Running a small business is no easy task. Planning is an essential part of any successful business, and the operating plan is an important part of that. An operating plan outlines the day-to-day activities of a business and is critical for small businesses for success. Take the time to think through the daily experiences your customers, employees, and colleagues will have in your business. Think of your Operations plan as the user manual for your business. In this article, we will discuss the importance of an operating plan for small businesses and how to create and use one.
What is an Operating Plan?
An operating plan is a detailed document that outlines the day-to-day operations of a business. It includes the goals, strategies, and activities that are necessary to achieve success. It also outlines the resources, such as personnel, materials, and equipment, that are necessary to carry out the plan. In addition, it also lays out the timeline for the plan and the expected outcomes. Each section in your operations plan will cover 6 basic areas: Goal, Strategy, Activity, Resources, Expected Result, and Review.
Goal: What are you striving for?
Strategy: What tactic will you use to achieve your goal?
Activity: What actions do you take to implement the strategy?
Resources: What resources are needed to take action?
Expected Result: What do you expect to happen when strategy, activity, and resources are combined?
Review: What processes do you have in place to ensure this plan remains effective?
Why is an Operating Plan Important for Small Businesses?
An operating plan is important for small businesses because it provides a roadmap to your success. It helps you identify your goals and objectives and think about how you’re going to get there.
An operating plan also helps you stay focused on your core competencies. When you first start your business, you are going to find yourself doing all the jobs. It’s helpful to have a guiding document that sets boundaries around the time you spend focused on ancillary duties.
Finally, an operating plan helps you stay on track and measure your progress. It allows you to start practicing being proactive. You’ll need to know how to stay proactive when things get challenging and there is nothing like muscle memory to lean on in a clutch.
Components of an Operating Plan
An operating plan consists of several components. It should include the following:
• Goals and objectives: This section should outline the short- and long-term goals of the business, as well as the strategies that will be used to achieve them.
• Resources: This section should outline the personnel, materials, equipment, and costs that will be necessary to carry out the plan.
• Expected Results: This section should outline the timeline for the plan, including milestones, deadlines, and expected outcomes.
• Strategies and tactics: This section should outline the strategies and tactics that will be used to reach the goals, as well as the resources that will be necessary to carry them out.
• Activities: This section should outline the personnel needed for the plan, describing how the activity leads to the stated outcomes.
• Review: This section should outline how progress will be tracked and how adjustments will be made as necessary.
How to Create an Operating Plan
Creating an operating plan for a small business can seem like a daunting task. However, it doesn’t have to be. Here are some steps to get you started:
• Set clear goals and objectives: Before you can create an operating plan, you need to have a clear understanding of your goals and objectives. Think about what you want to accomplish and how you plan to do it.
• Identify the necessary resources: Once you have identified your goals and objectives, you need to identify the resources that will be necessary to achieve them. This includes personnel, materials, and equipment.
• Set a timeline: After you have identified the necessary resources, you need to set a timeline for the plan. This should include milestones, deadlines, and expected outcomes.
• Develop strategies and tactics: Once you have identified the necessary resources and set a timeline, you need to develop strategies and tactics to achieve the goals. This should be tailored to the strengths and weaknesses of the business.
• Develop a budget: Once you have identified the strategies and tactics, you need to develop a budget for the plan. This should include the costs associated with personnel, materials, and equipment.
• Track progress: Finally, you need to track the progress of the plan and make adjustments as necessary. This will help you stay on top of your goals and objectives and ensure that you remain on track.
Operating Plan Strategies
Once you have developed an operating plan for your small business, there are a few strategies you can use to make sure it is successful. Here are some tips to help you get started:
• Communicate: Make sure that everyone involved in the plan is aware of their roles and responsibilities. This will help ensure that everyone is on the same page and working towards the same goals. We will discuss creating a communication plan later in this series.
• Be flexible: Life is unpredictable. Be prepared to make adjustments as necessary. This will help you stay on top of your goals and objectives and ensure that you remain on track.
