Client Spotlight: The International Institute of New England

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For many years, the International Institute of New England (IINE) has been standing on the shore to welcome new Americans, whether immigrants or refugees, with arms outstretched and resources to enable those who seek new homes to lead successful productive lives in their new country.

The mission of The International Institute is to help refugees and immigrants become active participants in the social, political, and economic richness of American life. Carolyn Benedict-Drew, the President and CEO, says that the mission of IINE is so important because it touches all of our lives, not just the clients the organization serves. She goes on to say new Americans add value to our communities as tax payers and productive workers. Civic responsibility is not taken lightly by the Institute’s clients, said Ms. Benedict-Drew, many of whom have fled their homes risking everything, including in many cases their lives, to pursue opportunities as new Americans.

Last year, the organization reached out to ESC of New England for assistance in creating a new strategic plan. Ms. Benedict-Drew said, “it was time”: many in the organization, including the board leadership, knew where IINE wanted to go, but needed first to build a stronger foundation and identity. Given the growing demand for immigration and refugee services, IINE needed to address the implications of how to grow the organization to meet the expanding need.

IINE interviewed a number of consulting groups but decided on ESC. Ms. Benedict-Drew says there were a few factors instrumental in the decision, including the credibility ESC had and the support it could provide in the strategic planning process. However Ms. Benedict-Drew, like many others, said it was the ESC Consultants who made the decision easy for IINE. The depth of knowledge, enthusiasm for the project, and experience they brought to an assessment visit was unlike others.

In 2013, ESC consultants began work on a strategic plan for the organization. The goal was that the plan would be a guide to ensure programs have outcomes aligned with the organization’s mission, objectives, and coordination of the action plan so they are mutually supportive of one another. Establishing the identity of the organization was essential in proceeding with the future goals. This was a careful process that was, as are all ESC engagements, individualized to address the unique needs of the organization.

Ms. Benedict-Drew said that the ESC consultants understood the complexities of the organization and that this resulted in a highly effective refinement of the organization’s mission. Throughout, the process was very collaborative, involving not only the board and organization leadership, but also the staff and clients of the organization. She credits the ESC consultants with “guiding them through the [strategic planning] process with elegance.”

The dedication of the Board and staff working, seamlessly with the ESC consultants, produced a strategic plan the truly reflects the aspirations of the International Institute.

If your nonprofit could benefit from affordable management consulting, please contact ESC’s Director of Consulting, Ulea Lago, at ulago@escne.org or call 617-357-5550. We serve nonprofits in eastern Massachusetts and Rhode Island, and we offer a complimentary 2-hour assessment visit for all interested area nonprofits.

Meet Our Consultants: Mike Stauff

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For 13 years ESC Consultant Mike Stauff has been transforming his community as a volunteer consultant. Mike joined ESC in 2001 and has since worked tirelessly to give back to over 50 organizations in New England. In a 2007 Business Week article he described himself as,“an inner city kid who made good” and decided to “give something back. Mike understands the challenges facing Greater Boston and this perspective has allowed him to be successful in helping nonprofit organizations become more sustainable and effective in meeting the needs of their constituencies.

After looking at a number of volunteer opportunities Mike was drawn to ESC, where he could utilize years of experience gained from his career as a Vice President and Chief Financial Officer of a startup organization that grew to approximately $250 million, and as Senior Vice President and CFO for a public high tech corporation. He says he didn’t want to volunteer on a one-time basis, he wanted to use his talent and experience to help nonprofits become more sustainable in reaching the constituents they serve, particularly in the areas of nonprofit strategic management, finance, and board governance. He appreciates and enjoys that he is able to work with a variety of nonprofits, and be exposed to different missions and causes. Among Mike’s most memorable consulting engagements are organizations that focus on family services, charter schools, health care, and day care services for both children and adults.

When asked how ESC has changed since he began as a consultant more than a decade ago, Mike believes it has evolved to be more diverse and inclusive. He speaks to the diversity of consultants, not only in race and gender but in experience, backgrounds, and consulting fields. The depth and variety of expertise ESC consultants have has continuously widened and deepened. He also speaks to how ESC has become more comprehensive and sophisticated in its services. He see this as positive and mutually beneficial allowing consultants to gain a deeper understanding and become more involved in the mission of the organization, imparting sustainable work for nonprofits. One thing however has remained the same and that is the extraordinary commitment of ESC consultants to each organization they work with. All have a genuine desire to see every organization grow and thrive, making a positive difference in the community.

