Staffing Structures

Benefits

Salary and Staffing in Shared Spaces

NCN State of the Sector Survey Report 2015 I Managing Collaboration: Salary and Staffing in Shared Spaces

Topics Below

Foundation Support for Nonprofit Center Manager
Staffing and After Hours Management
See also Welcome Presence for New/Established Centers

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Job Descriptions

Communications Coordinator – Community Learning Commons
Community Animator – Centre for Social Innovation
Community Catalyzer – Tides
Concierge – Literacenter
Director and Operations Manager – Citizen Engagement Lab
Executive Director – Aurora Welcome Center
Executive Director – Glasser Schoenbaum Human Services Center
Executive Director – Kukui Children’s Center
Executive Director – MarinSpace
Executive Director – Serve Denton
Facility and Office Manager – Deschutes’ Children’s Foundation
Facility Manager Job Description – Asian Arts Initiative
Maintenance Services Supervisor – New Path Foundation
Office Manager – Citizen Engagement Lab
Program Coordinator (part time) – Third Sector New England
Program Manager – Marin Community Foundation
Program Manager – Tides
Receptionist/Facility Manager (part-time) – Deschutes’ Children’s Foundation
Receptionist – New Path Foundation



Foundation Support for Nonprofit Center Manager

 

From an Ask-NCN Discussion, 3/3/14

 

Jenny Baker, JABA
Our Partnership Board and Tenants Association are exploring the need for a center manager. This person would take on Board administration, community outreach efforts, social media, event planning, etc. for the Jefferson School as a whole. Can you point me in the right direction of some grants that might fund this type of position? Many of our tenants focus on the health and wellbeing of our community.

 

Katie Edwards, The Nonprofit Centers Network
Most of what we see when it comes to funding a Nonprofit Center Manager involves using earned income from rent supporting the position. If foundations are involved in funding a nonprofit center, they are usually local or focused on serving a specific geographic area.

 

Have any of you worked with funders who have been interested in supporting the ongoing staffing of nonprofit centers? What has been your experience?

Sarah Newman
In our experience this and other overhead expense funding is some of the hardest to find. We did get some local government funding for the Director and for the Information/Referral position.

 

Glen Newby, New Path Youth & Family Services
I would agree with Sarah, this is very difficult. Even our New Path Foundation does not directly support the financing of the administrative component of the Common Roof facilities, these are done by allocations from the rents received from partners and tenants. It would be a major accomplishment to our efforts if a Foundation or other granting organization (government would be great!) financially supported administration on a multi-tenant center. Any examples out there?

 

Cesar Glaxiola, J. Walter Cameron Foundation
I have never seen any funding source (government or private foundation) supporting the administration component. It will need to be from the monthly assessments agencies are contributing to your location. On your planning include the following costs: the administration component, utilities bills, maintenance and repairs and savings for the long term capital improvement projects. On the long term improvement projects can be breakdown:

-Large projects: Anything over certain amount i.e. $50,000 your agency match a percentage from its long term savings and the rest is obtain by approaching multiple founders.

-Smaller projects under $49,000, your agency holds annual fundraisers, other events, ask for business donations, etc…

 

Eli Malinksy, Centre for Social Innovation
Just to offer a counter-balance, our organization has previously received a foundation grant for staffing of our centre. It has been a while, but it did happen. As others point out, however, this is rare. Your best bet is to position it as a time delimited, or project-specific, effort. E.g., funding for a Community Manager for 18 months to help the organization establish its self-sustainability, or funding for an Events Person to introduce new programming to members, rather than a straight up admin/operations grant.

