Share |
Organization DBA New Sector
Former Names Catalyst Alliance (2001)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

--

Mission StatementMORE »

New Sector Alliance’s mission is to strengthen the social sector by enriching its talent pipeline. Many emerging leaders want to pursue social sector careers, but turn away because of a lack of training, support, and career development opportunities. Founded in 2001, New Sector has consistently focused on this challenge of developing and retaining social sector leadership.

Through our fellowship programs, early-career professionals develop leadership skills and nurture their commitment to social impact through a comprehensive Social Impact Leadership Curriculum, one-on-one mentoring, and coaching from peers and staff. Fellows are also matched with host site organizations, where they complete high-impact capacity building projects, including impact measurement, program expansion, and technology planning projects. Through this real-world experience, Fellows develop the skills to build long-term careers as leaders in the social sector while helping organizations better meet the needs of communities.

Mission Statement

New Sector Alliance’s mission is to strengthen the social sector by enriching its talent pipeline. Many emerging leaders want to pursue social sector careers, but turn away because of a lack of training, support, and career development opportunities. Founded in 2001, New Sector has consistently focused on this challenge of developing and retaining social sector leadership.

Through our fellowship programs, early-career professionals develop leadership skills and nurture their commitment to social impact through a comprehensive Social Impact Leadership Curriculum, one-on-one mentoring, and coaching from peers and staff. Fellows are also matched with host site organizations, where they complete high-impact capacity building projects, including impact measurement, program expansion, and technology planning projects. Through this real-world experience, Fellows develop the skills to build long-term careers as leaders in the social sector while helping organizations better meet the needs of communities.


FinancialsMORE »

Fiscal Year Sept 01, 2016 to Aug 31, 2017
Projected Income $3,995,719.00
Projected Expense $3,880,891.00

ProgramsMORE »

  • Residency in Social Enterprise (RISE)

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

New Sector Alliance’s mission is to strengthen the social sector by enriching its talent pipeline. Many emerging leaders want to pursue social sector careers, but turn away because of a lack of training, support, and career development opportunities. Founded in 2001, New Sector has consistently focused on this challenge of developing and retaining social sector leadership.

Through our fellowship programs, early-career professionals develop leadership skills and nurture their commitment to social impact through a comprehensive Social Impact Leadership Curriculum, one-on-one mentoring, and coaching from peers and staff. Fellows are also matched with host site organizations, where they complete high-impact capacity building projects, including impact measurement, program expansion, and technology planning projects. Through this real-world experience, Fellows develop the skills to build long-term careers as leaders in the social sector while helping organizations better meet the needs of communities.


Background Statement

New Sector Alliance’s mission is to strengthen the social sector by enriching its talent pipeline. Many young college graduates, potential future leaders in non-profit and mission driven organizations, want to pursue social sector careers. But they turn away because they see a lack of training and career development opportunities in the social sector, especially compared to other career opportunities in the private sector that beckon the brightest college graduates.

In New Sector, our Fellows participate in cohort models that include between 15 and 20 Fellows per Region and work in Host Sites for the duration of the cohort, from two to 11 months. Their cohort experience includes one half day group training session every other week; participation in a leadership development group, a smaller subsection of the cohort; an assigned mentor and daily responsibilities working with the leadership level staff of their assigned host sites.

New Sector has engaged alums in over 100,000 hours of training. 95% of our Alumni say that the training and host site experience they had while in New Sector Alliance remains transferable and relevant to their work today. Currently our active Alumni association numbers over 800 members. Alumni continue to rely on New Sector and the relationships they developed to guide and support them in careers of service.

This pool of emerging talent contributes greatly to the regions’ Host Sites. New Sector operates in four regions across the USA: San Francisco, Twin Cities (Minneapolis, St. Paul), Chicago and Boston. The mission, to build the future capacity and leadership of non-profits, by training interested young people, has the additional and substantial benefit of strengthening the specific non-profits which provide the Host Site experience for our Fellows. These organizations get young talent, passionate about the field, selected through a very competitive application process that draws from across the USA. The Fellows not only learn from the experience, they make a substantial difference in the Host Site.

These host sites represent a wide range of non-profit organizations, different sizes, different missions and different challenges. Our Fellows have completed capacity building, leadership development and management projects at more than 400 unique host site organizations across the country. Over 97% of Alumni tell us that the projects made them more effective as social sector managers and leaders. The host sites also routinely report enthusiastic responses to the passion, enthusiasm, talent and work these Fellows bring to host site organizations. In recent years Fellows have been placed in large and small Host Sites, primarily in the cities where New Sector operates.

Theory of Change: Why New Sector’s Model Matters

Committed individuals are leaving the sector, and money is not the primary reason.

