A typical job advertisement for a Director of Operations / Facilities includes tasks like planning, scheduling, delegating, and overseeing the work of general maintenance and grounds personnel. They provide training and instruction in safety measures and procedures, and help ensure that projects are completed safely, in a high-quality manner, and on-schedule. They also are in charge of their maintenance team and perform human resources functions.
They head up preventative maintenance, inspections, heating/air conditioning, security, and fire alarm systems, among other tasks related to the upkeep and daily operation of a building. This also includes outside grounds-keeping work, such as mowing grass, trimming, weeding, etc.
In the nonprofit world, the operation of the organization’s building is critical to their being able to provide services to their clients. This could be a homeless shelter, a kids’ after-school program, a food distribution center, a university, a hospital or clinic, or perhaps an office that provides services to newly-arrived refugees who have come to resettle in a new country. No matter the organization’s mission, having a safe, clean space in which to work and provide services to clients is critical.
According to Salary.com, the median annual salary for a Facilities Director is $117,082, as of June 2018. The range varies between $99,287 and $136,414. This range could be larger, depending on factors, such as level of education, particular areas of expertise, experience, region of the country, and type of nonprofit organization.
Indeed.com reports that the average salary of a Director of Facilities is $86,302 per year. This information is based on 2,213 salaries submitted to the site for this position, salaries from past and present job advertisements within the last three years and was last updated in July 2018.
PayScale.com puts the median salary at $87,714 annually for a Director of Operations with facilities management skills. The range is between $54,867 and $126,709 with a bonus range of between $0 and $39,732 (which may or may not apply in a nonprofit workplace). These data are based on 37 individuals reporting their salaries to the site and was updated in July 2018.
It’s important to note that the budget of the nonprofit you work for will likely greatly affect the salary that you can earn there. Nonprofits generally don’t have the money to pay as much as corporate employers, so you can expect to earn on the lower side of this salary scale in general.
However, according to the Center for Nonprofit Management, you may well be able to earn a salary equal to or even more than a what a for-profit employer could provide you as a Director of Operations / Facilities. These include hospitals, nursing/personal care facilities, and social services. CNM reports that “[t]he reason for this could be because nonprofit jobs are heavily concentrated in the healthcare and social assistance sector, which make up 68 percent of total nonprofit employment in 2012.”
Consider the size of the organization, its benefits package, the cost of living where you’d be working, the work/life balance, and other factors as you consider any offer for a Director of Operations/Facilities position with a nonprofit organization.
Nonprofit organizations need major donors to secure their futures, and that is where the Director of Institutional Advancement comes in. This position helps cultivate and manage large donations from individuals, organizations, and corporations to ensure that the work of their nonprofit continues making an impact.
If you’re in the middle of your career, this could be a good position for you. PayScale.com reports that people in this position usually have fewer than 20 years of experience. It can also be a good step to a higher position as it often reports to others within an organization’s development department.
The salary of a Director of Institutional Advancement is going to vary based on a variety of factors. For example, educational level, years of relevant experience, and geographic location can play important roles in determining the salary of someone in this role. Additionally, the size of the nonprofit and its budget for salaries will in large part determine a salary of a Director of Institutional Advancement.
Different data sources point to a range of average salaries for this position. For instance, PayScale reports that the median salary for someone in this position is $74,737, and the average is $75,004 per year. Those in the 10th percentile earn about $46,000 annually, while those in the 90th percentile can earn around $120,000. The salary range in PayScale’s database as of July 2018 was between $46,059 and $124,238. Bonuses could be between $0 and $23,839 (which may or may not apply in a nonprofit workplace). This is based on 146 individuals reporting their salary for this position.
Updated in May 2014, Glassdoor reported salaries for five positions for Director of Institutional Advancement. They ranged from $45,720 per year to $129,877 annually. These data are in keeping with the range reported on PayScale.
While the pay range is large, you can typically expect to earn around $75,000 if you have the required experience and education the employer wants. Of course, if the organization’s budget is small, then you should expect to earn at the lower end of the pay range. Nonprofit organizations typically don’t have the ability to pay what you might earn in a similar position in the corporate world, and it is important to keep this in mind as you search for a position.
