It might be time to hire a consultant. You only have so much time, and sometimes you need a new perspective and a helping hand from someone with an unbiased view and different expertise. If you are wondering just how much help consultants can be, here are 20 ways they can make your life easier.
United Philanthropy Forum’s first-ever 2017 Compensation & Benefits for Philanthropy-Serving Organizations report provides comprehensive benchmarking data and analyses on the employment practices of regional and national philanthropy-serving organizations (PSOs), based on the responses of 50 PSOs. Download the Report Download the Highlights One-Pager (PDF) Download the Executive Summary (PDF) Download the Full Report (Forum Members Only)
In this report, the Center for Effective Philanthropy shares the results of a survey conducted in mid-2016 to gain a better understanding of the role of the program officer. The report provides a comprehensive collection of benchmarking data on topics ranging from the professional and educational backgrounds of program officers, to technical information about the structure of the program officer role, to program officers’ perspectives on certain aspects of their work, such as the funder-grantee dynamic.
When you need to hire a consultant, the pressure is on. Time and money are at stake, and so is success. The next time you need a consultant’s help, save your valuable time and resources by avoiding these hiring mistakes.
Foundation and nonprofit staff are spread thin enough. There is a lot to do with a limited number of people and a limited number of hours in the day. And there are times when expecting hardworking staff to strategize and carry through an entirely new project, on top of handling their ongoing responsibilities, is asking too much. Consultants can take some of the burden off of staff while providing a new perspective and expertise. They may also increase your organization’s credibility. Here are the five main reasons most foundations and nonprofits enlist the help of outside consultants.
This report is based on survey responses from 1,168 staff members at 31 foundations. The surveys were conducted from 2007 to 2011 as part of CEP’s Staff Perception Report (SPR), which analyzes feedback from foundation staff about their work experiences and views of the foundation’s overall operations. Employee Empowerment combines quantitative analysis of those surveys and in-depth interviews with key staff from two foundations who received high marks from their staff on their recent SPRs: The Skillman Foundation and The Commonwealth Fund.
By: Jessica Bearman, principal, Bearman Consulting I went to Google and did a quick search on “Fun and Learning” and quickly noticed that with or without the quotation marks, all the hits were resources for kids. Searching on Adults Learning and Fun yielded a bunch of websites devoted to icebreakers… as though fun can be part of learning, as long as it’s contained at the beginning of the meeting or workshop. And so then I asked myself: “What makes learning fun and how can fun make learning better?” Based on what we know about how adults learn, here are some quick Read more
Nonprofit and foundation leaders are held accountable to their stakeholders to make sure they are using their budgets to garner the best results. A strong relationship with quality consultants can help limited budgets go a long way, so it is imperative that you find a consultant who can become valuable member of your team. Simply choosing to hire a consultant isn’t enough to guarantee a successful engagement. You need to clearly communicate your goals and work together to ensure they are met. Here are few guidelines to help you succeed when working with consultants.
Pick up any edition of Alliance from the past few years, and one message is clear. In truly unprecedented ways, the global philanthropy sector is on the move, popping up in new places, growing in scale, diversifying in form, and, more than ever before, stretching to tackle the momentous challenges that define our times such as climate change, food and water security, and immigration. While there is much talk of the financial resources needed for success, much less attention is paid to the equally if not more important human resources.
PRESENTER GUIDE Background on the Presentation In 2013, during its centennial year, the Rockefeller Foundation launched a dialogue on people and talent within philanthropy, bringing together twenty leaders from 16 countries around the world for a symposium at the Bellagio Center entitled “Talent Management for Innovative and Impactful Philanthropy in the 21st Century.” The event’s agenda explored a range of issues, including what skills, experiences, and attributes are most needed in philanthropy today and how an investment in people can contribute greatly to organizational success. Since the Bellagio symposium, participants have remained committed to exploring the issues that the convening Read more
Key points: As a more technocratic approach to philanthropy has emerged over the past 15 years, it has been seen as the opposite of humanistic philanthropy. Rather than a dichotomy, these approaches are on a continuum. The best tools from each approach can and should be brought to bear, including the wellthought out and disciplined strategies and results orientation of technocrats and the values base, intuition, responsiveness, and flexibility of the humanists. Staff and board leaders at foundations should articulate the humanistic-technocratic blend they desire, deliberately distill it into the organizational culture and everyday practices, and hire staff who possess Read more
Brian Leslie M.B.A., SwitchPoint LLC; Kelsey Noonan B.A., SwitchPoint LLC; Clint Nohavec M.B.A., SwitchPoint LLC This article categorizes the distinct roles played by philanthropy consultants and presents a tool and framework for charitable foundations to identify and evaluate the roles and capabilities they need from those consultants. The article categorizes seven capability areas, from strategy setting to talent development, that are core to all foundations. Then, it identifies trigger points within these capability areas that lead foundations to undertake projects that may require outside support. Third, the article maps the capabilities that foundations consider in determining whether and how to engage philanthropy Read more
This study provided baseline data about the professional and individual characteristics of 440 candidates selected to be the top executive in a grantmaking institution during a five-year study period (2004-2008), and about the hiring patterns of the diverse institutions making these appointments. Most new chief executive officers (79.5 percent) were not hired from within the same foundation. The percentage of external appointments grew in each successive year of the study period. Most new foundation CEOs (67 percent) were not working for a grantmaking institution when they were appointed. This majority made the transition from fields outside of philanthropy, such as Read more
This article discusses how expectations of RFP’s are often unrealistic or undefined, consultants rarely have an opportunity to discuss the project goals with decision makers, and have no idea who or how many consultants they are competing against. Because of this, consultants find RFPs to be, on the whole, not a good use of time and a considerable impediment to their ability to improve clients’ conditions.
This brief provides tried and true advice to grantmakers who are considering or seeking outside expertise. Topics include: Reasons grantmakers turn to consultants Components of a successful consultant/grantmaker relationship Ways to use a consultant How to identify possible consultants How to choose and retain a consultants
Author: National Network of Consultants to Grantmakers (NNCG)