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THENONPROFITTIMESTMThe Leading Business Publication For Nonprofit Management • www.thenonprofittimes.com • $6.00 U.S. April 1, 2015The Center for Community Change in Washington, D.C., ranked No. 25 overall and No. 10 among medium organizations in this year's Best Nonprofits To Work For.2015 NPT Best Places To WorkMission trumps pay, although compensation does matterBY MARK HRYWNAAsk most any employee at a nonprofit why they work there and theanswer will almost always come down to mission and believingthey are making a difference. But what sets apart the organizationsin the 2015 NPT Best Nonprofits To Work?In David Letterman style, Best Companies Group (BCG) derived the top 10key drivers in the NPT Best Nonprofits To Work study:• I like the type of work that I do;• I have confidence in the leadership of this organization;• Most days, I feel like I have made progress at work;• I feel part of a team working toward a shared goal;• My pay is fair for the work I perform;• At this organization, employees have fun at work;• My supervisor handles my work-related issues satisfactorily;• The organization provides the technology, equipment and resources Ineed to do my job well; and,• I feel I am valued in this organization.The overall survey average for positive responses in all categories of the EmployeeBenchmark Report in the NPT Best Nonprofits To Work was 89 percentfor those that made the list compared with 77 percent for those that did not. Thelargest disparity within a category was in leading and planning (90 percent versus73 percent), followed by pay and benefits (88 percent versus 73 percent),and corporate culture and communications (88 percent versus 74 percent).The National Older Worker Career Center (NOWCC) was number one overallfor the second straight year among the 50 organizations ranked in TheNPT Best Nonprofit To Work. Created from the AARP in 1997, NOWCC is dedicatedto promoting experienced workers 55 and older “as a valuable andcritical component of the nation’s workforce,” according to its websiteWith only about 24 employees, it wouldn’t take very many staff leaving topunch up the turnover rate but even still, NOWCC only had an 8 percentturnover last year and no turnover the previous year.NOWCC boasted the highest average annual salary for exempt employees,one of the few that reached six figures ($105,828). “We try to be competitivein our market,” said Greg Merrill, president and CEO of the Arlington, Va.-headquartered organization, with most employees in Arlington, as wellBest Places, page 2National Older Worker Career CenterParticipants at the Alzheimer's Association Walk to End Alzheimer'sDonorsChoose.org

Continued from page 1as several others in Denver and Dallas. “Youhave to be competitive when looking for staff,”he said.“We invest in our staff, which is also a contributingfactor to low turnover. Folks are fairlycompensated, and part of a very dynamic teamthat they believe in the mission, and make ithappen,” said Merrill. “Compensation is one partof the reward for that. Other parts include workingwith people they like in a place that is comfortable,respects them, and gives themopportunity to engage and grow.”NOWCC modified its internal performancereview management process this past year,which was designed with the help of a team ofabout five employees. “They helped design it,explained it to colleagues, so folks would hopefullyunderstand that it is focused on helpingevery member of the staff improve their professionaldevelopment and their performance,” hesaid. Of course, management also was involved,with supervisors talking to staff and their peers.“The objective was to get to any areas thatneeded to be improved.”Employees talked to their colleagues aboutwhat worked and what didn’t with the previousprocess, and what was confusing or not helpful.They compiled that feedback to help create amore responsive and effective resource to aidthe organization by helping members of thestaff, he said.With only two dozen employees, Merrill aimsto have a conversation with each member of thestaff every year. “One of those questions was alwayshistorically about the performance reviewprocess,” he said, and he provided feedback hereceived, without attribution, to the team thathelped revamped the review process.“There’s a lot of qualitative input that goes intoit,” he said of employee reviews and evaluation.“We discovered that over time, trying to put numberson performance is very difficult, particularly ifyou try to compare a number or grade given byone supervisor, with a grade by another to another,”he said. However, if the focus is on improvingthe employee’s performance, Merrill said hethinks this resource is going to be very helpful.The new process was implemented this pastfall and the team that put it together already hadidentified a couple of tweaks by January, as theorganization was approaching mid-year reviews.“It’s an evolving process, based on what works,what doesn’t, and potential sources of confusion,”Merrill said.“We’ve got input from the supervisor levelbut also from the staff. We’re small enough thatwe can do that in a way that is not disruptive,”Merrill said. He thinks that a small staff makes ahuge difference and contributes to the cultureand community they try to create at NOWCC.