21st Century Grant Applications: Brief and to the Point (Development)

We live in a society with limited attention spans! Grantmakers no longer want to read pages and pages of narrative. Online grant applications are here to stay and will only become more prolific in the near future. During this interactive workshop, attendees will learn how to write concise, compelling, and engaging sections of grant proposals in 2,000 characters or less. With lessons covered in this workshop, attendees will be able to successfully craft attention-grabbing narratives that are to the point and are appropriate for government grants as well as foundation and corporations. This workshop will appeal to all levels of grant seekers.

Diane Gedeon-Martin is nationally recognized grants consultant, instructor, and lecturer in the area of grant seeking and development writing. Since 1993, she has worked with over 250 nonprofit organizations in 25 states and Washington, DC to help them achieve their goals through grant proposals she prepares. She is an adjunct faculty member of The Fund Raising School at the Lilly Family School of Philanthropy at Indiana University and teaches for the Connecticut Association of Nonprofits, the Annie E. Casey Foundation, and several other regional associations. Diane is a sought-after speaker about the grant seeking process and speaks at venues across the country.

     Advancing Your Staff with Financial Information (Finance)

In order to attract, motivate, and retain top talent, an organization needs to be able to present itself through clear, concise, meaningful financial information. This workshop is designed around the idea that those who depend on the organization for their livelihood also have a significant stake in its continued prosperity. In this workshop, attendees will learn how sharing key financial information with their team can give them an understanding of how their actions affect the overall health of the organization. Topics will include: delegating budgetary responsibility, understanding key financial metrics, discussing high-level financial reports, and identifying types of operational reports.

Steve Gallucci, Senior Financial Consultant at Insource Services, works with his clients to assess and analyze financial information to inform strategic decisions. His experience includes all aspects of financial management and reporting including budgeting and audit preparation. He is especially adept at streamlining operations and improving customized accounting systems. Steve is a CPA with 20 years of accounting and financial management experience. He has held various senior management positions, including chief financial officer and director of finance, with for-profit and nonprofit organizations.

As Senior Financial Consultant at Insource Services, Karen Hegarty has over 20 years of experience in all aspects of financial management and administration with both private and non-profit organizations. Her experience includes establishing and managing all financial functions, implementing new financial systems and controls, budgeting, endowment reporting, and managing audits. Prior to joining Insource, Karen held positions of Controller, Deputy Director and Vice President of Operations with organizations ranging in size from $500K to $55M.

     Communications: What is Essential and What Just Wastes Your Time? (Communications)

Mission-driven organizations almost universally recognize the value of strategic communications, but due to limited budgets and expertise it is rarely incorporated into staff structures. If a full-time communications director isn’t an option, how can you incorporate the skills and talents your organization needs into the current staffing plan? And if a full-time communications director is an option, how do you know you’re attracting the right talent? This workshop will help participants determine their organization’s top outward-facing priorities as well as how current and potential staff capacity can use key communications competencies to accelerate them. This workshop is best suited for organizational leaders as well as dedicated communications directors at small to medium-sized nonprofit organizations.

Shaun Adamec is President of Adamec Communications, a consultancy specializing in strategy, messaging, and reputation for mission-driven organizations. Shaun has directed the communications efforts of major, international nonprofit and philanthropic organizations, government leaders, and political campaigns. Shaun’s professional experience includes senior communications roles with Mothers Against Drunk Driving, American Red Cross, City Year, and the Nellie Mae Education Foundation.

     Create and Sustain a Great Workplace through Succession Planning and Leadership Coaching (Leadership/ Management)

In this workshop, attendees will learn how to make their organization—regardless of size, budget, or structure—a great place to work where high-quality leaders make all employees feel engaged. Using an interactive presentation format, this workshop will provide participants with insights into the process for assessing leadership talent, creating a succession plan, and developing leadership talent to fill anticipated gaps. Specific examples in defining culture and effectively articulating organizational values will be shared as well as best practices from leading organizations. This session is a great fit for organizational leaders, managers and supervisors who wish to gain a deeper understanding of organizational culture; learn how to conduct a leadership talent assessment and create a succession plan; and learn more about the value of coaching as a method to develop talent and improve leadership quality.

Lillian LeBlanc has served as a senior HR executive for several healthcare organizations, including Baptist Health South Florida, (a FORTUNE 100 Best Company), Central Maine Healthcare in Lewiston, ME, Faulkner Hospital and Carney Hospital, both in Boston. She serves as a guest blogger for the Great Place to Work Institute, administrators of the Fortune 100 Best Places to Work survey and for the International Coach Federation. She holds a B.S. in Economics from Boston State College, an MBA from the University of Massachusetts and a certificate in Professional Coaching from the University of Miami (FL).

Jeffrey Zegas has been in executive search since 1979, leading searches in both for-profit and nonprofit sectors. He founded ZurickDavis in 1986, which specializes in recruiting senior leaders to healthcare and social services organizations. Jeff has served on many nonprofit boards, including Big Brothers/Big Sisters of Mass Bay, Big Brother/Big Sister Foundation, Samaritans of Greater Boston, Planned Parenthood League of MA, the Mass Association for School-Based Health, and the North Suburban YMCA. Jeff holds a BA from City University of New York, an MA in psychology from Boston University, and an MBA from BU’s Graduate School of Management.

Yvonne Acquafredda has provided broad-based marketing and communications support to several companies in the consumer services and healthcare industries, including Domino’s Pizza, Molnlycke Health Care and Florida Blue (BCBS of FL). She holds a Bachelor of Science in Communications from the University of Miami, a Master of Business Administration from Northeastern University and a certificate in Digital Marketing from Rutgers University. She is enrolled in Erickson College’s Professional Coach Program.

     Empowering Board Members for Successful Leadership (Board)

Is your board empowered to lead? Even the best executive director can only do so much without a well-functioning board. The most effective boards are composed of informed members who are given the tools, information and support to govern and drive change. In this workshop, attendess will discuss the key components and behaviors of engaged boards and their leaders, learn the formula for activating a board, and identify red flags and pitfalls that discourage active leadership. Designed to help nonprofit leaders empower their boards, the ideal audience for this workshop is comprised of executive directors, development directors, board presidents and those responsible for leadership development of organizations both big and small.

Nanette Fridman founded Fridman Strategies in 2006 to assist nonprofit organizations with the strategies, structures and training to advance their missions and maximize their impact. Nanett’s work focuses on strategic planning, governance, financial resource development, and leadership coaching and her clients range from small start-up organizations to large international organizations. She is the author of On Board: What Every Board Member Must Know about Nonprofits and Board Service.

     From So-So to Superstar: Creating a Sponsorship Strategy That Draw Sponsors to You (Development) 

The difference between so-so and superstar sponsorship operations is directly related to the level of performance in 8 key areas across an organization. Learn the top traits of sponsorship superstars, how to create more compelling value for partners, how to spot sponsorship opportunities, and much more. By implementing more effective sponsorship strategies, nonprofits can experience a variety of positive changes including revenue growth, greater confidence, more efficient fulfillment, stronger client relationships, and even having interested corporate partners contact you. This workshop will help participants upgrade current sponsorship practices, stay ahead of vast marketplace competition, and expand an organization’s impact. This workshop is best suited for executive directors, board members, chief development officers, and event and marketing staff members at organizations over $1 million in size.

