2021 Annual Nonprofit Salary Report Released!

About the Salary Report

For the last 20 years, PNP STAFFING GROUP has published annual SALARIES and STAFFING TRENDS REPORTS for NYC, DC, and Philadelphia.  These reports provide nonprofit managers with critical information on salaries and hiring trends in the sector so that organizations have the information needed to be able to compete more effectively for talent in the marketplace. This year’s report will be available at the end of November for free on PNP’s website, www.pnpstaffinggroup.com.

2021 Nonprofit Salaries and Staffing Trends For the Greater NYC Area

2021 Nonprofit Salaries and Staffing Trends For the Greater Washington, DC Area

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10 Tips for Nonprofit Managers Working with Newly Remote Teams

Working remote

Author: Gayle Brandel, President, PNP Staffing Group

gbrandel@pnpstaffinggroup.com 212-546-9091


COVID-19 has reshaped nonprofits nationwide, particularly in staff management. The New Normal: Nonprofit Staffing During the Pandemic reported that in July 2020, most nonprofit organizations had at least 75% of staff working from home, and 61% reported in September that 100% of their staff were working remotely.

Driven by urgency and necessity, nonprofit organizations have explored and implemented staffing strategies for survival, recovery, renewal, and growth. Most nonprofits are moving forward with determination to deliver their mission and services by working in new ways. This includes navigating a remote work environment.

Best Practices for Nonprofit Organizations Managing a Remote Workforce

1. Develop a remote work policy 

An efficient remote work policy clearly defines what your virtual workforce needs to do and what you expect from them while working in a remote or hybrid environment.  A solid policy encourages accountability from employees as it lays out work guidelines and includes instructions regarding accessing an organization’s data.

2. Prioritize communication 

  • Set clear expectations to ensure that tasks/projects are accomplished and goals are met.
  • If scheduled team meetings and one-on-one appointments are typically done face-to-face, keep to the schedule when you shift to virtual meetings.  If team meetings are not a regular part of your organization’s culture, set up periodic check-ins to identify employees who need help, to check in on employee morale, and to combat the separation anxiety of a full work-from-home schedule.
  • Use video conference calls when possible.  People tend to tune out when it’s an audio-only call.
  • Make sure that managers are readily available to connect with employees.
  • Use messaging tools internally to keep in touch and give visibility into whether employees are “available” or “away”.
  • If possible, it is suggested that meetings be recorded, transcribed and archived not only to accommodate workers who prefer reading to listening but also to foster a more open organization. This also extends to meetings of the leadership team. When notes of sessions that include decision made and the reasons behind them are published, it creates a more transparent organization and a safe space that allows everyone to be included and heard. 
  • Limit the number of emails you send to avoid overwhelming employees with inboxes overflowing with content of varying importance.

3.  Trust employees to do their work  

Set the right expectations regarding work hours, availability, email correspondence, meeting schedules, and communication, reporting to management, etc. and then support and trust your employees to do their work.

4. Group your meetings

Try to schedule meetings in a specific and consistent bloc of time so that employees don’t have to start and stop what they are doing. This helps maintain productivity during a time when many employees are not only working from home, but juggling remote schooling and remote schedules for multiple household members.

5. Keep schedules as close to ‘normal’ as possible

Communicate expectations about working hours and encourage transparent feedback from staff about what is feasible in terms of their schedules.  Staying close to normal business hours will make it easier for everyone to stay in touch.

6. Consider flexible work arrangements for all employees

Be mindful of the fact that during this pandemic many are adjusting to not only working from home full-time, but many are also tasked with caring for their children, managing virtual learning schedules, and juggling the virtual schedules of multiple household members.

7. Invest in the right tools and the right training 

Months into the pandemic, many organizations find their teams still struggling with technology. Providing not only the technology but the training needed to work from home is critical to success.

  • Have a solid technology infrastructure that allows secure remote access, and if possible, provide laptops with software pre-loaded (or sufficient subscriptions in place for access. Providing these tools instead of having the employee use their own equipment helps managers control external data breaches, manage remote connectivity issues, and allows you to monitor usage.
  • Don’t forget to set up a system to log and track all equipment that has been sent to employees.

8. Use feedback and constructive criticism to motivate. 

Add a personal touch to an otherwise impersonal work environment by recognizing and celebrating employee achievements and good work.  The distance and adjustment of a full-time work from home schedule makes validation from managers critical.

9. Encourage work-life balance.  

Set limits on how much your employees work while they’re at home.  Make sure work is done but be mindful of employees who are doing too much to the detriment of their personal lives, productivity and health.

 10. Actively manage the security of your organization’s data 

  • Install tracking software

Geo-locating software can be helpful in locating and keeping your data safer if lost or stolen. Lock-down software will remotely lock down your devices and delete any stored passwords.