You may find a position as a Director of Institutional Advancement at a university where the need to keep the institution funded over the long term is vital to the mission of the organization. Religious organizations may also hire Directors of Institutional Advancement to help them continue their work. Large think tanks, and humanitarian assistance organizations are some other employers of Directors of Institutional Advancement.
When you look for a position with a nonprofit organization, consider your priorities regarding the mission of the organization you work for, your desire for work/life balance, the benefits the organization offers, local cost of living, the opportunity for advancement within the organization, and other factors that will impact your life. Salary may not be the most important factor in determining which organization to work for.
As a teacher, you have many choices for where you want to work these days. You can work for a traditional public school, an online public or charter school, a private school, run your own business as a tutor, or perhaps you offer homeschooling classes. These are just a few areas where teachers instruct students, but, if you’re like most teachers, you’re in the field of public education. (Just 3.4 percent work in charter schools, according to the U.S. Department of Education’s Schools and Staffing Survey.)
If you’re in public education, you know that charter schools are one option for continuing to work in public education. Charter schools are public schools that don’t have to abide by many of the regulations that traditional public schools do. However, they do have to keep their promises in their charters about stability, achievement of students, and financial management. Another difference is that public schools are under the supervision of a school district and school board. Charters are sometimes run by for-profit companies.
While there are pros and cons to working for a charter, one area of difference you need to be aware of if you’re considering working for a charter is salary. In general, the salary you’d earn in a charter school is significantly lower than what you’d earn in a traditional public school. However, it is important to note that some charters do offer somewhat better pay than the public schools in their areas. Even so, charter school teachers typically have to work around 210 days per year, while public school teachers work about 180.
The 2013 U.S. Department of Education’s Schools and Staffing Survey found that the average salary of a traditional public school teacher was $53,400, but charter school teachers earned an average of $44,500. This could be because charter school teachers have worked for fewer years at the school where they currently work. There is no information available from this survey about seniority level, though. Overall, charter school teachers earn about 10 to 15 percent less than they would at a traditional public school, no matter what their experience level is. For example, in 2013, Michigan charter school teachers earned an average of $42,864, but traditional public school teachers earned $63,094.
Additionally, many charter schools have restrictions on unions for teachers. This can make it difficult to get raises for teachers. Many states allow teachers who work in certain public schools to get part of their loans paid off from college. However, some states don’t allow teachers working in a for-profit charter to be eligible for this type of program. This should figure into your consideration of any salary and benefits package at a charter school if student loans are a concern.
As far as benefits go, many charter schools don’t have the money to offer a strong benefits package. They may not participate in a retirement program for teachers or only offer health insurance for teachers and not their whole families. This is not the case with every school, however. Ask for a complete listing of benefits when you search for jobs in charter schools because they can be different in their offerings.
Technology is changing the way that nonprofits and potential donors interact. Although there are many new ways technology is making its mark on fundraising, here are a few of the latest trends.
Today’s donors want the nonprofits they donate to be transparent with their finances, according to The Giving Institute. If your organization does not have its records and organization information up-to-date on GuideStar, Charity Navigator, and BBB Wise Giving, it needs to do so ASAP as these are where donors today are going to find out whether the organizations they’re donating to are using their funds wisely. Also, publish your financial reports on your website, and send them out to your donors and potential donors via email and social media.
Data is In.
Every organization has tons of data to sift through, and the smart ones are using all kinds of data to help them plan for their futures, including donations, feedback forms, and volunteer sign-up forms. Brenda B. Asare, President & CEO of The Alford Group suggests that organizations use services like Target Analytics to help you understand all the data that you have. Wealth screening and prospect research help you gain even deeper understanding of your data. All this data, if prioritized and segmented correctly, can help you better understand your donors and those with whom you engage. It can all support your effort to raise funds for your organization’s work and to further its work well into the future.
