Cultural Diversity Resources
Report date
August 2017
What has been most instrumental to your progress?
Ongoing progress is achieved through partnerships among several ethnic-based nonprofits in collaboration with community agencies, thus maximizing the talents, skills and resources of all individuals and sectors. Multicultural Alliance (MA)with representatives, from four ethnic-based nonprofits, served as a steering committee to oversee goals and work-plans was important for progress. Alliance system fosters sharing of limited finances and resources through co-sharing of office facilities, supplies, staffing, volunteers and programs in collaboration with some 'traditional' agencies. Gradual trust and support implemented solutions to meet community needs effectively.
MA's progress led to the expansion of clients served and the inclusion of two new members -Bhutanese Community & P's & Q's Etiquette for Youth Development. Partnerships with Minnesota Extension, Moorhead Public Schools and agencies implemented youth, community gardening and nutrition programs. Partnerships made progress utilizing diverse resources, talents and skills with no language and cultural barriers to access and connect with underserved communities with disparities and New Americans/refugees.
MA's progress led to the expansion of clients served and the inclusion of two new members -Bhutanese Community & P's & Q's Etiquette for Youth Development. Partnerships with Minnesota Extension, Moorhead Public Schools and agencies implemented youth, community gardening and nutrition programs. Partnerships made progress utilizing diverse resources, talents and skills with no language and cultural barriers to access and connect with underserved communities with disparities and New Americans/refugees.
Training and mentoring ethnic leaders and key volunteers of Alliance members (i.e. internal assets of nonprofits) increased their knowledge and skills about leadership, board issues and how to manage nonprofits effectively and efficiently while utilizing the staff expertise and resources of key stakeholders. About 10-12 ethnic leaders attended sessions on board issues, grant research and writing, fundraising, program evaluation, financial and volunteer management. Presenters included community professionals who served as educators and coaches. Bilingual volunteers, with language and cultural competencies, provided direct one-on-one services to clients effectively. An ethnically diverse volunteer system builds a strong community support group that is accessible, convenient, practical, authentic, and expedient for low-income families to access services more efficiently. This helps to build trust and social connections among individuals to learn, share and connect with one another. Bilingual volunteers provide valuable support and supplemental help to underserved population in place of 'traditional' agencies with bureaucracy, set hours and lack of diverse bilingual staff.
Crucial progress is made through collaboration among Multicultural Alliance (MA) members which included co-sharing of resources, funding, staffing and in-kind donations to ensure implementation of programs and services.Through this Alliance system, members collaborated with some ‘traditional’ agencies fostering the integration of programs and services to accommodate the needs of New Americans with limited English proficiency (LEP). Community liaison/connectors also act as bilingual interpreters and cultural educators for LEP clients accessing ‘traditional’ services. CDR partnered with MN Extension, to train ten bilingual nutrition educators in Somali & Arabic languages, to teach cooking and nutrition classes to LEP clients. Minnesota Extension also provided grant to start community gardening, nutrition and cooking classes for New Americans and low-income families. New American Development Agency (NADA) started bilingual English and sewing classes, youth education and homework help. MA members referred clients to CDR for job readiness and self-sufficiency assistance. MA members are partners in problem-solving, decision-making and accountability to meet collective community needs.
Key lessons learned
“Building on internal assets” with recruitment, training and support for ethnic leaders and volunteers, who serve their ethnic communities, are crucial to maintain and sustain the work and growth of these organizations. Too few leaders and volunteers can result in burnout without delegation of tasks. Without paid staff and enough trained volunteers, some follow-ups were slow, poor or unreliable. Yet despite these obstacles, these volunteers are passionate and dedicated to make a difference for individuals with disparities. CDR staff worked with Alliance members to recruit and train their volunteers and interns to assist with office administration and program development. Community professionals who provided leadership and nonprofit training is a good start but more time is needed for mentorship. Tapping into both Alliance and traditional systems to interact, connect and collaborate results in systemic change that is more inclusive and resourceful with collective impact. The importance of capacity building, training and mentorship of internal human resources and assets of nonprofits that are inclusive, collaborative and resourceful is one key factor for success.
Most new, small and emerging ethnic-based nonprofits do not have the expertise, time and resources to do grant writing and fundraising. Consequently, many do not receive foundation funds and rely on individual and community donations and fundraising. In addition, ethnic leaders and volunteers had to balance their work and charitable service. Their nonprofit services are valuable since they are a part of the ethnic communities with no language and cultural barriers, thus making their services inclusive, more accessible, and expedient. CDR allocated funds to assist with some program expenses (phone, internet, program refreshments etc.), in-kind donations (office supplies) or sharing facilities for meeting or activities.
Ethnic leaders learned the importance of fund development planning for sustainability. Hence, future plans include strategies to diversify funding sources through (1) corporate sponsorships, (2) special fundraising events, (3) joint grant applications, (4) economic entrepreneurships in farmers market, cottage industries etc. and (4) nonprofit membership fees to reinforce community ownership and accountability.
Ethnic leaders learned the importance of fund development planning for sustainability. Hence, future plans include strategies to diversify funding sources through (1) corporate sponsorships, (2) special fundraising events, (3) joint grant applications, (4) economic entrepreneurships in farmers market, cottage industries etc. and (4) nonprofit membership fees to reinforce community ownership and accountability.