 

Kim McNamer, Deschutes’ Children’s Foundation
We fundraise annually for staff which includes 4 part-time facility managers, an Executive Director and a Development Director as well as basic operations because we do not charge rent to our partners. We have a use fee that covers basic CAMS and is money in, money out. The other half of our budget is fundraising for the above mentioned staff and small repair and maintenance reserves. This is always a challenge for many Foundations – we are most successful with small family foundations giving $5K or less who don’t mind the operational side of things and get our model. We have worked to approach it a bit differently with this model – and some get it, others just don’t and will only fund specific projects. For our new facility, Foundations were over 1/3 of the fundraising, but it was a capital campaign and they love those. Those Foundations are harder to get back for basic operations – but all were statewide and I haven’t found interest in others outside of the state, many cover only specific areas as well. Our fundraising is all through events, individuals, companies, service organizations and foundations. We do not receive any federal or local government grants (outside of an occasional discretionary grant from our County Commissioners). We can’t find much we qualify for on the government side of funding.
We have to fundraise $295,000 annually and the breakdown is as follows:
Events – 56%
Individuals – 34%
Foundations – 8 %
Other – 2%

It is a continued challenge, but one we manage and handle as best we can in order to keep the rent-free for our 28 nonprofit partners who are using office and classroom space at four locations. My biggest challenge is find another nonprofit center out there who has this specific model and needs to fundraise annually to get operations running smoothly. If we can’t fundraise what we need, we either need to cut staff or increase the use fees, which is never the popular or desired outcome.

 

Alysson Storey, Chatham Cultural Centre
At the Ground Floor in Chatham, Ontario, where I am currently a Board member, we have been fortunate to receive Trillium funding to support our part-time paid administrator position. We are entering year two of operations; we were only able to open for year one through a joint application to the Trillium Foundation between our municipality, a local arts festival (who is a tenant of our space), and a private local business, who provided our first location at a reduced rental rate, as well as located their office there. Our Trillium application was successful for one year, after which point, if the initiative is moving forward in a positive direction, applicants are usually encouraged to apply for a three-year funding grant. We were successful for that grant as well, which will be in place from 2013-15. Since we are just starting out, we have a small space and a small number of tenants. However even with this small start, we are finding that a part-time coordinator just isn’t enough – we need her full-time! Especially to promote and market this new space and educate our community, as this concept tends to get a lot of blank stares from people around here. So our work is cut out for us. We are also looking at other grants, as well as revenues generated by our tenant rental fees.

 

Thaddeus Squire, CultureWorks Greater Philadelphia
We are a nonprofit 501(c)(3) and operate a coworking space for nonprofit arts, heritage, and creative enterprise, as well as individual artists and makers. We have a 6-year, commercial lease at a good price (ca. $22/SF) but not substantially below market on 5,000SF, with $600/month in electric and no U&O. Our three levels of membership pay for 100% of the operating costs of the space, including lease cost and utilities, shared leased technology, security, internet and telephone, one full-time space/membership manager position at $45k + fringe, and repayment (over 1.5 years) of a zero interest capital loan of $50k. We found that the density that coworking permits allows for running costs and management staff to be comfortably covered. (All of the above costs can be covered at about $15k/month, and the revenue potential of the space we estimate at $20k – $25k/month, though we have not yet attained that level of income. We’ve been open since Nov 2012.)


Staffing and After Hours Management

 

From Ask-NCN 3/24/17

 

Michele Vandentilaart, The Link in Georgina

  1. Does your centre/hub (for those who currently have tenant organizations in the building) have operating hours posted, meaning your main doors are open to the public during that time and, do you have ‘staff’ managing the building only during those hours?
  2. If you do have ‘open’ business hours, how do you handle your operation after hours. Do you still have staff in the building to accommodate any needs of your tenants?
  3. Are any of you operating a shared responsibility model with your tenants, meaning tenants may be operating or holding events/workshops, etc. in your building outside of business hours and are responsible for the common areas and lock up of the building when finished? Or, do you only allow activity if you have staff on site?

How do you all manage this?

 

Chris Bowyer, The Alliance Center

A to Q1: The operating hours for our building are not publicly posted anywhere within our facility. However, for communication to those tenants inside of our walls typical hours have been communicated to when someone from our staff is expected to be in the building and available for any tenant needs. One nuance for our space is that our lobby is open to the public and houses a coffee bar that is open to the public. Given this distinction our front door is open during those operating hours while access to any other area of the building is locked. Outside of our first floor area visitors are required to be let upstairs by tenants or our organization.

