Nonprofit organizations play a critical role in supporting their communities. Within the ecosystem of the health, education, administration, and literacy (HEAL) industry, they function as first responders on the frontlines of community health. It is essential for nonprofit organizations to engage in a comprehensive and well-structured program planning process. In this post, we will explore what program planning is and the key activities involved.
What is Program Planning?
Program planning refers to the process of defining, designing, and organizing a specific initiative or set of activities aimed at achieving a specific set of goals and objectives. The focus of program planning in nonprofit organizations is to create programs that are responsive to the needs of the community and that achieve the desired outcomes.
Key Activities Involved in Program Planning
Defining Program Goals and Objectives: The first step in program planning is to identify the problem or need that the program will address and establish clear and measurable goals for the program. This helps ensure that the program is aligned with the overall mission and goals of the organization.
Tips for defining your program goals.
Apply the SMART goals technique to program goals and objectives for the best results Program goals should be vision-focused and mission-oriented.
Does your program add a barrier that does not exist in the natural community?
Does your program align with specific community needs, initiatives and/or goals?
Assess for Alignment: To ensure that the program is responsive to the needs of the community, agency, and stakeholders; it is important to check for competing interests of the three groups. Does your program’s theory of change align with the founder’s theory of change? Does it align with the core values of the community? Does it challenge deeply held beliefs within the community? These questions are important because areas of misalignment are slow-moving wrecking balls that damage the effectiveness of your programming. Misalignment is evident when programs experience difficulties in staffing, dropping or insufficient participation, and poor outcomes.
Developing Program Strategies: Once the goals and objectives of the program have been established and you have checked for alignment, the next step is to identify the specific activities, resources, and partners that will be necessary to achieve the program goals and objectives. This includes determining the scope of the program, identifying the target population, and developing a timeline for program implementation.
Creating a Budget and Resource Plan: The success of any program depends on the availability of adequate resources, both financial and human. It is important to determine the costs of the program and identify the resources that will be necessary to implement the program.
Designing Program Evaluations: To ensure that the program is achieving its goals and objectives, it is important to establish methods for measuring the success of the program. This includes developing performance metrics, establishing data collection and analysis methods, and creating a plan for making modifications to the program as needed.
Developing Program Materials: To support the implementation of the program, it is important to create materials such as program manuals, operating guides, brochures, flyers, and training materials. These materials should be designed to effectively communicate the goals and objectives of the program, as well as provide information about how to participate in the program.
Implementing the Program: Once the program has been planned and the necessary resources have been secured, it is time to put the program into action. This involves carrying out the activities according to plan and ensuring that all program participants are aware of their roles and responsibilities.
Monitoring and Evaluation: To ensure that the program continues to achieve its goals and objectives, it is important to continuously monitor the progress of the program and make modifications as needed. This includes collecting data, analyzing program performance, and making changes to the program as needed to ensure that the program is meeting the needs of the community.
In conclusion, program planning is a critical component of the work of nonprofit organizations. By following a structured and comprehensive process, nonprofit organizations can create programs that are responsive to the needs of the community and that achieve their desired outcomes. By engaging in regular monitoring and evaluation, nonprofit organizations can ensure that their programs are effective and positioned to evolve with the changing needs of the communities they serve.
Mental health care is a fundamental aspect of overall well-being, yet many adults—particularly those in vulnerable communities—struggle to access affordable services. Research shows that mental health conditions are often rooted in early-life experiences, specifically Adverse Childhood Experiences (ACEs). These childhood traumas, including abuse, neglect, and family dysfunction, are linked to long-term effects on emotional and physical health, as well as workplace effectiveness in adulthood. To foster resilient and effective leadership, particularly in nonprofit and public health sectors, it is essential that mental health care becomes more accessible, trauma-informed, and affordable.
The Lasting Impact of Adverse Childhood Experiences (ACEs)
Adverse Childhood Experiences (ACEs) encompass a range of traumatic events such as physical abuse, emotional neglect, or household dysfunction (e.g., substance abuse or domestic violence) before the age of 18. ACEs can significantly alter brain development and impact how individuals handle stress throughout their lives. Studies show that adults with high ACE scores (four or more ACEs) are much more likely to suffer from mental health issues like depression, anxiety, PTSD, and social withdrawal(Frontiers)(BioMed Central).
Unresolved trauma from ACEs often manifests in adulthood as chronic health issues, emotional regulation difficulties, or even leadership struggles. For those working in leadership positions or in high-stress environments like nonprofit organizations, unaddressed trauma can lead to burnout, compassion fatigue, and difficulty maintaining workplace relationships(ACEs Aware). Thus, addressing mental health and trauma at its root, and making care accessible, is critical for both personal and professional growth.
