economic crisis. The study, the first of its kind, examined the operating reserves of more than 2,500 nonprofits in the Greater Washington area, ranging in mission from soup kitchens and job training centers to schools and local arts groups.
Operating reserves-cash and other liquid assets without donor restrictions that can be tapped when income falls short of expenses-are an important indicator of an organization’s financial health and its ability to survive challenging times. The study reviewed financial data for Greater Washington’s locally-focused nonprofits over a six-year period from 2000 to 2006.
Among the report’s key findings:
In 2006, a time of relative economic stability, nonprofits in the Greater Washington area had a median operating reserve of 2.1 months of expenses. Most nonprofit financial management experts recommend a minimum of three.
57% had operating reserves of less than three months of operating expenses; 28% of those had no reserves at all.
The percentage of organizations with less than three months in operating reserves increases with size, making large organizations (those with annual budgets of $5 million or more) especially vulnerable to the economic downturn.
Arts, culture, and humanities organizations had the highest percentage of groups with less than the minimum reserve (62%); environment and animal organizations had the lowest with 46% falling below recommended levels.
Nearly one in six nonprofit organizations that filed tax returns in 2000 appeared to have gone out of business or had shrunk below the IRS reporting threshold ($25,000 in revenue) by 2006; these groups had lower operating reserves and were more dependent on private contributions than the organizations that survived.
Operating reserves are especially critical for nonprofit groups because of the way they receive funds. Many rely on occasional large gifts and grants rather than a consistent stream of revenue throughout the year. If a government grant is delayed or a foundation cuts its giving, charities without reserves could be forced to reduce services, lay off staff or close.
“I believe the single most important thing, beyond discipline and creativity is daring to dare. ” - Maya Angelou
Most of you know that I’ve recently gone back to school as a full-time PhD student at Regent University’s School of Global Leadership and Entrepreneurship. I am pursuing the PhD in Organizational Leadership. It’s been about a month since I started my first semester, and it’s high time I gave all of you dear readers an update. In just a month, I’ve learned a lot not only from my PhD program, but about leadership and life itself. I’m grateful to have this blog as a space to reflect.
The Privilege
The first day of my PhD residency, I sat in orientation wondering what in the hell I had gotten myself into. The rigor of the program as presented by our program director and professors was enough to make even the most zealous student turn and run screaming out of the room. It was definitely impressed upon me the serious commitment I had made by accepting the challenge of a PhD program. As the week progressed, however, I began to see the work as both a challenge and a privilege. Only one percent of Americans have PhDs, and now I see why. It is an intense personal and professional endeavor. There would be sacrifices necessary and my already busy lifestyle would become even more hectic with the addition of reading, coursework and research. Our professors indicated that we’d need at least 24 hours per week to complete the reading and coursework related to the program. I was glad I had already made the decision to decrease my hours at work to become a part-time employee at the Nonprofit Roundtable. I wondered how the other students who worked full-time with families would handle the workload. Then I realized that if they could do it, I would be absolutely crazy to complain.
The Challenge(s)
I quickly realized that this PhD program is probably one of the hardest things I will ever do. In undergrad and grad school, I was always an “A” student and pretty much breezed through my time in college. But in this program, my pride is being challenged by having to study much longer and harder just to obtain comprehension of the leadership and research concepts we are studying.Much of the reading has been arduous, since it is all theory-based, and my passion is for the application of it all. One of the texts I really like is Leadership in Organizations by Gary Yukl. I highly recommend it because it nicely blends both leadership theory AND application.
Since Regent University is a Christian school, I’ve also been challenged with applying biblical principles to support ideas about leadership. I had not studied the Bible seriously in many years, though I took both religious studies and philosophy in college and read the entire Bible - Old and New Testaments - many times. But I never had to examine it as critically as I do now in applying Scripture to how people lead their lives. I’ve learned a lot about my own relationship with God through this process. It is difficult, but rewarding.
There’s No Such Thing as School/Work/Life Balance
I’ve learned that there is no such thing as balance, especially when you’re in a PhD program. The best thing is to try as much as possible to integrate each part of your life so that they all work together without sacrificing one for the other. This has been hard for me to swallow, in part because when I first applied to the program, my focus was on getting the degree so that I could do other things to fulfill my purpose, like teaching full-time and publishing research to help nonprofit leaders and people of color. My problem was that I kept thinking of going back to school as a stepping stone to get somewhere else, to this mythical place of professional & financial success. I say mythical because I realized that if I just saw this PhD program as simply a means to get to some higher echelon of my life, I’d be demoralized pretty quickly. There is no instant gratification in pursuing a PhD. It will take two-three years just to finish your coursework, and then at least a year after that to complete your dissertation. I told myself I would have to learn to appreciate both the joys and frustrations of studying in a PhD program. It’s a long-term journey, not something I can just check off my list and be done with it in a year or two.