Artificial intelligence is one way that you can use technology to better understand your data and get predictive analytics that can help your organization prosper. Maureen Wallbeoff of NonProfitPRO says you should “[i]magine a custom moves management process that uses all publicly available data for your unique mix of supporters, allowing your team to focus their efforts on the right segment of your file.”
You can also use chatbots to encourage donations on your website. Chatbots are a form of AI that can make the donation process personal and friendly. Overall, AI can help your supporters to feel like they’re understood and that the organization is grateful for them and their support.
The Internet of Things is everywhere. Siri on your phone, and Alexa to help you play whatever song you want to hear or to buy some household item you need are examples of the millions of devices that are connected to the internet. Wallbeoff suggests that your organization “[u]se geotargeting to find new pockets of potential donors in areas where you may not yet have a strong presence.” She goes on to point out that you can show program outcomes interactively by adding in sensors that track data and show it to donors, such the number of people who were given food on a given day at the food pantry. This can contribute to data-driven fundraising.
Understanding the latest trends in donations can help you stay relevant and current to your current and potential donors. Keeping up with their behavior patterns, new tools to help increase donations, etc. can help your organization stay afloat and thrive.
1.) Donors Want to be Investors.
Donor-advised funds (DAF) increased in popularity in 2017, and they grew 18 percent between 2014 and 2016, says Scot Chisolm, CEO and cofounder of Classy, an online and mobile giving platform, in an article by Will Schmidt. These are like savings accounts for donors in that they can give as often as they like to a DAF and then “recommend grants to their favorite charity which pulls from the account,” explains Schmidt. Donors are beginning to like thinking about their giving as investments, which are based on a portfolio and facilitated by an advisor.
2.) Donors Want to See Impact.
There is no doubt your work is important, but if your donors and potential givers don’t see that as clearly as you do, there’s a good chance they won’t give. It’s become even more important that organizations showcase how they solve problems in the world. Measuring and demonstrating impact is what helps nonprofits create lasting and powerful relationships with their supporters. The “renewed focus on social impact transparency,” as Schmidt says, is critical for organizations to recognize and act on.
3.) New Donors Have Different Ideas.
Most of the biggest U.S. foundations (based on annual giving) are headed by living donors, which is a shift from the past. This change is forecast to become even bigger in 2018, projects David Callahan of InsidePhilanthropy.com. “The newer foundations, more nimble and with deeper pockets, will increasingly influence the sector,” Callahan points out. These newcomers and more established legacy foundations can help each other out in that newbies have new money and a different perspective, and institutional grantmakers have a lot of experience in the social sector.
4.) Donors Keep On Giving, Especially Online.
Despite an unsure future for philanthropic giving, a 2018 report from the Blackbaud Institute for Philanthropic Impact, found that digital and mobile giving is growing. Additionally, in 2017 (the year data was collected), overall giving increased by a little over 4 percent (compared to stagnant growth in 2016), and online giving rose by just over 12 percent. Additionally, online donations constituted over 7 and a half percent of fundraising in 2017. Over a fifth of online donations were completed on a mobile device as well.
5.) Donors Want Video.
If “[s]ocial video generates 1200% more shares than text and imaged combined,” as DonorBox.org states, then utilizing video to reach and engage your audience is critical. DonorBox suggests putting a video on your homepage so that new people can quickly see what you do, follow the organization on social media, connect with you via your newsletter, and maybe donate. You can also use graphics and a narrator to show people how you’re using their money. (See #2.)
Additionally, video is a great way to thank donors and to find new and keep old donors. Your organization might also livestream a Q&A session to get feedback and engage. Instagram Stories and Snapchat are ways to share temporary videos of your organization’s daily operations. Finally, video embedded in emails mean more opens and click rates than simple text.
The salary of a nonprofit Director of Development can vary significantly. The salary depends on several factors, such as region, experience, education, mission/focus of the nonprofit, size of the organization, and more. Narrowing down a precise salary for this position isn’t completely possible, but you can definitely get a good idea of the potential salary you could earn as a Director of Development by comparing figures from various sources.