• Have a backup plan: It’s important to have a backup plan in case something goes wrong. This will help you stay prepared for any unforeseen circumstances.
• Track progress: It’s important to track the progress of the plan and make adjustments as necessary. This will help you stay on top of your goals and objectives and ensure that you remain on track.
• Review and revise: It’s important to review and revise the plan regularly. This will help you stay up to date on any changes that need to be made.
How to Use an Operating Plan to Your Advantage
You made the plan and now you have to use it. Here are some tips to help you get the most out of your plan:
• Visualize: Using your operating plan, create a visual workflow of your processes. Each step should flow into the next and lead to your expected outcome. This will help you identify areas of misalignment in your processes (grab a copy of our vision workbook to learn more about alignment in your business) and maximize your time and resources to ensure that you are working towards your goals.
• Prioritize: Prioritize your tasks and resources to make sure that you are focusing on the most important activities. This will help you maximize your time and resources and ensure that you are working towards your goals.
• Focus: Stay focused on the goals and objectives of the plan and don’t let yourself get distracted. This will help you stay on track and ensure that you are working towards success.
• Adjust: Make adjustments as necessary and don’t be afraid to make changes if something isn’t working. This will help you stay on top of your goals and objectives and ensure that you remain on track.
• Evaluate: Evaluate the progress of the plan regularly and make adjustments as necessary. This will help you stay on top of your goals and objectives and ensure that you remain on track.
Operating Plan Template
Creating an operating plan for a small business can seem like a daunting task. Do not get hung up on style, find a template you like and get to writing.
An operating plan template is a document that outlines the basic sections of an operating plan. It might include pre-written narratives that you can build on or placeholder text. Think about your intended audience and use a template that is adaptable to different forms of media. Most people use an MS Word template; however, you can use any software to create your plan. MS PowerPoint, Google Slides, or any graphic software is great for visual learners. Try using our operating plan template to get started.
Don’t reinvent the wheel. Find a template you like and move on to the next task on your list. Feel free to use ours if you like.
Conclusion
An operating plan is important for helping you activate your business. It provides clarity and direction and helps you stay focused on your core competencies. It also helps you exercise your proactive muscles.
Hopefully, we’ve made the task of creating an operating plan less daunting. Find a template and get started. Refer frequently to your plan and start a change log to document adjustments. You’re only going to update your plan after a significant event or at the one-year anniversary; time is always an important factor during the review process.
Running a small business is no easy task. However, with an operating plan in place, you can ensure that you are on track and on your way to success. So, what are you waiting for? Get started on your operating plan today and get one step closer to achieving your goals.
Schedule a coaching session with us if you want some help with your planning.
Do you have a dream of starting your own business but don’t have the time or money to get started? You know you have a skill, and that skill is in demand, so you start a side hustle as the perfect way to get your business off the ground. Side hustles are popular because they seem like an easy way to help you make some extra money while keeping your day job. What happens when your side hustle begins to take up more of your time? Perhaps your service offerings were timed perfectly with the collective need. Now you must scale. That’s not the article I’m writing though. What I just described were ideal scenarios. Generic and universal, the basic facts are true. That isn’t the average experience. This article is about a small business owner who starts a “side hustle” like plumbing, housekeeping, or lawn care because they can’t get a “mainstream” job. The returning citizen (read: formally incarcerated) has been forced into entrepreneurship because, despite all the movement that has been made towards convincing business owners to hire people with a history of incarceration, approximately 15,000 returning citizens remain unemployed. This article is for disconnected business owners, those individuals providing a side hustle service that needs to be their ticket to financial stability.
What type of side hustles are you describing?
The cleaning lady who comes by once or twice a month, or only for special occasions. The guy who cuts your grass or cleans your gutters. The occasional handyman you hire from TaskRabbit or Handy. These platforms are designed for gig workers, people who occasionally pick up small jobs to earn extra money. The secret is that for most of the individuals advertising on those platforms, this is their only source of income. Whether by choice or by circumstance, if this situation describes yours, you are a small business owner. You are presenting yourself (and your company) to customers every time you accept one of these jobs. How you present your company during that interaction will determine whether they will become a repeat customer or a satisfied (read: referring) customer. Luckily, in business, you get two chances to make a first impression. The first is when you take the time to set your business up for success by ensuring you have a good foundation. The second is when you provide your service like no one else can.
