In 2014, during their annual retreat, The New York Community Trust\u2019s program staff all realized that they shared a common observation about their grantees and the broader pool of grant applicants \u2014 there weren\u2019t enough leaders of color.<\/p>\n
That reality didn\u2019t reflect the diversity of New York, and it certainly didn\u2019t reflect the values of The Trust. \u201cThe issue of diversity led us to step up our presence in the leadership development space,\u201d says Senior Program Officer Patricia Swann, who led The Trust\u2019s effort to create The New York Community Trust Leadership Fellows program at Baruch College.<\/p>\n
\u201cThe issue of diversity led us to step up our presence in the leadership development space.\u201d<\/p><\/blockquote>\n
The Leadership Fellows program focuses on providing an in-depth experience specifically for mid-career professionals, as opposed to senior leaders or \u201c101\u201d-type workshops. \u201cWe found there were a lot of resources for executive directors and CEOs, and a lot for rookies, but not much targeted specifically to people who had been in the field a few years and were supervising others and assuming responsibility for outcomes,\u201d says Swann.<\/p>\n
The Trust had a history of supporting area capacity- building efforts that included leadership development components, but designing a leadership program from scratch was a new frontier. Swann and her staff convened focus groups of CEOs of nonprofit intermediary organizations to learn what they thought was missing in terms of leadership and professional development for outstanding staff members.<\/p>\n
\u201cThrough our conversations, we learned that top-level leaders wanted their promising staff to have a holistic\u00a0understanding of operations, from fund-raising and budget planning to communications and governance,\u201d says Swann. \u201cIn addition to classroom courses, supports like mentoring and coaching would be especially valuable. We also learned that providing an opportunity for participants to apply their learning in real time within their organizations would be an added benefit.\u201d<\/p>\n
\u201cWe learned that top-level leaders wanted their promising staff to have a holistic understanding of operations, from fund-raising and budget planning to communications and governance.\u201d<\/p><\/blockquote>\n
The Perfect Partner<\/h4>\n
\u201cFaculty is key. At the core are people who know how to teach adults. They are strong, diverse, and very professionally oriented and grounded in actual practice, not just theory.\u201d<\/p><\/blockquote>\n
Swann and The Trust realized that they\u2019d need a strong partner to launch the kind of experience they envisioned, so they turned to the Austin W. Marxe School of Public and International Affairs at Baruch College of the City University of New York to co-design and deliver the Leadership Fellows program.<\/p>\n
Its history and reputation made Baruch an obvious choice. The College had more than a decade of experience running successful certificate programs for and with nonprofits and public agencies. It also had the largest footprint in the city for providing these programs, and it could offer a transition to a master\u2019s degree program in public affairs, with a nonprofit concentration, for those who wished to extend their learning. Fellows learn from Baruch faculty and other subject-matter experts. The focus is on a participatory pedagogy.<\/p>\n
\u201cThe faculty is key,\u201d says Swann. \u201cThe program follows an academic model, and at the core are people who know how to teach adults. They are strong, diverse, and very professionally oriented and grounded in actual practice, not just theory.\u201d<\/p>\n
Building the Program<\/h2>\n
The Leadership Fellows program is limited to 30 participants each cohort and is open to staff of The Trust\u2019s current and recent grantees, representing roughly 600\u2013700 organizations at any time. This makes for a competitive universe, so The Trust and Baruch made two important decisions about application and selection criteria.<\/p>\n
First, although the primary intent of the Leadership Fellows program is to prepare leaders of color, it is marketed as an opportunity for all. \u201cNeither The Trust nor Baruch wanted to market an exclusive program,\u201d Swann explains. However, the program does make an active effort to recruit diverse participants.<\/p>\n
Second, they decided that nominations for program participants should come from CEOs or executive directors, so that they would think about which people on their staff would benefit most. Having CEOs nominate also clarifies their commitment and support for staff who must take time away from work to attend program sessions.<\/p>\n
