About
I work at the intersection of philanthropy, nonprofit leadership, and public…
Articles by Scott
-
On the Grief that Nonprofit Leaders Carry
On the Grief that Nonprofit Leaders Carry
I’ve been thinking recently about a part of nonprofit leadership we rarely talk about. There is a part of nonprofit…
18 Comments
Activity
4K followers
-
Scott Kerman shared thisLast year, members of the UVA Law Class of ‘92 raised money to purchase an equipment shed for the law school softball league in memory of our classmate and friend Matt Tuttle, who departed from us in 2024. For those not familiar with UVA Law culture and community, softball is all. A former commissioner of the league and frequent player in the annual alumni tournament, Matt loved softball. We couldn’t have picked a more perfect way to remember our friend. So what an honor it was for us to be invited to throw out the first pitch at this year’s UVA Law National Invitational Softball Tournament. With 102 teams from 48 law schools in attendance, it was a remarkable opportunity to celebrate Matt! And then to stand beside the Tuttle Shed at the North Ground Softball League field with some of my closest friends was both exhilarating and heartwarming. Although I can only imagine how Matt would feel about all the fuss. ❤️ You can read more about the tournament here: https://lnkd.in/gAwWav94
-
Scott Kerman posted thisNonprofit service is often described as a Sisyphean endeavor. Each day nonprofits serve extraordinary need, pushing the boulder up the mountain, and then they do it again the next day. But unlike the myth of Sisyphus, nonprofit service is far from futile. Because nonprofits don’t simply push the boulder up the mountain again and again. Nonprofits make sure the boulder never hits the ground. Nonprofits are often the only thing standing between our communities and the bottom. Which is why the sustainability crisis facing the sector right now worries me. Funding. Capacity. Wellness. Leadership. Workforce. Across every dimension, there is uncertainty, instability, and in many organizations, something that looks a lot like existential dread. The average tenure for new nonprofit leaders is three years. Staff turnover is even more frequent. People are leaving the sector altogether. Isolation, invisibility, and unrealistic expectations are accelerating the exodus. What we’re experiencing is a crisis of endurance. Which is remarkable given the passion and commitment people bring to this work. Outdated structures and governance culture contribute to our endurance crisis. But the piece that I keep coming back to is connection. Or rather, the absence of it. Not connection as a happy hour, a conference, or a temporary cohort. I mean connections that are enduring, substantive, and alive. The kind that deepen over time because they’re not wholly dependent on the individual relationships that started them. Connections that attract new people, organizations, and opportunities into an expanding orbit. Connections that are transformational rather than merely transactional. The desire to collaborate is already there. What’s missing are enterprises that give collaboration real shape — that maximize impact and outlast the individual relationships that sparked them. Enterprises and systems that drive endurance. The sector’s survival depends less on any single organization’s resilience and more on whether nonprofits build something genuinely connective — a fabric, not just a network. That’s the work I’m committed to. I look forward to joining with others so we can continue to help our communities prosper.
-
Scott Kerman posted thisI’m pleased to announce that I’ve stepped into the role of Interim Executive Director at Share in Vancouver, Washington. Share has an inspiring history of providing shelter, housing, and support services for individuals and families experiencing homelessness in Clark County. I’m genuinely privileged to have this opportunity to support the organization during this period of transition and to work alongside a dedicated staff and engaged board. Interim roles are, by nature, about stability, clarity, and forward momentum. My focus in the coming weeks will be on listening, strengthening core operations, and helping position Share for its next chapter of leadership. I’m grateful to be working in tandem with Agnes Zach, Nonprofit Professionals Now (NPN), and A to Z Staffing, Inc. At the same time, my broader work continues to center on the systems and structures that shape nonprofit effectiveness—how organizations are supported, how leadership is sustained, and how we build models that are more resilient in a rapidly changing environment. I’m looking forward to contributing in Vancouver while continuing to advance that larger conversation.