Mike currently serves on the Board at Julie’s Family Learning Program. He attended Northeastern University, Boston Ma., where he earned a B.S.B.A. as an Accounting major and a M.B.A.

Encore Fellows: Highly-skilled talent, delivering high impact work affordably to help nonprofits

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The Encore Fellowship Program is an innovative solution for nonprofit needs that has been successfully employed across the United States and internationally. ESC operates the regional program, providing a source of highly skilled and experienced talent is available to take on high impact work assignments on a cost-effective stipend. Jonathan Reuman, an Encore Fellow, was recently matched as a Human Resources Professional at Horizons for Homeless Children, bringing to the organization a wealth of experience in developing and delivering human resource initiatives and implementing HR programs with strategic plans. Jonathan previously was the Senior Vice President of Human Resources at the May Institute and the Vice President of Human Resources at Vinfen Corporation. When asked why he chose to become an Encore Fellow he said, “The Encore Fellowship Program is a terrific opportunity to work closely with a mission-driven organization while tapping decades of experience I was fortunate to gain in my career with other nonprofits and for profits.”

Encore Fellows bring a diverse range of expertise to help meet the unique challenges of nonprofits in areas such as strategy development, marketing, fundraising, human resources, business development, program development, technology, and interim leadership. Nonprofits hosting a Fellow gain affordable, low-risk access to experienced, skilled talent carefully matched to a specific assignment. Encore Fellow Rory Laughna, a seasoned financial services professional with over 20 years of experience gained through his career at BTMU Capital Corporation and Mellon Bank Corporation was recently matched as the Finance and Operations Director at Soccer Without Borders. Rory recently spoke about why he values his role as an Encore Fellow saying, “…the fellowships provide organizations an excellent opportunity to address interim and or transitional needs.”

There are currently over 250 Fellows placed in nonprofits around the country, who have provided over 70,000 hours of high impact work to nonprofits. Both nonprofits and Fellows have found the program transformative. “Serving in an Encore Fellowship has not only shifted my perspective on staffing organizations, but also expanded my consciousness of this social movement that can transform our communities around the world,” said Boston Encore Fellow Cathy Kang.

Information sessions for nonprofits looking to learn more about hosting an Encore Fellow are Thursdays at 8:30-9:30, or by appointment. If your organization or an organization you know of would like to take advantage of this unique opportunity please contact Donna Morelle, Director of Encore Fellowships at dmorelle@escne.org to register for an information session, they do fill up quickly.

For additional information about the Encore Fellowship program and ESC of New England, a nonprofit organization providing management consulting and capacity building services to other nonprofits please visit www.escne.org.

 

The Facebook Algorithm

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In terms of nonprofit organizations and affiliated individuals, Facebook has been somewhat of an underused or misunderstood tool. However, when used correctly it can be an incredible resource. One of the keys to cultivating your audience on Facebook is understanding the Facebook algorithm.

The popularity of Facebook is very impressive. ESC consultant and social media expert Mike Byrnes recently spoke at an ESC social media workshop citing statistics such as:

  • 1/7th of humanity is on Facebook
  • More than half of the sharing on the internet is done on Facebook
  • Facebook accounted for 5 out of every 6 minutes spent in the Social Networking Category

Share of Time Spent on Social Networks

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The key to understanding how to capitalize on Facebook’s popularity to expand your reach comes down to understanding the Facebook algorithm. The Facebook algorithm consists of:

  • Affinity – Your relationship and interactions with your followers
  • Weight – The content of post, photos and photo albums have the most weight
  • Time Decay – How long ago did you post or interact

All three contribute to your “rank.”

Facebook-EdgeRank-Formula

Affinity

Interaction is extremely important when building a Facebook presence. You do not want to simply put out a statement and walk away. Instead try to create engagement and interaction with your audience. This can be achieved by posting questions or calls to action, starting discussions, commenting on posts, “liking” comments on your posts, and sharing are all ways to increase your engagement and affinity with people. The more you increase your affinity the more likely you are to have a greater reach in the future.

Weight

On Facebook photos, photo albums, and videos carry the most weight. Photos are more likely to be “Liked”, shared, and commented on above all other content. This does not mean the best practice is to only post photos and videos, be sure there is a variety of content posted. It is also good to note that the weight component can overlap with the affinity component, for example comments on a post hold more weight than a “like” on a post.

