6 Apr, 2022

Ask Nicole: Applying Reproductive Justice Beyond Programs & Services

By |2022-04-05T09:26:50-04:00April 6th, 2022|Categories: Equity & Justice|Tags: , , |0 Comments

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Reproductive Justice presents an added layer to how organizations engage and hold themselves accountable to the communities they work with. While program design, monitoring and evaluation go hand in hand, it can be difficult to envision how this framework looks beyond programs and services.

From program feedback to developing leadership opportunities, it’s easier to see how to apply RJ to your programming, services, and data driven processes like research and evaluation.

But not everyone in your organization works in these departments.

If Reproductive Justice is an organizing framework that centers the leadership, perspectives and voices of people typically at the margins, how can this be applied in every area of your organization?

Let’s look at one example: Health insurance coverage.

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2 Mar, 2022

Ask Nicole: The Best Way to Follow Up with Former Clients

By |2022-03-02T08:17:08-05:00March 2nd, 2022|Categories: Consulting|Tags: , , |0 Comments

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In late Summer 2021, I started a strategic planning project with a new client organization. During the initial meeting, the Executive Director and I caught up a bit. This Executive Director had previously been a Co-Executive Director for a client organization I worked with at the start of my consulting practice.

At some point during our conversation, the Executive Director shared with me what happened after I completed my project with their former organization, and how things have shifted over the years.

Mind you, the Co-Executive Directors both wrote a client testimonial for me, but it was a treat to hear how this organization was able to move forward. I still keep in touch with this organization via their newsletter and social media.

At some point, your relationships with your client organizations will come to an end.

And over the years, I’ve slowly reached out to former client organizations just to ask them how things has gone for them since the project ended.

No expectations for future work, and no expectations for referrals. I also share their events and resources in my newsletter and on social media.

This is the best way to follow up with former clients.

I don’t make it a habit of choosing projects that don’t align with my values. Because of this, I have an invested interest in what happens next for my clients. Any ahas, successes, or hiccups, and what they’ve learned along the way.

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2 Feb, 2022

Ask Nicole: Be Honest About Your Organizational Culture

By |2022-02-02T21:04:07-05:00February 2nd, 2022|Categories: Consulting|Tags: , , |0 Comments

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If there’s anything I’ve hated about a consulting project, it most likely stems from the organization I worked with, and less about the actual project.

In some ways, the process of securing a new consultant or consulting team mirrors the process of recruiting and onboarding a new employee. You’re assessing whether this candidate can perform the job description and fit into your organization’s culture.

Beyond task descriptions and deliverables, how often do organizations choose a consultant and consulting team that understands and fits into their organization’s culture?

On the flip side, some organizations are aware of their culture and its toxicity. From micro aggressions, lack of diversity (in all the ways diversity looks), low wages, and micromanagement, if a job candidate knew this about your organization, of course they wouldn’t want to work with you.

Try as you might to shield candidates from these toxic aspects, your new hires will eventually notice them.

If that’s the case for an employee, wouldn’t this be the same for your consultants?

While your project may be amazing, if consultants are experiencing any of the red flags below, the chances of them returning for a new project is not likely:

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5 Jan, 2022

Ask Nicole: Improving Capacity vs. Scaling Up

By |2022-01-19T10:32:25-05:00January 5th, 2022|Categories: Strategic Planning & Sustainability|Tags: , |0 Comments

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First off: Happy New Year!

Now, let’s get into the topic of improving capacity versus scaling up.

This is inspired by a comment from a colleague, who has been frustrated with their organization’s focus on scaling quickly, with little regard to making what they’re already doing, better.

I think it’s a complex issue. As an organization, you want to remain relevant and responsive to emerging issues, yet this can be at the expense of improving current programs and services while being being overworked, understaffed, and under resourced.

We see this with businesses that sell tangible products. There’s one company I purchase items from whose business scaled rapidly to meet the demands of new customers at the start of the COVID-19 pandemic. Their business exploded during this time because they sell body products (and we all need body products to stay clean). They’re also Black-owned, and many Black owned businesses have benefited during this time.

The downside was that the supply (and staff capacity) wasn’t able to meet the demand, leading to shipping delays and frustrated customers.

I’ve seen it in the nonprofit sector. Organizations (particularly smaller ones) have a tendency to make themselves appear bigger than what their capacity allows. This can lead to more funding, more collaborations, more supporters, more press, and more opportunities. I’ve stopped being surprised by organizations that are implementing large scale initiatives —whether alone or in partnership—with a staff of maybe 5 people.

I also saw this back in my micro/clinical social work days. In my department, the focus was on getting as many clients in the door as possible, with little regard to 1) staff capacity to do the tasks required of us by leadership and 2) whether the programs and services we promoted to clients were of quality.

We experienced high staff turnover. In response, the department began hosting job fairs to bring in more staff with the promise of lowering caseloads. Which never happened.

This experience shaped my approach to how I work with clients and partners, and I feel in many ways, I’m shifting away from helping organizations raise the voices of women and girls of color (their program participants) to helping raise the voices (and concerns) of staff. You can’t have a program without participants, however:

Programs and services are only successful when staff feel supported and have the capacity to do their jobs well.

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3 Nov, 2021

Ask Nicole: Using Social Work Skills as a Consultant

By |2021-11-03T12:27:51-04:00November 3rd, 2021|Categories: Public Health & Social Work|Tags: , , |0 Comments

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A few months ago, I mentioned that I’ll be limiting the content I create around starting and running a consulting practice.

But I had a conversation with social work colleague recently that I couldn’t want to share! So, this month’s Ask Nicole is about consulting, but from the context of social work.

My colleague asked how I’ve used my social work skills as a consultant. In hindsight, my transition from full time direct services social work to full time consulting was pretty seamless, due in part to how my time was structured.

There’s more than one way to be a social worker. This is important, particularly if you’re either social work student, a social worker new to the field, or a seasoned professional looking for something different.

Likewise, most social workers start out at the micro level, working directly with individuals, children, and families. An opportunity can arise where you can serve in a supervisory or leadership role, moving from micro social work into mezzo and macro social work, but the clinical social work skills you learned in school will always be applicable regardless of your role as a social worker.

Here’s how my old process for engaging direct services clients influences how I currently engage with consulting clients.

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