Gail Bower, president of Bower & Co. Consulting LLC, transforms organizational complexity into strategies that result in sustainable revenue, increased growth, and greater value. CEOs of top nonprofits, associations, and destinations seek Gail’s expertise and future orientation in creating more dynamic business models and organizational strategies and in developing or strengthening brand- and revenue-generating assets, such as through corporate sponsorship programs, events, and earned or non-dues revenue. Author of How to Jump-start Your Sponsorship Strategy in Tough Times, she’s a professional consultant, coach, writer, and speaker, with more than 25 years’ experience in marketing and leading some of the country’s most important events, festivals, and sponsorships.

     Navigating Difficult Conversations (Professional Development) 

As a nonprofit professional your vision, strategy and execution are only as good as your ability to have candid, effective conversations about them. What you talk about, how you talk about it, and who is part of the conversation can make or break the situation. This workshop will provide a practical framework for successfully navigating difficult and important conversations, such as staff performance or board engagement, to get positive results. You will leave with increased self awareness and the tools and techniques to allow you to express what needs to be said in a way that initiates dialogue and collaboration. This workshop is suitable for professionals of all levels who want to learn problem-solving and decision-making skills to better navigate difficult conversations with board members, staff and volunteers.

Ank Stuyfzand is a founding partner of SYNC, a company that helps business and nonprofit leaders and their teams to develop the communication skills and team synergy they need to deliver on their mission. Ank has over 20 years of experience with organization development across different industries. She has served on several boards, including the SoCal Healthcare Businesswomen’s Association, a global organization for women leadership in the healthcare industry. An energetic facilitator, Ank is an adjunct professor at Suffolk University, teaching classes in leadership.

     Performance Measurement Demystified (Performance Management)

Do find yourself wondering if your organization is really making progress toward your mission? Fortunately, once you understand the fundamentals, you can launch your own basic performance measurement system in-house. This interactive workshop will teach participcants to identify, measure, and track key indicators of organizational and programmatic effectiveness, and to adjust and refine their approach as they go. Attendees will get the theory and real-world examples that will demystify measurement, and will learn to identify and test core assumptions, conduct a data inventory, monitor metrics across programs, and build a culture of measurement and learning within their team. The ideal audience for this session is executives, board members, and staff responsible for or curious about performance measurement.

As Director of Consulting at Root Cause, Stephen Pratt leads consulting engagements in education, housing, workforce development, advocacy, and health care. He knows the challenges small- and mid-size organizations face firsthand, because for over 20 years he served as CEO of two direct-service organizations, two capacity-building intermediaries, and a scholarship foundation, and also helped launch six nonprofits, including Massachusetts Nonprofit Network, Boston After School & Beyond, and Eureka-Boston. Steve is driven to help organizations make real change in life outcomes and sees performance measurement and financial sustainability planning as essential tools.

     Presenting for the Pros (Professional Development) 

Presenting is a critical professional skill that helps gain visibility for yourself, your organization, and your ideas, and influences audiences to act on your message. During this highly interactive workshop, participants will learn how to use positive body language, gestures, and tone to reduce nervous habits. This will help them to overcome fears and become more comfortable and relaxed in delivering presentations. This workshop includes: tips to energize yourself to have a greater audience impact; practice utilizing these tips to project passion, persuasion, and pizazz; a delivery skill checklist; and points to remember to minimize your anxieties. The program is designed for nonprofit leaders and staff, at any experience level, looking to develop their presentation skills.

Sue Ogle, an ESC Consultant since 2002, has worked with organizations such as Capital Good Fund, Boston & Rhode Island Foundations, WellOne Healthcare, and Providence Women’s Center on organizational development, change management, and team building. Sue was awarded by ESC in 2004, 2008, and 2013 for outstanding consulting and training work. She also volunteers on the Board of the Westerly Library and Wilcox Park. She has 30 years of training and consulting experience that include founder in 1992 of OGLE Training and Consulting, 10 years in financial services, Yale School of Management, and University of Rhode Island. Her initial career was social work for the City of Bridgeport in CT. In addition, she was Regional Director for the Northeast Region of the American Society for Training and Development as well as ASTD President of the Southern CT Chapter.

     Seeking Growth: Lessons for Scaling a Nonprofit (Strategy)

While the stories of nonprofits that have already successfully scaled their programs are often celebrated, we hear much less about programs at the earlier stages of the scaling journey.This session will focus on the success of Brookline Community Mental Health Center, which partnered with the Bridgespan Group to develop a growth strategy for Bridge to Resilient Youth in Transition (BRYT), an intervention it created for youth transitioning back to school after absences caused by physical or mental health issues. BRYT achieved growth throughout suburban Greater Boston schools and is now setting its sights on much more dramatic and intentional scale up. This workshop will foster a conversation anchored by this ongoing and promising example, and a discussion of how the lessons learned can apply to all organizations. This session is ideal for program directors, and C-Suite staff of any size nonprofit organization with a promising program that ought to be scaled and/or replicated.

Sridhar Prasad is a Manager with the The Bridgespan Group who has worked with nonprofits in a number of sectors, including global development, education, mental health, and early childhood development. Prior to Bridgespan, Sridhar worked as a project leader at Boston Consulting Group, working across a range of practice areas, including health care, education, technology, media, and telecom. Before BCG, Sridhar worked at the Federal Communications Commission’s National Broadband Task Force and for the Clinton Foundation’s HIV/AIDS Initiative in Delhi, India.

Henry White, MD has worked as a community psychiatrist for most of his career, serving as the Clinical Director of the Brookline Community Mental Health Center since 1984. In addition to extensive clinical experience with adolescents and adults, he has served as consultant to schools and broad range of community agencies. Dr. White has created a number of innovative programs in response to emerging community needs, several of which have received national recognition. He leads the Bridge for Resilient Youth in Transition project.

     Adapting to an Outcomes-Based World: What Every Nonprofit Needs to Know (Performance Management)

In today’s nonprofit sector, it is getting harder to access funding to support our work. Funders ask for more metrics and evidence for proof that our programs are making an impact. It is critical to build an understanding of this evolving funding environment – one focused on outcomes rather than outputs, more highly valuing data and measurement. In this session, we will discuss the changing funding landscape, the opportunities and challenges it presents, and examine impact measurement through the Nonprofit Finance Fund’s Complete Capital framework for longterm financial sustainability. After reviewing the organizational changes and resources required for building and growing an outcomes-based readiness, participants will create their own action plans, detailing the steps their organizations can take toward developing outcomes measurement systems. They will also be equipped with the language necessary to communicate the needed infrastructure and cultural changes back to their organizations. This workshop is suitable for nonprofit leaders responsible for or involved in the early stages of implementing outcomes measurement systems within their organizations.

Alex Epps is an Associate in Advisory Services based in the Nonprofit Finance Fund’s (NFF) Boston office, and he co-presented the “Financial Storytelling” workshop at last year’s MNN Conference. Alex’s work has included investigating early childhood education providers to aid foundations in better understanding financial data to inform strategic grant-making. Prior to joining NFF, Alex worked in impact assessment at Root Capital, a nonprofit agricultural lender working with rural farmers in Latin America and Africa. Alex has also filmed a grant-funded documentary on the institutionalization of peace culture in Costa Rica. He holds a BA in Economics from Brandeis University.

Martin Lenarz-Geisen is a Coordinator in Advisory Services based in Nonprofit Finance Fund’s (NFF) Boston office. Since joining NFF, he has worked on the Pay for Success team implementing a national initiative supported by the Corporation for National & Community Service and works closely with the Senior Consulting team to advance Advisory Services mission. Prior to joining NFF, he was an AmeriCorps Teaching Fellow and helped design a Business Learning through Service program at his alma mater. He graduated Magna Cum Laude with a BS in Economics from the University of St. Thomas.