Decay

This simply refers to how old your post is. The more you interact on social media platforms the more you extend your reach. However, this does not mean post anything and everything, instead be thoughtful about your posts. Remember to post what will engage your audience. While there are scheduling tools on Facebook, sometimes the real time posting has more traction and carries more weight.

Would your nonprofit benefit from a social media consulting project? Contact Ulea Lago, ESCNE Director of Consulting, at ulago@escne.org or call 617-357-5550 to find out how a consultant could help your eastern Massachusetts or Rhode Island nonprofit.

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Managing Your Meeting Goals

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One of the most important aspects of leading an organization or team is the skill of facilitation. According to ESC Consultant and facilitation expert Jack Smith there are three components to essential components to facilitating effectively, planning the meeting, managing the tools, and managing the meeting. Planning the meeting is the process that ensures the groups interactions and participation are constructive. Managing the tools ensures that the technical aspects for the sessions contribute to the meeting process and goals. The third and what many find most daunting is managing the meeting.  However, with proper preparation and planning this can be the easiest part of the process.

Managing the meeting includes three components: planning the meeting, conducting the meeting, and following up after the meeting. Begin planning the meeting by defining the goals you want to achieve and from there set your agenda. The agenda should provide a preview for the meeting as well as setting the flow of the meeting.  As part of the preparation, think through the following:

  • The people – who needs to be there.
  • Materials and audiovisuals – creating, gathering, and preparing
  • Location – book a room or venue
  • Decide whether or not the meeting goals would be better achieved through a face to face meeting versus a telephone conference or a virtual meeting
  • What the process of the meeting will be

To help set the flow of the meeting and keep the meeting organized and on task, set a time for each agenda item. After the outline of the agenda has been established the rest of the information is “sandwiched” in. This “sandwiched” information will help make important decisions. Sending out the agenda ahead of time allows people to review and prepare discussion and thoughts on the agenda items.

While it may seem unnecessary to some, it is often a best practice to establish ground rules at the beginning of the meeting, such as, returning from breaks at agreed times, turning off electronic devices and cell phones, and reminding attendees to participate and listen actively and respectfully. Remember it is the facilitator’s job to leverage the diversity within the group. This is done by showing personal leadership, valuing and respecting the diverse opinion, and intervening if necessary to prevent inappropriate remarks. The facilitator is not there to be a lecturer, but rather to listen, ask leading questions to stimulate productive discussions, and keep the meeting on track.

After the meeting is over, sending out the meeting minutes is always best practice. The minutes should include notes on the discussion and decisions made during the meeting. Meeting minutes should not only consist of notes on the meeting but also action items and who was assigned to them.

If your nonprofit could benefit from affordable management consulting, please contact ESC’s Director of Consulting, Ulea Lago, at ulago@escne.org or call 617-357-5550. We serve nonprofits in eastern Massachusetts and Rhode Island, and we offer a complimentary 2-hour assessment visit for all interested area nonprofits.

 

A New Source of Talent for Nonprofits Now in Boston!

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Senior-level talent, delivering high impact work affordably.

As nonprofits continually strive to meet a growing demand for services, an innovative solution successfully employed across the US has come to greater Boston: the Encore Fellowship Program. Comprised of experienced professionals pursuing their “encore careers,” this source of highly skilled and experienced talent is available to take on high impact work assignments at an affordable cost.

ESC of New England (ESCNE), a nonprofit organization providing management consulting and capacity building services to other nonprofits, is the regional operator for the national Encore Fellows Program.  The program is designed to deliver a new source of talent to nonprofits by matching organizations with skilled, experienced professionals who are generally transitioning from a primary career. The fellows help meet the unique challenges of nonprofits in areas such as strategy development, marketing, fundraising, human resources, business development, program development, technology, and interim leadership

Information sessions for nonprofits looking to learn more about hosting an Encore fellow are Thursdays at 8:30-9:30, or by appointment. If your organization or an organization you know of would like to take advantage of this unique opportunity please contact Donna Morelle, Director of Encore Fellowships at dmorelle@escne.org to register for an information session, they do fill up quickly.

For additional information about the Encore Fellowship program, management and other capacity building assistance please visit http://www.escne.org.

If your nonprofit could benefit from affordable management consulting, please contact ESC’s Director of Consulting, Ulea Lago, at ulago@escne.org or call 617-357-5550. We serve nonprofits in eastern Massachusetts and Rhode Island, and we offer a complimentary 2-hour assessment visit for all interested area nonprofits.