The curriculum for the 12-week program includes weekly class sessions that cover a wide range of topics, such as social\/emotional intelligence, social media, financial management, resource mobilization, leadership, strategic planning and cultural competency. In addition, fellows attend four Dean\u2019s Dinners with \u201cmovers and shakers\u201d in the nonprofit field and with local and state government leaders, all of whom can lead big-picture discussions. At the end of the program, fellows receive an executive certificate.<\/p>\n
\u201cWe intentionally built in opportunities for fellows to expand their relationship capital, learn about leadership and management from key leaders, and expand their knowledge of the sector overall,\u201d says Michael Seltzer, Distinguished Lecturer and Leadership Fellows program director at Baruch.<\/p>\n
In addition to classroom sessions and Dean\u2019s Dinners, each fellow selects a \u201cchange project\u201d that allows them to apply what they\u2019re learning to their own organizations in real time. \u201cWe ask them to put forth a project that will extend their skills and that their CEO deems a front-burner issue,\u201d says Seltzer. \u201cThat\u2019s the spine of the fellowship experience. It can change and alter as they learn more and work with their mentors. They must design the project, and in many cases they will be able to start implementing it as well during the course of the fellowship.\u201d<\/p>\n
He notes that a number of change projects are about accelerating cultural inclusivity within the fellows\u2019 organizations \u2014 which ultimately will help further The Trust\u2019s goal of growing leadership diversity.<\/p>\n
Each fellow chooses a mentor \u2014 either one they request or one matched to their interests. The program intentionally creates a mentor pool that reflects the diversity of the city. Mentors support the fellows in pursuit of their change projects, and they also serve as sounding boards and coaches during (and often after) the program to help the fellows become more effective change agents.<\/p>\n
\u201cEverything has evolved as we\u2019ve moved forward \u2014 from curriculum to how change projects work to how we select and view the role of mentors,\u201d says Seltzer. \u201cWe agreed to learn as we go, so we\u2019re constantly looking at how to retool.\u201d<\/p>\n
Since the program began in 2015, four cohorts have produced 113 graduates. Two of the graduates have gone on to enroll in Baruch\u2019s master\u2019s degree program in public administration.<\/p>\n
In addition, Seltzer notes one unanticipated benefit. \u201cBecause of the large size and scope of the metropolitan New York City nonprofit community, organizations tend to be siloed according to their subsectors. This is one of the few meeting grounds where representatives from arts and culture, youth development, environmental, human services, community development, and other fields interact with each other. We\u2019re also seeing new, creative, cross-sector partnerships arise between organizations within each cohort.\u201d<\/p>\n
\n\n\n\nInternal Investment<\/h2>\n
After a $10,000 planning grant, The Trust has invested approximately $450,000 per year into the Leadership Fellows program. The investment has been significant, not only in terms of size but also as a signal to the field.<\/p>\n
\u201cThe Trust\u2019s grant to support the Leadership Fellows is one of the largest made by a New York foundation for leadership development,\u201d says Seltzer. \u201cIt says that we understand the ongoing growth of diversity within the nonprofit sector, and we need to sieze every educational opportunity we have to ensure diverse leaders have the skills, tools, and knowledge they need to create a better city, region, and nation.\u201d<\/p>\n
In addition, The Trust is investing in an assessment of the program to determine its impact and provide ongoing data on its effectiveness.<\/p>\n
From a staff time perspective, Swann estimates that about 15 percent of her time is dedicated to the program. The grant funding to Baruch covers the cost of a full-time associate director and Seltzer\u2019s time.<\/p>\n
The program has benefited from the wisdom and contributions of Maria Mottola, Executive Director of the New York Foundation, and Deborah Velazquez, Associate Director at the Altman Foundation, both of whom served on the selection committee in 2016. In addition, Ingrid Benedict, Director of the Daphne Foundation served as a mentor in two cohorts.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
Quick Case 1<\/h3>\n
Tactical and Practical<\/h4>\n