How Childhood Trauma Affects Workplace Leadership
Leaders who have experienced ACEs may struggle with emotional regulation, decision-making, and relationship management. Trauma-informed leadership practices and creating healing workplaces are promising solutions. Leaders who do this recognize the pervasive nature of trauma and understand its potential impact on staff and clients. Trauma-informed organizations emphasize emotional safety, inclusivity, and understanding, which can significantly reduce workplace stress and promote better outcomes for employees and clients alike.
In nonprofit organizations, particularly those serving communities affected by trauma, a lack of mental health support for leaders can have a ripple effect. High turnover, ineffective decision-making, and strained relationships within teams can all arise when mental health issues stemming from unresolved ACEs remain unaddressed. By integrating trauma-informed care principles, businesses, and organizations can foster more resilient leadership, which ultimately leads to stronger organizational outcomes.
Barriers to Accessible Mental Health Care
Despite its necessity, affordable mental health care remains out of reach for many, especially for people of color and low-income individuals. Socioeconomic factors, stigma surrounding mental health, and systemic barriers in the healthcare system prevent marginalized communities from receiving the care they need. Moreover, the cost of therapy, limited insurance coverage, and a shortage of mental health professionals trained in trauma-informed care further restrict access. These barriers disproportionately affect communities of color, who already face heightened exposure to ACEs due to systemic inequalities such as poverty, discrimination, and community violence.
Making Mental Health Care Accessible
Here are a few strategies to make mental health care more accessible:
Trauma-Informed Leadership Training: Organizations can invest in training their leaders and staff in trauma-informed practices, which fosters a workplace culture that is both supportive and resilient. This can reduce the emotional toll of leadership roles and improve team dynamics.
Policy Advocacy for Mental Health Funding: Advocating for policy changes that allocate more public funding toward mental health services in underserved communities is crucial. Nonprofits, public health entities, and leaders can play an influential role in pushing for policies that make mental health care a fundamental right, not a luxury.
Community-Based Mental Health Services: Nonprofit organizations can partner with local mental health providers to create sliding-scale or free services, making therapy more accessible to low-income individuals. Initiatives that integrate mental health into community settings, such as schools, churches, and health clinics, can also lower barriers to care
Teletherapy and Digital Health Solutions: Expanding teletherapy options, especially since the COVID-19 pandemic, has proven to be a game changer in making therapy more affordable and accessible. Offering virtual mental health support reduces logistical barriers such as transportation and time constraints.
Conclusion
The case for making mental health care accessible is clear: without addressing the long-term effects of ACEs, we risk perpetuating cycles of trauma and mental health struggles into adulthood. Organizations, particularly those in leadership and nonprofit sectors, must adopt trauma-informed practices and advocate for systemic changes to expand access to mental health care. By doing so, we can build healthier communities and more effective, resilient leaders.
Let’s work together to ensure mental health care is a right for everyone, not a privilege for the few.
Transforming HR with Human-Centered Design for Inclusivity and Equity
In today’s rapidly evolving workplace, traditional HR practices often fall short of addressing the diverse needs and aspirations of employees. To create more inclusive and equitable environments, HR professionals must shift their approach, embracing principles like human-centered design (HCD) and systems thinking. These frameworks, which prioritize empathy, collaboration, and continuous improvement, can transform outdated processes and build stronger, more inclusive workplaces.
Reframing the Hiring Process
The first step in transforming HR practices is to rethink the traditional hiring model. In many organizations, hiring still focuses on task-based job descriptions aimed at simply filling roles. This approach is becoming increasingly outdated, as the demands of today’s workforce require more than just filling a seat.
Instead, HR teams should shift the focus to finding individuals who contribute to problem-solving and innovation. Job descriptions should emphasize desired qualities such as creativity, collaboration, and initiative rather than just listing tasks. For example, companies that embrace this shift might highlight language like “generate new ideas” or “collaborate effectively with diverse teams.” This not only attracts innovative talent but also sets the stage for a more dynamic and inclusive workplace.
What is Human-Centered Design?
Human-Centered Design (HCD) is a problem-solving methodology that puts people first. At its core, HCD revolves around understanding the needs, wants, and limitations of the people you’re designing for—whether they are customers or, in this case, employees. In an HR context, applying HCD can help create more engaging, effective, and inclusive processes, from recruitment to employee development.
Key elements of HCD include:
Empathy: Deeply understanding the needs of your employees.
Co-creation: Actively involving employees in designing solutions.
Iteration: Continuously improving processes through feedback and testing.
