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Self-Care = A Healthy Happy Nonprofit

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Beth Kanter, guest speaker and facilitator of the first Spokes Nonprofit Symposium, engaged participants with her insights and resourceful approaches to organizational health in the workshop based on her book, The Happy Healthy Nonprofit. The Symposium was held on Friday, November 15, 2019.

According to Kanter, self-care is not a luxury but something that should be a part of how you do your work in order to get better results. “Creating a culture of wellbeing has benefits that are measurable, and these include things like fewer absences and sick days, lower health care costs, higher employee work satisfaction, and the ability to attract top talent and retain them.”  Self-care leads to more successful networking, happier staff and volunteers, and more peace of mind for nonprofit leaders and Board members. Symposium attendees agreed that taking time for self-care in the workplace is not only needed, but is a crucial component to the overall morale and productivity in the nonprofit organization.

Beth asked attendees to take some time to analyze and actualize a new type of self-care for themselves so they can avoid burn-out.  This included a demonstration of exercises featuring “4 Mindful Moment Techniques You Can Practice During Your Workday.”

The “Three Minute Mental Vacation Break” provided an easy and realistic practice to apply to any nonprofit leader’s busy schedule. In this exercise, Beth took attendees on a mini-vacation to Hawaii with a slideshow of sandy beaches and flowing waterfalls, set to the joyful rhythm of Israel Kamakawiwoʻole’s song Somewhere Over The Rainbow.

What is your self-care plan, and how can you improve it or build time into your day to begin it?  As Beth suggests, “A written Self-Care Plan does not have to be a long document.  In fact, the shorter, the better to start.  You can always add to it as you progress through your self-care practices.  Make a list of your Practice Goals or the specific actions you plan on taking to attend to your self-care.”

Overall, participants in this morning workshop walked away with a detailed personal plan for their self-care and multiple concepts and tips to share with staff in the workplace.

Relevant Trending Articles:

Taking a Break from Work: It Is Called a Vacation! Beth Kanter /

Self-Care Through Resiliency, Rhythms and Community

https://www.nonprofitpro.com/article/self-care-resiliency-rhythms-community/

Sexual Harassment Training: What Do You Need to Know?

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In recent years, the issue of sexual harassment has received more media attention than any other ethics and compliance issue. New mandatory training requirements on preventing sexual harassment in the workplace have also recently been implemented by the State of California. Nonprofit leaders and staff need to make sure they learn what these updated policies are, and that the organization has adequate safeguards and responsive reporting tools in place so employees can feel protected and supported in the workplace.

What Constitutes Sexual Harassment in the Workplace?

Overall, sexual harassment is unwelcome conduct of a sexual nature that is persistent or offensive and interferes with an employee’s job performance or creates an intimidating, hostile or offensive work environment. Sexual harassment is defined by the federal Equal Employment Opportunity Commission as:

“unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when, for example: (a) submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment,

(b) submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual, or (c) such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile or offensive working environment.”

The above is a general summary of the more detailed definition; however, the different types and degrees of sexual harassment behaviors need to be understood as well. For instance, sexual harassment can be physical, psychological, or a combination of both. And while any one incident may not be considered harassment on its own, when several incidents occur or the offensive behavior becomes persistent, that can result in sexual harassment. The expanded training requirements for sexual harassment prevention likely will result in a longer list of actions that a nonprofit leader needs to become fully informed about and prepared to execute.

Who Must Understand this Issue?

Everyone in the workplace needs to understand the issue of sexual harassment and other types of discrimination and harassment. The #MeToo Movement has brought much-needed attention to this issue by empowering people suffering from sexual harassment to speak out and report these behaviors. It is crucial that employers recognize their responsibility to protect their employees (as well as the organization’s good standing in the community) by implementing a set of procedures that allows employees to report sexual harassment with confidence and without fear of retribution or recrimination.

Employees should report any concerns about sexual harassment or inappropriate sexual conduct to the Human Resources (HR) director or a supervisor or manager as soon as possible. It is the responsibility of the HR director, manager or supervisor to take immediate and fair action when they have any knowledge of sexual harassment whether or not there has been a written or formal complaint.

After an investigation of a complaint, employees who are found to have violated the sexual harassment policy are subject to appropriate discipline. This can range from the mandatory minimum discipline of a written reprimand to termination of employment. In some cases, the person may also be subject to civil damages or criminal penalties.

Who Needs to Be Trained? 

In prior years, only supervisors in an organization with 50 or more staff were legally required to take sexual harassment training. However, in 2018, California’s legislature passed SB 1343, which expanded the classification of employees who are required to receive training on sexual harassment. By January 1, 2020, employers with at least five employees must provide: (1) at least two hours of sexual harassment prevention training to all supervisory employees, and (2) at least one hour of sexual harassment prevention training to all non-supervisory employees in California within six months of their hire. The training must be provided once every two years.