  • Research from Net Impact found that 50% of all graduating college seniors are willing to take a pay cut to be in the sector, and 83% of MBAs would take a 15% pay cut to be in the sector.
  • The primary driver of the talent drain is a lack of opportunity/investment in talent development.
  • YNPN and Net Impact have shown that early career nonprofit leaders are craving the mentorship and training that their for-profit peers are receiving.

New Sector has filled the gap in all three areas

1. On The Job Training is provided in a wide range of challenging nonprofit organizations. Fellows are supported by mentors and by regular communication with the host site organization.

2. Learning From Others happens in the 15-20 person cohorts, the 4-5 person leadership teams and the ca. 1000 member New Sector Alumni Association that keeps people in touch and supports their ongoing careers in the social sector.

3. Classroom Learning is scheduled in seminar style classes for a half day twice a month for the entire cohort.

In all of these areas New Sector emphasizes a curriculum to reinforce skill building and reflection on the meaning of their work in the social sector. Here is the model for curriculum in the 2016-17 cohorts:
 
 
2016-2017 Rise Fellowship Curriculum Overview
New Sector’s RISE Fellowship provides early career professionals with a robust professional development experience that combines experiential learning, training, mentoring, and personalized coaching and support. Through New Sector’s program, Fellows expand their professional skillset, maximize their impact in the social sector and enhance their career pathways.
 
Social Impact Leadership Curriculum
New Sector’s RISE Fellowship program components utilize a social impact professional development curriculum which develops professional literacy, skills, knowledge and goals within five dimensions of professional development for social sector leaders:
 
FY 16-17 Transition Year
In June, 2016 the New Sector Board of Directors launched a comprehensive transitional process to reconsider, refresh and redesign a number of key elements of its organization. This process began with the development of four new Board sub-committees: internal operations, strategic planning, and alumni engagement. Within three months, with the leadership of the Internal Operations Committee, New Sector hired the organization’s first Operations Manager. The Strategic Planning Committee drafted a financial and programmatic roadmap for transitioning to a stronger, more fiscally sound organization by adding additional cohort models and replenishing their pool of scholarship funds for underfunded host sites. The Alumni Engagement Committee prepared recommendations for strengthening the engagement of current alums and finding new ways to support their continuing career development in the non-profit sector. Vacated staff positions were converted into new support positions for regional program managers, turning the outreach and community engagement focus of the organization to the four city/ regions of operation, leaving the national office with a clearer focus on operations and support for the overall mission of the organization.
 
Two new regional program managers took leadership positions in San Francisco and Boston. By early September, 60 new Fellows were ready to start the FY17 RISE cohort. Plans have begun to launch a second cohort in February which will focus on providing the same high quality on-the-job mentoring and support, cohort opportunities to learn from others and more of the seminar style training curriculum New Sector is known for. Only the new cohort will include Fellows already working as staff in nonprofits.
 
With fewer restrictions on the kinds of nonprofit organizations and social issues that New Sector can address, the organization is opening to new kinds of cohort experiences targeting international issues, fundraising, education and more. New Sector’s leadership team has adopted a goal of gaining greater involvement with leadership in our communities. Two models have been launched, combining a program manager and a board member. One will focus on strengthening relationships with the philanthropic sector in the community. The other will focus on engaging with corporate leadership in the community. A third model is planned to develop stronger working relationships with city government.

Historical Highlights

2000: While working as a management consultant, Carly Janson identifies an opportunity to leverage resources from business and academia for the social good, mobilizing friends and colleagues as volunteers to pilot New Sector (then called Catalyst)’s innovative nonprofit consulting model.

2001: New Sector launches semester-long case teams offering consulting for nonprofits, comprised of students from top local business schools, who are overseen by seasoned consultant advisors. On July 30, 2001, New Sector Alliance incorporates as a 501(c)(3) nonprofit organization.

2002: New Sector launches MBA Summer Fellows program in partnership with Harvard Business School’s Social Enterprise Initiative.

2006: New Sector completes its 100th nonprofit consulting project and launches undergraduate Summer Fellows program in partnership with the Corporation for National and Community Service (AmeriCorps).

2007: New Sector completes its 200th project and launches Residency in Social Enterprise (RISE) program with an inaugural cohort of 19 outstanding emerging leaders.

2010: New Sector expands to the San Francisco Bay Area. With increased support from the Corporation for National and Community Service, New Sector matches 50 full-time RISE and 40 Summer Fellows with close to 100 organizations in Boston and the San Francisco Bay Area.

2011: Celebrating its 10-year anniversary and track record of proven results, and with the support of Accenture Corporate Citizenship’s Skills to Succeed, New Sector invests in program enhancements to enable growth.

2013: New Sector launches RISE program in Chicago and celebrates 500 alumni completing our AmeriCorps fellowship programs.

