Institute for Nonprofit Practice

Transcription

1 Institute for Nonprofit Practice General Information 144 Gould Street, Suite 205 Needham, MA (781) Website Organization Contact Audrey Gillis Year of Incorporation

2 Statements & Search Criteria Mission Statement Our mission is to transform communities by equipping the most promising nonprofit leaders with the skills, confidence, and resources they need to make their organizations effective, innovative and sustainable. Background Statement INP was founded in response to several community-wide needs The need for better skills among nonprofit leaders, who had learned by experience and discovered gaps in their capabilities; A generational succession crisis, triggered by the retirement of the baby boomers; A detrimental lack of diversity among top leadership; The isolation of mostly small nonprofits, minimizing their impact. INP's principal activities include: Year-long Core Certificate Program for middle managers and executives Community Fellows Program for emerging leaders Continuing education workshops Networking activities The 22 session, year-long certificate programs include both lecture style classes focused on skill development in such subjects as finance, strategy, fundraising, developing individuals and teams, program evaluation, and project management, in addition to small group work in a Practice Seminars. In small groups students find their leadership voice, gain confidence, and apply skills learned. To address the lack of diversity in nonprofit leadership, we launched the Community Fellows Program (CFP) in CFP is made up of 20 high-potential, emerging leaders of color and is offered at no cost to students. It follows the same model as the Core Program with a greater emphasis on community organizing and social justice. 2

3 Impact Statement The Institute's history is one of continual improvement, expansion, progress, and adapting to meet the changing needs of the nonprofit sector. Over ten years our staff, programming, classes, and geographic reach have grown in size and effectiveness. In 2012 INP was awarded The Boston Foundation s Out of the Blue Award for outstanding leadership in the nonprofit sector. That same year we launched the Community Fellows Program for emerging leaders. We replicated our Core Certificate Program for nonprofit executives and middle managers: first in the Merrimack Valley, later in Providence Rhode Island, and most recently, in 2016, on Cape Cod. To date the Institute has trained 1,000 nonprofit leaders from 450 organizations across virtually every sector including education, community development, health care, youth and family services, the environment and the arts. Each year, our student body is made up of nearly 50% people of color and more than 60% women. We are affiliated with the Jonathan M. Tisch College of Civic Life at Tufts University, recently ranked 27th best college in the country by US News. The university s commitment to civic engagement is seamlessly aligned with the values and spirit of social justice and diversity that the Institute is built upon. Looking ahead, we are committed to growing the number of leaders served, to strengthen the diverse and skilled leadership pipeline while strengthening the INP community. We will deepen our curriculum through increased focus on diversity and inclusion, strategy, and data-driven decision making; increase program partnerships; broaden alumni engagement; and implement more robust evaluation practices. We will contribute to field building as opportunities arise and in the coming years will build a multi-year field building plan. Needs Statement The need for nonprofit leadership development in New England is both urgent and important. Over the next five years, 64% of nonprofit leaders will leave their jobs, yet only one in three nonprofit leaders believes there is adequate bench strength to step into leadership roles when needed. There are nearly 75,000 nonprofits in New England. If not addressed effectively--and quickly-- this leadership transition could have a devastating impact on our communities, and our most vulnerable populations will suffer most. In addition to this massive shift in leadership, our New England racial and economic landscapes are rapidly changing: there is more diversity and more poverty than ever before. Yet despite increasingly diverse communities, top levels of nonprofit leadership still do not reflect the communities they most often serve: only 11% of nonprofit CEOs and 10% of board chairs are people of color. Amidst these many transitions lies great opportunity: to fill open leadership positions with much more skilled, equipped, connected and diverse leadership. For the past 10 years, in anticipation of this succession crisis, the Institute has been building such a pipeline. Tuition alone does not cover the full operating expense of the Core Certificate Program and we fundraise to keep the cost of attending low. Affordability is critical to the success of our program given the lack of investment in talent development in the nonprofit sector. The Community Fellows Program is offered for free and the program is highly selective. We fully fundraise the cost of attending so that the most promising emerging leaders have the opportunity for this type of comprehensive leadership development. 3

4 Service Categories Adult Education Geographic Areas Served Greater Boston, Cape Cod and the Islands, Merrimack Valley, Southern New Hampshire, Rhode Island Please review online profile for full list of selected areas served. 4