A Salary Boost: the CFRE
Before you delve into some of the more concrete numbers associated with a Director of Development position, it’s important to note that many positions will require or find preferable your having a Certified Fund Raising Executive designation. This certification requires you to complete an application and an exam, and to promise to abide by a particular code of ethics and accountability standards. Having this designation can boost your salary in some cases significantly, according to CareerTrend.com.
The NonProfit Times published the “2014 Nonprofit Organizations Salary and Benefit Survey,” which provides a significant amount of helpful data on the salaries for Directors of Development. Within the job family of “Executive,” for example, a Chief Development Officer salary was $108,793.
Indeed.com reports the average salary of Development Directors to be $90,087 per year, based on 6,118 salaries reported in the previous 36 months, although this job title is not limited to just nonprofits (last updated 10 June 2018). Glassdoor.com, on the other hand, reports that the average base pay for a Director of Development is $85,270 per year. Additional cash compensation averages $12,686, although the range for this is between $1,816 and $38,764.
One factor that can affect salary, as mentioned previously, is the particular focus of a nonprofit. In general, you can expect to earn less with an arts organization than you can if you work with a large academic and medical center. Social and human service agency salaries fall in between these two extremes, according to CareerTrend.
In a March 2010 article on Philanthropy.com, the nonprofit pay for a Director of Development in Washington, D.C. in the arts, educational, and social –service category earned between $90,000 and $100,000 in an organization with between a $2.1 and $5 million budget, but it was just $80,000 to $90,000 for an organization of the same size in the associations, health-care, and international organizations category.
Size can affect salary, too. A small organization in the “nonprofit” industry is reported on Glassdoor to have an average base pay of just $53,451 each year. An organization in the same “industry” with between 1,001 and 5,000 employees has an average base pay of $69,835 per year. The Philanthropy.com article stated that the salary was between $80,000 and $90,000 in the associations, health-care, and international organizations categorizations with a budget of between $2.1 and 5 million. If the budget was over $50 million, that salary increased to between $130,000 and $150,000.
If you’re new to the fundraising scene, you can expect to earn a lower salary than more experienced development professionals. You may earn an average salary of about $43,023 per year with between zero and one year of experience. When you’re in the game between four and six years, that increases to an average of $50,318. After 10 to 14 years, you can expect to earn an average salary of $60,229 per year.
Geography is another important factor in the determination of a Director of Development salary. You may find that you earn less in one region than in another. In 2012, the median salary in South-Central states was just $72,073, but it was as high as $87,586 in the Northeast, according to CareerTrend, citing survey by the Association of Nonprofit Professionals.
Gender affects salary as well. In 2011, the Chronicle of Philanthropy reported on the median pay for top development officers in general. Females tended to earn less than their male counterparts. For example, in organizations with a budget of between $5 and $9.9 million, the median female salary was $113,812, and males had a median salary of $118,846.
Directors of finance and finance directors both handle financial considerations of an organization, but they have different concentrations. While some of their duties overlap, some of them do not, and this results in a difference in their overall salary.
Financial managers are in charge of managing and recording expenses in a certain department or for the entire company, according to Study.com. They create reports at different intervals of the year. Higher levels of management then use those reports to see if the company’s revenues and profits are on the rise. Financial managers may also be known by other titles, like risk managers and controllers. They identify patterns in financial data and make judgments in the interests of the company based on those trends.]
Directors of Finance
On the other hand, financial directors are in charge of putting into place the policies that determine how the company will use the money. They have responsibilities like setting budgets for each department or handling strategic planning to help a company get ready for a certain economic environment. They also use reports from financial managers to find losses and change the negative flow of cash in a company.
For comparison purposes, the mean annual salary of a financial manager was $143,530, as of May 2017, according to the Bureau of Labor Statistics. The BLS does not have specific data for the salaries of directors of finance, so this information is for comparison purposes only.
That said, the median annual salary was $125,080, or $60.14 per hour. Those in the tenth percentile earned $66,480 per year or $31.96 per hour, and those in the 75 percentile earned $173,920 per year or $83.62 per hour.