I was just remarking on Twitter that I feel like I have more time now that I work three part-time jobs versus one full-time job. My time is divided up the way I want it to be, and it’s much easier to set boundaries when you work part-time. I still serve as Director of Development & Special Programs for 20 hours a week. I teach one class a semester on Thursday nights at Trinity University in DC. I get paid to blog career advice for young nonprofit professionals on Jobs for Change through Change.org. In all of these part-time roles, I set my own hours that probably add up to about 30-35 a week, but in the end I get paid about the same salary I was making in my full-time job. And I was also able to negotiate keeping full healthcare benefits. The beauty is that I don’t have to be in an office all the time, and I can still provide value to three organizations with my fundraising, writing, and teaching skills. I remember there were times at my full-time job in fundraising when I felt completely overwhelmed in my office under constant email and piles of to-do lists. There was so much to do, I tended to eat lunch at my desk trying to get it all done. But when you only have 20 hours to spare in a week, all of the must-dos become so clear. My to-do lists became shorter and more impactful for the organization. I focus on writing grant proposals, donor stewardship, and building relationships with current and prospective donors. I take lunch breaks away from the office or take a walk in the park near my job. And when the clock strikes 5pm, I go home.
What I’m trying to get at is the reality that my PhD program, while time-consuming and challenging, is just one part of my life journey that parallels. You live, love, and learn all at once. Your life isn’t out there, after you finish your degree. It’s right here, right now, waiting for you to enjoy each day of it. And sometimes, when you look too far ahead, you can’t see all the great things right in front of you. Once I changed my outlook, I embraced the fact that this life can be an amazing daily journey. It is really up to us to make it so.
My First PhD Research Paper
I told you that I would be posting my research as I go through my program. This first paper was for an assignment to write a popular press article about a leadership issue in organizations. I will probably look back at this amateur effort and laugh. But here it is. It’s really hard for a blogger to become an academic writer! Please feel free to share if you find this article useful. Thank you for growing with me in my PhD journey!
The Young Nonprofit Professionals Network (YNPN) is looking for a volunteer/consultant (approximately 2 hrs/ week) who can assist with implementing our online media and communications strategy.
YNPN Overview
The Young Nonprofit Professionals Network (YNPN) is a volunteer-driven grassroots organization that provides professional development, networking and social opportunities to future nonprofit leaders. YNPN has achieved remarkable results as an all volunteer organization, driven by the commitment of board members at the regional and national level to providing greater career and professional development opportunities to young people in the sector. Since 1997, we have grown from one chapter in San Francisco to a network of over a dozen serving more than 15,000 members.
Communications Volunteer Responsibilities
Manage Social Media
Maintain online presence for YNPN using tools such as Facebook and LinkedIn.
Respond to messages and requests on these sites.
Post messages and events on behalf of YNPN.
Monitor News
Monitor web traffic (news outlets, blogs, Twitter, etc.) for mentions of YNPN (nationally or chapters).
Look for and identify issues that YNPN should consider taking a position on or offering a quote.
Aggregate all findings into a monthly report or as often as needed.
Website Copy
Coordinate with board members to draft and/or edit website content on an as-needed basis.
Help write profiles to be featured on the YNPN national website (conduct interviews, draft content, compile photographs and media).
We are seeking a self-starter who can take initiative and work with minimal supervision. Strong communication skills and comfort with technology is a must. Website, social media, and strong writing experience desirable. Location is flexible. If interested please email a note describing your interest and experience with a resume to Anthony Shop, YNPN National Board Member at anthonyfshop@gmail.com by June 30, 2009.
Since the economy tanked, the nonprofit sector has been wringing our hands way too much. I think we’re past the hand-wringing phase, though. The shock is over, and many of our nonprofit leaders are facing the crisis head-on with their own leadership as well as inspiring others. Here are a few links to recent posts from around the blogosphere that will hopefully make YOU say yes to leadership.
Kate Barr at Nonprofit Assistance Fund challenges us to Be a Leader - Now
“How can you be a leader if you aren’t the CEO, Executive Director, CFO, Director of Development, Board Chair, etc, etc? By leading, that’s how. I know of many cases where a new board member, mid-level program manager, or finance staffer stepped into the void, told the truth, and brought about important change. To be frank, there is risk and a lot of work involved.’”
Elizabeth Clawson, Gen Y blogger extraordinaire at the Nonprofit Congress just posted What I Wish Journalists Knew About the Nonprofit Sector. It’s a must read not just for the optimism about the future of our sector, but it also calls us to lead differently by collaborating in these hard times.
