When grantmakers focus on learning for improvement, we use evaluation and learning to generate information and insights that will help us better understand both how we’re doing in our work and how to improve. A focus on taking action based on what we learn ensures that we are engaged in strategic or applied learning. This publication serves as an orientation for staff and board members highlighting key concepts, how to get started, and how others in the field are thinking about and addressing important issues around learning. This publication provides a solid basis for thinking and talking about the next steps in your organization’s learning work.
As we strive to be more efficient we need to create manuals containing this information as well as an employee manual. Is there a template that is available for us to use and tailor for our needs?
Do you know of any examples or best practices on how to serve grantee cohorts and grantees when they speak different languages?
Democracy Fund is part of a state funder collaborative in North Carolina that will support a cohort of local news and information nonprofits through grants, and probably will have at least one organization that has leaders that speak primarily Spanish. We also are hoping to support some convenings, as well as other types of resources such as informal mentorships, readings, etc.
We hope to continue to make this funder collaborative’s offerings, as well as other work we do beyond NC, more accessible to organizations that have staff and leaders that speak languages other than English. We started by making this collaborative’s application and guidelines available in Spanish, and provided an interpreter for conversations during the application process, but know that we could do more.
Thanks for any thoughts, ideas, feedback or links!
Hello all,
We have just completed an amazing year of learning and personal development as a staff (adaptive leadership, racial equity, crucial conversations and facilitation for accountability), and we are ready for more!
What trainings have your organizations supported for your staff?? What recommendations would you make for our next year of personal development trainings?
All the best,
Melanie
When certain aspects of the “old” culture seem intractable, even though new expectations have been introduced, the culprit could be that old behaviors are still inadvertently incentivised.
Values gain meaning and immediacy when they have a direct connection to policies, practices and behaviors. This piece discusses the importance of translating values into specific, actionable behaviors that can be experienced and noticed so that the organization’s culture reflects those values.
The relationship between the CEO and her right hand person (or people) sets the stage for leading change and establishing and maintaining a productive culture.
Making culture more visible often begins the process of changing it. Once staff are made aware of underlying assumptions and behaviors, they are often able to better see inconsistencies or incongruities.
This exercise is designed to surface the areas in which an organization’s culture is aligned with the espoused beliefs and values and the areas in which there may not be alignment.
