Your initial staff may consist of you, and possibly a few big-hearted volunteers who may help out with either journalistic or administrative tasks (or both). Their efforts can be invaluable in sustaining and even growing your newsroom as long as it’s strapped for cash. But even though it may be too soon to hire, you need to plan for the kind of staff you’ll eventually recruit. Use the self-assessment we discussed in Step One to determine what other skills and resources you need most urgently to bring on board.
Even though it may be too soon to hire, you need to plan for the kind of staff you’ll eventually recruit.
The staff you start out with reflects your finances. Laura Frank of the Rocky Mountain Investigative News Network often worked alone for her first year. In subsequent years she secured sufficient funding to hire several journalists.
Lorie Hearn, who had been an editor at the San Diego Union Tribune, had enough money to launch the Watchdog Institute with a few reporters. The Texas Tribune started in 2009 with more than $3 million and raised more before it opened; the site began with a top editor, eight reporters and a business infrastructure. The Voice of San Diego began with much less, but enough for an operating newsroom and a business development staff member.
Staffing up?
Beyond reporting and writing, here are some skills that a nonprofit newsroom can use:
- Data analysis
- Online research skills
- Multimedia skills
- Fact checking
- Community outreach
- Marketing and fundraising
- Information technology
- Bookkeeping/accounting
You can begin the hiring process on paper. If you’ve been employing a mix of volunteers, freelancers, part-time workers and/or students, include them in your plan so that you know the value of the work you’ve received. Begin composing job descriptions for the people you want to hire next. Develop a schedule for the positions you plan to fill. Are you matching your budget with your hiring schedule? Remember to allow room in your budget for the various payroll taxes, such as Medicare, Social Security and workers compensation — totaling about 8 to 10 percent of base pay, that you’ll need to pay.
Once you’re in a position to add staff, your first priority may be a part-time administrative assistant. He or she can help with bookkeeping, answering mail and e-mail, answering the phone, maintaining an orderly calendar, and keeping your files straight. A good administrative assistant, even part-time, can be a savior.
If your administrative assistant can’t handle the bookkeeping, hiring a part-time bookkeeper is a good idea. If your organization has members, you may also need a membership coordinator to add them to your roster and stay in touch. Both positions may be considered investments in your ability to earn money in the future. After all, you can’t do everything, and your time is money.
Here are a few other areas where, ultimately, you’ll probably be seeking paid help:
Accounting
As your staff grows, so does your need for a trained accountant who will set up your payroll system, ensure that your organization pays employment taxes correctly and punctually, and prepares your tax returns. This person will also set up systems to track and report on grant spending. See Step Six for more information.
Fundraising
At first, you’ll do your own fundraising, and even as your organization grows you’ll probably make it one of your top priorities. But eventually, you’ll want to hire someone, possibly on a part-time or contractual basis, who can help bring in money.
Some fundraisers are experienced in dealing with foundations, both on a national and regional level, and some have strategies for getting individual donations from the community. Make sure you know their backgrounds and connections: They will likely provide the first impression that potential funders have of your organization.
Marketing
A marketer who knows how to get the word out about your organization and what it plans to do can be a big help. He or she can help you shape your message and create the materials you’ll use to convey it. Initially, some university marketing classes might do this work for free as a class project.
Regardless of their specific expertise, all employees you bring in should understand and embrace the organization’s mission, have a broad range of skills and be good at multitasking. If these employees will interact with the public, make sure they are comfortable representing the organization, and that you are comfortable with their serving as your representatives.
As you begin to build a staff, some questions to consider:
- What can you afford to pay someone right now? Can you also afford benefits such as health care, paid vacation, a retirement plan? Or should you hire part-time workers or contractors that don’t require staff benefits?
- What jobs should be assigned to a paid staffer? What can interns or volunteers do?
- Can this person grow into the job as the organization expands?
- Have you thoroughly explored this person’s background?
- Would it make sense to hire temporary workers, making continued employment contingent upon funding and job performance?
- What are your next steps after hiring your first staff member?
- How will you find time to guide and supervise your staff, while keeping up with your other duties?
- Will you need to provide training right away, or in the future, and do you have money for that?