Reflections on inclusive, collaborative or resourceful problem-solving
All three elements are important and this community innovation process made progress with collaboration and resourcefulness. The Multicultural Alliance (MA) nonprofits serving ethnically diverse communities were inclusive but not collaborative at the beginning. MA partnerships resulted in regular meetings and communication to share and discuss issues and identify resources needed. Collaboration resulted in professionals training of 12 ethnic leaders and volunteers to manage nonprofits effectively. Each nonprofit focused on their strengths to develop programs to meet needs and avoid duplication of services.
CDR was resourceful in the allocation of funds for MA members who initiated programs, to meet clients’ interests and needs, such as community gardens, sewing, cooking and nutrition classes in partnership with MN Extension Services. With MA referrals, CDR served more clients for job applications, bilingual interpreting, and self-sufficiency assistance. Another nonprofit doubled the number of families served from 50 to more than 100. MA members learned, shared, connected and collaborated resulting in productivity and efficiency with collective impact.
CDR was resourceful in the allocation of funds for MA members who initiated programs, to meet clients’ interests and needs, such as community gardens, sewing, cooking and nutrition classes in partnership with MN Extension Services. With MA referrals, CDR served more clients for job applications, bilingual interpreting, and self-sufficiency assistance. Another nonprofit doubled the number of families served from 50 to more than 100. MA members learned, shared, connected and collaborated resulting in productivity and efficiency with collective impact.
Other key elements of Community Innovation
There are two other key elements that contributed to innovation progress. One crucial element is having trained and educated human resources (staff and volunteers) for nonprofits to provide efficient and effective programs. Another key element is having one major support organization (e.g. Cultural Diversity Resources (CDR) with staffing/board expertise, 24 years of nonprofit experience, adequate funding) serving as the support organization for smaller nonprofits to share, learn, connect and collaborate on joint funding and programs to ensure productivity and sustainability.
Success relies on teamwork and partnerships in the Multicultural Alliance system. It is important for leaders and volunteers to have good nonprofit training, mentorship and coaching by community professionals with expertise and connections to strengthen the 'internal assets & skills' of smaller nonprofits to meet their clients' needs. CDR serves as a 'support' organization that provided information, funding, support and resources for new, small and emerging ethnic nonprofits to increase its capacity building and development while fostering partnerships through sharing, learning and connecting for impact.
Success relies on teamwork and partnerships in the Multicultural Alliance system. It is important for leaders and volunteers to have good nonprofit training, mentorship and coaching by community professionals with expertise and connections to strengthen the 'internal assets & skills' of smaller nonprofits to meet their clients' needs. CDR serves as a 'support' organization that provided information, funding, support and resources for new, small and emerging ethnic nonprofits to increase its capacity building and development while fostering partnerships through sharing, learning and connecting for impact.
Understanding the problem
Current community innovation process in Phase 2 was focused on 'capacity building of internal assets.' Cultural Diversity Resources (CDR) established a Multicultural Alliance of several ethnic nonprofits with a common vision, goals and coordinated programs through a steering committee to oversee work-plans. There were training of ethnic leaders and volunteers, co-sharing of facilities, resources, and funding in partnerships among Alliance members and a few traditional agencies. For collective impact, CDR served as a ‘support’ organization to facilitate and support Alliance through its ‘vision, strategy, common goals, aligned or common activities and shared measurement practices.’
Potential community innovation process is to move to Phase 3 to focus on ‘ building of external assets’ as a follow-up from Phase 2 ‘building of internal assets.’ It is important to focus on key external activities such as building public will, advancing policy and mobilizing funding. Phase 3 focus to increase external communication and community participation, advocacy to align policy/goals and mobilize funding to support innovation for collective impact.
Potential community innovation process is to move to Phase 3 to focus on ‘ building of external assets’ as a follow-up from Phase 2 ‘building of internal assets.’ It is important to focus on key external activities such as building public will, advancing policy and mobilizing funding. Phase 3 focus to increase external communication and community participation, advocacy to align policy/goals and mobilize funding to support innovation for collective impact.
If you could do it all over again...
Provide all Multicultural Alliance members the opportunity to complete two forms:
(1) Self- assessment of their organization using SWOT analysis (Strengths, Weaknesses, Opportunities & Threats)
(2) Wilder Collaboration Success Factors
Both forms will accomplish two goals: (a)Collective awareness and understanding of the issues, problem, challenges or opportunities for ‘realistic’, resourceful and successful solutions.
(b)Collective understanding of the community innovation process (e.g. inclusion, collaborative and resourceful) and factors that influence collaboration success.
The information gained will allow CDR to better serve and collaborate with its Multicultural Alliance members and community partners with increased responsibility and accountability from everyone. If all MA members know their SWOT, they will focus on what could be done with their limited resources to better serve and meet community needs. It will assist members to prioritize programs and services to be more productive, effective,and efficient.
(1) Self- assessment of their organization using SWOT analysis (Strengths, Weaknesses, Opportunities & Threats)
(2) Wilder Collaboration Success Factors
Both forms will accomplish two goals: (a)Collective awareness and understanding of the issues, problem, challenges or opportunities for ‘realistic’, resourceful and successful solutions.
(b)Collective understanding of the community innovation process (e.g. inclusion, collaborative and resourceful) and factors that influence collaboration success.
The information gained will allow CDR to better serve and collaborate with its Multicultural Alliance members and community partners with increased responsibility and accountability from everyone. If all MA members know their SWOT, they will focus on what could be done with their limited resources to better serve and meet community needs. It will assist members to prioritize programs and services to be more productive, effective,and efficient.