     Board Members Are Just Waiting To Be Asked (Board)

For too long we have been recruiting board members with the expectation of “Get and Give.” However, this method is not always the best utilization of their time and talent. During this highly engaging workshop, you’ll learn how to best apply your Board members, teaching them to serve as a steward of your organization’s mission and build relationships with people, instead of simply asking them to raise funds. With the average nonprofit losing nearly 57% of their donors annually, this critical skill is essential to organizations aiming to grow their impact and maintain an effective Board of Directors. This workshop is best suited for staff and executive leaders.

For over 30 years, Sharon J. Danosky, founder and president of Danosky & Associates, has dedicated her career to working with not-for-profit organizations. As both a consultant and a senior executive for numerous charitable organizations, she has transformed organizations into highly effectively charities of choice in their communities. Sharon conducts seminars and lectures through her affiliations with the Association of Fundraising Professionals, Connecticut Association of Non-Profits, Connecticut Community Foundation, Connecticut Land Conservation Council, Fairfield County Community Foundation, Westchester Association of Development Officers, Community Foundation of Northwest Connecticut and the Rhode Island Foundation.

     Digital Strategy for Today and Tomorrow (Communications)

This workshop will cover a range of topics related to developing and implementing a digital strategy, including how to decide what social media platforms to use, how to think through a website revamp, and how to create an integrated editorial calendar. This workshop will feature a short presentation and hands-on practice. The driving question participants will answer is “what are the things I can do today, next week, and in three months to improve my organization’s impact through digital tools?” This workshop is ideal for anybody who uses a website, social media account or an email program to raise funds, increase awareness of their issue or organization, or deepen impact.

Todd Felton is the founder of RTF Consulting. Todd works with clients to do more with digital tools while focusing on what they do best: leading their organization. He has successfully created and launched entire digital strategy plans, social media campaigns, new websites, and e-newsletters. Todd brings wide-ranging experience including a decade in the classroom, a successful writing career, and digital strategy work for national and local nonprofits. His clients have included Expeditionary Learning, The Buck Institute for Education, the Berthiaume Center for Entrepreneurship at UMass Amherst, and the Bay State Reading Institute. He is currently the VP of Content Strategy for Digaboom, a social platform for digital marketers.

Mitch Anthony has built and developed corporate and product branding programs for such clients as Bloomberg Television, VH1, Church World Service, Microsoft, Lightlife Foods, Reebok and UN Habitat. He knows from experience that brand discovery, design, and strategy are powerful tools that can transform not only your marketing, but also your organization and all the people in it. “What do you need to do? Articulate mission and vision? Branding. That’s where you start. Improve internal understanding and buy-in? Branding again. Branding gives every organization a tangible way to share the experience of self-discovery.”

     Engaging Staff and Volunteers in Your Brand (Communications)

Building a strong brand is about making a promise, then delivering consistently on that promise, to every single stakeholder, every single time. Your staff and volunteers are at the core of that promise — it’s crucial that they understand and buy into the brand in order to do their best work and serve as the face of your organization to the members of your various audiences. This highly interactive workshop will help attendees understand how to identify their brand promise, communicate that promise to staff, and ensure enduring engagement and advocacy. This workshop will be most useful to senior leadership and board members, as well as marketing, communications, and development staff for mid-sized to large organizations.

As a consultant, Michele Levy helps mission-driven organizations develop the messaging and integrated communications they need to better achieve their strategic goals. Prior to launching her practice, Michele worked in advertising and management consulting. She also served as Chief Marketing Officer for Walnut Hill School for the Arts, and has held leadership roles on a number of nonprofit boards. She is the author of Building Your Brand: A Practical Guide for Nonprofit Organizations, and a popular presenter with 4Good’s Nonprofit Webinars series.

As a consultant, Kathe Shaw-Bassett helps nonprofits develop the communication skills and team synergy they need to deliver on their mission. Prior to launching a coaching & consulting practice, she spent 10 years in banking (developing a portfolio of 200 nonprofits), and was a fundraising and board development coach for nonprofits throughout North America. She has held leadership roles on several boards including the Nonprofit Management Program at University of Washington. A dynamic presenter, she designed a popular class on Nonprofit Financial Management for UW’s Fundraising Management Certificate.

     Found Time: Boost Your Efficiency & Productivity (Professional Development)

Do you find yourself overwhelmed by the length of your daily task list (if you can find it)? This workshop will help you identify ways to automate and/or shorten the time it takes to complete daily tasks that consume valuable time you could be spending furthering your organization’s mission and increasing your impact. Technology offers numerous options to maximize your efficiency, giving you more time to plan and increase your impact. In this workshop, you’ll learn the tools and best practices around email inbox management and email etiquette; operating system shortcuts to speed up daily tasks; task management systems; how to best use your work calendar; and systematizing note taking. This is a great workshop for nonprofit employees of all levels.

As Vice President and Director of the Insource Technology practice, Russell Greenwald provides the direction for and management of technology services to effectively support Insource clients’ needs. An experienced IT professional with over 13 years of successfully designing, managing and troubleshooting technology systems, Russell brings to Insource clients a broad knowledge of technology systems and solutions and a proven track record of designing, problem solving, and managing technology systems, with significant experience designing remote application platforms via Citrix and in the use of Google Apps.

Ryan Ecclestone serves as a Senior IT Project Manager with Insource Services. Strategically focused, Ryan seeks to further his client’s productivity and overall efficiency through the use of technology related projects and deployments. He provides short and long-term IT strategy as well as managing a range of technical project deployments. As an experienced IS/IT Project Manager, Ryan has lead projects ranging from setting up new technology infrastructure for organization spinoffs to migration of existing core IT Services to cloud based products.

Scott Hagerty is an experienced technical professional with an extensive background in software applications and hardware, workstation, server, and network-related troubleshooting. As an Insource IT Client Manager, he is responsible for managing the technical needs of his clients and drawing upon his knowledge of Windows and Mac environments to design and implement related projects and solutions that best fit their specific needs. Prior to joining Insource, Scott was the Team Lead in the Department of Interactive and Information Technology at the Museum of Science in Boston.

     Fundraising: Are you ready for that campaign? (Development)

How do you know if you are ready to launch a capital campaign or other major fundraising initiative? This workshop will help experienced executive leaders determine the key actions necessary to get an organization ready, whether this includes hiring an outside consultant to help with a plan, investing in a “feasibility study,” or engaging key stakeholders early on. Even if a campaign is but a glimmer, the time to start getting ready is now! This workshop is best suited for executive leaders with 3-5 years of experience at small to mid-sized organizations.

Diane G. Remin, Founder & President of MajorDonors.com, was named one of the 30 most effective fundraising consultants in 2013 by the Michael Chatman Giving Show. She founded the company five years ago to help small-to-mid-sized organizations boost their revenues, with an eye toward major gifts. An active solicitor herself, Diane has served on nonprofit boards for the past 15 years. She is also a dynamic workshop presenter who routinely receives stellar ratings. She likes to say that “giving is good for your health!”

     Lessons from Philanthropy (Development)

Foundations in Massachusetts give away upwards of $1.5 billion to nonprofit organizations each year. But with almost 4,000 funders in the state, it isn’t always easy to get your foot in the door with foundations, especially as more and more no longer accept unsolicited proposals. During this workshop, participants will learn the do’s and don’ts of approaching funders- directly from the gift horse’s mouth. Participants will have the opportunity to hear feedback and anecdotes provided by funders about real-life situations. This workshop is a great fit for professionals tasked with fundraising, grant writing and/ or managing relationships with funders.