A Strong Foundation
The first step to getting started with your small business hustle is to do some research to begin to envision your place in the market. This means you need to identify your competitors, your partners, your vendors, potential customers, and the community at large. This is known as Market Research.
A Note about Market Research
Not every business that provides similar services is a competitor. They are only a competitor if they serve your target audience. If you offer cleaning services in homes and apartments, you’re not competing against commercial cleaning services. The commercial cleaning services is a potential partner. People who live in homes, work in those commercial buildings. Contact the commercial cleaning companies in your area and negotiate a referral program or offer to become an affiliate of theirs. Likewise, you could purchase cleaning supplies from them or negotiate an agreement to exclusively use their products designed for home use. This “competitor” is now a partner and/or vendor. Many people scare themselves from starting during market research because the competition landscape looks so large. Think holistically while you’re doing your market research.
Next, you will need to create your business plan. There is no right-size business plan. Let’s keep this simple, shall we? Your plan needs to communicate what you’re doing, for whom and why, how much it will cost you to do it, how much you’re going to charge to do it, and when you’re going to recoup the money you put into start the business (profit!). Other relevant pieces of information include whether profit will be delayed by debt and if so, for how long. Are there assets that can be liquidated if the business shuts down (equipment, heavy machinery, etc.)? Think of your business plan as the table of contents for the book that is your business. The other foundational plans (marketing strategy, revenue plan, standard operating procedures, etc.) are all extensions of the basic facts of the initial business plan: what, for who, why, your cost, their cost, and income results.
Now that you have a firm understanding of your business and its place in your local business community, you can confidently go about the work of getting the necessary permits, licenses, and insurance. Set up your business bank account, and your website and put out your first ad.
The Importance of Planning and Process
During your market research, you’re going to take the time to create a plan and process for how you will manage your business. How much money do you have available to fund your business? How long can you reasonably run your business and take care of your home on the income that is provided by your service business? Use that anxious energy to ‘hit the ground running’ and put it into the intentional design of your new life as a business owner. How do you need to structure your business so that it thrives as an organic by-product of your natural time, talent, and ability? Perhaps you’re a parent and time with your family is important. You’ll want to ensure that your business practices support working families, starting with yours. This might be represented as unique working hours, such as weekends and evenings only, or creating a policy that specifies that the workday ends one hour before school lets out in your local community to ensure parents are home to greet their children after school. Here is where you tell me that it’s just you right now out so you’re going to grind and sacrifice to grow the business and then give all those good benefits to your employees when you can afford it. Your children will understand the value of hard work, blah blah.
Nope. We are not doing that. You are your company’s first employee. The best managers are the best modelers. You do not have to wait and pivot to become an evolved employer. You can decide you are one now and build your business as an evolved company.
You have enough to get started. Send me a message and let me know how it’s going. Schedule some time with me if you want to take a deeper dive into the ideas in the article. Fair winds my friends.
Strategies for Developing a Compelling Grant Proposal
The key to developing a compelling grant proposal is a thorough program planning process. The key to writing a compelling grant proposal is writing compelling project plans. In this article, I’ll show you how to build a program planning process to simplify the grant application process.
Strategy 1: Understand your Participant’s Needs and Priorities
Your program will not be successful if it doesn’t meet the needs of your target population. Be sure to use data from a needs assessment that has been approved by participants with lived experience. If the needs assessment you choose doesn’t independently verify or mention that the process includes the input of participants with lived experience, you can conduct a local focus group to vet the assessment.
Using data from the needs assessment, write a profile describing the demographic, financial, environmental, cultural, and historical experiences of the participants. Be sure to use strengths-based, person-centered language when writing about your target population.
