Keven Cotton is one of those guys that you know you're going to get along with as soon as you meet him. We met 3 years ago when he was applying for a position at my organization with his proud Howard grad self. Unfortunately we didn't get to work together, but it's been great watching his career bloom from afar in public policy. Currently, Keven is a Policy Associate with CFED (formerly the Corporation for Enterprise Development), which expands economic opportunity by helping Americans start and grow businesses, go to college, own a home, and save for their children’s and own economic futures. Be sure to join me and Keven this Sunday for "More Diversity, Please," a live podcast discussion about the lack of diversity in nonprofits this Sunday, April 27 6-7PM EST with other special guests Eric Giles from the Nonprofit Roundtable and Rebecca Muse from the African American Nonprofit Network. And now, the interview.
RT: How did you make your way into the nonprofit sector?
KC: I made my way into the nonprofit sector through the AmeriCorps program. As a junior in college, I volunteered at a DC elementary school and was amazed at what I saw. In order to arrive at the school, I had to navigate drug dealers and individuals drinking outside of the school. I could not believe the environment that children had to overcome in order to attend school. I also began to realize why AmeriCorps was working with this school.
I was partnered with a second grader who was reading on a late kindergarten/first grade level. He had difficulty sounding out words and felt embarrassed to read out loud. I would work with one-on-one and I could begin to see progress. The student became more confident sounding out words and even practicing at home.
It was this student that opened my eyes to inequalities that many families, especially families of color, face on a daily basis. If a student in DC, the nation’s capitol, could not read on a basic level, what was happening in the rest of the country? How were other students faring, students in larger cities, in rural areas; I wondered if there were enough resources to effectively reach all of the students who needed assistance.
RT: What is your current position and day-to-day work?
KC: Currently, I am a Policy Associate with CFED (formerly the Corporation for Enterprise Development). My primary responsibilities include scheduling and attending meetings with Members of Congress and their staff to enact asset-building legislation. Our signature legislation, The Savings for Working Families Act has nearly 115 cosponsors, the highest level of support the bill has ever received. If enacted, the legislation would provide 900,000 matched savings or Individual Development Accounts (IDAs) to low-income families across the country. IDAs enable families to purchase a first home, capitalize a small business or pursue post-secondary education or training.
In addition to Hill visits, I also disseminate e-mail Alerts to our Advocacy Network through our Capwiz software. These Alerts keep our Network apprised of CFED's policy efforts and encourages these nonprofits and community organizations to send letters to their Members of Congress. Last year, our Network sent more than 7,000 letters through Capwiz.
RT: What is your educational background and area of expertise?
KC: I received a Bachelor’s of Business Administration from Howard University’s School of Business, where I majored in Computer Based Information Systems. While my degree had little to do with my work in the nonprofit sector, the ability to create spreadsheets, PowerPoint slides and to use html has been beneficial. Also, my background in business has proved useful when interviewing, conducting presentations or meeting with Members of Congress.
RT: Do you want to be an Executive Director when you grow up? Why or why not?
KC: I think the question of whether I would want to be an Executive Director is striking because honestly, the thought had never crossed my mind. When I think of an Executive Director, I think of someone who has served in that position for several years and who can be somewhat detached from everyday happenings within the office. Are they aware that the organization is unable to retain employees at the program level? Have they noticed that there few minorities on staff, especially in leadership positions?
While achieving more responsibility and climbing the ranks within an organization is a goal of many employees, I do not see climbing the ranks within a nonprofit to be realistic. Most nonprofits consider themselves to be flat organizations and an opportunity for a promotion usually coincides with your supervisor seeking greener pastures. Otherwise, you may earn a higher salary and more responsibilities, but as long as your supervisor remains with the organization, you are climbing laterally, not vertically.
Given that scenario, most nonprofits do not look internally when they seek an Executive Director; they hire from a pool of outside candidates. I guess I have considered being an Executive Director. However, I do not believe that one can attain to that position unless:
You spend 10+ years within an organization and you become an Executive Director because everyone above you has either left the organization or retired; or
You take your nonprofit experiences and apply for an Executive Director position with an outside organization.
RT: Do you think Generations X and Y are stepping up to lead in the nonprofit sector, or are we just waiting for the world to change? How could we get more involved?
KC: Generations X and Y are finding their way in the nonprofit sector. While the majority of Generations X and Y are not ready to lead or to play a leadership role within a nonprofit, they are not waiting for the world to change either. More so than any generation, these younger generations are ready to change the world which could mean that they need to have a tangible connection to that change – on a daily basis, they need to see and feel the impact that their work has on the world. While non-profits are just that, a nonprofit, the day to day operations are very similar to that of any business. You have meetings, dress codes and more often than not, you are working at your desk for hours at a time.
While high turnover in the nonprofit sector can be attributed to long hours and low wages, I get the impression that these two Generations are reluctant to stay with organizations that are not meeting their needs to effect change. It is likely that Generation X and Y are ready for the corporate functions of a nonprofit and end up feeling as if they are living for a paycheck, not living for their dreams.
The way for Generations X and Y to get more involved includes being aware of which nonprofits/positions are office based and which ones will allow them to have daily interactions with the people and issues they wish to impact. Also, these younger Generations should be encouraged to follow their passion.
RT: What would you like to see changed in the nonprofit sector? How can we take action to implement that change?
KC: Areas that I would like to see changed in the nonprofit sector include providing career and educational advancement, offering competitive salaries and actively recruiting minority candidates.
The success of many nonprofits boils down to their ability to effectively fundraise. The changes that I recommended, while interconnected, cannot be implemented if a nonprofit is unable to raise funds.
A nonprofit that is successful at fundraising should provide their employees with opportunities to learn and grow professionally. Whether employees are matched with a mentor, are offered career counseling or have an opportunity to take classes towards an advanced degree, these are all options that will encourage an employee to remain with a nonprofit.
Cost of living, transportation and private sector salaries should be factors when determining salaries. Unfortunately, by offering lower salaries, nonprofits often eliminate themselves as a viable option for many employees. While nonprofits have historically had lower salaries than private companies, the cost of living is demanding that nonprofits raise their wages to at least compete with private companies. If nonprofits do not consider making salary adjustments, they will find it difficult to recruit and retain employees.
I have worked in the nonprofit sector since 2002 and I continue to be amazed that while the majority of people being served by nonprofits are people of color, the majority of nonprofits are staffed and led by white women. I would like to see nonprofits increase their recruitment of and career advancement for, minority employees.
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