IAN BOWLES, MASSINC PRESIDENT AND CEO: Thanks for joining us this morning. We have a fabulous panel here. MassINC looked at the
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| Ian Bowles |
non-profit sector, a real area of job growth and a highly diverse sector. This project brought together MassINC with Mellon New England. They challenged us to look hard at this sector and to see how it is changing. Our second partner was our friends at the Boston Foundation, which helped underwrite the research. They are our region’s leading community foundation. Finally, the Tufts University College of Citizenship and Public Service joined us. Their board chair Alan Solomont is with us. Paul Grogan is unable to join us this morning. Let me thank the BC Club for putting on this event. This is a wonderful audience of non-profit leaders.
DAVID F. LAMERE, MELLON NEW ENGLAND CHAIRMAN:
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| David Lamere |
Standing room only here. Welcome. Thanks to Ian and his tireless staff at MassINC. This report has been met with huge enthusiasm, a lot of interest. Many of the points are important. A couple are so important to Mellon. The sector is a much more robust part of the economy than we thought. It’s a legitimate career path for people who have gone through higher education. It’s an important part of the economy and our fabric of living. One question is: how are all these organizations going to survive and thrive and remain relevant for both funds and attention? Ten years ago we faced a similar challenge of thriving and relevance in Boston. It was in the headlines with Fleet and John Hancock. We did not have a headquarters in Boston. The former organization was the Boston Company. Mellon was headquartered in Pittsburgh. The question was how to become relevant. That’s a challenge we faced and are still struggling with. We put resources in the philanthropic area. Our approach is almost the venture capital approach to organizations. It emphasizes a heightened level of accountability between the funder and the recipient. We target new and emerging organizations, those without a history of corporate and foundation support. We deliver meaningful grants to take those organizations to another level. We get our executives involved in the board and emphasize the importance of our employees taking an active role in the community. We take on technical assistance, guidance and strategic results and PR guidance. A great example is our partnership with Reach Out And Read. It’s a national organization now. Eight years ago it was not. We were its first corporate partner in 1995. Our aggregate investment in that organization is almost $1 million. We have been able to bring actionable and tangible results. They have gone from one office to 2,000 offices across the country, 15,000 doctors and nurses have been taught and 3 million books have been donated. In the last 10 years, we have put together almost $10 million in this area in this kind of activity.
RACHEL DEYETTE WERKEMA, MASSINC DEPUTY RESEARCH DIRECTOR: I just want to note that this report is the
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| Rachel Deyette Werkema |
product of many people’s work. We intended to comprehensively examine the workforce and organizations, and to pull together data to better understand the sector. We were not able to do an economic impact analysis. We are just trying to paint a comprehensive picture. There are three main components: size, composition and growth; characteristics of non-profit workers and characteristics of non-profit organizations. We pooled three different data sources. The sector is a major source of employment, employing more than 400,000 workers or 13.4 percent of the workforce, nearly twice the national rate of 6.9 percent. We rank first among large industrial states and fourth among all states. The sector is larger than most industries and employs more people than the entire public sector. It is larger than any sector except health care. Non-profit employment grew by 8.6 percent from 2000 to 2003, while the state’s overall employment declined by 4.1 percent. They were the only sector to add jobs over this time period. These jobs are concentrated in health care and education. Health care accounts for 51 percent of non-profit employment and education services 25 percent. Non-profit workers are more likely to hold a bachelor’s degree, hold a professional or managerial job, be female, be older and hail from out of state. Sixty-six percent are women, versus 48 percent of the overall workforce. Their median age is 41, compared to 39. Forty-eight percent of non-profit workers were not born in Massachusetts. We see that in Boston’s inner suburbs – non-profit workers are a disproportionate number of the local workforce. Brookline, Newton, Cambridge have high percentages. The typical worker earns just $900 less than the typical member of the state’s workforce. Salaries vary dramatically however. Homeownership rates of non-profit workers are slightly lower than the rates for all workers – 64 percent versus 68 percent. The median salary for a social assistance worker is $22,000, while it’s more than $40,000 for professional, scientific and technical services workers in non-profits. Lastly, turning to the composition of organizations. It is a diverse sector. Young organizations outnumber older organizations. More than half were founded since 1990. There is a broad mix of program areas. Human services is the largest slice of the pie at 29 percent. Health accounts for 10.8 percent; education 17.6 percent. Ranking second is the public society benefit category, which includes foundations. All areas are growing in terms of the numbers of organizations. Religious organizations are among the fastest growing. Sixty-one percent of filing non-profits report annual income of under $250,000. The very smallest ones are not required to file. One percent report annual income of more than $100 million. That one percent accounts for 69 percent of income – for example, large private universities with big endowments. Arts, culture and humanities organizations are much smaller. So, in conclusion, our goal was to build a comprehensive profile to better understand the sector. The findings counter and confirm conventional wisdoms. We see non-profits are an important and growing source of middle class jobs. There is a vast diversity of organizations and there are important questions about relationships between funders and donors.