  • Stress to employees the importance of creating strong passwords

Creating robust passwords and changing them regularly is an easy way to improve data security.  Sending automated email reminders to employees to change their passwords, informing them of the dangers of repeating the same password for multiple sites, systems or applications, and encouraging them to set their passwords to expire every few months etc. is a good habit, whether working remotely or not.

  • Secure essential IT tools and resources 
    A good data security strategy for remote employees gives your IT team control over remote activities and devices.  Browser privacy, account lockouts, password management, and firewall configurations are all essential resources.
  • Use a secure email program 
    Securing all email communication is critical to protecting your data when you work remotely, especially if you regularly discuss or share sensitive or propriety information.  Email encryption services help to protect your communications. Some encryption services can be installed without changing your existing email system.
  • Install updates regularly
    Software update notifications are important and should not be dismissed.  To protect your data and device, install updates immediately after receiving a notification.  Be mindful to only allow updates and installations from trusted sources.
  • Use a virtual private network (VPN)
    A VPN helps keep your data secure when connecting to the web via public Wi-Fi.  VPNs provide a secure tunnel through which information passing in and out of your laptop, tablet, smartphone, or other device can travel.  To maintain data security, it’s especially important to use a VPN if you connect to organization, client files or applications from remote locations.
  • Turn on a mobile firewall 
    A firewall can help fend off many of the security risks associated with using public Wi-Fi by blocking all unauthorized access to your device.  Encourage employees who use public Wi-Fi network, to ensure that their mobile firewall is on and operating. You should also include a security update software, approved messaging applications, and guidelines on required back-ups.


Gayle Brandel is the CEO of PNP Staffing Group, a full service staffing firm providing talent exclusively to the nonprofit sector. Gayle is a strong believer in the power of nonprofits to make a difference in people’s lives and is proud to partner with organizations to make that difference. She sits on several nonprofit boards, has authored numerous articles, and is an in-demand speaker at nonprofit and for-profit events and conferences. 

2020 Annual Nonprofit Salary Report will be released November 30, 2020

About the Salary Report

For the last 20 years, PNP STAFFING GROUP has published annual SALARIES and STAFFING TRENDS REPORTS for NYC, DC, and Philadelphia.  These reports provide nonprofit managers with critical information on salaries and hiring trends in the sector so that organizations have the information needed to be able to compete more effectively for talent in the marketplace. This year’s report will be available at the end of November for free on PNP’s website, www.pnpstaffinggroup.com.

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SBA Necessity Questionnaire Released for Borrowers with PPP Loans Over $2,000,000

In what is likely the first step in the audit process for borrowers that received Paycheck Protection Program (PPP) loans more than $2,000,000 (including affiliates), the SBA has developed a questionnaire for both for-profit and non-profit borrowers which was released on Thursday, October 29, 2020.  This questionnaire will be used to “facilitate the collection” of information that the SBA will use to “evaluate” the good-faith certification made on the PPP loan borrower application.

To refresh, during the initial PPP Loan application, borrowers had to certify that “current economic uncertainty makes this loan request necessary to support the ongoing operations of the Applicant.”  However, at no point did the SBA provide any material guidance as to what this certification meant, leaving many borrowers flustered.  The limited guidance at the time only stated borrowers must take into account their current business activity and their ability to access other sources of liquidity.  The FAQ mentioned that public companies with substantial market value would not be able to make this in good faith, nor would companies owned by hedge funds or private equity firms. 

The forms were authorized in the Federal Register on October 26th, 2020 and known in that document as Form 3509 and 3510.  At this time, these forms are NOT available on the SBA or Treasury website, but copies can be found here and here for non-profit borrowers.  It is anticipated at this time that these questionnaires will come directly from the lender and/or servicer and is required to be returned within 10 business days of receipt. 

The questionnaire can be broken down into 2 separate components – a business activity component and a liquidity assessment component.  Borrowers can mark to keep their answers confidential (all borrowers should consider this).  Each question has space to allow for explanations as necessary and use March 13, 2020 as the focus date (meaning all answers are for the period of March 13, 2020 onward) for business activity. 

For borrowers with loans (including affiliates) totaling less than $2,000,000 the release of this questionnaire has no immediate impact, and they will not be required to complete it at this time.  These borrowers are automatically considered to have made the certification in good-faith pursuant to SBA FAQ 46, which explicitly states “Any borrower that, together with its affiliates, received PPP loans with an original principal amount of less than $2 million will be deemed to have made the required certification concerning the necessity of the loan in good faith.”  This questionnaire feels very “Monday Morning Quarterback” by the SBA.  Many of the responses require information that could only have been obtained after the certification was made to obtain the loan.  Further, some of the questions asked were never brought up as issues during the application process, such as employee compensation size, owner distributions and nonprofit noncash assets.  At this point, this is only a questionnaire and there is nothing yet definitive about it, but it implies some points that may become an issue on SBA reviews of loans.  Like everything else in the program, it comes way after the fact, as many borrowers have now completed their 24-week covered period and/or have spent their PPP funds.