2014: New Sector launches RISE program in the Twin Cities area, Minneapolis and St. Paul.

2015: New Sector continues to attract a growing number of potential Fellows. New Sector underwrites the cost of the Fellow for less well-endowed but needy inner city non-profit organizations.

2016: New Sector leaves AmeriCorps and expands the range of host site organizations it can serve. New models for delivering the cohort experience to Fellows are tested.


Impact Statement

New Sector was founded in Boston and is entering its fifteenth year of providing local fellowship programs to train future non-profit leaders. We have expanded successfully to San Francisco (2010), Chicago (2013) and the Twin Cities (2014) and have over 850 Alumni of our programs. Our Fellows have engaged in over 100,000 hours of training, and 95% of our Alumni say that the training remains transferable and relevant to their work today, which multiplies the impact of the training. Our Fellows have completed capacity building projects at more than 400 unique host site organizations, over 97% of whom tell us that the projects made them more effective, also multiplying the effect of our programs on thousands of community members. We are currently investing in growth priorities to reach 1,000 Fellows per year.

Needs Statement

Since 2012 New Sector has been using its own internal funds to subsidize those particularly needy, vulnerable and underfunded non-profit organizations to enable those organizations to participate in the New Sector Alliance Fellowship program. Over 230 non-profit community programs in these four cities have been subsidized by New Sector for about $1.7 million. New Sector wants to rebuild it’s scholarship pool to continue to both provide services to these underfunded, smaller and more challenged non-profits because it helps the non-profits and because helping these more high risk non-profits provides an excellent learning opportunity for our Fellows.

(1) Scholarship funds to support resource-constrained nonprofits. We seek scholarship funds from foundations, corporations and city governments who are committed to supporting and building the capacity of non-profit organizations in San Francisco, Twin Cities, Chicago and Boston. Specifically, we want to support more partnership with organizations focused on education, economic security, diversity, health, community support, the environment and veterans/military families. The full cost of supporting a Fellow in a Host Site is about $3200 per month. Our main cohort program is our RISE Fellowship which lasts for 11 months, about $35,000. We want to raise $500,000 for scholarships. Each year our various cohorts recruit host sites for about 120 or more Fellows. These funds will enable New Sector to offer Fellows organizational experience with a much wider range of non-profits and will enable these smaller, more at-risk non-profits to take advantage of the capacity building skills brought to their service through the Fellows’ contributions.

(2) Funding for local priority curriculum. Each of the cities New Sector works in is unique with its own set of concerns, goals and community challenges. We would like to develop city specific curriculum modules to add to our general training tracks. We believe such modules might focus on local social issues, diversity, equity and inclusion. Our general curriculum includes the following five tracks: 1) Reflection & Commitment, 2) Social Sector Landscape, 3) Career Development, 4) Foundations of Leadership, 5) Professional Competencies.

(3) Program expansion. New Sector is looking at FY17 as an opportunity to test new Fellow cohort models. Some of these models might be shorter in length that our RISE standard 11 month cohort. Some cohorts might include current staff members of non-profits, nominated for a Fellowship experience by their organization. Some cohorts might focus on a specific aspect of nonprofit capacity building like finance and fundraising; diversity and inclusion or non-profits focusing on education issues.


CEO Statement

--

Board Chair Statement

--

Geographic Area Served

Throughout the United States
In a specific U.S. city, cities, state(s) and/or region.
Greater Boston Region-All Neighborhoods

  • San Francisco, California (including Bay Area communities such as Oakland)
  • Boston, Massachusetts (including nearby communities such as Cambridge)
  • Chicago, Illinois (including nearby communities such as Evanston)
  • Minneapolis and Saint Paul, Minnesota

Organization Categories

  1. Community Improvement, Capacity Building - Nonprofit Management
  2. -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

Yes

Programs

Residency in Social Enterprise (RISE)

New Sector's Residency in Social Enterprise is a competitive program that provides recent graduates and young professionals with the opportunity to serve at a nonprofit organization with a competitively selected cohort of recent college graduates who are passionate about developing a career of service.

Through their efforts to further the mission of their host sites, their experience with daily nonprofit operations, and the training and support New Sector provides, RISE Fellows develop a holistic understanding of community, service, leadership, and the elements of a socially responsible career. During their term of service, Residents produce tangible results and enhance organizations' abilities to address the needs of their constituents while developing the knowledge and skills necessary for continued success in the social sector.

The standard RISE Fellow program is an 11 month program. New Sector also offers a summer Fellowship and plans to launch additional RISE Fellowship models starting in early 2017.

 

Budget  $2,300,000.00
Category  Education, General/Other
Population Served Adults College Aged (18-26 years)
Program Short-Term Success 

Daily victories as our Fellows work to strengthen their host sites’ service delivery capacity and as our Fellows strengthen their commitment to a career of service in the social sector.