“We don’t need to do exit interviews veryoften,” Merrill quipped, although they are conductedwhen an exit occurs to gather valuablefeedback.While impressive health and retirement benefitsgo a long way toward making an organizationa Best Nonprofit To Work, some of the mostwell-received benefits don’t necessarily costmuch, if anything.Team Rubicon in El Segundo, Calif., sponsorslocal Toastmaster membership for employees toencourage and improve their public speaking. Todevelop professional speaking and writing skills,National Older Worker Career Center2015 NPT’s Best Nonprofits To Work Top 50Rank Organization Listing U.S. Employees1 National Older Worker Career Center 242 Team Rubicon 283 DonorsChoose.org 754 The Denver Center for Crime Victims 155 The Ulman Cancer Fund for Young Adults 216 Legal Aid Society of the District of Columbia 467 Young Community Developers, Inc 258 AHC 689 Caring Voice Coalition 4110 Soles4Souls, Inc. 2611 DoSomething.org 5212 Kessler Foundation 10613 Big Brothers Big Sisters of the Midlands 2614 NeedyMeds 2115 Communities In Schools 5016 National Board for Certification In Occupational Therapy 3417 Step Up 1618 Animal Legal Defense Fund 3319 Pearl S. Buck International 1720 The Mission Continues 3921 Crossroads for Kids 2222 Pathway Homes 9423 Alzheimer's Association 52224 Metropolitan Family Service 8425 Center for Community Change 7226 PRS 8427 Wounded Warrior Project 50328 North Carolina Outward Bound School 4929 The Achievement Network 15930 Navy-Marine Corps Relief Society 20631 Partnership for Public Service 6632 Emmaus Community of Pittsburgh 6633 PENCIL Foundation 2034 American Heart Association 305435 Community Food Bank of Southern Arizona 13136 Emerge! Center Against Domestic Abuse 6737 Directions for Youth & Families 11538 ZERO - The End of Prostate Cancer 1839 Birthright Israel Foundation 4440 Summer Search 13541 Christian Community Action 14842 Brighton Center 10043 CAP Tulsa 54144 Community Legal Services of Mid-Florida 8745 New York Cares 9346 The Vision Council 2847 4C's of Alameda County 7248 Year Up 41149 Catholic Charities of Dallas 14150 Career Path Services 93RankNPT’s BEST NONPROFITS TO WORK -- 20152015 Top 10 Key Drivers1 I like the type of work that I do.2 I have confidence in the leadership of this organization.3 Most days, I feel I have made progress at work.4 I can trust what this organization tells me.5 I feel part of a team working toward a shared goal.6 My pay is fair for the work I perform.7 At this organization, employees have fun at work.8 My supervisor handles my work-related issues satisfactorily.9 This organization provides the technology, equipment and resources I needto do my job well.10 I feel I am valued in this organization.employees also are required to write blog posts,as well as story-sharing and presentations.Some 75 percent of the employees at St.Louis, Mo.-based Mission Continues take advantageof the organization’s pro bono partnershipwith Engaged Health Solutions, according toPresident Spencer Kympton. Every staff memberhas the option of having a personal coach, focusingon health and nutrition or professional life.There’s the one-on-one relationship but the companyalso periodically provides full team training.“We’ve prioritized having very strong health,retirement and supplemental insurance benefits.It’s been a core to our benefit policy,” Kymptonsaid. “It’s almost counterintuitive, saying to vets,‘we still need you. We need you to serve athome, in doing so, help you transition home.’ Butthat’s without a handout or charity, more of achallenge or an opportunity to continue serving.”Step Up has three offices nationwide, withfour employees in each: Chicago, New York Cityand Los Angeles, which also includes four withinthe national office located there.The annual retreat in Los Angeles is a greatopportunity for staff in Chicago and New YorkCity to escape harsh winters. It always includesteam-building activities, some of which getpretty creative, such as trapeze class, to improveand do anything that might get staff out of theirshells. “The big thing is, what’s the shared activitygoing to be,” said Alissa Zito, vice president ofcommunications.In addition to a focus on providing flex timefor employees, Step Up created what it calls itsStaff Acknowledgement Strategy, to help with internaland intraoffice communications. An employee’sfirst day at Step Up, regardless of whichoffice, would include an email from the managingdirector introducing them to employees, theirdesk set up with Step Up swag, on top of lunchwith the entire team. Hiring anniversaries alsocall for an email from Chief Executive OfficerJenni Luke, a card from the vice president andacknowledgement on the monthly staff call.Even on a birthday, they can expect a cardfrom the CEO and an email from the managingdirector acknowledging the day, as well as acard from the regional team and either a teamlunch or gift and snacks paid for by Step Up. Gota promotion? Expect an email from the managingdirector to all staff to acknowledge the move.Angie Franchino started out as a volunteer atStep Up before holding a number of positions,and now is vice president, operations andfundraising strategy. The staff acknowledgementswere always done informally but therewas nothing documented that ensured the organizationwas doing it equitably. “It came to myattention that there wasn’t any structure aroundit; someone might get a call, someone mightnot,” she said. One value at the organization iscelebrating success.Anecdotally, there has been a shift in staffmorale, Franchino said, citing a combination offactors dating back to last year. “We focused lastyear to make sure staff understand their part inthe bigger picture, intentionally communicatingin a way how their efforts are tied to the strategicplan,” she said. “I would like to think that’shelping them feel valued and that their role is reallyimportant,” Franchino. Feedback was receivedlast year that there was a lack of clarityso efforts in the past year have focused on creatingclarity, in roles and responsibilities.