 Allistair Mallillin is the Nonprofit Partners Manager at Associated Grant Makers. Previously he worked as a Development Associate at United South End Settlements, supporting fundraising efforts and helping build a strong community in the South End/Lower Roxbury neighborhood of Boston. Allistair serves on the board of several nonprofits, including Asian American Resource Workshop, Funding Exchange, Haymarket People’s Fund, and MAP for Health. He also serves on the Steering Committee of Saffron Circle and is involved with Asian American/Pacific Islanders in Philanthropy (AAPIP).

Georganna Woods is the Research Associate and Meet-the-Donors Program Manager at Associated Grant Makers. She began as Associate Librarian at the AGM Resource Center for Philanthropy (RCP) and has transitioned into a combined position where she coordinates AGM’s Meet-the-Donor series and also conducts research for AGM Members and Partners. Georganna divides her work week between AGM and Earthworm, Inc. – a nonprofit recycling organization where she is Associate Director. She has also worked and volunteered at numerous other nonprofit organizations such as Project SAVE Armenian Photograph Archives and Brookline Access Television.

     Leveraging Multiculturalism: Attract, Retain and Engage a Diverse Staff (Leadership/ Management) 

A workforce that reflects the community and people your organization serves, and brings together a range of cultures and backgrounds, can have a powerful impact on your work. However, many nonprofits struggle to attract and retain a diverse workforce. This workshop will cover best practices for: hiring employees from diverse backgrounds and empowering them to thrive at your organization; navigating unique cultural nuances to bring out the best in your entire staff; and creating a pipeline for employees at every level and from every background and culture. This workshop is best suited for organizational leaders and managers or employees who have hiring responsibilities.

Colette Phillips is President and CEO of Colette Phillips Communications, Inc., an innovative marketing/PR company that helps nonprofits to build a memorable brand and attract new donors. Since founding CPC in 1986, Ms. Phillips has consulted with nonprofits throughout the nation, helping them to build their brands and grow their bottom line. Her clients include the American Red Cross, The Reebok Foundation, the American Cancer Society, Big Sisters of Greater Boston, Jobs for Youth, Junior Achievement, Kellogg Foundation, Bottomline, Ovations for the Cure, Judge Baker Children’s Center, UNICEF, Whittier Street Health Center and the YWCA Boston. Widely respected and recognized for her amazing ability to build bridges and create cross-cultural and inter-racial social networks, Ms. Phillips gives back to her community by serving on various nonprofit boards.

     Management Basics for Newer ED’s (Leadership/ Management) 

You are new in your position as an Executive Director of a nonprofit, filled with great ideas and passion for your issue. However, it can be challenging to articulate everything you want to accomplish and bring it all together into an organized plan of action. In this workshop attendees will learn the 10 most important skills and tools to be an effective manager, enabling them to have a positive relationship with staff, ensuring that they are effective in their roles, and helping them to feel successful in their work. This workshop is best suited for Executive Directors of smaller, newer organizations or first-time EDs and will cover the most important skills needed to be an effective manager.

Annette Rubin, Certified Professional Coach and founder of Coaching to Potential, is a strategic partner, passionate about helping others become dynamic nonprofit leaders. Annette’s coaching approach is based on over 25 years of nonprofit leadership. She developed and led the Cardiovascular Wellness Center at Brigham and Women’s, was Executive Director of Boston Children’s Chorus, President of Executive Service Corps of New England, and Director of the Office of Community Economic Development for the Commonwealth.

     Results-Based Accountability and Collective Impact (Performance Management)

Session Description: Measurement practices don’t just track data; done well, metrics can be a powerful tool to catalyze and guide the collective action necessary to create positive change. In this dynamic out-of-your-chair workshop, we will begin with an introduction to the five conditions of Collective Impact. From there we will explore Results-Based Accountability (RBA) as a practical, user-friendly tool for achieving these conditions. Participants will have the opportunity to actively engage in “turn the curve thinking,” drawing on the collective experience and wisdom of their colleagues and gaining hands-on experience. Participants will be provided with links to Collective Impact and RBA resources that will reinforce their learning and enable them to apply concepts, including turn the curve thinking, back home. This workshop is ideal for individuals collaborating on systems-level or population-level change, and for those already using data to track performance.

Hillary Boone, MSM, is Organizational Development Specialist at the Marlboro College Center for New Leadership. Hillary has trained and coached hundreds of organizations across New England in the use of Results-Based Accountability (RBA) and serves on the Steering Committee of the Vermont Accountability Group. Hillary has presented her work with BBVT nationally and internationally. In her community of Burlington, VT Hillary serves in leadership roles on the board of the Pride Center of Vermont, the Milton Mentor Advisory Committee, and the Divas Do Good Initiative.

     Successfully Securing Government Funds (Development) 

This exciting workshop will offer a glimpse into the world of government grant funding for nonprofits, and provide strategy and logistical advice for identifying, applying, and securing funding from various agencies of state and federal governments. Attendees will have the unique opportunity to participate in a moderated discussion panel featuring three experts in government funding covering a variety of topics including: the federal policies and trends that impact funding to states and nonprofits, the logistics of identifying viable opportunities, and some of the hurdles nonprofits face in submitting successful applications such as grant writing, securing matching funding, and closely tracking the administration of grant funds once they are secured. The ideal audience for this workshop are professionals looking to diversify their funding, streamline their advocacy, increase program impact and clarify strategic direction.

Chet Atkins founded ADS Ventures after more than 20 years in public service. In 1970, Chet became the youngest person elected to the Massachusetts House and soon after won a seat in the State Senate. Serving as Chairman of the Ways and Means Committee, Chet led reforms to modernize the budget and was elected to the U.S. House in 1984, and served on the Appropriations, Foreign Affairs, Ethics and Budget Committees. Chet has served on the boards of the Center for Justice and Accountability, Amnesty International, Oxfam America, Emerson Hospital, Cambridge College, Plimoth Plantation, and Refugees International.

For more than 30 years, Lee Foley has worked as one of Washington’s foremost counselors on policy and legislative advocacy. At Capital Hill Partners, Lee advises clients and represents various interests before Congress and the Executive Branch in issue areas including elementary, secondary and postsecondary education, employment and training, employment security, community and economic development, job creation, community development finance, small business development, rural and agricultural programs, disability and civil rights policy. Lee served in a variety of positions in Washington including as a White House domestic policy advisor, chief of staff at a federal agency and as a staffer for two U.S. Senate committees.

Jerry Rubin is President and CEO of Jewish Vocational Services. Prior to joining JVS, Jerry was Vice President of Building Economic Opportunities at Jobs For the Future, a national workforce development and education policy, research, and consulting organization. Jerry founded and was Executive Director of two nonprofit organizations: the Greater Boston Manufacturing Partnership, a training and consulting organization based at UMass, and the Coalition For a Better Acre, a community development corporation based in Lowell, Massachusetts. Jerry is a member of the Massachusetts Workforce Investment Board, and a Board member of the Greater Boston Manufacturing Partnership and the Allston-Brighton Community Development Corporation.

      Charlie Baker (R)

@CharlieForGov

1. Nonprofits are the cornerstones of our communities and the lifeblood of the Commonwealth. They enrich the culture and beauty of our state, provide essential services for those at risk, and impact the quality of life of every single resident. Describe your personal experience with nonprofits.