Employers must provide sexual harassment prevention training to temporary or seasonal employees within 30 calendar days after their hire date or within 100 hours worked if the employee is contracted to work for less than six months. In the case of a temporary employee employed by a temporary services employer (as defined by the California Labor Code) to perform services for clients, the training must be provided by the temporary services employer, not the client.

Employers who provide the required trainings after January 1, 2019, are not required to comply with the January 1, 2020 deadline.

As a nonprofit employer, it’s imperative to understand the significance and scope of this ruling. Now more than ever it’s essential for employers to create a workplace culture where everyone feels safe and respected. Employers need to become aware of contemporary and emerging issues faced by people of all backgrounds, and seek the training necessary for themselves and their staff to prevent, recognize or address any potential sexual harassment issues that may arise.

Spokes Sexual Harassment Training Workshop

Spokes is presenting a Preventing Sexual Harassment and Discrimination workshop on Tuesday, September 17, at the Spokes office in San Luis Obispo. Find out how to prevent abusive conduct, sexual harassment and discrimination with this high-energy and interactive course. Fully compliant with California AB 1825, proof of attendance and a certification of completion will be provided at the end of successful completion of the course. Click here to sign up online.

Additional Resources:

Sexual Harassment in the Nonprofit Workplace

U.S. Equal Employment Opportunity Commission: Facts about Sexual Harassment 

Sexual Orientation Discrimination: Your Rights

Four More Models for Nonprofit Collaboration

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This article is the third in our series on nonprofit collaboration models. The first (click here) was on getting your nonprofit ready for collaboration and the second (click here) introduced collaborative models 1 through 4 to consider. Today we look at models 5 through 8 that offer some unique ideas for bringing projects or ideas together without having to merge entire organizations. If you have a reaction, comments or additional information to share on any of the eight models of collaboration or mergers for nonprofits, we’d love to hear from you in the comments area.

5. Joint Partnership for Issue Advocacy

This collaboration allows two or more nonprofits with similar missions to speak with one voice on a particular issue without having to form a new organization. With both nonprofits working together, they can combine their resources to deliver a stronger, more far-reaching message—especially if the issue faces any type of opposition. Since the nonprofits are advocating together to address only a short-term or sporadic issue, forming a new, permanent organization is not necessary.

This model works best when nonprofits have a shared long-term mission but want to concentrate on achieving short-term goals around one particular issue and want to expand efforts to deal with that issue. Partnerships can mobilize a larger audience for more impact. Challenges can include coming to terms with how each organization feels about the issue, and then determining the content and delivery method for their message so a united front can be presented. There will need to be clear guidelines on which nonprofit will be responsible for costs, workload distribution, and other obligations of the campaign.

6. Joint Partnership with the Birth of a New Formal Organization

Sometimes several nonprofits confronted with a mutual concern can benefit by developing a new,  independent organization whose goal is to address this issue on a long-term, more in-depth basis. This is an ideal scenario when two or more organizations identify a common issue that isn’t exactly in their present wheelhouse to manage, but needs to be resolved to advance the overall mission of each nonprofit.

Significant benefits of creating a new formal organization by combining one or more nonprofits can include: (1) eliminating competition for funding, (2) strengthening avenues of communication, and (3) allowing the nonprofits to consolidate their efforts in working with the new organization to support it. Challenges can include continuing to generate sustained funding for the new organization, and the willingness of the original nonprofits to give up ownership of the issue to the newly formed nonprofit.

7. Joint Administrative Office and Back Office Operations

This form of collaboration allows multiple nonprofits to streamline aspects of their programs by sharing a joint administrative office, i.e., sharing professional services such as human resources, information technology, financial assistance, legal advice, and so on. Another option would be to create a separate organization whose sole purpose would be to provide this type of support for nonprofit organizations on a contract basis.

The model would allow nonprofits to share administrative expenses and operational tasks. Small nonprofits, in particular, would be able to function more efficiently without having to carry the entire expense of hiring staff and outside contractors for these services. Spending less time on administrative duties also means the nonprofit Executive Director/CEO can concentrate more fully on program and service delivery. One of the toughest challenges can be finding a way to keep service delivery balanced fairly for all nonprofit partners. Additionally, it might be difficult for a nonprofit partner to transition to independent services when it becomes too large to comfortably utilize the joint office services.

8. Confederation Model

The best example of the nonprofit confederation model collaborative is the United States of America. Individual states operate separately but are an integral part of a federal whole. The umbrella organization exists to provide services, coordination, and other support to each member.