MODERATOR GEETA PRADHAN, BOSTON FOUNDATION: Good morning everyone. Paul Grogan sends his regrets. I’d like to start by thanking MassINC for this excellent piece of work. We have a sense that the sector has a strong economic impact, but the findings create a paradigm shift from a service sector to one that creates jobs and economic impact. We may reexamine our approaches to the sector. What was it that struck you about the report, any major takeaways?
CELIA A. WCISLO, SEIU LOCAL 2020 PRESIDENT: The thing that stood out for me as a leader at SEIU is this represents two worlds and that’s okay. We have health care and education – Partners, Harvard and medical schools. Look at health care compared to the rest of the U.S. We have done a good job at keeping it a non-profit industry. The weakness is in human services and public policy benefits. In the Dukakis administration we moved state work to the non-profit sectors. It has been underfunded.
BILL WALCZAK, CODMAN SQUARE HEALTH CENTER FOUNDER: Non-profits are bigger than manufacturing or government. It’s been recession proof. We have jobs here that are less likely to be outsourced to India or shipped off in a merger. The sector is largely unappreciated. The non-profit sector is the competitive advantage of Massachusetts and we ought to be embracing that. Instead, business leaders ignore them. I hope we have a newfound respect for the non-profit sector. Newspapers ought to have non-profit columnists. Also, I hope government understands it’s not just looking at the services we provide, but the economic engine.
NANCY LEAMING, TUFTS HEALTH PLAN PRESIDENT AND CEO: There are different thoughts based on the size of non-profits. It was a phenomenal report. Tufts Health Plan employs 1,800 and has $2 billion in revenue. We are fairly sizeable. We don’t think of ourselves in the way we conduct business as being a traditional non-profit. We comply with Sarbanes Oxley. We might appear to be similar to our for-profit colleagues. Our mission can and is directed very much towards the community. Our mission and the mission of many larger non-profits is directed at the community in terms of money and people’s time. Our employees get paid time off for community activities. Executives are encouraged to participate on boards of directors of non-profits. We are involved with the Boston Foundation and Mass. Medical Society in a three-year program to reduce homelessness. We are involved in the fishermen’s health program. Three things stood out. Think about this as a growth sector. You are concerned about jobs leaving Massachusetts. It’s a sector with decent income – people can buy homes. And it’s an educated sector. Many people in the sector are not natives of Massachusetts. Hopefully, we are retaining students after they graduate from college. We have a high percentage of women. Seventy-five percent of our employees are women. Thirdly, this concept of civic leadership. Will we be at a loss for civic leadership? Non-profits are really stepping up to the plate to fill the gap.
MICHAEL WEEKES, MASS. COUNCIL OF HUMAN SERVICE PROVIDERS PRESIDENT: This report really highlighted the significance of the sector, with more than 400,000 employed and more than 13 percent of the workforce. Those are numbers that were generally unknown to the general public. We now have something to work with. One thing that struck me was the asset levels – the $27.9 million average for education institutions and under $1 million for human services. There is a tremendous amount of knowledge power in the human services sector. We don’t have the dollars and resources and the influence. The growth, in contrast to the downsizing in the economy, also struck me. Are there too many human services organizations? Well, what’s the right number? One thing of concern was the issue of salaries and workforce. One of our biggest challenges is raising the salaries and incomes. It was unfortunate to see the great disparity. One can see how difficult it is to do this type of work and raise a family on $22,000. It says something about how we value the work people do. My final point is about dissemination. This report ought to be a report that’s talked about here and in boardrooms across this state. We need to move the conversation from the report to exerting the kinds of influence and power this report talks about, if this is indeed one of our knowledge industries.