I have spent a significant portion of my professional career working in the nonprofit sector. My first jobs out of college were with the New England Council and the Massachusetts High Technology Council. After graduating from business school and spending a couple of years in management consulting, I co-founded Pioneer Institute for Public Policy Research. From there I went into state government for almost eight years, after which I returned to the non-profit sector, first as CEO of Harvard-Vanguard Medical Associates and then as CEO of Harvard Pilgrim Health Care. Equally important, I have been an active volunteer, supporter and board member for numerous nonprofits over the years. Perhaps most notably in terms of my own personal engagement with the sector, I volunteered as a Big Brother when I was a freshman in college and ended up serving for almost 10 years on the board. I currently serve on the board of the Phoenix Network, which operates three college prep high schools in Chelsea, Lawrence and Springfield (starting in August 2014) for older, disconnected, and underserved students.

Through my work and my life, I am deeply aware and appreciative of the vital and varied contributions Massachusetts’ vibrant nonprofit sector makes in our Commonwealth. My campaign slogan is “Let’s be great, Massachusetts.” This aspiration can only be fulfilled if our state’s nonprofit sector remains strong.

2. The nonprofit sector is a significant economic and social engine in Massachusetts, with more than 35,000 nonprofit organizations employing almost 17% of the state’s workforce. What would you do as Governor to support efforts to recruit, retain, and train a strong and stable nonprofit workforce?

Massachusetts’ success, now and in the future, depends on our ability to develop, attract and keep the most talented people in the country. Thanks to our world-class colleges and universities, including our teaching hospitals, Massachusetts is a magnet for smart, entrepreneurial young people – literally from all over the globe. Our leading edge technology firms are perhaps the most obvious beneficiaries, but this inflow of human capital fuels our success across every facet of the economy, including the nonprofit sector. As much as a thriving nonprofit sector complements a successful commercial sector, the reverse is also true. Without a strong and growing economy, Massachusetts’ nonprofits will lose both talent and resources.

The greatest risk we face in the future is taking our unique competitive advantages for granted. We must continue to improve the quality of education at all levels, from pre-K through college and beyond, so that we are not just number one in the United States, but number one in the world. Equally important, we must make Massachusetts a place where people can afford to raise a family and build a business. Unfortunately, that’s just not the case today. From energy costs to business taxes, from housing prices to regulations, Massachusetts ranks as one of the most expensive, least business friendly states in the union. There is simply no reason why we can’t do much better and in a Baker administration we will.

3. New approaches and tools for tackling historically persistent challenges are emerging, or are already in practice, across the country. As Governor, how would you invest in promising nonprofit ideas, resources, and proven solutions that can strengthen the sector and solidify its position as a social innovation leader?

As a general principle, I do not believe state government should use taxpayer resources to pick winners and losers, whether in business or the nonprofit sector. Instead of providing subsidies or direct investments in private enterprises, the state should stay focused on creating the conditions for success that enable promising ventures to start, grow and thrive. That means a top-notch education and workforce development system, well-maintained and efficient infrastructure, streamlined regulation and permitting, and competitive costs of living and doing business. At the same time, there are some unique challenges that nonprofit organizations face in gaining access to the investment resources they need to fund innovation and growth. For example, MassDevelopment provides capital financing support for charter school operators and arts organizations. I am open to exploring similar approaches to facilitating investment in other segments of the nonprofit sector, including the use of social impact bonds as a vehicle for leveraging private investment capital to enable outcome-based public-private partnerships.

4. Civic engagement is the backbone of the nonprofit sector, with more than 1.3 million Massachusetts residents volunteering each year. What would you do as Governor to encourage citizen philanthropy and volunteerism?

One of the most powerful tools a Governor has is the bully pulpit, to rally public opinion and spur action on behalf of the common good. My own personal experience as a volunteer and charitable fundraiser provides me with a credible platform to encourage all of our citizens to get more involved in their communities and to shine a light on those nonprofit organizations that contribute so much to the well-being of the Commonwealth – especially on behalf of those among us who are suffering or in need. As Governor, I would continue the state’s support of public-private volunteer initiatives like the Massachusetts Service Alliance, the Commonwealth Corps, and the Mass Mentoring Partnership.

5. Nonprofits exist to serve the public interest and advance the common good and have been granted tax exempt status to further these efforts. As Governor, how would you protect this exemption for nonprofits and preserve the public trust that makes it possible?

I am committed to not raising taxes. That commitment certainly holds true for the nonprofit sector. I will veto any bill that reaches my desk that undermines the state’s nonprofit tax exemption. Equally important, as a former town selectman, I am firmly committed to protecting local aid from further cuts, which have decimated municipal budgets and put pressure on towns and cities to seek additional revenue from nonprofit organizations through payments in lieu of taxes. As Governor, I will further ensure that towns and cities receive their fair share of any increase in state revenue.

6. Nonprofits provide critical social safety net and quality of life services, often in close partnership with government. As Governor, how would your administration strengthen nonprofit and government collaboration?

Across a wide range of public services there are numerous opportunities for public-private partnerships, especially involving the nonprofit sector. Massachusetts is a hot-bed of social entrepreneurship, including nationally recognized nonprofit ventures like City Year, Citizen Schools, Jumpstart and Year Up. Massachusetts is also home to some of the highest performing charter school operators in the county, many of which are now taking their successful school models to scale by creating networks of independently managed public schools. State government must concentrate more of its resources on scaling up what works by leveraging the talent and capacity of entrepreneurial nonprofits, rather than continuing to fund a service delivery system that too often mitigates, rather than solves our most challenging problems.

7. The leadership structure put in place in the beginning of a Governor’s tenure is an indication of their priorities. Given the importance of nonprofits in Massachusetts, and their many and strong partnerships with the Commonwealth, where within your administration would you place a high level position responsible for ensuring the nonprofit sector as a whole has a voice at the table?

As someone who has spent a major portion of his adult life working and volunteering in the nonprofit sector, I will personally ensure that the interests of nonprofits are well represented within the executive branch of a Baker administration. Effective governing requires a streamlined structure, which encourages cross-agency communication, coordination and collaboration. Moreover, government works best when senior policy makers are able to place the people’s interest above the agendas of their own constituencies. As a result, I do not favor creating narrowly focused positions that can too easily lead to organizational siloes and unproductive inter-agency conflict.

      Martha Coakley (D)

@marthacoakley

1. Nonprofits are the cornerstones of our communities and the lifeblood of the Commonwealth. They enrich the culture and beauty of our state, provide essential services for those at risk, and impact the quality of life of every single resident. Describe your personal experience with nonprofits.

I understand the critical role that non‐profit organizations play in our Commonwealth, often filling the gaps created by government and the private sector to provide critical services, preservation, and enrichment. I am proud to have been a member of, and worked closely with, a number of different organizations that continue to tackle important challenges here in Massachusetts.

As the former President of the Women’s Bar Association, I worked to enhance the role of women in the legal profession; as member of the Board of Directors of the Dana Farber Cancer Institute, I sought to improve care for individuals and families living with cancer; and, as Chair of the Board of Middlesex Partnerships for Youth, I worked closely with leaders throughout Middlesex County to improve prevention and intervention strategies for young people.

In addition to these first hand experiences, it is my role as Attorney General to oversee all of the non-profits and public charities in Massachusetts. Through both my first‐hand experience and my administrative role, I have gained an appreciation for the enormous variety of non-profits in Massachusetts, the critical roles they play, and the complexity of challenges they often face. As Governor, I am committed to being a partner with non-profits and working diligently to increase their impact here in the Commonwealth.

2. The nonprofit sector is a significant economic and social engine in Massachusetts, with more than 35,000 nonprofit organizations employing almost 17% of the state’s workforce. What would you do as Governor to support efforts to recruit, retain, and train a strong and stable nonprofit workforce?

I believe the priorities for maintaining a strong and stable nonprofit workforce are increasing access to grants and other sources of funding for nonprofit organizations, and bringing down the cost of living for workers.