A large group of nonprofits often exist as a confederation of nonprofits that come together under an umbrella organization that exists to provide services, coordination, and other support to each member nonprofit.  Each member nonprofit operates independently to provide programs and services in its own location. Examples of this model are the United Way, The National Association of Free & Charitable Clinics, Boys and Girls Clubs, and the YMCA. While some of these are huge national or international organizations, groups of smaller nonprofits can also form a confederate model of collaboration.

This model brings similar organizations together to form a network of service delivery in different communities while drawing support from a centralized umbrella organization. Having the umbrella organization provides more branding and exposure to issues. It also helps the individual nonprofits to increase its programs and services through the sharing of resources. A few challenges of the model are making sure that the interests of the individual nonprofits are sufficiently represented in the top-level organization and balancing the autonomy of individual nonprofits while being under the authority of the umbrella organization.

Summary

Working collaboratively can be one of the most important concepts for nonprofit leaders to consider as competition for nonprofit funding, visibility and resources intensifies.  This series of articles on collaboration models for nonprofits are meant to get you thinking about how you might expand the services of your nonprofit by working with others to meet your goals. Feel free to comment below if you have any thoughts or questions about nonprofit collaborations.

Additional Resources:

Information in this article was taken from Models of Collaboration: Nonprofit Organizations Working Together. The Collaboration Prize, ASU Lodestar Center, 2009. h

George N. Root, III. Advantages and Disadvantages of Collaboration Between Businesses.  

Joan Garry Consulting Blog (Podcast) Ep 89: Nonprofit Partnerships, Mergers, and Acquisitions (with Wendy Foster).

Nonprofit Collaboration Models: One Size Doesn’t Fit All

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This the second in a series of articles on building collaborations in the nonprofit community. See Article 1 here.

Managing your nonprofit in an era where there seems to be increased competition for charitable giving can be challenging, to say the least. For some nonprofits, working in a nonprofit collaboration model with other organizations may provide much-needed inspiration and support to unite their common business purposes and advance them to the next level. Whether the idea of working with another nonprofit starts with the board, staff members, stakeholders or donors, the options listed below provide some nonprofit collaboration models to possibly make that happen.

Some research studies have shown eight different models of nonprofit collaboration. This article describes the four of those methods. As you read through the pros and cons of each model, you may recognize a scenario that will fit your nonprofit strategy — the advantage being that nonprofit collaboration is not a one-size-fits-all concept, but can be uniquely tailored to the specific characteristics of organizations that want to work together.

Fully Integrated Merger

Emerging as the most widely-used option, this nonprofit collaboration model fully integrates the operations and missions of two or more organizations. One organization typically merges with another, allowing the corporate status and charitable exemption of one of the partners to remain intact. Or the partner nonprofits can agree to create a newly formed single organization as well.

This model works when there’s a true overlap in the missions of both organizations as well as similarities in programs and services. It’s an effective model to limit the duplication of services in the community. The benefits include increased efficiency in program delivery and greater access to resources. Challenges can include problems with bringing together two or more organizations with different histories and cultures along with the task of creating a new leadership and board structure.

Partially Integrated Merger

This model allows for a merger of two organizations while allowing each to retain their individual brand. The defining characteristics of each nonprofit are maintained, allowing the strategic advantages of both organizations to stay in place.

This nonprofit collaboration model works when a stronger or larger organization provides support to a less developed or smaller organization with the same or similar customer base and services. The smaller partner will see increased resources, stability and capacity, and in exchange they can help augment the amount and range of services that the larger partner currently offers. The biggest advantage of this model is that the community will see less competition and overlapping of services, but there’s a risk that the larger partner could overshadow the identity of the smaller organization and the merger could appear to be a takeover rather than a partnership.

Joint Program Office

A merger may not fit the needs of two organizations that have similar missions. However, if there’s an overlap in some programs or services, creating a joint program office model could combine one or more similar programs offered by each nonprofit. The goal would be to strengthen the efforts of that particular program for both organizations.

This model works when the organizations have programs and services that are similar but not exactly the same. It can result in a more efficient use of resources while allowing the collaborators to retain their independence. A challenge could be figuring out how to share program staff from each nonprofit and developing clear rules about program fundraising, strategic direction, and operating expenses.  

Joint Partnership with Affiliated Programing

In this model, nonprofit collaboration results when multiple nonprofits establish a partnership to share programs or delivery of services, allowing them to maximize their complementary strengths.

This model works when two or more organizations have a shared mission but don’t provide the same services. This can result in a more efficient use of community resources, less fragmentation of services, and the ability to provide more services to a broader group of clients. However, it can be quite a challenge to determine the degree of credit each partner can claim for the outcomes when reporting to their separate and shared stakeholders.