ERIC KRISS, STATE ADMINISTRATION AND FINANCE SECRETARY: I was struck and appreciate just the quantification of this sector. It’s not often you see it all in one book with consistent data. The comparative intensity of the not-for-profit sector struck me compared to other states. I don’t know much about North Dakota and Vermont is a unique state. Washington D.C. is not a state. Massachusetts is clearly a leader nationwide in the terms of the concentration of non-profits, which is both an advantage and disadvantage. The counter cyclicality is an advantage, the fact that these are jobs that can’t be exported. Not-for-profits by their very definition cannot be bought and sold as entities, and there’s a great deal of stability. On the other hand, the more and more an economy becomes dominated by the non-profit sector the less and less comfortable it may be in the for-profit sector. It’s just something to be mindful of going forward. I am not at all suggesting the percentage is too high. It has a counterweight we need to think about.
MODERATOR GEETA PRADHAN, BOSTON FOUNDATION: What does it mean for the economic competitiveness of the state? Is it a good thing or bad? We are in a global competitive economy.
CELIA A. WCISLO, SEIU LOCAL 2020 PRESIDENT: I am not sure it’s a competitive disadvantage. We have a more rational health care system, for all its problems, than for example Los Angeles where companies come and go and change services. In health care, it’s led to stabilization. The stability is a competitive advantage. When you bring for-profits in, many of the chains are national and Massachusetts is not their only interest. The needs of Massachusetts are not as concentrated. The competition is between state and community employment. The workers in human services are barely paid a living wage and yet they have college degrees. That’s a problem for that sector
BILL WALCZAK, CODMAN SQUARE HEALTH CENTER FOUNDER: I need to challenge what Mr. Kriss said. In education and health care, it is our competitive edge. It’s the area that spawns biotech and technical and scientific employment that we celebrate so much. The notion that there is a magic percentage where the for-profits become uncomfortable is absurd. It makes no sense at all. We have a lower than average tax burden. What difference does it make where the paycheck comes from? It’s as if our money is not green. We have the jobs that people get first. We are the entry point for people into the labor market. We stabilize commercial districts. We need to be more appreciated for what we do rather than disparaged as organizations that at some point make the for-profits uncomfortable.
NANCY LEAMING, TUFTS HEALTH PLAN PRESIDENT AND CEO: At a meeting last week, (state Economic Development Secretary) Ranch Kimball asked an audience how many had had a call from someone out of state wanting to pay you to move your business. Half the people raised their hands. We are not getting those calls. We are the entities that are staying here. We are a source of jobs. I have to underscore that. For-profits are getting calls asking for $10,000 a job to move them out of state.
MICHAEL WEEKES, MASS. COUNCIL OF HUMAN SERVICE PROVIDERS PRESIDENT: It’s an oversimplification to think of the economy as silos that don’t have interaction with one another. The quality of life is what is represented by the non-profit sector. The dollar that goes into human services is bought locally. People live locally. The purchases stay in the local economy. They are not outsourced. We have in-sourcing of people brought into this country to work in our sector. There’s a synergy we need to capitalize.
MODERATOR GEETA PRADHAN, BOSTON FOUNDATION: I don’t think anyone doubts the local impact. The sector is tax exempt and is continuing to grow and has an effect on resources.
ERIC KRISS, STATE ADMINISTRATION AND FINANCE SECRETARY: I feel like I’m always on the verge of being greatly misunderstood. I did not mean to imply that I felt there was a magic percentage that the not-for-profits ought to have in the economy. I don’t want to say anything remotely like that. I was only making the comment that it’s interesting that we lead the nation in the concentration of non-profits. I am actually one of those people that think the we-they debate between not-for-profit and for-profit is not very interesting. I have spent a great deal of my time in the for-profit sector, and in government and have been involved in non-profits over the years. I don’t think there is a great deal of difference – we can talk about the tax code. It’s all businesses. I would say that not-for-profits, generally speaking, have a supply problem and for-profits have a demand problem. Large company CEOs at for-profit companies say, ‘Where the hell are my customers? How do I sell my product?’ Non-profits say, ‘Where’s my funding, where’s my budget, are we in the budget?’ Those are differences. At the end of the day it’s trying to create services and organize people and design budgets. What is interesting about this percentage in Massachusetts is that by and large – again this is a great simplification – for-profit businesses come to the government whether it is state, local or federal and say essentially leave me alone – I want a permit, I don’t want to be taxed, I don’t want this, I don’t want that, I don’t want rules. The non-profit sector doesn’t come in and say that. Generally speaking, the message is how can you support us? And I believe that impact on government is something to be mindful of. I am not saying it’s a good thing or a bad thing.