Meet Our Consultants: Jack Smith

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As an ESC consultant, Jack Smith has applied his expertise, acquired through his career as a senior executive with Dow Corning Asia, to more than 20 strategic planning, marketing and branding, and facilitation engagements. Jack was first introduced to ESC while he was teaching business and strategic planning at Boston area colleges. He enjoyed the idea of being able to apply what he was teaching and what he had learned both in business school and in his career to advance the organizations he was passionate about. He joined ESC in 2003 and continues to find his work consulting in the nonprofit sector challenging, energizing, and fulfilling.

Among Jack’s most memorable consulting engagements are the Emerald Necklace Conservancy, Centro Latino, Saint Francis House, and the Asperger Autism Network. He was motivated on all of the projects by the enthusiasm of the staff, board, and volunteers for the organization’s mission. While some of the consulting engagements proved quite challenging, the deep commitment and dedication of the staff created camaraderie and a personal connection that made the engagement even more meaningful and his commitment to his work even stronger.

Jack believes open mindedness is the key to ESC consultants being successful. He attributes the willingness to learn about an organization, its staff, and constituency essential for a successful engagement. ESC consultants do not simply hand over a report of static recommendations, but rather seek to individualize the project as it fits the organization. There is not a one size fits all, each organization has its own intricacies, and our consultants believe it is important to address them as such. ESC builds a team from a pool of 150 consultants each with their own particular area of expertise. Jack finds working with ESC consultants as one of the major benefits of consulting for ESC.  He believes there is so much to gain by working with people who are also driven to help the nonprofit and provide a diverse and important set of experience and skills.

Over the past 11 years Jack has seen the need and demand for marketing and branding consultants go from almost nonexistent to highly sought after. As a marketing expert he worked with ESC to build this practice area, bringing in exceptional talent allowing ESC to rise to meet the demand and provide high impact work in this area. In addition to consulting, Jack is a lecturer for ESC and presents in depth professional development trainings on the subjects of marketing and branding and facilitation.

In 2011, Jack was a recipient of ESC’s Caleb Loring Jr. Award for Consulting Excellence, which recognizes an ESC Consultant who, through a significant number of consulting projects, has demonstrated innovation, excellence, leadership, energy and commitment. Jack is the former Dean of the Newbury College School of Business and Management and has taught International Business and Strategy courses at the Boston University School of Management. In the for-profit world Jack held a variety of positions, including the Director of Marketing and Sales – Asia for Dow Corning Corporation, and Vice President of Dow Corning Korea.

Client Spotlight: Grub Street

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By the time Grub Street Founder Eve Bridburg connected with ESC for consulting services, her organization had grown strong programmatically. The problem was that her nonprofit had taken off so well she, and the board, felt its management structure was beginning to sag under the weight of success.

“We needed to figure out how to grow, build on success, and work toward sustainability,” Eve said.

A grant from the Boston Foundation allowed the Grub Street team to move forward and take on an affordable consulting project with ESC, where the organization leaders were met with a team of three consultants specialized in strategic planning for nonprofits. The project was initiated in 2010—thirteen years after Grub Street’s founding and eight years after it began as a nonprofit.

“We were at risk of collapsing under our programmatic growth,” Eve said.

The strategic planning project began with the facilitation of a board retreat, where ESC consultants led members in exercises that Eve said led to open thinking and new ideas in an especially productive way. Where the organization had felt stuck before, they emerged from this retreat with energy, focus, structure and confidence. Ultimately, the retreat allowed the team to produce an executive summary that would become Grub Street’s launching point for a strategic planning process.

As the strategic planning process continued, Eve said the board and the ESC consultant team focused heavily on revenue growth. She noted that while the organization had grown on its own, the planning process allowed the board to think about new revenue outlets more constructively and helped them look towards the future in a more structured, stable way.

“There was a concrete redirection as we discussed changes for the future that ESC helped us see,” Eve said. “The process was really well structured and well facilitated. It was a very important and effective process to follow.”

Eve’s perception of the project’s success was not only subjective—she said Grub Street’s budget grew from $900,000 to $1.8 million between 2010 and present day, and the organization continues to function through well-structured and maintained operational management.

“Our work with ESC put us on a healthy, strong path after doubling in size in two years,” Eve said. “Since engaging in this project, we’ve got time to do more thinking, ask more questions, and face more complicated problems than before.”