Wrap-Up

Did you find some new ideas in these four nonprofit collaboration models? What about a combination of models? Next time we’ll explore four additional models of collaboration for nonprofit organizations.

Additional resources:

Information in this article was taken from Models of Collaboration: Nonprofit Organizations Working Together. The Collaboration Prize.

Nonprofit Collaboration 2.0

Why and How do Nonprofits Work Together? 

Thinking About Collaborations? 5 Tips to Get Started

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The fun for me in collaboration is, one, working with other people just makes you smarter; that’s proven. Lin-Manuel Miranda

Do you ever feel a little isolated and alone as a small nonprofit in a vast sea of bigger fish? Or are you struggling with your limited time and resources to boost your nonprofit but have run low on ideas or inspiration? For many nonprofits, building collaborations with other similar organizations can be a mutually productive way to achieve greater impact than by working on their own.

One research study showed that 91 percent of nonprofits engage in some form of collaborative relationship for a variety of reasons. That seems rather high, but it might depend on the type of collaborations that have been formed. In fact, three main reasons to engage in a collaborative relationship include (1) to boost organizational efficiency, (2) to increase organizational effectiveness, or (3) to drive broader social and systems change (Simonin, Samali, Zohdy, Laidler-Kylander, 2016).

A collaboration can result in shared services, joint programming, collective events, problem solving correlated issues, and exposure to fresh perspectives along with innovative solutions. Some might even result in a complete merger of organizations. In an increasingly challenging atmosphere for nonprofits, cultivating collaborations can be a smart idea.

Here are five ways to start thinking about forming a collaboration with other nonprofit organizations to strengthen capacity and the potential for a more sustainable future.

1.Understand What You Want from the Collaboration

An organization should determine what they want from the collaborative relationship before getting started. Identify clear goals organization goals for the new relationship. What needs could a relationship with another organization assist?  What strategic benefits could become a reality through an alliance with one or more partners? Would the relationship be ongoing or for a particular length of time? Start with an internal analysis of your organization to determine how a collaborative relationship would be beneficial. This also helps you determine the partners that would be the best for you to approach when you’re ready. 

2. Get Your Ducks in a Row

What will your organization bring to the table in a collaboration? Are you strong and clear on your mission? Is your board working harmoniously and providing good governance? Are operations in order or are there programs or services that need to be revised or even eliminated?  Do you understand your financial position and potential? These are just some of the questions to ask prior to going into a collaboration. You don’t have to be perfect before exploring collaborations but you need to know what you bring to the table to work from a position of strength. 

3. Start Small to Test the Waters

Instead of jumping into a collaboration with two feet, an option is to start small with a short-term relationship to test the waters. For instance, can you work together on an event? Can you share a resource to build capacity in a particular area of operations? Starting with a small project or event gives you time to assess the potential partnership. See if you work well together. Do your missions actually mesh well? Can your people get along with each other without conflict? You’ll have a better sense if an actual collaboration will be beneficial or not. The collaboration can grow into something more extensive based on the outcomes of an initial short encounter.

4. Understand Your Why

Collaborations are a means to an end—not an end in itself. In other words, be clear on why you’re forming a collaboration. Are you finding a way to increase your resources? Will this allow a more powerful impact on a particular social problem? Will both organizations be more effective than working alone? Being clear on your “why” let’s you form the appropriate type of partnership with others. You get away from a cookie-cutter idea of how the collaboration should look and design what brings you to your goal.

5. Start Looking for the Right Partner

Who in your environment might make a good partner and why? That’s one of the big questions to start asking as you ponder collaborations. Get both leadership and board involved in looking around to see how you and other organizations might complement, enhance, or correctly diversify each other. Consider the core competencies of your organization and those of an organization you’d like to consider as a partner. Core competencies are what you do best, and often better than anyone else. How does this connect with a social need in the community being served by a compatible organization? Would working together help move the social change you envision forward?  If so, you might have identified a potential partner to start your collaborative efforts.

Building collaborations doesn’t happen overnight . . . but if you don’t get started thinking about and planning them, they won’t happen at all. Use these 5 tips to help you start thinking about how to start the collaborative process.

Additional Resources:

Simonin, Samali, Zohdy, Laidler-Kylander. (2016) Why and How Do Nonprofits Work Together? https://philanthropynewsdigest.org/columns/the-sustainable-nonprofit/why-and-how-do-nonprofits-work-together

Taylor (2017) Hacking Nonprofit collaboration.  https://ssir.org/articles/entry/hacking_nonprofit_collaboration

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