“Play Your Position” was the theme of StepUp’s retreat two years ago, with the idea thateveryone might have options, but trust your teammember is doing their role, and do your role,Franchino said. “When we don’t, things start tobreak down, and we tried to draw attention to it:This is what happens when you don’t trust inteamwork, don’t play your position.” NPT2 APRIL 1, 2015 THE NONPROFIT TIMES www.thenonprofittimes.com

NPT’s BEST NONPROFITS TO WORK -- 2015Best Large OrganizationsPerformance Management Standards Rule At Biggest NonprofitsBY MARTIN C. DAKSWhen CAP Tulsa wanted todeepen its connection withemployees, the anti-povertyagency took serious steps toensure that employees understood their roles inthe organization and were aware of the way themanagers value their contribution, according toExecutive Director Steven Dow.“We start with an initial hiring process thatscreens for job-related technical knowledge, andalso consider whether a candidate shares ourbelief in our mission,” Dow explained. “That isreinforced by our on-boarding process, whichgrounds new employees in our organizationalmission, strategy and the expectations that theorganization and employees have of each other.”The state’s largest organization of its kind,CAP Tulsa provides support and guidance to lowincomefamilies, offering early childhood educationservices and comprehensive enrichmentprograms for the entire family.CAP Tulsa, which ranked 43rd on the list andfourth among large organizations with 250 ormore employees, provides ongoing feedback toworkers with an online performance manage-ment system that clearly defines their job andthat tracks their achievements and goals.Performance management was a primarytheme among the large organizations makingthe Best Places list for 2015. Some 83 percent ofemployees at large organizations on the list saidthat leaders were open to input from employeescompared to 68 percent of workers at groupsnot making the list. Benchmarking and communicatingstandards was key, with 81 percent ofrespondents saying leaders give enough recognitionfor work that is well done versus just 61percent at groups not making the list.Other benchmarking in large organizationsthat made the list versus those that did not include:• There is adequate follow-through of departmentalobjectives 84 to 69;• This organization treats me like a person,not a number 90 to 73;• My supervisor handles my work-related issuessatisfactorily 89 to 84;• My supervisor handles my personal issues2015 Large Nonprofits (250 or more employees)Rank Organization Listing U.S. Employees1 Alzheimer's Association 5222 Wounded Warrior Project 5033 American Heart Association 30544 CAP Tulsa 5415 Year Up 411satisfactorily 93 to 86; and,• I believe my job is secure 84 to 69.“Midyear, supervisors and employees also sittogether for a review,” explained Dow. “In additionto going over strong points and areas thatneed to develop, we use the review as a way tofurther sketch out how an individual’s role integrateswith the overall organization. Ongoingcoaching and a mentality of continuous improve-ment are also part of the mix here.”Because CAP Tulsa is dedicated to early childhoodeducation and family support, Dow said theorganization has “a particularly vital commitmentto maintaining an environment and learning toolsthat help employees to do their job even better.”Implementing that means offering plenty ofemployee support, and fielding state-of-the-artfacilities with classrooms that give children a“stimulating, clean, safe, secure, and bright environmentthat makes it easier to learn.”Compensation is also part of the equation.“We compete with the public school system forteachers, so our pay scale has to be marketbased,”Dow said. CAP Tulsa pays up to 89 percentof employees’ health-insurance premiums,and matches employee contributions to their403(b) retirement plan by 50 percent up to 6percent of an employee’s salary.The nonprofit established a wellness programroughly four years ago with incentives that includeup to $600 a year savings for healthcareinsurance, and up to one day off with pay.“We also offer tuition reimbursement for employeesfrom day one,” he said. “That’s supple-Continued on page 4The 2015 Nonprofit OrganizationsSalary & Benefits ReportWhat can our comprehensive Salaryand Benefits Report do for you?• Avoid trouble with the IRS by being able to checkYES on your Form 990 regarding salaries set foryour chief executive and key employees usingcomparability data for similar positions.• Learn about 94 employee benefits — going waybeyond dental plans and summer hours.• Get data by nonprofit field, budget size, numberof employees, and region throughout the U.S.• Attract and retain the best employees by knowinghow to offer fair and competitive compensation.Nonprofit OrganizationsSalary & Benefits Report2015Purchase your digital copy of the 2014 Nonprofit Organizations Salary and Benefits Report today!Go online to www.ShopTheNonProfitTimes.comPublished by The NonProfit Times in conjunction with Bluewater Nonprofit SolutionsAPRIL 1, 2015 THE NONPROFIT TIMES www.thenonprofittimes.com 3

