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It’s tough to see the string of nonprofit leadership turnover that’s occurred (or come to light) in the Tri-Valley since June – and even tougher to know what to think about it.
These are marquee organizations of varying size and scope that have become indelible parts of the community. They’re all groups our paper has supported in one way or another over the years, through sponsorship agreements, news coverage and in some cases our annual Holiday Fund.
Tri-Valley Conservancy (on its third executive director search since 2021), Museum on Main (a departure for what seemed to be personal reasons preceding the hiring of an ED with no real museum experience), Culinary Angels (founder looking to retire for a second time), Sunflower Hill (a second-year ED’s exit in March that wasn’t widely publicized until we found out this month) and The Crayon Initiative (trying for the third time to install an ED who might stay more than eight months).
Plus I know in the background the difficulties for the Pleasanton Downtown Association, which is also a nonprofit. Laura Brooks, the PDA’s former longtime leader who now lives out of state, has been interim executive director since spring 2023. She told me recently that the board is close to hiring a new permanent ED – who would be the fourth in that role since Brooks left originally in 2019.
This isn’t about connecting dots out of thin air. I know the circumstances of each case here are different (and often private, personnel matters), and those specifics do matter. But the confluence just can’t be totally cast aside either, especially considering the critical role these charity organizations play in the Tri-Valley.
To be clear, turnover is not necessarily a bad thing; it can be very unhealthy to hang onto bad leadership or a bad job for the sake of maintaining status quo or fear of fallout.
Change can be positive. Recognizing it is time to make a necessary change is imperative. A pattern of change, even if seemingly done for the right reasons each time, can be corrosive for an organization though.
And I get the reality. The charity management field is a competitive one in the Bay Area, and it takes a special kind of leader to run a foundation effectively.
Fundraising is hard, operating special events and programs is hard, being the figurehead of an institution is hard, supporting and motivating staff and volunteers is hard, navigating internal politics and external pressures is hard. I also imagine the work is incredibly inspiring, galvanizing and gratifying.
The phrase “the right fit” gets thrown around a lot when it comes to nonprofit recruitment — and it really is an apt depiction of the best outcome, for both sides.
I’ve been thinking back about the lauded column my predecessor Jeb Bing wrote on one such example nearly a decade ago. “What’s going on at PPIE?” attempted to get clarity on the very murky parting of ways between the education nonprofit’s board and its sitting executive director. The ensuing recruitment process for Pleasanton Partnerships in Education Foundation led to six years of stability with an outside hire, succeeded later by an in-house staffer who was promoted and remains in charge today.
On the flip side, there was the award-winning investigation we did in 2022 after learning that Senior Support Program of the Tri-Valley’s ED quietly resigned the previous fall. The nonprofit was floundering and absorbed by CityServe of the Tri-Valley not long after we published our story “What’s going on at Senior Support?” — a headline nod to Jeb’s prior piece.
Those opposite outcomes (and the possibilities in between) show me why covering nonprofits is valuable.
Now, these are not the kind of scoops I yearn for as a journalist. I don’t like to have to report on nonprofit leadership turnover or pull the curtain back on a hush-hush executive transition.
It’s not nearly the same “gotcha” thrill as breaking the news about changes at the top at government agencies or Tri-Valley corporations (thinking back to my story revealing San Ramon Regional Medical Center quietly churned through two CEOs in less than a year, coverage that contributed to a CNPA award).
But make no mistake, my team and I are ready to do it because these are important stories. Because these nonprofits are so important to the Tri-Valley.
Nonprofits are stewards of the community’s money, both private donations and often public grants or contracts. They leverage volunteers to accomplish many goals. And they support our most vulnerable populations and/or our most significant collective priorities.
Our society needs nonprofits to succeed. So their organizational stability is vital, which also means their reputation is a real commodity for them. That’s where transparency comes into play — and why all sorts of rumors arise after reverberating news like a leadership departure.
Our reporters and editors wade through that ocean of speculation on a daily basis. I often remark that dispelling what’s false is as much a part of a journalist’s job as confirming what’s true.
We’ll ask the questions to get to the bottom of a situation, even when an institution isn’t proactive in informing us. And to their credit, representatives of each of those nonprofits listed above were responsive after we asked.
Transparency breeds trust. Trust breeds confidence. Confidence breeds support.
I know that better than ever now that we – Embarcadero Media – are a nonprofit journalism foundation. I feel like the Pleasanton Weekly has always been open and honest with our audiences about our own corporate news. But as a 501(c)(3) organization, such public accountability is demanded, refreshingly so.
Just be forthright about all major developments (not only the positive ones) has always been my mindset. Because people are going to find out what’s going on eventually.
I wish each nonprofit board all the best during this recruitment cycle and hope they take the time they need to make the right hiring decision. It’s so crucial for their clients, their staffs, their volunteers, their donors and the greater community.
Editor’s note: Jeremy Walsh is the editorial director for the Embarcadero Media Foundation’s East Bay Division. His “What a Week” column is a recurring feature in the Pleasanton Weekly, Livermore Vine and DanvilleSanRamon.com.
Since 2020, nonprofit employees have been heeding the call of “Great Resignation” and leaving their jobs for better options.
Nonprofit leaders often face high levels of stress due to the demanding nature of their work, which includes managing limited resources, meeting fundraising goals, and addressing community needs. This can lead to burnout and eventual turnover.
Nonprofits typically have tighter budgets compared to for-profit organizations, which can result in lower salaries and fewer benefits for their leaders. This financial strain can make it difficult to retain talented individuals.
Many nonprofit leaders feel that there are limited opportunities for career advancement within their organizations. This lack of professional growth can prompt them to seek opportunities elsewhere.
Nonprofits often operate with lean teams and limited resources, which can create a challenging work environment. Leaders may leave if they feel unsupported or unable to achieve their goals due to their constraints.
The intense commitment required in nonprofit leadership roles can negatively impact work-life balance, leading to dissatisfaction and turnover.
Addressing these issues involves creating a supportive work environment, offering competitive compensation, and providing opportunities for professional development. Building a culture that prioritizes employee well-being and sustainability can also help reduce turnover rates.