Anticipated Executive Departure Timing

Transcription

1 Anticipated Executive Departure Timing 33% 33% 24% 10% 5+ years 3-4 years 1-2 years < 1 year Source: Daring to Lead 2011: CompassPoint Nonprofit Services & the Meyer Foundation.

2 Rate and Quality of Executive Performance Evaluation 45% 29% 18% 8% Had and very useful Had and a little useful Had and not useful No evaluation

3 Post-Honeymoon Challenges for Early-tenure Executives :-) 52% first year honeymoon 20% 37% 13% 40% 16% 50% 46% 23% 24% 62% Very happy in the job Very satisfied with the board 29% < Executives Tenure in Years

4 Impact of the Recession on Organizations Not negatively impacted 16% Minor 26% Moderate Significant 38% 20%

5 Recession Anxiety and Burnout 52% 33% Total Somewhat burned out 32% 24% Source: Daring to Lead 2011: CompassPoint Nonprofit Services and the Meyer Foundation. 19% Executives with High Recession Anxiety Very burned out 9% All Executives

6 Months of Operating Reserves 55% Source: Daring to Lead 2011: CompassPoint Nonprofit Services and the Meyer Foundation. 46% 42% 27% 28% 25% 26% 23% 17% 4% 3% 4% Under 3 months Between 3 and 6 months More than 6 months Don t know Whole Sample Government Contracts are a Majority of Budget Government Contracts are NOT a Majority of Budget

7 Hours per Month Executives Spend on Their Boards 39% 28% 16% 17% Hours <

8 Effectiveness Ratings of Professional Development Activities Utilized Executive Coaching 12% 5% 42% 40% Peer Networks 14% 5% 35% 47% Leadership Development Programs 15% 5% 31% 50% Nonprofit Mgmt/Certificate Programs 16% 7% 25% 52% Professional Associations 24% 4% 19% 52% Topical Workshops/Conferences 19% 3% 19% 59% Very Ineffective Somewhat Ineffective Effective Very Effective

9 Severity of Recession s Negative Impact Minor 19% negative 28% Moderately 35% negative 37% People of color-led organizations Significantly negative 18% 28% White-led organizations

10 Size of Operating Budget Compared to the Previous Fiscal year 26% Smaller budget than last year 40% Same budget than last year 34% Larger budget than last year

11 Income Sources and Operating Revenues 19% Individual 40% 13% Foundation 50% 28% Government 56% Source: Daring to Lead 2011: CompassPoint Nonprofit Services and the Meyer Foundation. % where income type is 50% + of budget % with <3 months reserve 0% 20% 40% 60%

12 Executive Self-Assessment of Financial Analysis Skills $ Difficulty understanding 2% Basic understanding but get confused sometimes 40% Strong understanding 58%

13 Aspects of Job: Energizing and Depleting HR Technology Working with government funders Financial management Managing direct reports Operations/administration Working with foundations Marketing/communications Working with board Public policy/advocacy Working with individual donors Program management Working with collaborators/partners 8% 29% 46% 17% 11% 34% 40% 15% 14% 28% 38% 20% 15% 46% 33% 7% 20% 45% 30% 4% 22% 42% 30% 6% 28% 44% 23% 5% 30% 52% 16% 2% 31% 40% 22% 7% 39% 40% 17% 4% 36% 44% 17% 3% 44% 43% 11% 2% 47% 43% 9% 1% Energizing Somewhat Energizing Somewhat Depleting Depleting

14 Executive s Feelings about Amount of Time Spent on Job Functions Source: Daring to Lead 2011: CompassPoint Nonprofit Services and the Meyer Foundation. Marketing/communications/PR 54% 36% 8% 2% Fundraising 53% 27% 16% 3% Networking, external relationships, partnering Public policy & advocacy 52% 43% 4% 1% 47% 37% 4% 15% Organizational strategy & vision 37% 59% 4% 1% Working with board of directors 36% 51% 12% 1% Finance analysis & planning 36% 51% 13% 1% Managing and developing staff 32% 52% 13% 4% Program management 16% 57% 22% 5% Not Enough Just Right Too Much None/No Need

15 100% 80% 60% Functions with Dedicated Staff by Size of Staff Source: Daring to Lead 2011: CompassPoint Nonprofit Services and the Meyer Foundation. 40% 20% 0 Paid Staff Size Program Human Fundraising Technology Finance Operations/ Marketing/ Public policy/ resources administration communications advocacy

16 Effectiveness Ratings of Professional Development Activities Utilized Executive Coaching 12% 5% 42% 40% Peer Networks 14% 5% 35% 47% Leadership Development Programs 15% 5% 31% 50% Nonprofit Mgmt/Certificate Programs 16% 7% 25% 52% Professional Associations 24% 4% 19% 52% Topical Workshops/Conferences 19% 3% 19% 59% Very Ineffective Somewhat Ineffective Effective Very Effective Source: Daring to Lead 2011: CompassPoint Nonprofit Services & the Meyer Foundation.

17 Executives Satisfaction with Board Performance Very satisfied 20% Somewhat satisfied 48% A little satisfied 23% Not at all satisfied 9%

18 Percentage of Executives Reporting Significant Board Support by Area Policy/advocacy 32% Supervision and guidance to you in your ED role Fund development Other technical mgmt expertise 45% 47% 47% Strategic decision making and planning 59% Community ambassadorship 65% Financial oversight 73%

19 Board Participation in Fundraising Activities Making a personal contribution Donor identification Donor cultivation Asking for gifts 0% 20% 40% 60% 80%

20 Hours per Month on Board Work and Satisfaction with Board Performance 43% 34% 34% 27% 36% 27% 30% 31% 26% 20% 13% 12% 7% 14% 11% 5% 12% 5% 8% 5% Very satisfied Somewhat satisfied A little satisfied Not at all satisfied Less than 5 hours 5-10 hours hours hours 30 or more hours

21 Path to the Executive Director Position Previously on Board 17% Founder 20% Previously on Staff 31% Hired from Outside 32%

22 Anticipated Executive Departure Timing 33% 33% 24% 10% 5+ years 3-4 years 1-2 years < 1 year Source: Daring to Lead 2011: CompassPoint Nonprofit Services & the Meyer Foundation.

23 How Executives Predecessors Left the Organization 65% Voluntary Forced out/ Fired 33% 3% Don t know

24 Executive Compensation $200k+ $150 to 200k $100 to 150k $75 to 100k $50 to 75k $30 to 50k $0-30k 2% 6% 10% 13% 18% 22% 28% *excluding benefits and other non-monetary compensations