Massachusetts’ workforce has always been one of our greatest strengths; our public education system and private colleges and universities routinely turn out some of the brightest, most innovative young minds in the world. I believe, also, that many of these young people not only want to do well financially, but have a fervent desire to “do good.” The challenge is reducing the financial burden on these young people so that they are empowered to pursue a career in the nonprofit sector, which often pays less than the private sector.

One important piece of this effort is to ease access to grants and other sources of funding, especially for smaller nonprofits, so that they are able to offer their workers greater compensation. I believe we should explore opportunities to develop a one-stop resource, or introduce a statewide ombudsman, to give nonprofits a single point of entry into the various funding opportunities available and decrease complexity for organizations that, often, are already operating with limited resources.

In addition, it is important to decrease the financial burden on young workers and their families. I have proposed a system of full-need financial aid at Massachusetts’ community colleges, so that prospective workers can get critical post-secondary education without accruing crushing debt. I also believe we need to make adequate investments in public transportation and promote dense housing development, in order to create more options for individuals and families and drive down the cost of market-rate housing across the state.

Together, I believe these strategies will help us to grow and maintain a robust nonprofit workforce here in Massachusetts.

3. New approaches and tools for tackling historically persistent challenges are emerging, or are already in practice, across the country. As Governor, how would you invest in promising nonprofit ideas, resources, and proven solutions that can strengthen the sector and solidify its position as a social innovation leader?

As I discussed earlier, I think one critical component of this effort is streamlining access to grants and other sources of funding, to make it easier for nonprofits to proactively expand their own resources.

I believe another key piece is increasing collaboration between the nonprofit sector and our education system, particularly our institutions of higher learning, both public and private. Some of our most innovative thinking is currently taking place at colleges and universities and, at the same time, it is vitally important that college students get experience working in the “real world.” We need to fully capitalize on the potential for our nonprofit sector to leverage the human and intellectual capital that exists in our colleges and universities to enhance its impact.

As Governor, I would look for opportunities to build on models like the Northeastern University co-op program, to give nonprofits the affordable infusion of talent and energy that will help them create innovative solutions and/or expand existing programs to scale.

4. Civic engagement is the backbone of the nonprofit sector, with more than 1.3 million Massachusetts residents volunteering each year. What would you do as Governor to encourage citizen philanthropy and volunteerism?

From my career in public service, I recognize the tremendous mutual benefits of philanthropy and volunteerism. Not only does this type of engagement support the mission of our thousands of nonprofits; it can also be enormously beneficial to the individuals who choose to volunteer.

One key effort is to get young people involved in service early on, because this will set the stage for a lifetime of engagement. As Governor, I will work with our federal partners to renew funding for service-learning grants, in order to support the expansion of these programs in our public schools. I will also remain committed to supporting programs like YouthBuild, which combines academic instruction with service, helping to both empower young people and expand affordable housing in our communities.

I also believe it is important for us to make the connection between voluntarism and employment, especially for those who are unemployed or underemployed. Volunteering can support the development of valuable skills, including teamwork, communication, and leadership, which can help expand an individual’s employment opportunities. Incorporating volunteerism into our workforce development framework has the potential to engage individuals who otherwise would have been unlikely to volunteer, thereby expanding support for nonprofits that rely heavily on volunteers.

5. Nonprofits exist to serve the public interest and advance the common good and have been granted tax exempt status to further these efforts. As Governor, how would you protect this exemption for nonprofits and preserve the public trust that makes it possible?

As Attorney General, my role has been to oversee nonprofits and public charities in order to protect the public interest. I believe it is critical to hold those organizations that violate the public’s trust accountable, because robust oversight helps ensure public confidence in the vast majority of nonprofits, which are genuinely committed to advancing the common good.

I also believe we need to acknowledge the tremendous contributions nonprofits make to our communities, whether or not they are monetary. Some nonprofits, like hospitals and institutions of higher learning, do give back monetarily – either through community benefits programs (which the AG’s Office plays a critical role in) or PILOT payments. For other, often smaller, nonprofits the contributions can range from providing food and shelter to preserving a community landmark to providing music and art education.

As Governor, I will work closely with the next Attorney General to continue to hold bad actors accountable, and I will use the platform of the Governor’s office to continually promote the critical role that nonprofits play in every community across Massachusetts.

6. Nonprofits provide critical social safety net and quality of life services, often in close partnership with government. As Governor, how would your administration strengthen nonprofit and government collaboration?

My tenure as Attorney General has shown me the importance of building a team that has various areas of expertise, and which represents diverse interests, but is able to work collaboratively to reach shared objectives. As Governor, it would be my goal, in any policy discussion, to create dialogue between state government, non‐profits, private sector businesses, and community leaders, with the goal of creating the most mutually beneficial solutions.

In addition, nonprofits have numerous points of interaction with state government, and I am committed to having the nonprofit community at the table as we determine who should assume leadership positions in the various agencies and departments that must work closely with the nonprofit community.

Furthermore, I understand that state government and nonprofits can exponentially increase our impact if we work together; my office will have an open door policy for members of the community, and I will be committed to finding state level solutions to the shared challenges faced by nonprofits across Massachusetts, as well as recognizing the fact that a one-size‐fits‐all solution may not be appropriate for the wide range of nonprofits in the Commonwealth.

7. The leadership structure put in place in the beginning of a Governor’s tenure is an indication of their priorities. Given the importance of nonprofits in Massachusetts, and their many and strong partnerships with the Commonwealth, where within your administration would you place a high level position responsible for ensuring the nonprofit sector as a whole has a voice at the table?

I have a deep appreciation for the role that nonprofits play and will be committed to ensuring that they have a seat at the table. Additionally, I think the most important effort is expanding the notion that state government and nonprofits can support the effort of one another by working collaboratively, not just in the form a single person, but throughout state government.

Massachusetts is home to so many different nonprofits of different sizes, working on different issues, and facing different challenges that, while umbrella solutions may be appropriate for certain challenges, I believe many important policy decisions will be made at the individual organization level. To make state government responsive to these smaller‐scale challenges, it is important that leaders and employees in every agency understand what can be gained from effective collaboration.

      Evan Falchuk (I)

@efalchuk

1. Nonprofits are the cornerstones of our communities and the lifeblood of the Commonwealth. They enrich the culture and beauty of our state, provide essential services for those at risk, and impact the quality of life of every single resident. Describe your personal experience with nonprofits.

I’ve had the opportunity to work with an organization called Interise in Lawrence, Massachusetts. Interise works to stimulate economic revitalization in lower-income communities by educating small business owners on a lot of the valuable work and life skills people need to pair with their own elbow grease to make their businesses grow. They call it their “Streetwide MBA.” The work being done at Interise is like so much of what I’ve seen at many other nonprofits in Massachusetts I’ve had the privilege to visit over the course of my campaign in that it is innovative, smart and – maybe most importantly – greatly needed.

Understanding, valuing and supporting nonprofit organizations of all kinds is critically important in the 21st century, perhaps more so as each year passes. I’ve seen this whenever I meet with nonprofit organizations, whether it be Homes for Families, United Teen Equality Center, MASSCreative or the Citizen’s Housing and Planning Association. And it’s why when I meet with nonprofit staff and groups on the campaign trail it’s without a camera crew or trail of reporters. That isn’t and shouldn’t be the point. At least for me, it’s about learning and understanding the remarkable and needed connections between the work of nonprofits and state policy.