By incorporating these principles into HR processes, organizations can create more inclusive and supportive environments. For instance, recruitment efforts can focus on creating an engaging candidate experience, while onboarding processes can be personalized to make new hires feel welcome from day one.
Applying HCD to HR Processes
HCD offers several practical applications for transforming HR processes, including crafting more effective job descriptions and revamping onboarding.
Crafting Collaborative Job Descriptions: Rather than listing rigid tasks, job descriptions should focus on the traits and qualities that foster collaboration and problem-solving. This could include encouraging creativity, promoting inclusivity, and emphasizing employee engagement. Such language not only attracts candidates aligned with company values but also fosters a more collaborative workplace culture.
Co-creation in Onboarding: Traditional onboarding processes often feel like a one-size-fits-all checklist. A human-centered approach flips this script by making new hires active participants in their onboarding journey. Personalized onboarding plans can be tailored to new hires’ strengths and learning preferences, ensuring they feel valued and supported from day one. Additionally, continuous feedback loops allow for real-time improvements, creating a more dynamic and responsive onboarding process.
Iterative Feedback in Performance Management
Another area where HCD can make a significant impact is in performance management. Traditional annual reviews often feel transactional and can leave employees feeling disconnected from their growth journey. Moving toward continuous feedback systems encourages two-way conversations that foster growth and development. By creating a culture of open communication and support, organizations can ensure that employees receive the guidance and resources they need to succeed.
Systems Thinking in HR
In addition to HCD, another powerful framework for transforming HR is systems thinking. Systems thinking involves understanding how different elements within an organization are interconnected and how changes in one area can affect the whole system. In HR, this means looking beyond individual processes—like hiring or performance reviews—and considering how they interact and impact the overall organizational culture.
By mapping HR processes through a systems thinking lens, HR teams can identify leverage points for change. This approach helps address root causes rather than symptoms, ensuring that changes are sustainable and impactful. For example, addressing unconscious bias in hiring not only improves diversity but can also enhance employee retention and productivity, leading to broader organizational success.
Building an Inclusive and Equitable Work Environment
Fostering an inclusive and equitable work environment requires proactive strategies to reduce bias and ensure fair opportunities for all employees.
Equitable Hiring Practices: Bias can often creep into hiring processes, leading to unfair outcomes. Strategies such as blind recruitment (removing identifying information from resumes), diverse hiring panels, and bias training for hiring managers can help create a more level playing field. In addition, job descriptions should be free of gendered or culturally biased terms to ensure they attract a diverse pool of candidates.
Opportunities for Advancement: Equity doesn’t end with hiring. Organizations must also create pathways for advancement that are transparent and accessible to all. Mentorship and sponsorship programs, along with clear promotion criteria, ensure that underrepresented employees have the guidance and support they need to succeed. Offering tailored skill development and training opportunities can also help bridge any gaps, ensuring that employees from all backgrounds have the tools they need to thrive.
Capacity Building for Continuous Improvement
Finally, for HR teams to effectively implement these changes, they need the right tools and resources. Comprehensive training on HCD principles, systems thinking, and cross-functional collaboration can empower HR professionals to lead the charge. Data-driven decision-making is also crucial, allowing HR teams to track the impact of their initiatives and continuously refine their approach.
Measuring equity and inclusion metrics, such as representation data and employee engagement surveys, provides a clear picture of progress and areas for improvement. Regular evaluations and the use of HCD toolkits can help ensure that HR processes remain relevant, effective, and inclusive.
Conclusion
Transforming HR practices through human-centered design and systems thinking is essential for building inclusive, equitable workplaces. By reframing traditional processes, such as hiring and onboarding, and fostering a culture of continuous improvement, organizations can create environments where all employees feel valued and empowered to contribute. Now is the time for HR leaders to take the first steps toward creating human-centered, inclusive HR practices—ensuring a brighter, more equitable future for all.
Workplace safety extends beyond physical safety to include emotional and psychological well-being. When employees feel their safety is compromised—whether through physical threats, bullying, or exposure to hazardous conditions—the resulting trauma can have long-lasting effects. Nonprofit workers, particularly those involved in high-risk environments or emotionally charged fields, may face an elevated risk of encountering unsafe work conditions.
Key examples of personal safety concerns include:
Workplace Violence: Physical violence or threats, whether from coworkers or external sources, can cause lasting trauma. Employees in high-risk fields, such as healthcare or social services, may be especially vulnerable to such incidents (Schneider et al., 2021).
Bullying and Harassment: Verbal threats, cyberbullying, or intimidation from colleagues or superiors create a hostile work environment that can lead to chronic stress and decreased job satisfaction (Einarsen et al., 2011).