-
Scott Kerman posted thisMy recent essay on the isolation experienced by leadership resonated with many. The response highlights how often leaders carry enormous responsibilities alone. But something else surfaced in these conversations: A lot of the work isn’t visible. From the outside, it can look like meetings, events, coffees. What’s harder to see are the long hours, the constant decision-making and problem solving, the emotional weight of navigating challenges, and the breadth of responsibility that exists behind the scenes. That gap between what’s visible and what’s carried can create a kind of isolation that’s hard to name. I’ve been thinking about how that shapes leadership more than we might realize. This is not about “woe is leadership.” To me, it’s about leadership sustainability and investing in systems that will allow leadership to not merely thrive but endure past the current three year average tenure. Where does the invisible part of the work show up for you and how do you see this affecting sustainability?
-
Scott Kerman shared thisMost nonprofit leaders don’t talk about this openly, but they feel it every day. The isolation. Executive directors are carrying enormous responsibility—strategy, fundraising, compliance, staffing, risk—often without the infrastructure or peer support that leaders in other sectors take for granted. Boards are carrying responsibility too. But they’re doing it as volunteers, often without full visibility into the complexity they’re being asked to oversee. And in between? A governance structure that hasn’t evolved at the same pace as the work. When things strain, we often treat it as a performance issue. A struggling executive director or a disengaged board or a breakdown in communication. But what if the issue is structural? In this week’s blog, I explore how responsibility in nonprofits doesn’t just expand—it concentrates. And how governance expectations increasingly exceed the model supporting them. I also explore how isolation, of both leaders and boards, is shaping outcomes across the sector. There is a path forward that doesn’t replace boards or organizations—but connects and strengthens them. 🔗 Link in comments
-
Scott Kerman posted thisI attended workshops recently about how nonprofit organizations scale down or consider mergers when revenue realities require it. The topics were practical: how to reduce programs, adjust staffing, and align expenses with the resources available. The presentations were informative and resonant. But what struck me most was the emotional reaction in the room. Even discussing the possibility of cutting a hypothetical program created noticeable discomfort. Not because participants didn’t understand the financial realities. They did. For nonprofit leaders, reducing a program rarely feels like a strategic move. Rather, it feels like a betrayal—of staff who believe in the work, of volunteers who have invested their time, and especially of the people who depend on the services. The very thought of it is heartbreaking. That’s one reason organizations often draw down reserves before making structural changes. Or downplay the signs pointing to necessary yet regrettable change. The desire to postpone decisions that carry real human consequences is extraordinarily valid. The consequences are real and very human. Which is why I’m committed to exploring alternative systems and structures that could benefit nonprofits seeking a future that offers stability in the face of consistent volatility, meaningful connection rather than continued isolation, and opportunities to scale up rather than down. Interest is growing. Let me know if you’re curious to hear more.
-
Scott Kerman posted thisA chart in a recent nonprofit sector report deserves close attention . The Center for Effective Philanthropy recently published “A Sector in Crisis,” examining the pressures nonprofits are experiencing right now. The report finds that most nonprofit leaders believe the current environment poses a significant threat to their organization’s survival. But what caught my attention was how nonprofits say they are responding. According to the report: • Less than half are conducting scenario planning • Only 26% have engaged outside expertise to assess risk • One in five organizations report doing nothing Meanwhile, 57% say they are drawing down reserves to manage the moment. That pattern sounded familiar. In my January op-ed in The Oregonian, I cited survey results from the Nonprofit Association of Oregon showing that many nonprofits expected to cut programs but were not planning to reduce staff. How? Again, reserves and savings. In other words, many nonprofits appear to be responding to structural pressure with temporary financial cushions. That’s understandable. But it raises a difficult question. If organizations widely recognize the risks ahead, why are so few engaging in deeper strategic planning? In a new blog post, I explore what this disconnect may reveal about the capacity challenges facing nonprofit leadership today. And why the most important issue may not be whether individual organizations can adapt — but whether the sector can build the shared infrastructure and ecosystems needed to do so. Blog link in comments. For nonprofit leaders: how is your organization thinking about risk right now?
-
Scott Kerman shared thisI’ve been thinking recently about a part of nonprofit leadership that we rarely talk about.
