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Investing in People To Grow An Organization

When staff of Bridge to Enter Advanced Mathematics, a small nonprofit that helps build strong math minds among low-income students, moved into the EGF Accelerator, they no longer had to worry about rent and utility bills. Instead, the executive director, Dan Zaharopohl,  turned his attention to deepening the program and laying the groundwork for expansion.

Growth, though, brings new challenges. Workloads were getting bigger, and staff (and budgets!) were increasingly stretched. Like many nonprofit leaders who are shifting their organizations from start-up to growth mode, Dan found himself at a tricky crossroads. He needed more staff, but hiring and training new people takes time and money.  A growing staff needs good supervisors, too. Without thoughtful managers intimately connected to the program and the mission, it can be hard to maintain fidelity to an effective program model.

We can not overstate the role that the EGF Accelerator staff has played in our success,” says Dan. “The opportunity to learn from the EGF Accelerator staff and other nonprofit leaders in the Accelerator was invaluable and the tactical advice and support we received helped up become a national organization.
Investing in People To Grow An Organization

With our coaching, Dan came to understand the value of professional  development for building and sustaining the organization. He nominated a staffer for some EGF Accelerator-funded intensive professional training. The staffer enrolled in the NYU Senior Leaders Fellowship for nonprofit professionals engaged in reshaping education. The staffer, who attended the eight-month program, called it “life changing.” It was transformative for the organization, too, as she was able to step gracefully into an important leadership role and keep growth on track. As the program grew stronger, it attracted a new tier of funders, which in turn fueled more growth. The EGF Accelerator staff was pleased to be able to provide ongoing consulting and tactical support in ways that had exponential downstream returns for low-income students. “We can not overstate the role that the EGF Accelerator staff has played in our success,” says Dan. “The opportunity to learn from the EGF Accelerator staff and other nonprofit leaders in the Accelerator was invaluable and the tactical advice and support we received helped up become a national organization.”

02

Investing in People To Grow An Organization

When staff of Bridge to Enter Advanced Mathematics, a small nonprofit that helps build strong math minds among low-income students, moved into the EGF Accelerator, they no longer had to worry about rent and utility bills. Instead, the executive director, Dan Zaharopohl,  turned his attention to deepening the program and laying the groundwork for expansion.

Growth, though, brings new challenges. Workloads were getting bigger, and staff (and budgets!) were increasingly stretched. Like many nonprofit leaders who are shifting their organizations from start-up to growth mode, Dan found himself at a tricky crossroads. He needed more staff, but hiring and training new people takes time and money.  A growing staff needs good supervisors, too. Without thoughtful managers intimately connected to the program and the mission, it can be hard to maintain fidelity to an effective program model.

We can not overstate the role that the EGF Accelerator staff has played in our success,” says Dan. “The opportunity to learn from the EGF Accelerator staff and other nonprofit leaders in the Accelerator was invaluable and the tactical advice and support we received helped up become a national organization.
Investing in People To Grow An Organization

With our coaching, Dan came to understand the value of professional  development for building and sustaining the organization. He nominated a staffer for some EGF Accelerator-funded intensive professional training. The staffer enrolled in the NYU Senior Leaders Fellowship for nonprofit professionals engaged in reshaping education. The staffer, who attended the eight-month program, called it “life changing.” It was transformative for the organization, too, as she was able to step gracefully into an important leadership role and keep growth on track. As the program grew stronger, it attracted a new tier of funders, which in turn fueled more growth. The EGF Accelerator staff was pleased to be able to provide ongoing consulting and tactical support in ways that had exponential downstream returns for low-income students. “We can not overstate the role that the EGF Accelerator staff has played in our success,” says Dan. “The opportunity to learn from the EGF Accelerator staff and other nonprofit leaders in the Accelerator was invaluable and the tactical advice and support we received helped up become a national organization.”

03

Investing in People To Grow An Organization

When staff of Bridge to Enter Advanced Mathematics, a small nonprofit that helps build strong math minds among low-income students, moved into the EGF Accelerator, they no longer had to worry about rent and utility bills. Instead, the executive director, Dan Zaharopohl,  turned his attention to deepening the program and laying the groundwork for expansion.

Growth, though, brings new challenges. Workloads were getting bigger, and staff (and budgets!) were increasingly stretched. Like many nonprofit leaders who are shifting their organizations from start-up to growth mode, Dan found himself at a tricky crossroads. He needed more staff, but hiring and training new people takes time and money.  A growing staff needs good supervisors, too. Without thoughtful managers intimately connected to the program and the mission, it can be hard to maintain fidelity to an effective program model.

We can not overstate the role that the EGF Accelerator staff has played in our success,” says Dan. “The opportunity to learn from the EGF Accelerator staff and other nonprofit leaders in the Accelerator was invaluable and the tactical advice and support we received helped up become a national organization.
Investing in People To Grow An Organization

With our coaching, Dan came to understand the value of professional  development for building and sustaining the organization. He nominated a staffer for some EGF Accelerator-funded intensive professional training. The staffer enrolled in the NYU Senior Leaders Fellowship for nonprofit professionals engaged in reshaping education. The staffer, who attended the eight-month program, called it “life changing.” It was transformative for the organization, too, as she was able to step gracefully into an important leadership role and keep growth on track. As the program grew stronger, it attracted a new tier of funders, which in turn fueled more growth. The EGF Accelerator staff was pleased to be able to provide ongoing consulting and tactical support in ways that had exponential downstream returns for low-income students. “We can not overstate the role that the EGF Accelerator staff has played in our success,” says Dan. “The opportunity to learn from the EGF Accelerator staff and other nonprofit leaders in the Accelerator was invaluable and the tactical advice and support we received helped up become a national organization.”

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