The average base pay of directors of finance is $142,876 per year, according to Glassdoor data. The additional cash compensation averages $26,181, and the range for additional cash compensation is between $9,401 and $57,269. So there is a lot of variation in the actual salary that either a financial manager or a director of finance could earn. Indeed.com puts the average annual salary at $100,208 per year, based on 6,094 anonymous salaries for director of finance employees and job advertisements on the site in the previous three years.
In a company with zero to 50 employees, the average base pay is $102,403, and the additional cash compensation ranges between $7,439 and $44,280. A company with between 201 to 500 employees, by contrast, has the average base pay of $130,894 per year, with an additional cash compensation of between $8,791 and $53,839.
Years of relevant experience can affect salary like company size. The average base pay of a director of finance is $115,107 per year in a company with 201-500 employees, and the additional cash compensation ranges between $8,029 and $48,358. That increases to an average base pay of $127,369 and an additional cash compensation range of between $8,578 and $52,381 per year. With between 10 and 14 years of experience in a company of the same size, the average base pay increases to $141,898, and an additional cash compensation of between $9326 and $57,752 per year.
Typically, the smaller the company, the lower the salary. Other factors that can affect average base pay and additional cash compensation include region and industry.
Dealing with payroll can be a nightmare and take a lot of time and energy away from other business activities you or your employees could be doing. Instead of trying to figure out the hours worked for each employee, you could be trying to find new clients and maintaining the relationships you currently have.
To help your company grow and develop, payrolling is a cost-effective tool that empowers you to transfer some or all of your employees to the payrolling company. This type of business provides payrolling services and is responsible for activities like bringing new-hires on board, verifying eligibility to work and keeping records of employee paperwork. It also distributes checks and handles direct deposits. All of these activities take a significant amount of time and effort to do, and payrolling companies make sure that you will be able to focus on your organization’s other, more important work.
Additionally, they ensure that all relevant taxes are paid and process tax returns. They also handle liabilities, including workers’ compensation, insurance, and claims of injuries on the job. You can also avoid dealing with unemployment when you utilize their payrolling services. They will make sure that all of these types of instances are taken care of professionally.
So when should you think about using payrolling services? You should consider using payrolling services when you bring on temporary, contract, or seasonal staff members. When you work with experts on certain projects, payrolling can also be helpful. Additionally, payrolling is helpful if you hire workers to fulfill requirements of a grant as a nonprofit organization to help you avoid artificially upping your staff budget.
Furthermore, during a new employee’s probationary period, payrolling can help protect you against claims of unemployment. Payrolling also helps keep you from getting in trouble with the IRS for misclassifying 1099 contract workers. If you misclassify workers, your organization can face significant penalties that could severely damage its reputation and budget.
As liability and insurance costs are constantly on the rise, payrolling can lower your cost of onboarding. There is no risk to your organization for using payrolling services. You don’t have to deal with trying to keep up with labor laws and regulations that change all the time. Payrolling companies will handle all that for you so you can avoid worrying about if you have all the latest information on how to hire and manage employees.
Payrolling services businesses maintain your payroll records carefully. This should be done by people who know how to meticulously follow laws and regulations about payroll records. If you don’t have an HR department, or it is a small one, a payrolling company can be a valuable and knowledgeable partner to support your work.
They also work quickly and efficiently, so you don’t have to worry about your staff members not being paid on time. They will be your payrolling partner so you can focus on what you do best: take care of your clients. You will free yourself from many of the daily operational hassles of handling the payroll of your staff when you work with a payrolling company. They will take care of the needs of your organization and your staff members.
Even if your organization has a talent acquisition team, you may not be able to reach the best potential employees through the efforts of this team alone. With a staffing firm, you extend your reach significantly, and you have access to individuals who may not even have been thinking about looking for a new position, individuals who can help your organization thrive and succeed.
A recruitment firm is always moving and networking, particularly in the fields in which they specialize. They know the movers and shakers, and they know who the rising and established talent figures are in each company. With this knowledge and access, they know who is working in the field and when the right time is to approach them with a new offer.