5 Programs Core Certificate Program Description The year-long Core Certificate Program includes the following components: 22 Management Seminars, held once a week from September through April 22 Practice Seminars (small groups) using live cases and facilitated by senior leaders Mentoring (5+ hours) Ongoing peer network of support The two-hour Management Seminars focus on core skills ranging from managing individuals, marketing, budgeting, and fundraising to more complex topics in organizational development and project management. The classroom time is followed by two-hour small group Practice Seminars that integrate discussion, reflection, feedback and support in order to deepen and solidify the skills that are learned in the classroom and to build a deep and lasting confidence to lead. Each participant is given the opportunity to be paired with a mentor, a seasoned nonprofit executive pleased to share his or her lessons learned with the new generation of nonprofit leadership. Budget Category Education, General/Other Population Served Adults,, Program Short Term Success According to our survey results, short term success means our students are better equipped to manage and lead with vastly increased skills, confidence, and knowledge of the larger nonprofit community. Since our young nonprofit leaders are more capable of performing their duties as managers, the nonprofit community is and will become stronger and more sustainable because of their leadership abilities. Connections to other professionals in similar positions will create a sense of community and cohesiveness. These relationships will connect not only the actual participants, but also their organizations, knowledge of best practices, resources, and communities, thus making the impact on their underserved populations stronger. 5

6 Program Long term Success Program Success Monitored By Long term success will be realized with the increased capacity and diversity of the nonprofit sector. We currently have 385 alumni (175 are people of color). In 10 years, we will have 1,500 graduates. Through them we will increase the capacity of nonprofit management and leadership, increase the diversity of top nonprofit managers, and create a stronger and much more connected network of leaders. Our alumni network connects past and future participants, and encourages sharing of knowledge, connections and best practices in the nonprofit sector. This network of racially and ethnically diverse young leaders will help secure the future of the nonprofit sector. This is particularly important because a large percentage of leadership positions in the nonprofit sector will be opened during the next decade due to the retirement of baby boomers. We are preparing the pipeline for their successors and our success will be measured by the health of the nonprofit sector after their succession. Success is measured in various ways, including number of program applicants and acceptances per year; number of mentors and program staff recruited and retained each year; number of program graduates who are promoted and/or obtain jobs at a higher level than when they entered the program; number of institutions sending multiple participants each year; number of graduates who continue to interact with INML in a meaningful way (recruitment, staff participation, networking events, etc.). Formal measures include: A pre- and post-program survey given to each incoming student and to his/her direct supervisor. This evaluation helps to gauge the effectiveness and impact (on students and their organizations) of our program. Evaluations administered for every session by the Executive Leadership Center with results communicated to faculty members. A comprehensive alumni survey, which gives INML a concrete sense of its role in alumni careers and success. Examples of Program Success 6

7 Community Fellows Program Description The Community Fellows Program (CFP) is a one-year certificate program for 20 emerging leaders almost entirely young leaders of color. CFP combines the organizational leadership training of our Core Certificate Program with an equal focus on community leadership and community organizing. Each cohort of CFP is connected to the next and the next, with the intention to create a powerful force for social justice. To make this program accessible to emerging leaders, we offer CFP free of charge. Budget Category Education, General/Other Population Served Adults,, Program Short Term Success Program Long term Success Program Success Monitored By All 16 of our CFP students have successfully completed their first year in the newly launched two year program. We have received nearly 60 applications for the 16 slots in the class. Second year students will include first year students in their capstone projects that encapsulate and exemplify what they have learned during their first year thus knitting the two groups together and creating a network of young, diverse leaders who can call upon one another as resources. Much like with the Core Program, long term success will be realized with the increased capacity and diversity of the nonprofit sector. We currently have 385 alumni (175 are people of color). In 10 years, we will have 1,500 graduates. Through them we will increase the capacity of nonprofit management and leadership, increase the diversity of top nonprofit managers, and create a stronger and much more connected network of leaders. Our alumni network connects past and future participants, and encourages sharing of knowledge, connections and best practices in the nonprofit sector. This network of racially and ethnically diverse young leaders will help secure the future of the nonprofit sector. This is particularly important because a large percentage of leadership positions in the nonprofit sector will be opened during the next decade due to the retirement of baby boomers. We are preparing the pipeline for their successors and our success will be measured by the health of the nonprofit sector after their succession. Same as Core Program. Examples of Program Success 7