Unsafe Work Conditions: Inadequate safety measures, especially in industries where physical risks are prevalent, can result in both immediate harm and long-term trauma for employees. The stress associated with working in dangerous environments often leads to burnout and psychological distress (DeJoy et al., 2010).
Health Crises: Inadequate responses to public health crises, such as the COVID-19 pandemic, have highlighted the importance of proper safety protocols. Failing to prioritize employee health can lead to heightened stress and trauma, particularly in environments where physical well-being is at risk (Hobfoll et al., 2021).
To address these concerns, organizations must implement rigorous health and safety standards, provide mental health resources, and ensure that employees feel supported in reporting any threats to their personal safety (Sauter et al., 1999).
Professional Integrity
A work environment that compromises an employee’s ethical standards or pressures them into ethically questionable situations can cause profound psychological distress. When employees are forced to choose between their professional values and their job security, it can erode their trust in the organization and lead to significant emotional trauma.
Key examples of trauma related to professional integrity include:
Ethical Dilemmas: Being asked to engage in dishonest practices or actions that contradict personal or professional values can lead to feelings of guilt, anxiety, and moral distress (Hamric et al., 2012).
Blame Culture: In workplaces where mistakes are harshly penalized, employees may become fearful of taking initiative, leading to reduced creativity, collaboration, and engagement (Edmondson, 1999).
Lack of Recognition: Consistent failure to acknowledge employees’ hard work and achievements can lead to a sense of alienation, frustration, and diminished self-worth (Kahn, 1990).
Abusive Power Dynamics: When leaders use their authority to manipulate, coerce, or show favoritism, it creates a toxic culture that erodes trust and respect among employees (Tepper, 2007).
Organizations, especially nonprofits that often operate in ethically charged environments, should prioritize creating a culture of ethical leadership. Recognizing employees’ contributions, fostering open communication, and ensuring that decision-making processes reflect integrity are crucial steps in preventing trauma related to professional integrity (Ciulla, 2020).
Moving Toward a Healthier Workplace
To create a more resilient and supportive workplace, especially in high-stress environments like nonprofits, organizations must take proactive measures to prevent workplace trauma. Here are several strategies:
Training and Education: Provide ongoing training on anti-discrimination, inclusivity, and harassment prevention. This helps to cultivate a workplace culture that values respect and diversity (Paluck & Green, 2009).
Clear Policies: Establish and enforce clear policies against discriminatory behavior, harassment, and unethical practices. A zero-tolerance approach must be communicated and consistently applied (Grossman, 2016).
Safety Measures: Ensure both physical and emotional safety by adhering to rigorous health standards and promptly addressing any threats or concerns raised by employees (Sauter et al., 1999).
Ethical Leadership: Encourage leadership practices that promote fairness, integrity, and recognition. Ethical decision-making should be a cornerstone of organizational culture (Ciulla, 2020).
By addressing the root causes of workplace trauma and fostering a culture of inclusivity, transparency, and respect, organizations can not only improve employee well-being but also enhance overall productivity and morale. Nonprofits, in particular, must emphasize the importance of a supportive work environment to maintain the health and effectiveness of their teams, ensuring they can continue their critical work in society.
References
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DeJoy, D.M., Schaffer, B.S., Wilson, M.G., Vandenberg, R.J., & Butts, M.M. (2010). Creating safer workplaces: Assessing the determinants and role of safety climate. Journal of Safety Research, 41(5), 161-172.
Edmondson, A.C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
Einarsen, S., Hoel, H., Zapf, D., & Cooper, C.L. (2011). Bullying and Harassment in the Workplace: Developments in Theory, Research, and Practice. CRC Press.
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Youth homelessness is a pervasive and deeply troubling issue, affecting not just the young individuals without stable housing but also society as a whole. The phenomenon of youth homelessness is not merely a personal tragedy for those directly involved; it is a reflection of systemic failures in family support, economic opportunity, education, and access to mental health services. Addressing this crisis requires a comprehensive approach that recognizes its multifaceted nature and its broader societal implications.
National Statistics on Youth Homelessness
According to the National Center for Homeless Education (NCHE), over 1.5 million students experienced homelessness during the 2017-2018 school year in the United States (NCHE, 2019). This figure includes children and youth who are living in shelters, motels, cars, or doubled up with other families due to loss of housing. The U.S. Department of Housing and Urban Development (HUD) reports that on a single night in 2019, there were approximately 53,000 unaccompanied youth experiencing homelessness across the country (HUD, 2020). These numbers only scratch the surface, as many cases go unreported due to the hidden nature of homelessness among youth.
