United Philanthropy Forum’s 2018 Compensation & Benefits for Philanthropy-Serving Organizations report provides comprehensive bench-marking data and analyses on regional and national PSOs’ employment practices, based on the responses of 55 PSOs. Download the Executive Summary (PDF). The full report is for members only.
In recent years, our country has faced rising tensions across racial, social, and political lines. Virtually every issue in which philanthropy is active — education, environment, climate, LGBTQ rights, immigration, healthcare, and more — has been affected in some way. Early- and mid-career practitioners are poised to help philanthropy navigate this current moment. They are powerful assets to their institutions — if their institutions can meaningfully engage them. Dissonance & Disconnects: How entry and mid-level foundation staff see their futures, their institutions, and their field examines the thoughts and feelings of early- and mid- career practitioners on philanthropy and their Read more
The 2018 Foundation Operations and Management Report is based on the 17th operations and management survey of members of Exponent Philanthropy that was fielded in summer 2017. The 2018 edition of our flagship report includes mission-critical statistics about member foundations’ boards and governance, investments, administration, and grantmaking. It also includes the latest benchmarking data on salary and benefits.
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
This report provides salary, benefits, and diversity data for full-time staff at U.S. foundations to aid in budget planning and personnel practice benchmarking. Information is presented by grantmaker type, foundation type, asset size, and geographic location. Contents include: Salary data on 9,730 full-time staff from 970 organizations Increase, bonus, and severance eligibility and activity data Staff counts for full and part-time staff by grantmaker type and asset size Gender, race/ethnicity, age, and disability counts Staff tenure, departure, and turnover rates CEO-specific compensation, benefits, and discretionary grantmaking practices Benefits practices and employer costs
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 Executive Summary (PDF) The full report is for 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.
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 consultants.
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.
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.
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.
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.
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.
This study provides 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.