“And just as in every minute of our 400-year history, we will not lose sight of our commitment to our clients and missions. Because in times like these, when the private sector stumbles and the public sector lags, our nonprofit sector makes the difference.”
Mitch Nauffts at PhilanTopic shares Seth Godin’s Ted Talk on Leadership. This will be the best 17 minutes of your life. Watch the video in its entirety. Fascinating talk, and extremely relevant to the work of social change. Seth says that we’re in a new model of leadership. The way we make change is not by using money or power to lever a system, but by leading. He talks a lot about how tribes are the new model for movements.
“You don’t need charisma to be a leader. Being a leader gives you charisma.” - Seth Godin
CompassPoint is pleased to announce a new leadership development program for Next Generation Leaders of Color working in Bay Area health and human service organizations.
This 12 month intensive program is funded by a grant from The California Wellness Foundation. It will include interactive seminars, facilitated peer-learning groups, online learning, and individualized coaching support. The focus is on two of the critical content areas that pose significant challenges for many community-based managers and leaders: To supervise, develop, inspire, and influence people and to acquire business acumen with an emphasis on financial strategy, comprehension, and literacy. This program will use a framework that examines cultural dimensions in management and will help participants lead in a culturally competent manner.
There has been a lot of conversation lately about the future of the nonprofit sector. The economy has got us all in a tizzy, worrying about who will be left standing when the smoke clears. The blogosphere is rockin’ with folks talking about the four possible futures for the nonprofit sector, low nonprofit compensation, whether social enterprise is a better entry point for young people, and will the MBAs save us. I think all of this discussion about how our sector should be improved is great. We need this kind of dialogue. But the one thing that’s missing in all of our conversation is the responsibility of the nonprofit sector to transform itself, or ourselves into the kind of organizations we want to be. We can blame it on the economy, blame it on the foundations, blame it on the government, blame it on the Democrats, the Republicans, the President, hell we can even blame it on the alcohol. But if we’re going to play the blame game, we need to recognize OUR role in remaking our future as well. Here are just some of my thoughts about what we should consider now. Let’s look in the mirror, shall we?
Stop Acting Like We’re Doing the Nonprofit Sector a Favor By Working Here
So I’m sitting across from an MPA grad interviewing her for an open position at my organization. I ask her where she wants to be in five years. She says she’d like to be a nonprofit consultant so she can help all the little agencies that need help with “even the most basic management tasks.” Now I know we need help, who are you telling? But it was in the way she said it, as if us nonprofit organizations all had the cooties and she had the cure. We grumble about how many talented young people come into our organizations just to “cut their teeeth” and then move on to bigger and better things in the corporate world. Part of this is our fault. We contribute to the branding of our sector as something that needs to be fixed, that we’re all struggling organizations in need of business skills that none of us have. I disagree with Dan Palotta’s idea that we have to “free the nonprofits” and compete for talent from the business sector. The truth is, the leaders we need are already here. We don’t have to look elsewhere for nonprofit talent. The truth is, the work of social change is indeed highly sophisticated. This is more than just scooping risotto onto a homeless man’s plate. We do ourselves a disservice by not emphasizing the strength and resilience we have as nonprofit organizations versus the business sector. We would do well to learn from Robert Egger’s stance that all of us nonprofit leaders stand together with our voice, values, and votes to show the rest of the world we mean business.
It’s Not All About the Benjamins
My grandmother always cautioned her girls not to “put out” too soon when dating a new beau. “You want him to respect you, baby”, she would say. “Why would he buy the cow when he can get the milk for free?” Some of us haven’t learned yet. Us nonprofits, I mean. We meet one dyn-o-mite funder, and all of our values fly out the window. I see organizations implementing new programs left and right, everyone scrambling to make ends meet in these lean economic times. The monies have dried up, and it seems like we’re fighting each other and competing worse than ever. We clamor for our small slice of a pie that’s already way too small. But just because we have cash flow issues, doesn’t mean we have to sacrifice our mission. How many times do we have to hear it? We have to do less with less. Focus on our core work, cut expenses where we can, and partner like crazy. Are we listening? This is the new normal.
Let’s Not Be Forced to Merge
You’ve undoubtedly heard many a funder lament about the sheer number of nonprofits in existence. There’s just too many of us for them to fund. To the tune of about 2 million too many. Now is that in itself a reason for nonprofits to consider merging? Of course not. Mergers are not the silver bullet for the nonprofit sector. Many mergers are actually unsuccessful and do not, in fact, end up realizing the predicted financial savings. But. If you know that there are nine other afterschool programs within a 2 mile radius, you have to know that the writing’s on the wall. In this economy, the funders as well as community members start to ask questions. When the money was flowing, it was easy to deflect the “and how are you different from the program down the street?” question, but now it’s glaring for all to see. How will we respond? Will we take it upon ourselves to start having more conversations about deeper partnerships and possible integration? Or will we wait for our funders to force encourage us to merge? My view is that if we’re going to have to consider mergers as part of how we will sustain this work, let’s do it proactively, instead of being forced to do so.