Finally, nonprofits serve the public good and are often the first ones to address needs in the community. In this sense, nonprofits should be seen as a kind of “first responders” to social challenges. Where they are successful they should be seen as models of programs that inform public policy, and drive innovation in our approaches to addressing these issues.

2. The nonprofit sector is a significant economic and social engine in Massachusetts, with more than 35,000 nonprofit organizations employing almost 17% of the state’s workforce. What would you do as Governor to support efforts to recruit, retain, and train a strong and stable nonprofit workforce?

Much of my work on this front would mirror the work I did during my 13 years on the executive team at Best Doctors Inc., a Boston-based global health company dedicated to providing patients worldwide with the right diagnosis and treatment. Here, it was critical to find staff who understood the value of the organizations’ core mission, and who weren’t just willing, but were passionate about carrying out the day-to-day tasks and objectives needed to meet critical goals.

Similarly, as Governor I would apply this same mindset, focusing on not only attracting and continually training the most skilled, dedicated workforce, but providing everything from ongoing research related to focus areas and roles, to measurable plans and surveys, not just on results, but on nonprofit workers’ feedback and impressions of their work and their valuable organizations. Without such an approach we dramatically undervalue not only these vital organizations, but the immeasurable potential each has to deliver real results, outcomes and change every single day.

3. New approaches and tools for tackling historically persistent challenges are emerging, or are already in practice, across the country. As Governor, how would you invest in promising nonprofit ideas, resources, and proven solutions that can strengthen the sector and solidify its position as a social innovation leader?

Such investment must be a top priority for the benefit, not only of so many nonprofits throughout the Commonwealth, but for the countless people whom they serve. Massachusetts, as we know, has earned its “leadership label” when it comes to social innovation. However, when we decide to place greater emphasis and dollars on truly promising nonprofit ideas and solutions we raise that “leadership label” to an entirely new – and better – level. It sounds good to generically say, “Yes, we should talk about increasing funding for that project.” But where is the actual plan when it comes to targeted, strategic investment in these important areas, to be made on an ongoing basis?

What will be required is more than just good-sounding platitudes. What is required is a governor who truly wants to learn and understand the nonprofit resources already in existence, but which, too often do not get the funding that should be made available by the state. This is particularly striking at a time when the government is willing to spend billions of dollars on projects like expanding the Boston Convention Center, tax breaks to large companies, government office renovations and other less impactful priorities. I pledge that in my first 100 days as governor, I would deliver a top-to-bottom review of all current funding for nonprofit organizations, and then take that data into clear account when working on our upcoming budget and legislative priorities. Nonprofits should never be considered a “luxury” or “add-on.” They must be a visible, valuable piece of our entire funding strategy and priority.

Another obvious first step must be to establish a permanent Interagency Coordinating Group, which failed to move this legislative session. In all honesty, I was surprised to discover that this had not been delivered by lawmakers sooner.

4. Civic engagement is the backbone of the nonprofit sector, with more than 1.3 million Massachusetts residents volunteering each year. What would you do as Governor to encourage citizen philanthropy and volunteerism?

One of the first practical steps we can and should take to encourage volunteerism and philanthropy is a prominent public education and awareness campaign. This campaign could do everything from shedding light on the impressive number of residents who already volunteer, to making a persuasive case that non-volunteers, by choosing to do so with nonprofits, have much to gain. I believe one of the fundamental pieces missing, when it comes to growing and supporting our nonprofits and countless related places for volunteers, is an organized cohesive communication vehicle to quickly learn about the many different types of volunteer positions which exist, and for current volunteers and organizations to share their experiences, insights, and volunteer “job leads.”

In addition, I propose that in tandem with the Interagency Coordinating Group, we launch the inaugural Massachusetts Volunteer Superstars awards. The point of the awards is more than just a keepsake trophy or newspaper article. The point of these high-profile awards is to spotlight the amazingly wide diversity of volunteers and opportunities available through so many nonprofit organizations. In the process, we will be able to shine a spotlight on the very heartfelt, human stories that lure people to team with nonprofits in the first place. This awards program should include, where applicable, a slate of scholarships to contributing state universities which recognize award-winning volunteers’ valued efforts, and more importantly helps to keep them in the world of Massachusetts nonprofits during their future work years.

5. Nonprofits exist to serve the public interest and advance the common good and have been granted tax exempt status to further these efforts. As Governor, how would you protect this exemption for nonprofits and preserve the public trust that makes it possible?

On this front the governor must collaborate with lawmakers on both sides of the aisle. That said, however, I pledge to do all in my power to protect this current tax exempt status, recognizing the importance of nonprofits being able to keep their organization running without interrupt or uncertainty, and understanding the financial struggles that accompany so many dedicated nonprofit organizations, their staff and volunteers. When it comes to preserving the public trust, a segment of our nonprofit public awareness campaign should be devoted to highlighting the incredible value that nonprofits and the work they provide our communities actually means for so many people throughout Massachusetts. People of all ages, all backgrounds, all income levels. I want people to understand, should the tax exemption issue be raised, how by preserving this status for nonprofits we actually are helping ourselves. The stronger and better equipped our communities and neighborhoods are the better for all of us every day.

6. Nonprofits provide critical social safety net and quality of life services, often in close partnership with government. As Governor, how would your administration strengthen nonprofit and government collaboration?

Here, I see tremendous opportunity to strengthen and expand nonprofit-government collaboration. Working in tandem with the Interagency Coordinating Group we would take an almost surgical approach to researching and assembling collaboration data on what has worked the best, what ideas or opportunities have such promise but are overlooked, and what projects – while well intended –perhaps should not have been a focus above others. Similar to ideas like the nonprofits public education campaign (mentioned earlier), it is data analysis and clear communication of results and best practices which I and many people believe are sorely lacking today. While I’m aware that much research already has been done on this front, we strengthen our hand when we build an arguable case about what has worked in the past, why there is such value in true nonprofit-government collaboration, and why such collaboration is worthy of needed time, resources, strategic advance planning, and of course related funding. Without effectively making the case to the sometimes skeptical public or legislation body, how can we expect to not just protect current resources, but develop and deliver bold new nonprofit-government efforts?

7. The leadership structure put in place in the beginning of a Governor’s tenure is an indication of their priorities. Given the importance of nonprofits in Massachusetts, and their many and strong partnerships with the Commonwealth, where within your administration would you place a high level position responsible for ensuring the nonprofit sector as a whole has a voice at the table?

When you consider the number of nonprofits in Massachusetts coupled with the number of communities which rely so deeply on their services and skills it defies logic that too often nonprofit funding and expansion strategy seems to be considered an “add-on.” Add to this our (still iffy) economy and gaping need for a cohesive, strategic plan where governments work with the nonprofit sector over the next decade and you realize what would help make a great difference is a Cabinet-level individual responsible for leading – in league with the Interagency Coordinating Group – efforts to redraw the nonprofit map in Massachusetts. By this I mean looking at the current nonprofit landscape and related funding as a whole, measuring priority needs, and laying out a ten-year plan for what additional amounts are needed and for planned, measurable outcomes.

      Scott Lively (I)

1. Nonprofits are the cornerstones of our communities and the lifeblood of the Commonwealth. They enrich the culture and beauty of our state, provide essential services for those at risk, and impact the quality of life of every single resident. Describe your personal experience with nonprofits.

Nonprofit organizations are indeed the cornerstone of our communities. They have been a major part of my life, both personally and professionally. As the Managing Partner of Lively, Ackerman and Cowles Law Firm in Southern California, a substantial part of my practice was organizing and advising nonprofit entities. I presently manage two nonprofits here in Massachusetts which I founded: a church and a religious advocacy group.