MODERATOR GEETA PRADHAN, BOSTON FOUNDATION: How do you see this relationship playing out with government and non-profits? One thought is there should be this terrific partnership because they have similar missions.
NANCY LEAMING, TUFTS HEALTH PLAN PRESIDENT AND CEO: Here is a difference with size. Tufts Health Plan is more in this for-profit mindset of leave us alone – that is, in terms of regulation. There are many opportunities for government and non-profits to work closely. There is a lot of movement to do something for the uninsured. It’s a very cooperative effort right now. This is a year in which I really believe something is going to happen. There is so much movement and so much desire. It’s a great example of how government and the non-profit sector are working closely together. This is absolutely about innovation. The status quo is not acceptable.
CELIA A. WCISLO, SEIU LOCAL 2020 PRESIDENT: I actually agree with Eric. In some ways it’s the tax status and who you are accountable to that is different. The non-profit sector is funded by state dollars, rather than consumers. Hospitals – 40 to 60 percent funded by state dollars – the nursing homes, human services. They are the payor. It’s not just tax status but who is funding it. Look at the charts. It’s grown significantly as state government has flattened out.
BILL WALCZAK, CODMAN SQUARE HEALTH CENTER FOUNDER: The for-profits and non-profits, all of us don’t want government involved in us. All of us want the government’s money. The issue the study raises is the economic impact of the non-profit sector. It should be a symbiotic relationship that results in services and the economic impact of what we do and the multiplier effect. These dollars go round and round and round. Up until this study, the sector was all about the services. I hope this study launches introspection about what the sector means to the economy.
MODERATOR GEETA PRADHAN, BOSTON FOUNDATION: The concern was raised about low wages and the impact on jobs and quality of life.
MICHAEL WEEKES, MASS. COUNCIL OF HUMAN SERVICE PROVIDERS PRESIDENT: Several weeks ago we hosted a meeting with representatives from China who were stuck on this notion of non-profit. They said if it’s non-profit, why do you do it? How we have to think about it is not just a tax status. We have a common constituency. The reason the non-profits are growing is there are people wanting to create associations. The same constituencies are the real link. The jobs thing has been a deplorable situation for many in the human services sector. No longer are we bringing in people with college degrees to the extent that we used to. A $22,000 salary is not helping them pay college loans.
CELIA A. WCISLO, SEIU LOCAL 2020 PRESIDENT: They should join unions. Look at community health, there are more workers coming in to $10-an-hour jobs and they are the very people we are looking to cover – the uninsured. People are coming from out of the state and the country and it’s a workforce that is hardly getting by. We need to address that.
NANCY LEAMING, TUFTS HEALTH PLAN PRESIDENT AND CEO: There are opportunities for folks to get jobs in places that provide health insurance. We hire people who don’t speak English and teach them English. We have large Russian, Haitian and Chinese populations. We have many people who have gone through the program and are now supervisors. They are thrilled. A big point is they get health insurance. It would be hard to get by with the entry-level wages.
MODERATOR GEETA PRADHAN, BOSTON FOUNDATION: The median wage is pretty good, but we know that human service wages are very low. This brings up questions about the two ends of the spectrum. What’s similar and what’s different? Should we talk about them in the same breath?
AUDIENCE QUESTION: The report is a great piece of research, an important step. It confirms what we know about diversity. We talk about it in a monolithic way. Several panelists made this point. As this report gets circulated and translated into policy, who is going to speak for us? What drives policy is where the money is. Our challenge is to make sure the voices of smaller organizations get heard.
MODERATOR GEETA PRADHAN, BOSTON FOUNDATION: How should we deal with diversity in the sector?
BILL WALCZAK, CODMAN SQUARE HEALTH CENTER FOUNDER: It is not a monolithic sector. The Dorchester Youth Collaborative and Massachusetts General Hospital are not in the same world. Many non-profits would be for-profits in other states. The reason we have such a huge and robust sector is because of the Puritans. Cotton Mather prompted the development of this sector. They did bring some of this philosophy to work. The book about Ben Franklin talks about how ‘Essays on Doing Good’ meant so much. We are all part of the economy and we need to figure out ways of working better together.