Stop Blaming Low Nonprofit Salaries on Everyone Else But Ourselves
As much as we want to blame the funders, the “nature of nonprofit infrastructure, overhead, etc.” we have to face the music: low nonprofit salaries are OUR OWN FAULT. We are the ones who pay the low salaries, and we as nonprofit employees accept them. We as a nonprofit sector are made up of individuals that don’t speak out of turn, even sit by in those rare instances that CEOs make six-figure salaries while laying off staff. Who are we really fooling here? There is no “low salary boogeyman” in the nonprofit sector making us all pay our staff pennies on the dollar. There has always been an ongoing issue with many Executive Directors making 2-3 times the salary of the next highest-paid staff person. Even our national infrastructure organizations and foundations are guilty of not addressing the issue of excessive CEO compensation compared to what they pay other staff. In 2007, Where Most Needed offered this related criticism on the Independent Sector-sponsored Principles for Good Governance and Ethical Practice: A Guide for Charities and Foundationsfrom the Panel on the Nonprofit Sector. So let’s stop the madness. You can’t go around saying that one of the main problems in our sector is low compensation when it’s YOU that’s paying your staff $30,000. Break out of the box and pay your staff what they’re worth. Then and only then will adequate compensation become the norm. This may mean that we hire fewer people who can do more work. But hell - to me, that sounds a lot better than underpaying a lot of people who are still overworked, and end up quitting our organizations anyway.
With all of our own moaning and groaning about our sector, it’s no wonder other people emphasize the “non” in our nonprofit field. Believe me, I’ve been guilty of all of the above. But what’s happened is that in all of our “insider baseball” talk amongst ourselves about what’s wrong with our sector, we have somehow internalized it all to conclude that this is just how it is. This is just the nature of “nonprofit culture”. We forget that WE are nonprofit culture. The nonprofit “sector” is made up of individual organizations, which are made up of individual people, which means that this is all up to us. It is what we make it to be. So when are we going to be the change we say we wish to see?
As most of you know, I’ve been blogging for the past few weeks at Jobs for Change. You can find and post nonprofit jobs on this new site from Change.org as well as get practical career advice that you can use right away. I write daily for the young professionals blog, and if you’re job hunting or looking to move up in your nonprofit career, you’ll find something there to help you. In the meantime, here are my first 17 posts sharing career advice for young nonprofit professionals. Let me know in the comments if you have ideas for a topic I should cover! You can also subscribe to my Jobs for Change blog here.
ABFE’s Connnecting Leaders Fellowship Program The Association of Black Foundation Executives (ABFE) Connecting Leaders Fellowship Program is a year-long experience designed to sharpen the skills and strengthen the leadership capacity of foundation staff, donors, and trustees who are committed to assisting Black communities through philanthropy. Ten fellows will have the opportunity to learn from seasoned grantmakers on a regular basis, understand how to be more effective change agents within their institutions and participate in a network that focuses on innovative solutions to community challenges.
Each fellow will be assigned a leadership coach as part of the program. Fellows receive a stipend in support of their professional development. In addition, each fellow is required to complete a community-based learning project during the fellowship year. This can be volunteer work or a research project.
Please visit www.abfe.org for eligibility requirements and to download the application.
There’s still time to get involved - Join the YNPNdc Board
Are you looking to gain nonprofit leadership experience?
Do you want to contribute to strengthening the nonprofit sector in Washington, DC?
Are you interested in becoming more active and engaged in a growing network of young nonprofit professionals?
If you answered “yes” to the questions above, you should apply to become a member of YNPNdc’s Board of Directors! Applications are being accepted for the 2009-2010 board term until this Sunday, May 24.
I was on the YNPNdc board last year, and had a great experience! I urge you to take advantage of this opportunity to help secure the future of the nonprofit sector while building your own leadership skills in one of the DC nonprofit community. More information and the online application are available here: http://www.ynpn.org/dcboardapplication. The application deadline has been extended to this Sunday, May 24.
Thanks for stopping by! I’m Rosetta Thurman and this is my blog. I’m a Gen Y nonprofit leader of color working and living in Washington, DC. If this is your first time here, you may want to subscribe to my feed, follow me on Twitter, or download my free Young Nonprofit Professional’s Guide to Washington, DC. Let me give you a quick intro: About Me and Why I Work in the Nonprofit Sector![[Post to Twitter]](http://rosettathurman.com/blog/wp-content/plugins/tweet-this/icons/tt-twitter.png){kind=icon}