If your nonprofit could benefit from affordable management consulting, please contact ESC’s Director of Consulting, Ulea Lago, at ulago@escne.org or call 617-357-5550. We serve nonprofits in eastern Massachusetts and Rhode Island, and we offer a complimentary 2-hour assessment visit for all interested area nonprofits.

The 4 Functions of a Nonprofit Board

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The world of nonprofit governance is a mystery to most people- even those on nonprofit boards!  How should board members spend their time?  What are a board’s responsibilities?  What should the rest of an organization expect from the board?

We asked a couple of our governance consultants to help us sort out the responsibilities of a nonprofit board.  As it turns out, there are 4 main functions of nonprofit boards, although the amount of time spent on each varies depending on the size of your organization (more on that later).

Function #1:      Executive Oversight

The first responsibility of the board is executive oversight.  It is the board’s responsibility to hire, evaluate, and compensate the Executive Director.  The board must also be mindful to monitor the finances, budget, and key performance indicators for the organization.  Finally, the board must provide leadership consistent with the mission of the organization.

 

Function #2:      Operational Support

Board members may find themselves involved in important day-to-day work, especially in smaller organizations.  For example, board members may be involved in running a fundraising campaign or writing grant proposals.  Board members bring with them a wealth of experience and many skills.  In smaller organizations especially, board members can make a huge difference in the daily operations of their organization.

 

Function #3:      Resource Development

The top responsibility for board members it to make donations happen!

Introducing new donors to your organization should be at the forefront of every board member’s mind.  Maintaining relationships with the donors you already have is also extremely important.  Keeping your current donors up to date on the current happenings of the organization or writing personalized thank you notes go a long way towards fostering good will.

 

Function #4:      Self-Renewal

Recruiting new board members will keep fresh ideas flowing and help an organization to continue to move forward.  Staying stagnant will only hurt a board and recruiting is the best way to stay alive!  Self-Evaluation is also important is a board’s self-awareness.  By setting and tracking goals, boards can gain great insight about their own performance and how they can better help their organization.

 

The time spent on each of these 4 functions varies based on the size of the organization.  One of our consultants, Terry Hamacher, estimated the amount of time different size nonprofit organizations spend on each function.  Generally, the need for operational assistance will go down as organizations get larger and the need for development will go up.

% Of Time Spent On Each Board Function

 

 

ESC of New England offers management consulting and capacity building services in a variety of areas including Governance, Marketing, Strategic Planning and more. Please contact Ulea Lago, Director of Consulting, at ulago@escne.org for more information. We offer a complimentary 2-hour assessment visit to all interested nonprofits in eastern Massachusetts and Rhode Island.

The 21st Century Volunteer

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Volunteer recruitment has changed over the years—not just from the development of new techniques and technology, but in the way that people perceive and take on service opportunities. ESC President & CEO Bethany Kendall breaks down the key characteristics of the modern volunteer in her workshop on volunteer management, based upon material by Thomas and Jonathan McKee.

The new volunteer is very busy with multiple obligations. 21st Century volunteers have many demands on their time. They’ve got numerous obligations to attend to—often several volunteer responsibilities on top of jobs, parenting, and other engagements—and need to be expert time managers. This implies that they’re willing to wear a lot of hats, but will need to feel passionate about a mission in in order to agree to take on an assignment and stick with the commitment.

The new volunteer wants flexibility. Busy people can’t always manage their time perfectly, so 21st Century volunteers need an organization they work with to be flexible. If your nonprofit thinks making 100% in person meeting attendance mandatory for board members or volunteers, you’d do well to think again. Modern volunteers will commit, but must have the opportunity to connect virtually when necessary.

The new volunteer thinks outside the box. Of the organization, that is. The 21st Century will bring your nonprofit innovation and may suggest ways in which to help shake up the status quo. Be sure staff and board members alike are open and willing to accept that new volunteers are eager to explore efficiency through innovation.

The new volunteer will not tolerate incompetent volunteers or staff. Your organization should be comprised of individuals appropriate to your nonprofit’s success. For example, if a volunteer board committee is led by someone who has no meeting facilitation skills, you are very likely to quickly lose members. . There are two solutions that can go hand-in-hand: conduct appropriate trainings—sessions that are additional to basic foundational training, specific to certain volunteer roles, and when recruiting target particular strengths, prior experience, and interests. Targeting and training can help you avoid many pitfalls in volunteer relations and overall organizational success.

The new volunteers dos not want to just make a contribution—they want to make a difference. This is the overarching ideal of all 21st Century volunteers. Engage volunteers in activities that allow them to directly impact –and be aware of their contributions in the community– for the best possible retention and volunteer satisfaction.