NANCY LEAMING, TUFTS HEALTH PLAN PRESIDENT AND CEO: I won’t get into the Puritan piece, but we conduct business in a very similar fashion to the for-profits. When I look for an executive, I look for a CPA who can be a CFO. If they worked at Gillette or Mass General, if they have relevant experience that is what I am looking for.
MICHAEL WEEKES, MASS. COUNCIL OF HUMAN SERVICE PROVIDERS PRESIDENT: The two spectrums are part of each other. What we do is an important part of the economy and an important part of people’s care. There is a relationship. They do need to be spoken to in the same breath. We don’t want to have a great report and a great flash and then that’s the end of it. How do we take the findings and have conversations throughout the Commonwealth? Human services are not at the table when major policies are being made. They should be. I hope this report will do that.
ERIC KRISS, STATE ADMINISTRATION AND FINANCE SECRETARY: It may surprise you that in my opinion I think the non-profit sector politically is very powerful in Massachusetts – overwhelmingly more powerful than in many other states. It’s striking how muted the for-profit sector is. In the for-profits you have multi-national companies and pizza parlors. They could all be lumped together. I would say that actually generally speaking the not-for-profit sector is at the table. Is there a difference between for-profit and non-profit sectors? Often times, it’s pointed that tax policy is the major difference because not-for-profits don’t pay corporate taxes. Actually they do pay taxes. They just don’t pay taxes at the corporate level. There are many corporations though that are for-profit that also don’t pay taxes at the corporate level. It’s interesting to look back on the long history of corporate taxation. We’re talking fewer and fewer corporate income taxes. It’s quickly going away, much the way tariffs went away a century ago. Corporations are multi-national. It’s hard to figure out whether they owe taxes in Massachusetts or Connecticut or somewhere else. At the same time, non-profit entities are facing payments in lieu of taxes. I think over the next twenty or 30 years, the difference between corporate taxation and not-for-profit taxation is going to be a very fuzzy morass of which I’m not sure there’s going to be much of a difference at all.
AUDIENCE QUESTION: It was said that this is not an economic impact study. If 14 percent of the workforce is in the non-profit sector, they are all paying taxes. There is the labor intensity of non-profits versus for profits. What is missing is recognizing this driver, the fact that for every person in the for-profit, they look to the right and see a non-rfit employee who in many ways is keeping their businesses afloat. We are buying that pizza and working on the childhood obesity initiative on the side.
AUDIENCE QUESTION: A major issue for employers is the aging workforce. Do you see that in the non-profit sectors? Will you be the beneficiaries of that?
MICHAEL WEEKES, MASS. COUNCIL OF HUMAN SERVICE PROVIDERS PRESIDENT: One thing that is striking is the idea of the brain drain and younger people leaving Massachusetts. There is an opportunity for an older workforce to do some of our jobs. Some of our jobs are physically taxing. I don’t think that is going to be the panacea for us. We need to continue to attract college graduates. Our field is no longer a place that people want to go to. We have to do something with that.
NANCY LEAMING, TUFTS HEALTH PLAN PRESIDENT AND CEO: As an employer, we take advantage of this but that’s no different than a for-profit. We have some great opportunities for mother’s hours. As people re-enter the workforce, and moms starting new careers, there is real opportunity.
AUDIENCE QUESTION: Are there too many non-profits? In the for-profit sector, we would never say there are too many businesses. If the pizza shops fail, they close. Some small non-profit organizations live on and on and on when resources are more scarce. Is there a case to be made for consolidation?
BILL WALCZAK, CODMAN SQUARE HEALTH CENTER FOUNDER: There is too much overhead out there. The non-profit organizations need to reduce those costs. There are opportunities for that. We have a strategic relationship with the Dorchester House. The important aspect is the services need to be delivered locally. Service delivery creates its own need. We need to focus on the overhead costs of delivering those services.
MICHAEL WEEKES, MASS. COUNCIL OF HUMAN SERVICE PROVIDERS PRESIDENT: This is a question that is being asked nationally, with the increase in non-profits. If people believe there ought to be a new institution, that is what America is all about. It’s part of our democracy. On he other hand, the council will release a report in a couple of months. We are seeing decreases in the number of non-profits in the smaller sectors but a huge increase among the bigger non-profits. The bigger are getting even bigger. We are beginning to see that trend and are tryig to put a report together to deal with that issue. If you let the market tell how many there should be, that would be the determinant. For the human services sector, when you have one purchaser that creates a real restraint on the ability to grow.
