Cultural Diversity Resources
Report date
August 2018
What has been most instrumental to your progress?
Crucial progress was made using a 'system approach' to collaborate with grassroots ethnic and traditional organizational ‘structures’ to achieve collective impact. System involves a grouping of interdependent organizations to achieve specific goals and objectives. Partnerships developed among Multicultural Alliance (MA) members from 4-6 ethnic ‘grassroots’ nonprofits with direct service for growing numbers of New Americans and minorities of color.
Cultural Diversity Resources (CDR) serve as an ‘intercultural bridge’ to increase inclusion and provided support in organizing, building and connecting ethnically diverse leaders with other community leaders to collaborate on programs to better serve ethnically diverse low-income families. MA members listed progress as increased trust, self-confidence, ownership, connections, visibility, resources and collaboration among themselves and with ‘traditional institutions’ to better access and serve clients in grassroots communities. The ‘system’ mindset fosters interaction, interconnection and interdependence among one another which resulted in co-sharing of resources, funding, volunteers, and activities to meet community needs.
Cultural Diversity Resources (CDR) serve as an ‘intercultural bridge’ to increase inclusion and provided support in organizing, building and connecting ethnically diverse leaders with other community leaders to collaborate on programs to better serve ethnically diverse low-income families. MA members listed progress as increased trust, self-confidence, ownership, connections, visibility, resources and collaboration among themselves and with ‘traditional institutions’ to better access and serve clients in grassroots communities. The ‘system’ mindset fosters interaction, interconnection and interdependence among one another which resulted in co-sharing of resources, funding, volunteers, and activities to meet community needs.
Grassroots ethnic community leaders on a steering committee, who oversees the goal, objectives and work-plans, was important for progress. This was made possible through ongoing partnerships with the ‘Multicultural Alliance’ (MA) coalition of six ethnic-based nonprofits collaborating on common activities to maximize limited resources and avoid duplication of services. Alliance started with four and expanded to six members. The Alliance system is resourceful in the use of existing resources and assets as well as fostering the sharing of limited finances and resources among members.
Partnerships among Alliance member and traditional agencies made progress utilizing the diverse talents, resources and skills with no language and cultural barriers, time flexibility and availability to transportation to access and connect with growing numbers of New Americans with limited English proficiency and underserved communities of color with disparities. Increased trust, established relationships and support among MA members implemented solutions to meet community needs creatively, productively and effectively for collective impact.
Partnerships among Alliance member and traditional agencies made progress utilizing the diverse talents, resources and skills with no language and cultural barriers, time flexibility and availability to transportation to access and connect with growing numbers of New Americans with limited English proficiency and underserved communities of color with disparities. Increased trust, established relationships and support among MA members implemented solutions to meet community needs creatively, productively and effectively for collective impact.
Training and mentorship of ethnic leaders and volunteers of Alliance members (i.e. internal assets of nonprofits) increased their knowledge, skills and confidence about leadership, board issues and managing nonprofits productively and effectively. Twelve leaders attended sessions on board issues, grant research and writing, fundraising, program evaluation, financial and volunteer management taught by community professionals. Building leadership with shared problem-solving and decision-making is vital for ownership, action and long-term sustainability. Bilingual and cultural volunteers provided valuable support for the underserved population in place of traditional agencies with set hours and lack of diverse staff. Capacity building and training of ethnically diverse volunteers created a strong community support group of helpers who are trusted, accessible and strengthened social networking for New Americans and low-income minority families. We learned that progress is better achieved when clients were assisted in ways that were convenient, accessible, authentic, expedient with no cultural, language, time or transportation barriers using ‘grassroots’ ethnic leaders/volunteers.
Key lessons learned
One key factor for success is training, utilizing and empowering human resources and their skills. “Building on internal assets” led to the recruitment, training, and support for more ethnic leaders and volunteers, who provided free direct services for their grassroots communities, that is crucial to maintain and sustain the work and growth of these nonprofits. Community professionals shared their knowledge and skills with coalition leaders but more time is needed for mentorship. Developing volunteers helps to build and sustain vital nonprofit services for low income families. Too few leaders and volunteers can result in fast burnout. Without paid staff and trained volunteers, some follow-ups were slow, poor or unreliable. We learned that it is important to have not only time but patience and flexibility in building coalition leadership to get work done. MA members learned and shared future ideas: (i) encourage female and multigenerational leadership, (ii) establish a support group for ethnic leaders to be actively engaged to foster positive change and, (iii) engage more public support, advocacy and funding to consolidate and sustain community innovation in progress.