Source Materials, McKee, Thomas, and Jonathan McKee. “Keynote Talks on Volunteer Leadership.” Volunteer Power.1 Sept. 2012. Web. 21 Aug.2014. <http://www.volunteerpower.com/&gt;.

If your nonprofit could benefit from affordable management consulting, please contact ESC’s Director of Consulting, Ulea Lago, at ulago@escne.org or call 617-357-5550. We serve nonprofits in eastern Massachusetts and Rhode Island, and we offer a complimentary 2-hour assessment visit for all interested area nonprofits.

Assessing Your Burnout Risk Factors

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Employee burnout is one of the greatest risks posed to a nonprofit’s success. ESC consultant Sue Ogle teaches leaders to assess the following factors when reviewing their organization’s risks:

Workload
When assessing employee workload, nonprofit leaders should reflect on influences that may make the employees they manage unable to perform to their highest capacity. First, they should be sure the job is defined correctly. When a position is ill-defined, it can cause strife, confusion and a general sense that there is never enough work being covered. Secondly, managers should assess their expectations. Are they fair under the constraints of the position in question? And lastly, nonprofit leaders should check to see if a position, or the organization in general, is under-resourced. This last point is common among nonprofits, so leaders should be diligent in demonstrating and teaching efficiency when resources are tight.

Control
Is the employee given autonomy and an open forum to share influential opinions? This is ideal in preventing burnout, as micromanagement or restriction of decision power can greatly affect the passions of a previously enthusiastic employee.

Reward and Recognition
If an employee is underpaid or generally unfulfilled in his or her work, don’t expect energy levels to stay high for long. This burnout factor can be intensified if the employee is also not recognized for doing good work. Managers should be careful to keep praise genuine—dig deep to find something regularly, whether that is every day or every week, that your employees do well and voice that to them.

Fairness
Nonprofit leaders also must be aware of tendencies to play favorites or to participate in office politics. Blurring the lines between professionalism and cliqueiness is a sure way to make employee energy levels drop hard and fast.

Values
Keep check of how your employees relate to your mission. It’s important for nonprofit leaders to remind their staff of why they do what they do in the first place, and what drew them to the organization; in the nonprofit sector, it is inevitable that at least part of the draw for any employee is the mission.

Work Team
Stay in touch with how individual employees mesh with other staff members and the organization’s board. If there is disconnection, burnout can happen easily. Work daily to keep employees on the same page with one another and your nonprofit’s culture overall.

If your nonprofit could benefit from affordable management consulting, please contact ESC’s Director of Consulting, Ulea Lago, at ulago@escne.org or call 617-357-5550. We serve nonprofits in eastern Massachusetts and Rhode Island, and we offer a complimentary 2-hour assessment visit for all interested area nonprofits.

Meet Our Consultants: Hungwah Yu

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As an ESC consultant, Hungwah Yu has applied her experience and expertise in academic operations to numerous strategic planning and business planning consulting projects. She attributes her professional managerial experience and ability to work collaboratively with various stakeholders as a major strength she has been able to transfer to nonprofit consulting; additionally, Hungwah notes that she has been able to apply strengths such as problem-solving, writing, listening and counseling during her time on consulting projects.

Over the last two years, she has served as the lead consultant on strategic planning projects with both Boston By Foot, a walking historical tour organization based in downtown Boston, and Maud Morgan Arts, a community arts center in Cambridge. Prior to these engagements, Hungwah worked as part of a consulting team which created a 3-year business plan for Winchester Community Access Television in 2012; she also worked with the Mel King Institute, a program of the Massachusetts Association of Community Development Corporations (MACDC) offering trainings to community development practitioners and volunteers in Massachusetts. Her ability to manage projects, develop staff, oversee conflict-resolution processes and more—all proven abilities reflected in her professional experience—has made her a vital asset to ESC consulting teams during her time volunteering with the organization.

Hungwah is the former Director of National Programs Operations and Assistant Dean of the Adult Baccalaureate College at Lesley University. In addition to serving as adjunct faculty at Lesley University, she was an Academic Advisor at the Urban College of Boston and a bilingual Career Counselor at the Asian American Civic Association.  She holds a Doctorate in Business Administration and is fluent in Mandarin and Cantonese. Hungwah joined ESC in 2011 and is currently a board member serving as the Development Committee Chair. She resides in Cambridge, Massachusetts.