Continued from page 3mented by a comprehensive employee trainingand development program that addresses technicalskills and ‘soft’ skills. The children benefitfrom all this, and the initiatives also reinforce ourrelationship with employees.”At the American Heart Association (AHA) inDallas, “We really pride ourselves on establishingand maintaining a cohesive, well-understoodcorporate culture, using a comprehensivecommunications program to connect employees,leadership, affiliates, local divisions, andvolunteers across the nation,” said AHA CEONancy Brown. “Part of the effort is a focus on infusingthem with our brand, “Life is Why,” whichinvolves promoting longer, healthy lives. We alsouse communications tools -- including blogs,staff and ‘town hall’ meetings, training andother sessions -- to ensure that our organizationalactions and decisions are in line with thatbrand focus.”Large organizations that made this year’s listcommunicate well with staff. Some 92 percentof respondents at large groups said that their organization’scorporate communications are frequentenough versus just 70 percent of thosewho did not make the list. And, 88 percent ofworkers at organizations on the list trust whatthey are told versus 66 percent at organizationsthat did not make the list.AHA came in at number 34 overall and thirdamong large organizations.“Model performance standards, and continualinteraction with supervisors helps to tie it alltogether,” she explained. “Customized employeetraining and development is another priority. Employeeshave the computers and other tools theyneed to do their job, and they’re encouraged toexpand their learning through our AmericanHeart University which blends digital and face toface learning opportunities with custom learningplans for employees.”Employees are encouraged to exercise initiative.Among other benefits, AHA offers an employeewellness program, on-site walking pathsand exercise facilities. Steps like these “enablethe AHA to attract and retain talented employeeswhile improving the organization’s ability to increasefundraising and to reach out and helpmore people to live a heart-healthy life,” Brownsaid.The Wounded Warrior Project (WWP) in Jacksonville,Fla., has created a “cohesive, well-understoodcorporate culture,” according to HumanResources Executive Vice President AddiePoudrier. “We reinforce it with comprehensivecommunications between the employees andleadership at all levels.”WWP nestled in at number 27 on the list andsecond among large organizations. Every weekthe international organization holds an “all-staffcommunications phone call” where every employee,regardless of location, can plug in to beupdated about programs, and local and nationalevents. WWP also hosts an annual conference,which every employee is required to attend,where the executive team discusses the organization’scurrent programs and future strategies.“We go to great lengths to ensure that employeessee how their activities further WWP’smission and vision,” Poudrier added. “And thedecision-making process of our executive teamis done in a transparent manner, with discussionsand other information freely shared amongNPT’s BEST NONPROFITS TO WORK -- 2015employees.Supervisors are supportive and honest withtheir feedback -- in addition to annual reviews,managers periodically provide coaching and otherfeedback that’s reinforced by robust training anddevelopment programs. WWP’s work environmentis geared to maximize safety while helping employeesto focus on mission-critical tasks.“The work spaces at our regional offices areParticipants at the Alzheimer's AssociationWalk to End Alzheimer'sconfigured in an ‘open environment’ format thatmakes it easy to collaborate,” Poudrier explained.“Our locations in Jacksonville and inSan Antonio also have on-site or nearby workoutfacilities, so employees can exercise their bodiesas well as their minds. The offices are also decoratedwith colors and designs that reflect ourbrand, and managers promote our corporate cultureprinciples of fun, integrity, loyalty, innovationand service.”Employees undergo a three-day on-boardingprocess that includes a general human resourcesand new-hire orientation, suicide-preventiontraining -- a big issue among veterans --and a day of hands-on training with WWP militaryveterans who discuss post-traumatic stressdisorder and other conditions that often affectreturning service members.WWP offers market-based compensationand periodically benchmarks the organization’sA Model Worth CopyingHarry JohnsEmployees at the Alzheimer’s Association(AA) headquarters inChicago “believe deeply in ourmission and our strategies to addressit,” according to CEO Harry Johns. Hesaid that’s one reason that AA keeps makingthe best nonprofit to work list.