Course Overview
As nonprofit leaders, we most likely find ourselves involved in the work of this sector because we feel called to implement the mission of our organizations. We seek to achieve the vision of the change we feel is needed in our community, and we are driven by values that we hope guide the way we do our work.
The traditional canon of nonprofit organizational leadership is replete with expectations that often foundationally center a “saviorism” in policy and practice. What can you, your team, and stakeholders do to re-imagine how you do your work in the community to dismantle and restructure this?
This Credential will take a deep dive in understanding the impact of microaggressions (microassaults, microinsults, and microinvalidations) in the workplace and how it keeps us from authentically doing our work. We will take what has traditionally been rested in majoritarian-centered ideals of nonprofit professionalism and explore it through a JEDI (justice, equity, diversity, and inclusion) lens, in an effort to rethink the concept of “best practice”.
This course is not meant to be formulaic or prescriptive, but rather iterative and driven by who you are as a leader and what you bring to the table in order to enhance your leadership journey.
Leadership and Organizational Culture is one of nine offerings in the Nonprofit Credential Program.
Leadership and Organizational Culture will be held in Fall 2024 TBD.
Each of the nine UNA Credential courses is offered online, once in a calendar year.
Please check the UNA Event Calendar for all upcoming courses.
Cost:
UNA Member Rate: $180 for the first person/$40 for each additional participant
Not-Yet-Member Rate: $360 for the first person/$80 for each additional participant
Leadership and Organizational Culture Badge Requirements
In order to receive the UNA Leadership and Organizational Culture Badge, the organization must submit the following items to UNA for review:
Please follow specific guidelines in the participant folder, as they are always going to be the most current.
Executive Evaluation and Growth Plan
Choose an executive evaluation process that would be best fitting for your organization and leadership plan.
Staff Retention and Satisfaction
Develop a mechanism for continual improvement on how how we recruit, onboard and continually support and coach our team members
Implementation of Celebrations and Using Conflict to Grow
- Establish processes and timelines for celebrating organizational successes
- Develop a pathway by which team members can vet concerns and tensions
Evaluate How Your Organization Updates Operational Policies, Cultural Norms, and Procedures
- Establish a process/calendar for reviewing policies biennially. Who will be the persons/positions responsible for seeing that this is done?
- Conduct or establish a deadline by when your organization will conduct an equity audit of your cultural norms, operational policies and procedures.
Improving Clientele Referrals
Come up with one or two actionable client centric strategies that your organization may need refreshed. Think about capacity, client experience, and an outside stakeholder point of view.
Establishing Clientele Pathways to Join Your Staff And/or Board of Directors
Explain how you monitor board and staff cohesion. Does your board/staff reflect the community who you are serving and partnering with? What voices might be missing from the table? How will your organization authentically reflect your constituencies?
Improve Reciprocity With Partners
Show how you are sharing resourcing, working with new partners, giving partners more space to help you optimize your work.
Revisiting Mission, Vision, and Values With Your Clientele
Share a story about how to have or plan to incorporate a clientele voice in your mission, vision and values.
Tracking the Excitement of Your Cultural Exploration Shift With Donors
Share your plan of action on how you will communicate your strategy with your donors. How will you establish stakeholder buy-in?
Subject Matter Expert: Rebecca Chavez-Houck
Former Utah State Representative Rebecca Chavez-Houck holds a BA in Journalism & Mass Communication and an MPA, both from the University of Utah. She represented the northeast quadrant of Salt Lake City on Utah’s Capitol Hill from 2008 through 2018, where she focused on policy related to health & human services, as well as voter engagement & access. Rebecca came to the state legislature with more than 20 years experience in nonprofit administration and public affairs. She also has extensive experience as a nonprofit governance volunteer having served on myriad local and national nonprofit boards of directors. Rebecca serves as an adjunct instructor for the University of Utah Programs of Public Affairs and also provides candidate and community engagement consulting through her public affairs firm, Aspira Public Affairs.
Subject Matter Expert: Shawn Newell
Shawn is a retired VP at Industrial Supply Company with 37 years of service. Active in community roles, including VP of Salt Lake NAACP, various board positions, including the Road Home, the Chair elect of Friends for Sight, and former board member of Utah Nonprofits Association. He serves on multiple committees and councils including the Council on Diversity Affairs (CODA). He served as the co-chair of the Diversity and Inclusion Committee for the Salt Lake Chamber of Commerce. Mr. Newell is an entrepreneur owning Waves Enterprises, LLC. He holds multiple degrees and certificates in leadership and diversity and enjoys officiating youth sports and BBQing. Mr. Newell is married with three children and six grandchildren.