Passive candidates who might not be currently searching for a position or frequenting job boards are a potential group of people that your company may not have access to without working with a staffing firm. Your company could be just the place that they have been wanting to work for.
Staffing organizations also take the time to get to know your company and its particular goals for recruitment. They learn about your company culture, mission, vision, and other particulars necessary to make the right match between new employee and organization. They are committed to finding the right person for the job.
You obviously don’t want to hire just anyone for an open position. A staffing firm’s expertise can help narrow down the list of potential candidates so that you can select from the best in your industry, even if they’re working somewhere else currently. This makes the entire hiring process so much easier for you.
Your organization saves time and energy posting an open position and then interviewing candidates when it works directly with a staffing firm. You only meet with the best of the best from the already-small pool of candidates and then make your selection based on who you think is a perfect fit.
Working with a recruiting partner can also save your company a lot of money. You can avoid paying for posting the job online in various places and for employees’ time for the hiring and interviewing process. You get right to the heart of the issue with a staffing company: finding the right individual to start working in an open position as soon as possible. You also potentially save money on training by working with a recruiting company because it can help find the people with the right skills and experience that a traditional recruitment campaign might overlook.
Going it alone in the talent acquisition field can be daunting, and without the right expertise to guide your organization, it may miss out on the best person for a certain project or team. Partner with a staffing firm to help you identify and hire the most talented and skilled people in your industry. Put the firm’s industry connections and knowledge of the field to work for you.
It can be really tempting to hire contract workers. However, in the end, it is generally a better idea to work with a regularly-hired employee. You can end up saving yourself a lot of hassle and headache by working with an employee instead of an independent contractor.
First, consider the advantages of working with independent contractors. You’re likely to save your company a lot of money working with them since you don’t have to deal with paying for benefits, and, if the contractor is using their own equipment and space, you save that money, too. You can also avoid not paying your part of their Social Security and Medicare taxes, among other taxes and insurance, like unemployment and workers’ comp insurance. According to Forbes, this can raise your payroll costs by 20 to 30 percent, and maybe even more.
You can also hire contractors just for specific projects if your workload is higher at some times than others. You avoid the trouble of firings and layoffs. Additionally, contractors bring their specific knowledge to the job, which means you don’t have to spend time and money training. You can also avoid potential lawsuits for overtime compensation, discrimination, taking time off to care for a sick family member or to be with a new child.
Now that you know the upsides of hiring independent contractors, consider why working with them may not be all it’s cracked up to be.
For one thing, you don’t have as much control over your workers as you might like, meaning you can’t micromanage and direct the way you (may) do your employees. Contractors have some autonomy to do their work in a way that is best for them. If you get too involved in what they’re doing, they start looking like an employee to the IRS. The Bureau of National Affairs, in the September 9, 2009 “Daily Tax Report” states that “. . .behavioral control is arguably the most important” factor in determining whether someone should be classified as an employee or contractor.
Another factor to consider is that your contractors will not provide the permanency of a regular workforce. All the new people in and out can decrease efficiency and cause some trouble in the work environment. Moreover, your right to terminate a contractor depends on the contract you’ve both signed. Also, if your contractor gets hurt on the job, they can sue for damages, unlike an employee, who is covered by workers’ comp insurance.
Whatever a contractor creates for your company may not exclusively be yours, either, unless there is a written agreement moving the ownership from the contractor to the organization. Employees who create something for a company automatically give up the copyright to the employer in most cases.
You may also face more audits from the government if you have a staff of mostly contractors. They may think you have misclassified them, and that can land you in trouble, not only with the IRS, but also with other federal agencies. The Bureau of National Affairs advises that “Employers who misclassify workers as independent contractors can end up with substantial tax bills. Additionally, they can face penalties to pay employment taxes and for failing to file required tax forms.”
So think hard before you decide to hire contractors instead of employees. In the end, it is likely better for your organisation to hire employees. If you’re not sure about whether to classify someone as a contractor or employee, the BNS that you consider the level of behavioral and financial control the organization has over the worker, and the type of relationship.