“Alzheimer’s Association employees understandwhat they need to do to move boththe organization and the Alzheimer’s causeforward,” he added. “They are passionateabout achieving progress and, thanks tothem, we’re making significant progress.”The association, which ranked first amonglarge organizations and 23rd overall, offersplenty of opportunities for workers even as itpromotes work/life balance. The efforts are anchoredby an approach that encourages employeesto share ideas and concepts, whiletraining leaders to be listeners, said Johns.“We celebrate successes and embrace the significantwork we have remaining before us.”Organizational leaders build trust by beingtransparent, and keeping staff “up-to-date onall of our work, from the global scientific advanceswe drive, to public policy successesand local Walk to End Alzheimer’s gains,” headded. “Because no matter what their individualroles, our colleagues make our advancespossible for the people we serve -- now andin the future.”Managers also seek to reel in employeeswith diverse talents, and then keeps themwith a “total rewards program” that includespaid time off, competitive base pay, a retirementsavings plan supported through strongemployer contributions, health care choicesand leave of absence programs.“Passion and compassion are prevalent atthe Alzheimer’s Association as we work toserve our constituents,” Johns said. “It’sdriven by our mission and it’s delivered by ourgreat people.” NPTsalary and benefits. “We also offer tuition reimbursement,and WWP pays 100 percent of thehealthcare insurance premiums for employeesand their eligible dependents,” said Poudrier.“These are all effective ways to attract and retainhigh-quality employees, and these initiativeshelp them to focus on their job instead of worryingabout benefits and other issues.”Year Up, a Boston-based nonprofit with sitesin 14 cities, reaches out to a diverse group of individuals,“and likewise, we try to attract a diverseworkforce,” said Julia Santiago, the organization’ssenior director of strategic human resources.Year-up ranked 48th on the overall listand fifth among large organizations.“We start by familiarizing each new employeewith our ‘identity statement,’” Santiagosaid. “Then we utilize a Predictive Index Assessment[a methodology that measures work-relatedbehavior] to gain a better understanding oftheir unique needs and how our infrastructurecan best integrate them.”To keep the organization transparent and ensurethat employees are in the loop, Year Uphosts periodic webinars, where executives reporton initiatives and other issues. Santiago saida variety of approaches are utilized to encourageemployees to develop their skills.“Every two years we have a company-wideretreat to build alignment around our strategy,”she explained. “Then, each year between, wehave separate, departmental retreats that helpindividuals to become better at their jobs. Wealso encourage them to prepare for a positionthey’d like to grow into by offering every employeean annual stipend of $2,000 which canbe used for education, certification or other skilland knowledge building activity.”A separate leadership development programpairs employees with cohorts in different departmentsin “learning buddy” sessions for a threedayperiod each quarter.“Each quarterly session is broken up intothree modules,” explained Santiago. “In moduleone they explore leadership concepts, then inmodule two the cohorts explore ways to managechange; finally module three focuses on the insand outs of running a business. Employees whobelieve they understand their role in the organization,and feel valued are more likely to performbetter and to be committed to the organization.Developing our staff helps to bring this aboutand to maintain it.”Year Up also innovates in its approach to employeereview. Instead of limiting evaluations toa formal, annual report, managers meet individuallywith their direct-report employees weekly,with team meetings held on a periodic basis.“We also incentivize employees with reasonablesalaries and good benefits, including a 100percent match up to 5 percent of employees’contributions to a 401(k) plan,” according toSantiago. “And every two years we engage acompensation consultant to benchmark oursalary and benefit scales with our peers; and werefresh our compensation as needed.”Nonprofits often seek a significant commitmentfrom their workers, but Santiago saysYear Up tries to balance that with a welcomingenvironment.Year Up launched a wellness program during2013 that focuses on issues such as managingstress and integrating work and life activities,”she said. “A wellness agent at each of our locationscoordinates these and other activities, andmany of our locations also have a ‘wellnessroom,’ an area where people can relax in a Zenlike,stress-free environment. It’s all part of acomprehensive effort to demonstrate our commitmentto employees as well as to the communitieswe service,” said Santiago. NPTMartin Daks is a freelance business writer inBethlehem Twp., Pa., and a regular contributor toThe NonProfit Times.4 APRIL 1, 2015 THE NONPROFIT TIMES www.thenonprofittimes.com