Sharese Bullock-Bailey is a devoted leadership development fan. \u201cLeadership in the social sector has always been a priority for me, so I\u2019ve always been aware and engaged in fine-tuning and investing in myself through leadership development programs. I\u2019ve been part of many,\u201d she says.<\/p>\n
But none has offered the tactical and practical experience of The New York Community Trust Leadership Fellows program. \u201cThe Fellows program provided nutsand- bolts information about leading an organization, leading a team, and being action oriented. It\u2019s about looking at strengths within yourself and others in your organization. You also cover key components of social sector leadership \u2014 the mission, vision, values, faculty time, mentor stipends, meeting expenses (space, food, etc), communications\/website consultants, and miscellaneous expenses.<\/p>\n
\u201cThe fellowship provided layers of tools and strategies that I\u2019m bringing to my team. I feel like I have a basket of resources I can dig into at any time.\u201d<\/p><\/blockquote>\n
And it provided layers and layers of tools and strategies that I\u2019m bringing to my team. I feel like I have a basket of resources I can dig into at any time. \u201d<\/p>\n
As the director of Tribeca Teaches, an education program of the Tribeca Film Institute, Bullock-Bailey chose to create an impact assessment of the Institute\u2019s programs for her Leadership Fellows program change project. She worked with two programs to design and pilot two different approaches during her spring 2016 term as a fellow, and she plans to deploy a redesigned assessment tool for all programming in 2016\u201317. \u201cThe fellowship provided layers of tools and strategies that I\u2019m bringing to my team. I feel like I have a basket of resources I can dig into at any time.\u201d<\/p>\n
\u201cFor everyone in our institution, better assessment is a priority, and I\u2019ve been able to offer one example of how that might be achieved. Being a fellow gave me a clear platform to talk about what I was doing and share it with other teams at Tribeca,\u201d she says.<\/p>\n
Bullock-Bailey particularly found value in the diversity within her own cohort. \u201cIt\u2019s easy to get caught in your own silo. I loved that we were from all around New York City and not all in the same field. There were people from health care, housing, education, community development, the arts, and more. It really gave me a sense of how all these organizations come together. Seeing all the great work others are doing gave me a new perspective about whom I can partner with and learn from. I also learned directly from other cohort members about things that are specifically applicable to my own leadership right now.\u201d<\/p>\n
The \u201ctactical and practical\u201d skills that Bullock-Bailey attained as a Leadership Fellow have provided her with another key benefit: more confidence. \u201cUnderstanding the value of my own leadership has helped me step forward and be more proactive about finding solutions,\u201d she says. \u201cNow I share what I learn and think with my supervisor, and know I\u2019m coming from an authentic place.\u201d<\/p>\n
Quick Case 2<\/h3>\n
A Mentor\u2019s Perspective<\/h4>\n
Brian Newman was honored when Sharese Bullock- Bailey asked him to be her mentor for The New York Community Trust Leadership Fellows program. He wasn\u2019t surprised, because he\u2019d known Bullock-Bailey for years and had actually recommended that she apply to the program. But he didn\u2019t anticipate that he\u2019d get just as much as she did from the experience.<\/p>\n
After Newman completed the Leadership Fellows program\u2019s vetting and orientation process, the two met for coffee several times during the program, talking for an hour or more about Bullock-Bailey\u2019s ideas for better assessing the impact of the programs at the Tribeca Film Institute. As a former Tribeca executive director, Newman, now a business development consultant, also shared his insights on dealing with the culture and politics that can surround leadership in the nonprofit world.<\/p>\n
\u201cWe talked about her ideas for ways to have an impact on structural issues in the film world around diversity and financing for diverse filmmakers. She\u2019s thinking about new ways to approach it, with new partners. It\u2019s exciting.\u201d<\/p>\n
Newman also provided Bullock-Bailey with something just as valuable as advice: his contacts. For rising leaders, making connections is just as important as building skills, and mentoring relationships in the Leadership Fellows program are expected to do both.<\/p>\n