2. The nonprofit sector is a significant economic and social engine in Massachusetts, with more than 35,000 nonprofit organizations employing almost 17% of the state’s workforce. What would you do as Governor to support efforts to recruit, retain, and train a strong and stable nonprofit workforce?

Massachusetts appears to have a good and mutually beneficial relationship with its nonprofit sector. If elected governor I would solicit advice on how to improve upon this relationship.

3. New approaches and tools for tackling historically persistent challenges are emerging, or are already in practice, across the country. As Governor, how would you invest in promising nonprofit ideas, resources, and proven solutions that can strengthen the sector and solidify its position as a social innovation leader?

I believe in creative solutions and the power of innovation by people who can “think outside the box.”  I will be looking for the answers to our many challenges from the innovators in our society, many of whom work in the nonprofit sector.  If an idea is truly good it will sell itself, and I will work to make government a facilitator of every truly good idea.

4. Civic engagement is the backbone of the nonprofit sector, with more than 1.3 million Massachusetts residents volunteering each year. What would you do as Governor to encourage citizen philanthropy and volunteerism?

As Governor I would  create new tax incentives for charitable giving and promote volunteerism through public service advertising.  I would also solicit ideas for helping high school and college students earn academic credit for volunteer activities.

5. Nonprofits exist to serve the public interest and advance the common good and have been granted tax exempt status to further these efforts. As Governor, how would you protect this exemption for nonprofits and preserve the public trust that makes it possible?

Unfortunately, there is a rising tide of hostility in certain parts of the American public toward the policy of providing tax exempt status for nonprofit entities. I believe government has an affirmative duty to educate the public on the tremendous value and benefit that nonprofits provide to our society.  I would vigorously oppose any encroachment on tax exemptions for nonprofits.  I would also work to add protections in the zoning laws to prevent misguided local governments from discriminating against tax-exempt entities in real property matters.

6. Nonprofits provide critical social safety net and quality of life services, often in close partnership with government. As Governor, how would your administration strengthen nonprofit and government collaboration?

Frankly, I think government is often more of a hindrance than a help in the work of nonprofits.  I think the role of government is to provide funding with appropriate oversight for projects and services which nonprofits can offer the public in lieu of government agencies.  I will be working to streamline Massachusetts government, and will be looking to the nonprofit sector for more efficient delivery of services that are presently managed by government entities.

For example, I will be working to create a private nonprofit risk-pools as an alternative to both socialized government healthcare and the for-profit insurance industry in order to return consumers to stakeholders in the cost-management of health care, and to reduce waste, fraud and bureaucratic red-tape.

7. The leadership structure put in place in the beginning of a Governor’s tenure is an indication of their priorities. Given the importance of nonprofits in Massachusetts, and their many and strong partnerships with the Commonwealth, where within your administration would you place a high level position responsible for ensuring the nonprofit sector as a whole has a voice at the table?

I myself will be the voice at table for nonprofits.  My door will always be open to representatives of the nonprofit sector who will know me as a friend and advocate.

      Jeff McCormick (I)

@JMacForGov

1. Nonprofits are the cornerstones of our communities and the lifeblood of the Commonwealth. They enrich the culture and beauty of our state, provide essential services for those at risk, and impact the quality of life of every single resident. Describe your personal experience with nonprofits. 

I believe strongly that non-profits play a critical role in ensuring that communities have a strong safety net. However, with funding always an issue, it is important that non-profits, the private sector and individual citizens work together to meet the funding needs. This is why my wife Christine and I have given to and volunteered for a variety of non-profits in Massachusetts and beyond. For example, I’ve served as the co-chair of Bostonians for Youth  and was a founding board member and lead sponsor of the Sean McDonough Charity for Children; both serving the needs of at-risk youth. I also am currently a Vice-Chair of the CitiCenter for Performing Arts and a four-time Dana-Farber marathoner.

2. The nonprofit sector is a significant economic and social engine in Massachusetts, with more than 35,000 nonprofit organizations employing almost 17% of the state’s workforce. What would you do as Governor to support efforts to recruit, retain, and train a strong and stable nonprofit workforce? 

Given the importance of the non-profit community in our commonwealth, you can’t start too early exposing children to options and careers available in the non-profit sector.  One barrier to our best and brightest joining non-profits is the low pay scale. I am focused on reducing the cost of health care for everyone in the commonwealth so that citizens have more resources to cover day-to-day life allowing them to choose a career in the field of their choice. I would also advocate for a student loan forgiveness or at least deferment at the federal level for those graduates who enter into the non-profit sector. Furthermore, I would work with one of our greatest resources, local colleges and universities, to encourage them to create stipend programs for graduates who join the non-profit sector, similar to the fellowship program that has succeeded at William and Mary Law School; which has resulted in higher employment numbers and greater participation in and introduction to the non-profit world.^1
1 http://www.npr.org/templates/transcript/transcript.php?storyId=294887683

3. New approaches and tools for tackling historically persistent challenges are emerging, or are already in practice, across the country. As Governor, how would you invest in promising nonprofit ideas, resources, and proven solutions that can strengthen the sector and solidify its position as a social innovation leader? 

As I have travelled across the state it has become clear that one of the biggest barriers in the delivery of quality services is a lack of communication, coordination and transparency across departments. As Governor, a key priority of my administration will be to hold all departments accountable to ensure higher quality outcomes. Holding departments accountable will be aided by utilizing tracking data on trends of measurable results. Through this process we can also discover best practices that should be promoted and shared. As Governor, I will look to the non-profit sector for solutions to some of our most difficult issues as well as explore and expand pay for success models such as ROCA Inc. from Chelsea/Springfield.

4. Civic engagement is the backbone of the nonprofit sector, with more than 1.3 million Massachusetts residents volunteering each year. What would you do as Governor to encourage citizen philanthropy and volunteerism? 

As Governor, I will use the bully pulpit to be a strong advocate and supporter of non-profits and volunteerism. I will encourage volunteerism for all state employees. In addition, many of our school systems currently require a minimum number of community service hours to be completed by each student as a graduation requirement. I would encourage this practice to be expanded statewide for all of our high schools.

5. Nonprofits exist to serve the public interest and advance the common good and have been granted tax exempt status to further these efforts. As Governor, how would you protect this exemption for nonprofits and preserve the public trust that makes it possible? 

As Governor, I will allocate a certain portion of the budget to promote volunteerism and personally lead by example. I will oppose efforts that are designed to impact the tax-exempt status of non-profits.

6. Nonprofits provide critical social safety net and quality of life services, often in close partnership with government. As Governor, how would your administration strengthen nonprofit and government collaboration? 

I believe strongly that organizations cannot succeed if they do not have predictable and stable funding. I will work on long-term planning for state priorities that ensures our non-profit contracts are adequately funded, paid on time and have a predictable funding stream that extends beyond one year. I will also work to streamline reporting and procedures for grants and contracts so that non-profits can focus on the important work of delivering services instead of being burdened by unnecessary bureaucracy. In addition, in our first hundred days in office we will initiate an audit of all technology to ensure compatibility across systems to reduce duplication and redundancy.

7. The leadership structure put in place in the beginning of a Governor’s tenure is an indication of their priorities. Given the importance of nonprofits in Massachusetts, and their many and strong partnerships with the Commonwealth, where within your administration would you place a high level position responsible for ensuring the nonprofit sector as a whole has a voice at the table? 

I plan to have a member of the non-profit community as a member of my transition team to help ensure strong collaboration between the non-profit sector and state government. I also plan to appoint a liaison between my office and the non-profit community to ensure continued quality outcomes and the advancement of the industry as a whole.