NPT’s BEST NONPROFITS TO WORK -- 2015Best Medium-Sized OrganizationsInvolving Staff In Decision-Making Fuels Job Satisfaction, GrowthBY PATRICK SULLIVANIf you work for Communities in Schools,the organization wants to give you$1,000. In fact, it insists. “Our professionaldevelopment opportunities areoutstanding, $1,000 per employee per year. Weask employees to max that out,” said StefaniRaggio, the organization’s vice president ofhuman resources.Medium-sized organizations might sometimeslack the resources of larger organizationsor the agility of their smaller counterparts. Focusingon developing employees is one way togain a competitive advantage while making sureemployees are engaged with the organizationand its mission.“We think of ourselves as a learning organization,”said Eleanor Vincent, COO of PathwayHomes in Fairfax, Va., which ranked 22nd overalland sixth among medium organizations. “We puta lot of emphasis on staff going back to schoolfor advanced degrees, licenses and certificates,”Vincent said. Pathway Homes recently added atuition reimbursement lottery. Once a quarter, eligiblestaff can win funds to pay for the equivalentof a three-credit graduate course.Organizations with between 50 and 249 employeeswere the most heavily representedgroup on this year’s Best Places to Work list, with24 winners out of 50. Medium organizations onthe list outscored medium organizations not onthe list by an average of 11 percentage points inthe satisfaction survey that determines rankings,overall 89 percent to 78 percent.The most pronounced difference, 15 percentagepoints, was found in the category ofLeadership and Planning, with winners reportinga 90 percent satisfaction rate. There was an 11-point discrepancy between those on the list andthose not on the list in the Training, Developmentand Resources category.When it comes to professional development,the Arlington, Va.-based Communities in Schoolsis “very open-minded as to what that looks like,”said Raggio. “We take a holistic approach, thingsthat may help improve your development in orout of the workplace.” Whether it is job skills orparenting skills, managers at Communities inSchools are just happy their employees arelearning.There are many ways to learn and NancyLublin, executive director of DoSomething.org inNew York City believes one of the best ways isto, well, do something. That’s why DoSomethingoffers a sabbatical to volunteer for a month toany employee who has been with the organizationfor more than two years.“We’ve had lots more people take sabbatical,”Lublin said. “We’re helping these other organizations,and (our employees) learn newthings and come back stronger.”DoSomething was number 11 overall andthird among medium organizations. The organizationmoved up from the 18th spot last year,and added enough employees to be bumpedfrom the small category in 2014 to the mediumcategory. Lublin said the organization tries tohave new hires start at the same time as“classes” to create a shared experience. Do-Something makes sure to engage its new employeesfrom the start.“The first day of the job is the only day anyoneremembers. That is the most important day,”said Lublin. “There’s a whole day of activities,DonorsChoose.orgco-workers taking you out to lunch, orientationto the communications guide and system. Wemake sure your desk and computer and emailare all set up. We want you to feel like we’vebeen waiting for you.”Although new hires’ desks at DoSomethingare all set up, they shouldn’t get too comfortable.Every six months everyone takes part in whatLublin calls “The Reaping.” Every employee’sname goes into a hat. They then have 15 secondsto choose a new desk when their namesare called.Lublin sits with the rest of the DoSomethingstaff, near an account manager, someone inbusiness development, and a digital developer.“Everybody gets to know each other and it fostersterrific mutual respect,” she said. “It getsyou up out of your chair, if you have to go talk toa team member across the floor. That’s great,too. Nobody gets stuck and nobody’s desk getstoo junked up.”2015 Medium Nonprofits (50 - 249 employees)Rank Organization Listing U.S. Employees1 DonorsChoose.org 752 AHC 683 DoSomething.org 524 Kessler Foundation 1065 Communities In Schools 506 Pathway Homes 947 Metropolitan Family Service 848 Center for Community Change 729 PRS 8410 The Achievement Network 15911 Navy-Marine Corps Relief Society 20612 Partnership for Public Service 6613 Emmaus Community of Pittsburgh 6614 Community Food Bank of Southern Arizona 13115 Emerge! Center Against Domestic Abuse 6716 Directions for Youth & Families 11517 Summer Search 13518 Christian Community Action 14819 Brighton Center 10020 Community Legal Services of Mid-Florida 8721 New York Cares 9322 4C's of Alameda County 7223 Catholic Charities of Dallas 14124 Career Path Services 93DonorsChoose.org in New York City, numberone among medium organizations and numberthree overall, also has an unconventional seatingarrangement. “Managers sit with the staff,” saidMelanie Duppins, senior director of policy andhuman capital. “Try to find our corner offices.There are none. It has rendered a culture wherepeople are available to you.”Seating is open at DoSomething andDonorsChoose, and doors are open at PathwayHomes. “We have a formalized open door policy,”said Vincent. “It’s something the leadershipteam has put a stamp on. We want our agency tobe one where anyone can walk into any office,right up to the CEO’s.”DoSomething has innovation meetings everyWednesday morning. Lublin said a number of campaignideas such as using animated GIFs instead ofphotos on the organization’s website came fromthe innovation meetings. “There are so many differentideas. That’s the whole point,” she said.