Program Long-Term Success  A strong Alumni association with over 800 members; and a network of over 1000 non-profit organizations that have been strengthened through their participation with New Sector Alliance
Program Success Monitored By 

Director of Evaluation and Training with the assistance of our new performance management “dashboard” which monitors closely the Fellows’ and the Host Sites’ goals and performance.

Examples of Program Success      

CEO/Executive Director/Board Comments

--

Management


CEO/Executive Director Ms. Barbara Thornton
CEO Term Start May 2016
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Mr. Brian Garshelis National Program Director http://newsector.org/about-us/leadership/

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 5
Number of Part Time Staff 5
Number of Volunteers 200
Number of Contract Staff 3
Staff Retention Rate % 75%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 4
Caucasian: 6
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 6
Male: 4
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan Yes
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. Roger Krakoff
Board Chair Company Affiliation Cloud Capital
Board Chair Term Mar 2013 - Sept 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Harry (Hap) Brakeley III Partner, Merkle, Inc. Voting
Lance Bultena Partner, Hogan Lovells Voting
Michael Etzel CEO, Bridgespan Group Voting
Nan Giner Partner, Choate Hall Voting
Linda Hood Senior Manager, Simplivity Voting
Roger Krakoff Partner, Cloud Capital Voting
Jay Lorsch Faculty, Harvard Business School Voting
Rebecca Shin MPA Candidate, Harvard Kennedy School of Government Voting
Anne Shoemaker TechnoServe, NYC Voting
Fay Shong Partner, Ernst & Young Voting

Constituent Board Members

Name Company Affiliations Status
Sana Aaser Noor Kids and New Sector Alumna --
Marie Angeles University of Michigan and New Sector Alumna --
Hilary Baker Education Superhighway and New Sector Alumna --
Dan Benevento HealthDataViz and New Sector Alumnus --
Damen Erf McMaster-Carr and New Sector Alumnus --
Jenna Fiore St. Anthony's Foundation and New Sector Alumna --
Nathan Hixson Enterprise Assistance Fund and New Sector Alumnus --
Joelle Hughley YMCA Greater Twin Cities and New Sector Alumna --
Elise Jun Egon Zehnder and New Sector Alumna --
Sithara Kodali Third Sector Capital Partners and New Sector Alumna --
Elizabeth Lee Morgan Stanley and New Sector Alumna --
James Liu Dropbox and New Sector Alumnus --
Colleen Ludwig The Possible Project and New Sector Alumna --
Lindsay Rosenfeld Benevolent and New Sector Alumna --
Anne Shoemaker Alumni Board Chair --
Carly Strauss Neighborhood Funders Group and New Sector Alumna --
Lauren Ting Google and New Sector Alumna --
Sathya Vijayakumar University of Michigan and New Sector Alumnus --
Lynnli Wang Harvard University and New Sector Alumna --
Kyle Warner Simon-Kucher and Partners, and New Sector Alumnus --
Ashley Zlatinov Harvard Government Performance Lab and New Sector Alumna --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 10
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 5
Male: 5
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits --
Board Meeting Attendance % 80%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 90%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

    --

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Sept 01, 2016 to Aug 31, 2017
Projected Income $3,995,719.00
Projected Expense $3,880,891.00
Form 990s

2015 Form 990

2014 Form 990

2013 Form 990

Audit Documents

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $3,633,564 $3,051,517 $2,119,502
Total Expenses $3,918,712 $3,449,444 $2,427,126

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $529,138 $505,916 $529,908
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $529,138 $505,916 $529,908
Individual Contributions $84,035 $48,340 $26,481
Indirect Public Support -- -- --
Earned Revenue $2,262,546 $1,636,259 $1,076,762
Investment Income, Net of Losses -- -- $44
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $757,026 $860,332 $484,128
Other $819 $670 $2,179

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $3,626,188 $3,066,426 $2,333,324
Administration Expense $153,370 $259,513 $90,910
Fundraising Expense $139,154 $123,505 $2,892
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.93 0.88 0.87
Program Expense/Total Expenses 93% 89% 96%
Fundraising Expense/Contributed Revenue 23% 22% 1%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $753,495 $1,042,320 $1,404,524
Current Assets $753,495 $1,042,320 $1,402,754
Long-Term Liabilities $0 $0 $0
Current Liabilities $50,172 $53,849 $18,126
Total Net Assets $703,323 $988,471 $1,386,398

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 15.02 19.36 77.39

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in charts and graphs are per the organization's audited financials. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

--

2. What are your strategies for making this happen?

--

3. What are your organization’s capabilities for doing this?

--

4. How will your organization know if you are making progress?

--

5. What have and haven’t you accomplished so far?

--