Community innovation grant provided the vital support and opportunity for Cultural Diversity Resources to organized diverse ethnic grassroots’ nonprofits as joint forces in a Multicultural Alliance (MA) working together and with other traditional agencies to bring about change. MA shared common goal to advance common interests and causes while leveraging resources and measurement for collective impact in a system. This led to CDR’s stewardship role to coordinate and mobilize resources to set up the infrastructure, planning and communication that is vital for MA to implement work-plans. Technical Assistance funds gave more time, information and resources which enhanced “internal assets” with upgraded Information Technology hard and software to improve its communication and services. QuickBooks managed all aspects of finances. NeonCRM software improved fundraising skills to track donors and volunteers. Created websites and social media. Both CDR and MA members benefitted from the availability and accessibility to updated IT system and e-learning which resulted in systemic change that is more inclusive,equitable and resourceful through maximizing and sharing existing resources.
It is important to have collaboration and diverse funding for sustainability since CDR realized that the majority of the Multicultural Alliance’s small and emerging ethnic-based nonprofits do not have much expertise, time and resources to do grant writing, fundraising and publicity. The majority received limited funds, individual and community donations. However, their grassroots nonprofit services are valuable since they are part of their ethnic communities with less barriers making services direct, inclusive, accessible and expedient.CDR was resourceful with allocated funds to assist with program expenses, in-kind donations or shared facilities and resources.MA members are committed to continue with innovative future plans through advocacy, increased community engagement and funders, joint grant applications, online donations and special fundraising event. MA proposed to continue community innovation through Phase III. A portion of Bush grant, along with local foundations’ funding, motivates ethnic nonprofits to apply for small grants to initiate appropriate programs. Local foundations' representatives will serve on grants committee to train and oversee grant applications.
Reflections on the community innovation process
All three elements - inclusion, collaboration and resourcefulness- were important for our work progress on an ongoing basis. Our current testing and implementing solutions process focused on 'building the internal assets' which successfully trained and empowered ethnic leaders and volunteers to have knowledge and skills to manage nonprofits effectively with support and mentorship by professionals.The Multicultural Alliance members were inclusive but not fully collaborative at the beginning but improved with regular meetings and communication with shared problem-solving and decision making. Resourcefulness was important and repeated to get more work done. MA members learned, shared, connected and collaborated to avoid duplication of services, shared funds, staffing, facilities and resources which resulted in productivity and efficiency with collective impact. Partnerships with traditional agencies resulted in collaborative activities. Our next work is Phase III in community innovation process with testing and implementing solutions on 'Building external assets' to increase community engagement and ownership, advocacy for system level change, and mobilize funding for sustainability.
If you could do it all over again...
Provide all Multicultural Alliance members the opportunity to complete two forms: (1) self- assessment of their organizations using SWOT analysis (Strengths, Weaknesses, Opportunities & Threats) and (2) Wilder Collaboration Success Factors to increase understanding and accountability about what factors will influence collaboration success. Both forms will accomplish two goals:
(1) Collective awareness and understanding of the issues, problem, challenges or opportunities for ‘realistic’, resourceful and successful solutions based on SWOT analysis results.
(2) Collective understanding of the community innovation process for inclusion, collaboration and resourcefulness.
Information gained will better prepare everyone involved in the community innovation process for shared problem-solving, decision-making, and accountability. With limited funding and resources, both self- assessment and collaboration results are important for members to know to prioritize their strategies and actions and value collaboration with diverse key stakeholders and organizations since everyone and everything is interrelated, interconnected and interdependent in the system for collective impact and success.
(1) Collective awareness and understanding of the issues, problem, challenges or opportunities for ‘realistic’, resourceful and successful solutions based on SWOT analysis results.
(2) Collective understanding of the community innovation process for inclusion, collaboration and resourcefulness.
Information gained will better prepare everyone involved in the community innovation process for shared problem-solving, decision-making, and accountability. With limited funding and resources, both self- assessment and collaboration results are important for members to know to prioritize their strategies and actions and value collaboration with diverse key stakeholders and organizations since everyone and everything is interrelated, interconnected and interdependent in the system for collective impact and success.
One last thought
Cultural Diversity Resources was given the opportunity to start community innovation project to mobilize and empower immigrants and refugees in Fargo-Moorhead to reduce disparities with some progress made in two phases. CDR completed Phase I (capacity-building & collaboration initiated the Multicultural Alliance coalition among ethnic leaders and grassroots nonprofits) which led into Phase II (building of “internal assets” to train, prepare and empower ethnic leaders and volunteers to develop and implement appropriate services to meet clients’ needs through partnerships and sharing of facilities, funds and resources).CDR will apply for Community Innovation grant to transition into Phase III with “building of “external assets” to increase public engagement and support, advocacy for inclusive & systemic social change and mobilize funding for long term sustainability. MA coalition had expanded as result of trust & positive working relationships including partnerships with traditional agencies. Innovation will expand in Phase III to engage more key stakeholders, and funders in the system for continuity and sustainability to gain collective impact in reducing disparities.