“Anyone can present and anyone can attend.”At the Center for Community Change (CCC) inWashington, D.C., “People have the opportunityon their team to tap into people in the leadership,”said Managing Director Mary Lassen.“There are things we do that ensure the leadershipis spending time with our staff across theboard.” Lassen said that could range from aleader going on another team’s retreat, to brownbag lunches with employees. “I do a lot of oneon-onemeetings with individual staff, peoplewho do not report to me, to see how they’redoing and check in on their plans,” said Lassen.The engagement strategy of the KesslerFoundation in West Orange, N.J., number 12overall and number four among medium organizations,starts with people: The right people.“If you begin with the right people, you canadapt to the fast changing needs of the marketyou’re in,” said President and CEO Rodger DeRose.“Secondly, if you have the right people you don’treally need to motivate them. They’re self-motivatingpeople. Nothing beats being part of a team expectedto do great things. If you recognize youhave the wrong people, it doesn’t matter what youdo. Having a good vision with mediocre people willstill produce mediocre results.”Kessler’s commitment to its people is solid ingood times and in bad. Many nonprofits had tolay off staff when the Great Recession hit. Not sowith Kessler. “We are fortunate enough to have alarge endowment but it was impacted by 30 percent,”said DeRose. “We did not lay off one person.If a person did not have any performanceissue, they were assured they had a job.”For DonorsChoose, communication extendsfar beyond the executive suite. The organizationsubscribes to a diffused decision-making model.“We believe people on the front lines should beinfluencing the direction of the organization,”said Duppins.The organization’s managers recently ponderedthe question of allowing the platform tofund professional development projects forteachers. “(Founder and CEO) Charles (Best)could have said, ‘We’re doing it.’ Instead, hereached out to me and said to determine aprocess to include the staff,” said Duppins.DonorsChoose did staff surveys and focusgroups, and reached out to teachers and donors,then bundled those results in a presentation tothe board. The board ultimately decided to allowthose projects to be funded.“Employees love it,” said Duppins. “What wesee happening is greater ownership from theemployees because they get to be involved fromday one. They’re acting as owners and givingmore than 9 to 5. They’re always thinking outsidetheir departments and job descriptions onhow to make the organization better.” NPTAPRIL 1, 2015 THE NONPROFIT TIMES www.thenonprofittimes.com 5

NPT’s BEST NONPROFITS TO WORK -- 2015Best Small OrganizationsSmall Often Doesn’t Mean Nearby For Dispersed StaffingBY MARK HRYWNASmall nonprofits probably have it easy,you’re thinking. They probably havestaff and operations that are moremanageable than the giant, nationalcharities. Instead of having to go through a protocolof emails and approvals from multiplehigher-ups to get something done, most employeesat a small nonprofit can probably stroll downthe hall to talk to their boss or CEO.In some cases that might be true, but not forsome of the small organizations recognized inthe 2015 Best Nonprofits To Work by The Non-Profit Times and Best Companies Group (BCG).Several nonprofits ranked in this year’s reporthave multiple offices scattered about thecountry, with anywhere from two to six employeesin each outpost, in addition to the nationaloffice, despite having fewer than 50 employees(the cut-off to be considered in the small organizationcategory).While telecommuting or flexible hours havebecome more popular during the past couple ofdecades, the Best Nonprofits’ employer engagementreport reinforces just how much thatmeans to staff members. Among small organizations,some of the largest disparities betweenthose that made the ranking and those that didnot, were on questions about telecommuting,flexible hours or compressed workweeks.Among organizations ranked this year, 76percent of employees said their employer offeredtelecommuting as a standard practice versusjust 40 percent at nonprofits that didn’tmake the cut. As for flexible hours or a compressedwork week, 57 percent of staff at smallorganizations said their employer offered it as astandard practice compared to just 40 percent atnonprofits not on the list.Most of the employees of the National OlderWorker Career Center (NOWCC) are located in theArlington, Va., headquarters but the organizationalso has about four staff in a Denver, Colo., officeand two at an outpost in Dallas, Texas.NOWCC has one employee who works some400 miles from headquarters. The staff memberis a permanent telecommuter in Rochester, N.Y.That was the result of a pilot project to try workingpermanently off-site after her husband wasrelocated. “We looked at what she did, how shedid it. It’s been going on for four years. It’s workedout very well,” said Greg Merrill, president andCEO of NOWCC, which for the second year in arow ranked No. 1 in the Best Nonprofits.