8 Management CEO/Executive Director Executive Director Term Start Jan Ms. Yolanda Coentro Experience Yolanda is the President and CEO of the Institute for Nonprofit Practice. The Institute seeks to equip, connect and diversify the nonprofit sector s managers and leaders. In her role, Yolanda is leading the development and implementation of a plan to scale the organization nationally. Prior to the Institute, Yolanda was the Chief Operating Officer at Horizons for Homeless Children where she oversaw all center-based programs, as well as national and local training efforts focused on early childhood education and care for homeless children. She also served as the Vice President for Programs at YWCA in Boston which focused on programs aimed toward eliminating educational and health disparities in the Greater Boston community. Yolanda began her career in nonprofit management leading Cutting EJ, a Somerville-based economic justice and anti-racism organization. Additionally, Yolanda worked at The Home for Little Wanderers as the Director of the Safe At Home Program where she oversaw a rapid and successful expansion, growing the operating budget from 1 million to 5 million, quadrupling the staff size and establishing a competitive internship program modeled after those in Boston area s teaching hospitals. Yolanda has led efforts to develop a plan for building a pipeline of trained and diverse community mental health workers for the Massachusetts Children s Behavioral Health Initiative (CBHI). She chaired the Health Disparities Committee for the CBHI Advisory Council and served on the board of Silver Lining Mentoring. She is also an advisor for the Harvard-Kent Leadership and Scholarship Fund. As a Diversity and Organizational Development practitioner, Yolanda consults with various nonprofits and state agencies with a focus on diversity and inclusion, leadership development and organizational culture change. Yolanda is a graduate of Boston College and has her Master s in Social Work. Former CEOs Name Term Dr. Barry Dym Jan June 2016 Staff Information Full Time Staff Part Time Staff Volunteers Contractors Staff Demographics - Ethnicity 8

9 African American/Black 7 Asian American/Pacific Islander 3 Caucasian 10 Hispanic/Latino 3 Native American/American Indian 0 Other 3 Staff Demographics - Gender Male Female Unspecified Formal Evaluations CEO Formal Evaluation CEO/Executive Formal Evaluation Frequency Senior Management Formal Evaluation Senior Management Formal Evaluation Frequency NonManagement Formal Evaluation Non Management Formal Evaluation Frequency Annually Annually Annually Plans & Policies Organization has a Fundraising Plan? Organization has a Strategic Plan? Years Strategic Plan Considers Under Development Date Strategic Plan Adopted Jan 2017 Does your organization have a Business Continuity of Operations Plan? Management Succession Plan? Organization Policy and Procedures Nondiscrimination Policy Whistleblower Policy Document Destruction Policy Directors and Officers Insurance Policy Is your organization licensed by the Government? Permit? 5 No Under Development Under Development No 9

10 Awards Awards Award/Recognition Organization Year Out of the Blue Award The Boston Foundation

11 Board & Governance Board Chair Board Chair Mr. Mark Rosen Company Affiliation Charlesbank Capital Partners Term Mar 2013 to Dec Board Members Name Affiliation Status Mr. Tom Bendheim Mr. Josh Chalmers Ms. Yolanda Coentro Dr. Barry M. Dym Mr. Matt Epstein b7 Properties Earth2 LLC Institute for Nonprofit Management and Leadership Institute for Nonprofit Management and Leadership Goulston & Storrs Voting Voting Ms. Pat Gray Consultant Voting Ms. Marcia Hertz Consultant Voting Mr. Allan Huntley Mr. Justin Kang 501Partners Boston Chamber of Commerce Ms. Pat McSweeney Consultant Voting Ms. Nina Nicolosi John Hancock Voting Ms. Kathy Plazak Mr. Mark Rosen Mr. David Shapiro Plazak Associates Charlesbank Capital Partners MENTOR: The National Mentoring Partnership Board Demographics - Ethnicity African American/Black 1 Asian American/Pacific Islander 0 Caucasian 11 Hispanic/Latino 0 Native American/American Indian 0 Other 0 1 Board Demographics - Gender Male Female Unspecified