Finally, write a problem statement. Explain why your organization exists, or more specifically, why it needs to exist. What specific problem are you solving with your project? Does your organization serve young girls? There are hundreds of organizations already serving young girls. It’s ok to choose a population that is already being served; you still need to identify what makes your project or organization unique in the space.
Strategy 2: Describe Your Theory of Change
Describe your approach to solving the problem you just stated. Write a compelling story that highlights the impact of your organization’s work. Describe your service delivery approach – home-based case management, center-based programming, mobile services, etc., and your evidence base. Evidence-based means that you rely on objective data and best practices within your industry to inform your service delivery. Don’t worry, this doesn’t mean that you have to pay for an expensive curriculum (although you can certainly raise funds to do so), there are plenty of free resources available for evidence-based programs. The California Evidence Based Clearinghouse for Child Welfare is an example of a directory of evidence-based programs. You can find yours with a simple Google search: Evidence-based programming for [insert your cause]. Explain how you will incorporate this evidence into your program strategy.
Strategy 3: Use Local Data
Use data and evidence to support your proposal and demonstrate the project’s potential impact. Using local data elevates your proposal by making it relatable to the reviewers (most likely local volunteers). If your program is the first of its kind in your area, use local data that supports the need for your specialized intervention. Data from the problem statement section can be used here as well.
Be clear and concise, use simple language, and avoid jargon. Make sure your proposal is easy to read and understand by a person not intimately familiar with your industry.
Strategy 4: Provide a Clear Budget
Start by creating a comprehensive master budget that is aligned with the priorities of your target population. This master budget should serve as the foundation for your project’s financial planning, ensuring that all expenses are accounted for, and the budget covers multiple years to account for growth. Once the master budget is established, it can be tailored to suit the specific guidelines and priorities of various funders to create individualized funder-aligned budgets for each proposal.
Begin by listing all aspects of your project, from staffing and operational costs to equipment and other essential resources. This will provide a clear and thorough representation of the project’s financial requirements. Incorporate the cost to achieve the goals and objectives of your project. Strive for a balanced budget that reflects the most critical needs and aspirations of the participants, employees, and the organization.
Once you’ve created your master budget, you can customize it to align with the unique guidelines and priorities of each prospective funder. This will demonstrate that your project is not only well-planned and cost-effective but also directly addresses the specific concerns and interests of the funder. Ensure that each funder-aligned budget highlights the relevant aspects of your project, showcases how the funding will be used and adheres to any restrictions or requirements specified by the funder.
Strategy 5: Create your Logic Model
Logic models are my jam! said no one ever! Despite their ability to frustrate the most patient of souls, they are useful (and required) when building your projects. The quick and dirty is that logic models are a snapshot of your participants’ journey represented by specific program elements. The core elements of a logic model are:
· Goals: a broad/general statement about the intended outcome(s) of your project and is based on the results of a client-informed needs assessment. Goals serve as a framework for all other components of the logic model.
· Objectives: The steps we need to take to achieve those goals. Objectives are concrete and precise action statements of intended outcomes that are specific, measurable, attainable, relevant, and time-specific.
· Activities: Activities are the actions you will take to meet your objectives. What will you do with resources to meet the objectives and, ultimately, the goal(s)?
· Input/Resources: What are the resources you need to complete the activities to meet the objectives? Consider staffing needs, facility needs, insurance, licenses and permits, technology, and other equipment. A list of resources can also be used to develop a budget for the initiative.
· Outputs: Outputs are the tangible and direct results of activities. Remember that an output statement doesn’t reveal anything about quality. You will assess the quality of your outputs in your evaluation.
· Outcomes: Outcome statements express the result(s) that our initiative intends to achieve if implemented as planned. Outcomes are specific, attainable, and measurable changes that we hope will take place because of our initiative. It answers the question, “What difference did our initiative make?” We should be able to measure the desired change at an individual, group, or organizational level by measuring changes in knowledge, behavior, and/or condition.
· Indicators/ Milestones: Indicators tell us when/if changes have occurred. When we develop our objectives, we need to ask ourselves the following questions.
How will we know when we have achieved our objectives?