-
Scott Kerman posted thisI attended Nonprofit Association of Oregon's "Strategic Restructuring" webinar today, presented by Scott Schaffer. Attendees walked through multiple decision making scenarios that involved scaling down operations and/or programming to better align with revenue and capacity. You could sense the tension? heartache? in the room because scaling down, even if it's the absolutely right thing to do, necessarily involves loss -- loss of jobs, loss of services, loss of community identity. These are indeed excruciating times. If you've been following my posts this year, you've read about a nonprofit consortium concept modeled on the very successful Claremont Colleges Consortium. While not the only option for restructuring, a consortium like this affords member organizations the opportunity to retain their unique mission, legacy, and community. It's also a potential way to scale up your ecosystem to the benefit of clients and staff. If you're interested in learning more, please reach out. We can discuss whether this model or alternative ones might best fit your organizations strategic vision for a sustainable, resilient future.
Scott Kerman commented on a post
1h
Congratulations! A very deserving appointment—you’ll definitely bring value to the board
Scott Kerman replied to a comment
21h
Andy Saultz Thanks, Andy -- and we still owe each other a meet up in the neighborhood
-
Scott Kerman reacted on thisScott Kerman reacted on thisToday, Virginia Governor Spanberger announced my appointment to the Virginia State Air Pollution Control Board. After decades of public service at the federal level, and other significant roles in the private and non-profit sectors, I am honored to have the opportunity to serve the people and communities of the Commonwealth of Virginia, my home state. https://lnkd.in/e3SA-Ycn
-
Scott Kerman liked thisI’m honored to serve as Board Member of the Housing Development Center, where they are leading the charge with thoughtful and relevant analysis of our regional #Affordablehousing dynamics. Read on for insight into the drivers of housing vacancy issues and #solutions we can champion.Scott Kerman liked thisRent-restricted apartments are facing historically high occupancy barriers. What's driving vacancy in affordable housing in the Portland area? Four contributing trends and four immediate drivers help explain the issue: 🏠 Contributing Trends - Many properties are financially distressed and understaffed in a challenging post-pandemic operating environment. - Many people are exiting homelessness and moving into rent-restricted housing properties—and lack the support they need to recover and stabilize. - Rent-restricted units that are truly affordable to low-income residents are in short supply, and subsidies to close the gap are limited. - The whole Portland rental market has seen stagnating rents and increased vacancy rates. Rent-restricted housing is subject to the same market forces. 🔑 Immediate Drivers - Some rent-restricted properties are out-competed by similarly priced market rate properties in terms of ease-of-access and living conditions. - Economic strain is leading people to be evicted for not paying rents they can’t afford, leaving more vacancies for property management to fill. - Administrative log-jams are slowing turnover of vacant units. - Individual properties face a variety of issues. Natalie Thornton discusses these factors in detail and answers anticipated questions in her recent blog post, "Why are (some) rent-restricted units vacant during a housing crisis?" See the link in the comments below.
Experience & Education
-
Share
View Scott’s full experience
See their title, tenure and more.
or
Volunteer Experience
-
Member Board of Directors
OLD TOWN CHINATOWN COMMUNITY ASSOCIATION
- 5 years 3 months
Social Services
-
Secretary, Board of Trustees
The Cottonwood School of Civics and Science
- 2 years 1 month
Education
-
Sister District NW Oregon District Captain
Sister District Project
- 3 years 9 months
Civil Rights and Social Action
-
-
Volunteer
ACLU of Oregon
- 4 years
Civil Rights and Social Action
-
Board of Trustees President and Member
The International School
- 5 years 1 month
Education
-
Member, Financial Aid Luncheon Leadership Board
Jesuit High School Portland
- Present 6 years 11 months
Education
-
Honors & Awards
-
Ignatian Award
Santa Clara University
The Ignatian Award publicly recognizes those Santa Clara University alumni who live the SCU ideals of competence, conscience, and compassion, and have been a credit to the Alumni Association and the University through outstanding achievement in their service to humanity.
-
2022 Executive of the Year
Portland Business Journal
Organizations
-
Northwest Association of Independent Schools
-
Other similar profiles
Explore more posts
Explore top content on LinkedIn
Find curated posts and insights for relevant topics all in one place.
View top contentOthers named Scott Kerman
6 others named Scott Kerman are on LinkedIn
See others named Scott Kerman