12 Board Information Board Term Lengths Board Term Limits Number of Full Board Meetings Annually Board Meeting Attendance % Written Board Selection Criteria? Written Conflict of Interest Policy? Percentage Making Monetary Contributions Constituency Includes Client Representation % Under Development Under Development 100% Standing Committees Development / Fund Development / Fund Raising / Grant Writing / Major Gifts Strategic Planning / Strategic Direction Finance Governance and Nominating Additional Board Members and Affiliations Name Ms. Charmane Higgins Mr. Hubie Jones Mr. Peter Karoff Mrs. Carol Lobron Ms. Geeta Pradhan Mrs. Sue Pucker Mr. Bill Walczak Affiliation Strive/JRI The Philanthropic Initiative Development Guild Cambridge Community Foundation Pucker Gallery 12

13 Impact Goals In the short-term, it is our goal to increase the effectiveness, connectedness, and diversity of nonprofit leadership in the regions we serve: Greater Boston, the Merrimack Valley, and Providence, Rhode Island. In the long-term, we work to make the nonprofit sector more effective by addressing the following systemic challenges: Lack of formal education and training in nonprofit leadership leading to inefficiency, turnover, and decreased impact Insufficient pipeline to fill leadership positions as they become vacant A detrimental lack of diversity at in top leadership positions The isolation of mostly small nonprofits, minimizing their impact 13

14 Financials Fiscal Year Fiscal Year Start July 01, 2017 Fiscal Year End June 30, 2018 Projected Revenue $1,555, Projected Expenses $1,520, Endowment? No Credit Line? Reserve Fund? No Months Reserve Fund Covers 0 Detailed Financials Revenue and Expenses Fiscal Year Total Revenue $779,883 $791,142 $638,889 Total Expenses $509,420 $747,616 $645,423 Revenue Sources Fiscal Year Foundation and Corporation -- $484,312 $335,000 Contributions Government Contributions $0 $0 $0 Federal State Local Unspecified $ Individual Contributions $639,457 $77,600 $69,689 Indirect Public Support $ Earned Revenue $140,426 $229,230 $234,200 Investment Income, Net of Losses $ Membership Dues $ Special Events $ Revenue In-Kind Other $

15 Expense Allocation Fiscal Year Program Expense $364,942 $529,098 $102,161 Administration Expense $77,102 $106,319 $543,262 Fundraising Expense $67,376 $112, Payments to Affiliates Total Revenue/Total Expenses Program Expense/Total Expenses 72% 71% 16% Fundraising Expense/Contributed Revenue 11% 20% 0% Assets and Liabilities Fiscal Year Total Assets $289, Current Assets $287, Long-Term Liabilities $ Current Liabilities $70, Total Net Assets $219, Short Term Solvency Fiscal Year Current Ratio: Current Assets/Current Liabilities Long Term Solvency Fiscal Year Long-Term Liabilities/Total Assets 0% Top Funding Sources Fiscal Year Top Funding Source & Dollar Amount Second Highest Funding Source & Dollar Amount Third Highest Funding Source & Dollar Amount Capital Campaign Currently in a Capital Campaign? No Comments CEO Comments INP has developed a flexible financial model to cover participant cost. Participating organizations currently pay $3,200-3,800 per student, and this student tuition revenue comprises about 33% of our operating budget. We believe that INP will need the continuing support of private foundations to ensure the program s affordability. Without this support, students and their nonprofit organizations will bear the cost directly. INP has reached out to several new funding sources for the FY18 year, including small family foundations and a new individual donor campaign. We expect the campaign to be successful in raising additional capital for future program development. 15

16 Foundation Staff Comments Financial summary data in charts and graphs are per the organization's IRS 990s for FY16 and per the nonprofit's records for FY15 and FY14. This organization changed its name in 2016 to The Institute for Nonprofit Practice (INP) as indicated in the name change letter included above. INP received its nonprofit status from the IRS in September 2015, per the IRS Letter of Determination posted above. INP is affiliated with Tufts University's Jonathan M. Tisch College of Citizenship and Public Service, which grants Certificates for INP's major programs. From 2014 to September 2015, INP was fiscally sponsored by the United Way of Massachusetts Bay Inc. The INP program was previously a part of Boston University's Executive Leadership Center, from Created Copyright 2018 The Boston Foundation 16