What indicators will we look for to measure the progress and success of our initiative?
Are data to measure our progress and/or success readily available or do we need to develop new measures, e.g., surveys, focus groups, etc….?
Strategy 6: Create a Master Program Guide
The Master Program Guide serves as a detailed roadmap for your organization’s programming. Each section represents a clear and concise picture of how the program operates and where it aligns strategically with the overall mission and vision of the agency. This document helps you identify alignment between the agency’s goals and the funder’s initiatives, ultimately increasing the likelihood of securing essential financial support. Additionally, the master program guide aids in streamlining internal communication within the organization, ensuring that all team members have a consistent understanding of the programs and their respective roles in executing them. Finally, each section of the master program guide corresponds to the information you need to respond to funding announcements, saving you time during the application process.
Grant Writing Tips and Best Practices
To summarize, here are some best practices to consider:
Tip 1: Plan Ahead
Plan ahead and allocate enough time and resources to build a comprehensive and compelling project plan.
Tip 2: Use Data and Evidence
Use data and evidence to support your project and demonstrate the project’s potential impact. Be sure to update your data regularly and use local data to make your project relatable.
Tip 3: Tailor Your Proposal
Tailor your proposal to fit the funder’s priorities and requirements, not your program. This is one strategy for avoiding mission creep. Avoid the temptation of trying to make your program fit a funding opportunity by writing your program overview in advance.
Tip 4: Create an application system.
Applying for grants is a time-consuming process that requires strict attention to detail. It helps to have a system that includes easily accessible, frequently used content, a checklist system for relevant requirements, and a review system to check the overall quality of the application. Creating a compelling proposal is the first step toward building that system.
In the next article, we will talk about how to create a universal checklist and review system that is unique to your organization.
If you want to learn more about the grant writing process and creating a system, schedule a session with me here.
Basic Grant Writing Steps for New Nonprofit Organizations
You’ve started your nonprofit and created your program design and financial plan. You know that funding is critical to achieving your mission and serving your community. Grants are an important part of your financial plan and now it’s time to write your first grant. Grant writing can be a daunting task, but with the right strategies and tips, you can master the art of grant writing. In this article, I will share the essentials of grant writing for nonprofit organizations, including understanding the grant writing process, a step-by-step guide to writing grants, strategies for developing a compelling grant proposal, dos, and don’ts of grant writing, best practices for nonprofit grant writing, and grant writing services for nonprofit organizations.
Understanding the Grant Writing Process
The first step in writing winning proposals is understanding the grant writing process. Grant writing is a competitive process where nonprofit organizations submit proposals to funders seeking financial support for a specific project or program. Funders can be government agencies, foundations, corporations, or individuals.
The grant writing process involves several steps, including creating your grant management plan, researching potential funders, analyzing the grant guidelines and making sure they align with your project or program goals, writing a compelling proposal, and submitting the proposal by the deadline. It’s important to note that the grant writing process can take several months, so it’s essential to plan ahead and allocate enough time and resources to complete the grant.
How to Write Grants – Step-by-Step Guide
Now that you understand the grant writing process let’s dive into how to write grants. Here is a step-by-step guide to help you write a winning grant proposal:
Step 1: Create your Grant Management System
The first step in grant writing is to create a grants management system to help you organize project narratives, supporting documents, and financial documents in a reliably accessible location. Your system should also include a tracking system to keep up with deadlines and capture results. Taking the time to do this first will save some time in a time-consuming process.
You can find plenty of fee-based grant management systems that do all this for you, however, a simple Google Drive folder for document storage and a spreadsheet-type tracking system is fine to get started. Your supporting documentation folder should contain a copy of your IRS designation letter, state certificate, board resolution authorizing you to act on behalf of the organization or letter approving the grant application, key staff bios and resumes, board member list, and project narratives for all of your programs.
Your financial documentation folder should contain a copy of your most recent profit and loss report, balance sheet and board approved budget, and a project budget for each of your programs.