Youth homelessness often begins with family instability. Data from the Chapin Hall at the University of Chicago’s Voices of Youth Count initiative shows that 50% of youth experiencing homelessness reported being kicked out or asked to leave home, and 24% reported family conflict over sexual orientation or gender identity (Chapin Hall, 2018). These statistics underline the critical role of family support systems in either preventing or precipitating homelessness among youth.
Louisiana-Specific Statistics
Louisiana, like many states, faces its own challenges with youth homelessness. The Louisiana Department of Education identified nearly 20,000 students as homeless during the 2018-2019 school year (Louisiana Department of Education, 2019). The majority of these students were living doubled up, in hotels or motels, or in temporary shelters. In New Orleans alone, an estimated 2,000 youth experience homelessness annually (Unity of Greater New Orleans, 2020).
A significant factor contributing to youth homelessness in Louisiana is the high rate of poverty. The U.S. Census Bureau reports that approximately 19% of Louisiana’s population lives below the poverty line, compared to the national average of 13% (U.S. Census Bureau, 2019). This economic disadvantage exacerbates the risk of homelessness for young people, as financial instability can lead to housing instability and vice versa.
The Root Causes: Family, Economy, Education, and Mental Health
Lack of Family Support
One of the most significant contributors to youth homelessness is the lack of stable family support. Families dealing with economic stress, substance abuse, mental health issues, and domestic violence create environments where young people may be forced to leave. The dissolution of traditional family structures and the absence of adequate social support systems further exacerbate the vulnerability of youth.
Economic Opportunities
The lack of economic opportunities significantly impacts youth homelessness. The economic downturns, rising costs of living, and stagnant wages mean that families and young individuals struggle to maintain stable housing. For young people, limited job opportunities, particularly those that offer livable wages and career progression, make it difficult to escape the cycle of homelessness.
Educational Environment
Educational institutions are critical in identifying and supporting homeless youth. However, inadequate resources, lack of awareness, and insufficient training for school staff mean that many homeless students do not receive the help they need. The instability caused by homelessness negatively impacts educational outcomes, with homeless youth experiencing lower graduation rates, higher dropout rates, and poorer academic performance compared to their housed peers (National Alliance to End Homelessness, 2020).
Mental Health and Wellness Services
Access to mental health and wellness services is a significant barrier for many homeless youth. Mental health issues, both as a cause and consequence of homelessness, require comprehensive and accessible services. However, many young people face overly gated access to these critical services due to factors such as lack of insurance, stigma, and insufficient service provision. According to the National Alliance on Mental Illness (NAMI), approximately 70% of youth in the juvenile justice system have a diagnosable mental health condition, many of whom experience homelessness (NAMI, 2020).
Societal Impact and Call to Action
Youth homelessness is not just a crisis for the individuals experiencing it; it is a crisis for society. Homeless youth are at higher risk of substance abuse, mental health disorders, victimization, and involvement with the criminal justice system. These issues create a cycle of disadvantage that is costly to break and has long-term implications for community health, safety, and economic stability.
Addressing youth homelessness requires a multi-faceted approach. Policymakers must prioritize affordable housing initiatives, family support programs, and economic opportunities for young people. Educational institutions need better resources and training to support homeless students effectively. Mental health services must be made more accessible and tailored to the needs of young people.
Empathy and understanding are crucial in addressing this issue. Society must move beyond blaming individuals for their circumstances and recognize the systemic failures that contribute to homelessness. By framing youth homelessness as a societal crisis, we can mobilize the necessary resources and support to create lasting change.
In conclusion, youth homelessness is a reflection of broader systemic issues. It demands urgent attention and a collective response. By addressing the root causes—family instability, economic inequality, educational shortcomings, and limited access to mental health services—we can work towards a future where no young person is left without a safe and stable place to call home.
References
Chapin Hall. (2018). “Missed Opportunities: Youth Homelessness in America.” Link
HUD. (2020). “2019 AHAR: Part 1 – PIT Estimates of Homelessness in the U.S.” Link
Louisiana Department of Education. (2019). “Student Homelessness Data.” Link
National Alliance to End Homelessness. (2020). “Youth and Young Adults.” Link
National Center for Homeless Education. (2019). “Federal Data Summary: School Years 2015-16 to 2017-18.” Link
National Alliance on Mental Illness. (2020). “Mental Health by the Numbers.” Link
Unity of Greater New Orleans. (2020). “Annual Report on Homelessness.” Link
U.S. Census Bureau. (2019). “QuickFacts: Louisiana.” Link