\u201cHe\u2019s been a great mentor, because he has historic knowledge about our organization and he brings a focus on data and technical knowledge that\u2019s great to have,\u201d says Bullock-Bailey. \u201cI could have safe conversations with him and talk about different approaches without it being too risky. He helped me understand when to push and pull around new ideas and opportunities and how I might stretch and grow beyond the fellowship.\u201d<\/p>\n
Mentoring is important, says Newman, because the future leaders of the nonprofit sector face more challenges than many of their predecessors. \u201cIn talking with Sharese, I learned that there\u2019s less upward mobility for nonprofit staff than there used to be. I was able to become an executive director at 28, but I don\u2019t see that happening as much any more. People are staying in place longer, and there\u2019s a trend toward wanting more experience for leadership roles rather than being willing to take a chance. Young people with exciting ideas who really want to contribute probably aren\u2019t being used enough, or given enough challenges.\u201d<\/p>\n
Newman took his own lesson to heart from the experience. \u201cI want to do more mentorship,\u201d he says. \u201cI\u2019ve been mentored by others who were more senior than I and it\u2019s always been extremely helpful. I\u2019ve done a lot of informal mentoring here and there, but this experience inspired me to be more intentional about that.\u201d<\/p>\n
\n\n\n\nLessons Learned<\/h2>\n
1<\/h3>\n
Integrating individual projects into a 12-week curriculum can be tricky<\/h4>\n
For the first Leadership Fellows cohort, The Trust built in a five-week break during the regular weekly class schedule, during which participants were meant to work intensively on their change projects. Class feedback revealed that this timing didn\u2019t always align with participants\u2019 own implementation timetables for their projects. For the second cohort the break was eliminated, but staff leaders are still working to figure out the best way to integrate highly individualized projects more closely with the overall class curriculum.<\/p>\n
2<\/h3>\n
Creating an inclusive program requires a great degree of intentionality<\/h4>\n
The Trust and Baruch chose not to market the Leadership Fellows program as one only for leaders of color. But in the absence of that designation, says Swann, they have found that the proactive outreach required to build a diverse cohort is challenging \u2014 both in terms of time and of the contacts and networks necessary for The Trust and the College to maintain.<\/p>\n
3<\/h3>\n
Constantly revisit curriculum and pedagogy<\/h4>\n
Seltzer constantly questions how Baruch can tweak or enhance the program. He pushes for more sharing of lessons among organizations and new ways to turn classrooms into participatory learning communities. He also looks for ways to ensure they are incorporating twenty-first-century adult education methods into teaching, using approaches such as social media, group work, infographics, and other tools.<\/p>\n
4<\/h3>\n
Understand staffing demands<\/h4>\n
Those offering a leadership program must understand the demands and constraints of their staffing structure. For Baruch, there\u2019s always more that could be done, and Seltzer admits they could have been more realistic in their initial projections of staff time required. To help address the need, he\u2019s made use of graduate students and volunteers when possible.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
\n\n\n\nLooking Forward<\/h2>\n
Surveying Fellowship Alumni<\/h4>\n
Seltzer is excited about the ongoing prospects for continually improving and refining the Leadership Fellows experience, and also about building a cadre of active alumni.<\/p>\n
\u201cThe idea of peer learning groups is exciting, because we\u2019ve seen them be very successful, but mostly for those at the executive director level,\u201d he says. \u201cWe\u2019ll have a chance to apply best practices in peer learning for mid-level leaders.\u201d<\/p>\n
Future of Leadership Fellows Program<\/h4>\n
Although it\u2019s still early, Swann is already considering the future of the Leadership Fellows program. \u201cAs a community foundation, we don\u2019t have the luxury of parking our money with any one organization for a very long time,\u201d she says. She plans to use upcoming assessment results to help identify not only what\u2019s working well and what could be improved but also which elements are most critical to fund should The Trust need to step down its support.<\/p>\n
\u201cWe\u2019re also looking at ways to market different and new components of this program to other funders,\u201d she adds.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
\n\n\n\nThe New York Community Trust Leadership Fellows Program<\/h2>\n