“We look at it with an open mind when itcomes to flexible work arrangements. When thestaff understands, is able to participate, and increasestheir investment in NOWCC too; it’s partof why they believe this is a good place to work,”he said.Another area where small nonprofits separatedthemselves in the Best Nonprofits was providingfacilities to promote exercise and fitness(57 percent versus 40 percent) and wellnessprograms or practices (67 percent versus 20percent) in the workplace.National Older Worker Career CenterEmployees at nonprofits such as Mission Continuesand Team Rubicon must be in pretty goodshape just to keep up with their workday, whichcould include a pickup basketball game or pull-upor push-up competitions. “We’ve always been apretty physically active organization,” said MikeLee, communications and fundraising coordinatorat Team Rubicon. “The work that our volunteersdo in the field is pretty intensive,” he said.The El Segundo, Calif., headquarters includesa gym, balance balls and a pool table. But it’s notall physical challenges to build camaraderie:Thursdays are movie nights. There’s also TacoTuesdays, the occasional happy hour as well asbeach bonfires.The organization started as an internationaldisaster relief organization, primarily doing med-2015 Small Nonprofits (15 - 49 employees)Rank Organization Listing U.S. Employees1 National Older Worker Career Center 242 Team Rubicon 283 The Denver Center for Crime Victims 154 The Ulman Cancer Fund for Young Adults 215 Legal Aid Society of the District of Columbia 466 Young Community Developers 257 Caring Voice Coalition 418 Soles4Souls 269 Big Brothers Big Sisters of the Midlands 2610 NeedyMeds 2111 National Board for Certification In Occupational Therapy 3412 Step Up 1613 Animal Legal Defense Fund 3314 Pearl S. Buck International. 1715 The Mission Continues 3916 Crossroads for Kids 2217 North Carolina Outward Bound School 4918 PENCIL Foundation 2019 ZERO - The End of Prostate Cancer 1820 Birthright Israel Foundation 4421 The Vision Council 28ical work overseas, first visiting Haiti to helpafter the 2010 earthquake. It has shifted towardmore domestic work because “we realized thistype of continued service is beneficial for militaryveterans,” he said. Veterans returning frommilitary service often lack a community or purpose.Team Rubicon provides a framework toguide the reintegration into civilian life and ensureit’s very therapeutic, he said.Veterans service organizations (VSOs) drawfrom military culture and a lot of staff are veteransand holdovers from military service and sopeople are very task and team oriented, Leesaid. “Mission Continues is an organization weshare a lot of affinity toward the way they treatveterans to change the discourse around theveterans space. They’re not a burden. They don’tneed charity. They need a challenge. They areassets for civil society,” he said.Physical training is part of what staff at MissionContinues does, not so much to prepare forvolunteering efforts in the field as to bring theteam together, particularly during retreats.“Through pain comes growth,” quipped PresidentSpencer Kympton, whether that’s trampolinedodge ball, trampoline aerobics, or Cross Fitcourses under the St. Louis Arch. “I think everyoneenjoys the settings and getting together withteam members in a different way,” he said.Fewer than 20 of the approximately 40 employeesof Mission Continues are based in theSt. Louis, Mo., headquarters, with other staffscattered in New York City, Houston, Washington,D.C., and southern California, along with an employeein Boston and Indianapolis.“In the face of spreading out and regionalizing,moving to regional offices, one of the thingswe risked was having some of that connectionlost and begin to erode,” Kympton said. The organizationis moving toward all employees havingthe option of working remotely at least oneday a week, and with that a focus on strengtheninginternal communications in the coming year.The organization has expanded from two tofive offices during the past two years, aiming tomove toward a national program that operatesregionally rather than through a central office.“With that spread it becomes harder to communicateconsistently across the entire organization,”Kympton said.Mission Continues made a commitment totwo full-team retreats each year, flying all employeesto one location (usually St. Louis) wherethey spent three days together, doing teambuildingactivities, reconnecting to core values,and to each other. “It’s a time and travel commitmentbut one that’s highly valuable and highlyvalued on the staff,” Kympton said.In daily operations, too, Mission Continuesaims to bring co-workers together in simpleways, providing breakfast every day and settingaside schedule tea time. “The intent behindsome of those is just that there are opportunitiesto pick their heads up, and take a moment toconnect with their co-workers, in a way that’snot 100 percent driven by work that they do,”Kympton said. NPTIn Their Own WordsHear directly from the leadership at several of the NPT’s Best Places To Work -- 2015.Go to www.thenonprofittimes.com and turn up your speakers to listen inon how these executives are helping their staffs make a difference.6 APRIL 1, 2015 THE NONPROFIT TIMES www.thenonprofittimes.com