ERIC KRISS, STATE ADMINISTRATION AND FINANCE SECRETARY: I am a great believer in the free market. The idea that just because you are a non-profit somehow you can be outside the forces of supply and demand, that is not true. The fragmentation will probably self adjust itself. The assumption some might make that somehow if you are in the not-for-profit sector, you are insulated from competitive pressures, is just completely wrong. Health care is overwhelming non-profit. In many other states it’s just the opposite. Massachusetts is doing just fine in terms of health care competitiveness. Mozzila.org launched a browser six months ago that is eating Microsoft’s lunch. There’s nothing to say a non-profit cannot compete with a for-profit.
MODERATOR GEETA PRADHAN, BOSTON FOUNDATION: I would love to hear one short closing comment from each of you on this whole idea of civic leadership, with all these mergers and buyouts and the need for non-profits to step up to the plate.
MICHAEL WEEKES, MASS. COUNCIL OF HUMAN SERVICE PROVIDERS PRESIDENT: One of the things that concerns me about the question is there is the assumption that leadership comes from the for-profit industry. Civic leadership comes from where you sit. You can and should exercise leadership. I disagree about us being at the table. You see an absence of what we are and what we represent. It is up to us to step up to the plate. It is up to the Commonwealth to allow people in this room to participate and engage in making a better Commonwealth.
ERIC KRISS, STATE ADMINISTRATION AND FINANCE SECRETARY: If we are on a trajectory where the for-profit sector and large organizations are diminishing, if we reach to the non profit, is there an inherent conflict of interest between those who serve simply because a lot of their resources come directly from the government? It’s a little bit like if all of you were military officers, and they were going to be providing the civic leadership, would that be a conflict since we are very big on civilian control?
NANCY LEAMING, TUFTS HEALTH PLAN PRESIDENT AND CEO: It is changing just as we speak. If you look at the major business organizations in Massachusetts, this is the first time where the chairman of the board of the chamber of commerce is from a non-profit and the chairman of the board of Mass Taxpayers is from a non-profit and is a woman, for the first time in 72 years. On the for-profit boards, there is a reach out for more diversity. There is just a much greater awareness that representation needs to be broad and diverse in companies regardless of whether you are for-profit or non-profit. It’s a good opportunity for many of us to step up to the plate.
BILL WALCZAK, CODMAN SQUARE HEALTH CENTER FOUNDER: There is no reason to fear the non-profit sector’s emergence in a leadership role in business. It has to be embraced. It has to happen. It’s where the economic power is and where the new ideas for the economy are coming from. The significance whether you are for-profit or non-profit is diminishing. It certainly is murky now. I hope that as a result of this study that this will be the beginning of a re-education of the media. I did a study a few months ago of the Globe and Herald business pages in a week and of 52 Globe stories, only two had to do with non-profits. The Herald did a little bit better. It would be great to have a columnist focused on non-profits. We need to have awards ceremonies for non-profits to give them recognition for ideas and what they are doing. Non-profits ought to join and take over the business groups. We need a single non-profit advocacy group. It’s really important that larger non-profits link strongly to smaller non-profits to really look at ways to help solve society’s ills.
ALAN SOLOMONT, TUFTS UNIVERSITY COLLEGE OF CITIZENSHIP AND PUBLIC SERVICE: At the risk of misunderstanding him, this morning’s headline is going to be Eric Kriss calls for an increase in corporate taxes. This report and the research behind it demonstrate the pioneering work MassINC does. The mission of the Tufts University College of Citizenship and Public Services is to prepare active and effective citizens. This subject has received too little attention. We have really only seen the tip of the iceberg. This is the beginning of the discussion and not the end. We are looking at University College to strengthen non-profit governance. We woefully under invest in the effective functioning of boards. University College is completing a companion report authored by professor James Jennings. It will focus on the role of smaller community-based non-profits and the working relationship between non-profits, private funders and government. I invite you to a community forum on Thursday, April 28 at 8:30 am at the State House. This report documents the wide diversity in the sector. Our non-profit arena tends to be fragmented and somewhat locked in silos. We hope to break down some barriers.
Photos by: Michael Manning