A to Q2: During after hours events we manage these in a number of ways. For events that are being held in our event space, we have dedicated staff or volunteers who are present in the building through the duration of the event. These individuals provide a multitude of services ranging from greeting meeting participants, assisting catering, AV needs, cooling/heating and many others. Outside of our first floor conference room some of these similar services are provided to the other conference rooms in the building yet typically on a much lesser degree. This service is only provided in those spaces when those conference rooms are booked through our team. For after hours events that are held by tenants, unless specifically requested our team is not required to be onsite. However, we have provided tenants with an after hours emergency number that will contact members of our operations team or an external organization who can respond to urgent building matters (floods, locked out of building, etc) around the clock. Many of our electronic systems are available remotely so many issues that arise are able to be accommodated from home.

A to Q3: As mentioned above tenants regularly have events in the building during off hours. When our event space is being used a member of our team is typically present. When other spaces are being used and the space has not been coordinated with our team we will not be present for the event. As our external doors are only accessible by tenants during the evenings and weekends and can be opened with a keycard system that each tenant carries, security of our external doors has not been an issue in the past. The tenants are responsible for ensuring that during an event not serviced by our team that only those participating in the event enter the building. During large events however, these doors have been scheduled to be unlocked during a specified time period and our team confirms those operations while servicing the event. Tenants are generally responsible for cleaning a space and not leaving excess belongings, food, equipment but our janitorial team will perform any necessary cleanings around the building after evening events and when necessary after weekend events.

I hope this response is not too long winded and helpful. Please let me know how I can better answer additional questions.

 

Laurie Rich, The David Brower Center

1. We do have operating hours, as we have a public gallery space. We are open Monday – Friday 9am – 5pm and Saturday 10am – 2pm. We have a door locking software that we set to be open and tenants use their key fobs outside of these hours to gain access to the building. Our staff typically works during those hours (some of our staff have adjusted schedules). We have a front desk receptionist to greet visitors and tenants Monday – Friday from 9:30am – 4pm.

2. Open business hours are typically Monday – Friday, 9am – 5pm. After hours requests are sent through a central email ticket system or a after hours call number that gets routed to various staff.
3. Tenants are permitted to have events in their suites outside of normal business hours. We have language (pasted below) from our resident organization manual for them to refer to.
Events and Meetings in Office Suites – Large Events
If you are having an event or meeting for more than twenty people during regular office hours, in the evening, or on a weekend, please inform tenantervices@browercenter.org at least two weeks before the event. Please let us know if you anticipate a large volume of trash and/or recycling. Remember that all waste and recycling should be properly sorted and left inside the office suite.
Please note that compliance with the City of Berkeley’s noise ordinance is required for all events in the building. The noise ordinance limits exterior noise to 65 decibels between 7 a.m. and 10 p.m. and to 60 decibels between the hours 10 p.m. and 7 a.m. Note this really isn’t very loud. For example, a room full of people with some music playing or several folks talking on the Terrace could easily exceed the ordinance. We strongly suggest you close windows and doors and make sure that the sound does not carry outside of your space. This is not just to comply with the noise ordinance, but also to respect our neighbors at Oxford Plaza.

Events and Meetings in Office Suites – Signage
If you are having a meeting or event in your office suite, the Center can post signage in the lobby to notify participants of the meeting details. Please submit the following information totenantservices@browercenter.org at least 2 business days prior to your event:

  • Organization name
  • Suite number
  • Event name
  • Event date and starting and ending time
  • Number of guests expected

 

The Brower Center will create and place signage according to the following procedures:

  • Daytime events/meetings will be included on the “Today’s Events” sign in the 1st and 2nd floor lobbies.
  • Evening and weekend events/meetings: If there is a concurrent conference center event, an 11×17 sign listing your event information will be placed in the lobby. If there are no conference center events, an 8.5×11 sign listing your event information and call-box instructions will be placed in the exterior sign holder above the call-box at the front doors.
    Please note that taping or posting signs throughout the building is not permitted. Additionally, we highly recommend that you station a greeter at the front door to welcome and provide access to your guests.

 

Michele Vandentilaart, The Link in Georgina

May I follow-up with a few other questions:

How many staff ‘manage’ the building on a daily basis?

What is your square footage?

How many tenant organizations do you have?

How do you handle sick time/vacation time of staff if you have limited staffing? Do your tenants collaborate to provide customer service in the building?


Last updated byNonprofit Centers Network