You are already using these documents to run your organization, take the time to set them aside in a reliably accessible location like Google Drive, Microsoft OneDrive, or Dropbox, and remember to update them so you don’t attach outdated information to a project proposal. It will save you LOADS of time!
Step 2: Identify a Funding Opportunity
Now that you’ve set up your system, it’s time to search for a funding opportunity that aligns with your organization’s mission and goals. Start with the advocacy group for your cause, i.e. The American Heart Association if you are a heart health for women nonprofit. Next, go to your local library. Most local libraries have free, limited access to Candid Foundation search. Another good place to search for initial funding is your local service clubs (Rotary, Kiwanis, etc.) and big box department store community donations page.
Yes, I deliberately left out Grants.gov. However, if you insist, here is what you will do:
You’re going to search for the federal department that oversees the programs and services that directly or indirectly align with your projects’ goals and objectives. For example, if your organization provides services to families with medically complex children, you’ll most likely find aligned funding opportunities in the Administration for Children and Families. When you get to their page you’re going to look up the most recent grant recipients in your state or nearest to your state. You’re going to look for an agency near you that is already providing the service and strike up a conversation. Hopefully that conversation leads to a partnership that includes you providing services as a component of their program.
Why would I leave out grants.gov, you ask? Because those grants are massive. They require time, capacity, and funding that most starting nonprofits will not have. Writing one of these grants is the equivalent of jumping into the deep end of the pool when you only learned to backstroke last week. Also, a finely tuned partnership gives you experience with leveraging funding; bonus points in the eyes of most funders, and the opportunity to increase the overall amount of funding in the area for your mutual causes!
If you want this organization to last, you’re going to build smarter, not harder.
Step 3: Analyze Grant Opportunities and Guidelines
Once you’ve identified a funding opportunity, analyze the grant guidelines carefully. Here is where part 2 of your grants management system enters the picture: your grant analysis system. Since we are focusing on smaller grant applications, the system doesn’t have to be any more complex than another spreadsheet. Here is a simple tracker you can use to get started. I modified a version of that spreadsheet to include analysis that measures factors I look for when deciding to apply for a grant. Sign up for our newsletter and I’ll send you a free copy.
Step 4: Write a Compelling Proposal
Write a compelling proposal that clearly aligns with the funder’s priorities and requirements. Clearly define the project’s goals, objectives, outcomes, and metrics and articulate your organization’s mission, the project’s goals, and how it aligns with the funder’s priorities. Use data and evidence to support your proposal and demonstrate the project’s potential impact. This can be the most time-intensive part of the process, however, we’ve alleviated some of this by having our project plan and supporting documents nearby and easily accessible.
Step 5: Submit the Proposal
Once you’ve completed the proposal, review it carefully for accuracy, grammar, and spelling errors. Submit the proposal by the deadline, following the funder’s submission guidelines. Have a trusted person review your application or hire a grant specialist to review it before you submit your application.
In the next article, we’ll discuss strategies for developing a compelling proposal. Hint: it starts with having a compelling project plan.
Remember, you don’t have to do this alone. Contact me if you want to talk more about grant writing strategies.
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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Ciulla, J.B. (2020). Ethics, the Heart of Leadership. Praeger.
Cortina, L.M. (2008). Unseen injustice: Incivility as modern discrimination in organizations. Academy of Management Review, 33(1), 55-75.
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.
Fugate, M., Kinicki, A.J., & Prussia, G.E. (2012). Employee coping with organizational change: An examination of alternative theoretical perspectives and models. Journal of Occupational and Organizational Psychology, 85(2), 315-337.
Grossman, J. (2016). The Zero-Tolerance Workplace: A Manager’s Guide to Harassment and Discrimination Prevention. AMACOM.
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Hobfoll, S.E., Halbesleben, J., Neveu, J.P., & Westman, M. (2021). Conservation of resources in the organizational context: The reality of resources and their importance in burnout. Annual Review of Organizational Psychology and Organizational Behavior, 7, 97-125.
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Krieger, N. (2014). Discrimination and health inequities. International Journal of Health Services, 44(4), 643-710.
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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
