See Beauty.... in the power of outreach
Indirect Services Essay
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While it seems the average individual is fairly versed in what it means to be immersed in the for-profit sector, the understanding of the nonprofit sector isn’t as clear to most. It wasn’t until Human Services and Management, HSP 435, that I developed an understanding of what it means to be a part of the nonprofit sector. The difference begins with the intent and priorities of the organization. “Nonprofits do earn a profit, but they do not distribute profits to individual owners, it’s simply an excess of revenue, profits are used to further their organization, not enrich individual’s lives” (Worth, 2009, p. 8). A nonprofit does produce an income and does pay their employees and can be run very similarly to a business in the for-profit sector, but when a nonprofit is established the basis of their organizational goal is driven by a mission, vision, and values. This focus is what keeps the excess income of a nonprofit cycling back into the organization to provide services, programs, referral, outreach, resources, education, etc.
Another common misunderstanding is that the entirety of a nonprofit’s focus will be on direct services-a direct client interaction, but so much of what goes on within the nonprofit sector can be accredited to indirect services-anything done for a client or an organization without direct client interaction. A nonprofit organization cannot be run without a Board of Directors to oversee things and hold the organization accountable to their mission. A Board, made up of community members, may or may not have much interaction with the organization, but does have the authority and responsibility to make decisions concerning the budget, employees, volunteers, services, funding, etc. and are held accountable to themselves through their self designated Bylaws (Worth, 2009). The importance of indirect services is evident through all of the facets that run a nonprofit.
I have always seen the internship experience to be an opportunity to find your niche. My assumption had been that I would find my professional self in direct services, but when I reflect back over the past few months I realized my experience has had a much stronger focus on indirect services. During my time spent in the community I observed groups at Catholic Community Services, I helped with administration at Northwest Youth Services, and am currently providing support for fundraising events and outreach for Domestic Violence and Sexual Assault Services. I feel that I am walking away with a breadth of knowledge from my internships, gaining exposure to a variety of populations and social issues, but the depth of my experience was centered on indirect services. While direct client contact is important I’ve come to understand how crucial indirect services can be. Every role in a nonprofit plays a necessary part to keep it functioning. Currently working as a Clerical Assistant at Sean Humphrey House my job is to manage the behind the scenes logistics; writing minutes for board meetings, corresponding with community members, and reorganizing administrative procedures. I have gained skills in technology by doing data entry for our mailing list through Microsoft Access, community outreach through written communication, among many other things.
Fundraisers and other events can be another way to work for the client even though you are not working with the client. Your goal may be to raise money, awareness or open dialogue to the community concerning a certain population or social issue. In one of my Core classes, Human Service Professionals and Interpersonal Systems, HSP 303, I worked in a triad with two of my peers to put on a community event. Our goal was to fundraise for Lighthouse Mission Ministries by putting on a concert at the Underground Coffeehouse on campus. There were several artists that performed, as well as a speaker from Lighthouse Mission Ministries and a raffle that was donation based to encourage contributions. We were able to raise awareness and contributions in order to help the clients of Lighthouse Mission Ministries
I participated in a Nonprofit Advocacy 101 Training in January, led by Liz Jennings. The training discussed “the continuum of advocacy, starting with direct services, moving to community organization, and ending with public policy. This is a spectrum not a hierarchy, so each method of advocacy is ‘mutually supportive’” (Community Experience 1). Advocacy for a client can be seen at the individual level through direct services, at an organizational level through administration and management, or at an even broader policy level through lobbying for legislation. I would consider this to be one of the most important ways to advocate for change because you are creating it on an institutional level. Under Standard 11, the Council for Standards in Human Service Education says that ‘public and private attitudes influence legislation and the interpretation of policies related to human services’. It is interesting however that so many nonprofits seem to feel limited by the ways they can effectively change legislation through lobbying. There is a fine line between educating and asking, but it does not eliminate a nonprofits ability to lobby.
While many think nonprofits are not able to lobby because of their 501(c)(3) status, it’s actually quite the opposite and important to do so. From the Council for Standards in Human Service Education, in relation to Standard 13, you can promote human functioning by political means. There are restrictions to what we are able to do, but there is also much leeway. Nonprofits with a 501(c)(3) status are able to utilize up to 20% of their first $500,000 of their annual expenditures towards lobbying (Homan, 2010). This money can be used for grassroots lobbying, expressing your opinions with the public on pieces of legislature, and direct lobbying, or going to the legislators yourself with your views. There is also a difference to understand as well that all organizations have the unlimited ability to express opinions, and educate, on pieces of legislation to whomever they like. Conversely, this turns into Lobbying, with a capital ‘L’, when you begin to ask for a legislator to vote a certain way (Elizabeth Jennings, personal communication, January 19, 2010)(Get Curious). “We have the opportunity to be an influence by planting a seed of question on what is best for legislative decisions; even by ‘educating’ our legislators we are able to have our voices heard, our opinions considered, and often, our goals reached” (Community Experience 1). Lobbying has the ability to impact our clients by empowering their interests and needs. During Human Service Professionals and Community Systems, HSP 404, the class spent a day in Olympia. We spoke with our district legislators about bills we felt deserved attention and support. Prepared with a factsheet, two of my peers and I spoke with Representative Sam Hunt about House Bill 1001; requesting the supreme court to adopt rules that reduce the risk of trauma to victim-witnesses in criminal proceedings involving sex offenses when the defendant is acting pro se.
I am currently in Program Planning and Evaluation, HSP 485, and we have recently input several surveys for Project Homeless Connect. The process of administering and reviewing surveys is one tool that can evaluate an organization’s programs and services to see how the data produced will reflect the actual needs of the client. By tracking data, and creating an output that is measurable, you can compare and contrast to previous years and develop a more effective program. A separate process with a similar outcome is an organizational analysis. In Human Services and Management, HSP 435, I did an organizational analysis on Northwest Youth Services and was able to analyze all of the crisis and change it has overcome it. The resilience of NWYS is an example of change in the culture and goals of the Board, reevaluating the mission, budget frugality, strengthening collaboration within the community and so much more. Hearing the circumstances of NWYS firsthand at least gives optimism that an organization heading towards the end can pull itself back up with enough determination.
I always felt that the natural progression of my professional career in the nonprofit sector would begin with direct service work and transition to indirect service, in the form of outreach or education, and end with indirect service in management. After spending time in the community I have realized I really enjoy indirect service work and would like to continue to pursue indirect services as I go out into the field. Standard 18 under the Council for Standards in Human Service Education states that ‘the curriculum shall provide knowledge, theory, and skills in the administrative aspects of the services delivery system’. It concerns itself with the understanding, as I have mentioned above, that in order for a nonprofit to function it must successfully approach its indirect services as well.
References
Homan, M. S. (2010). Promoting community change: Making it happen in the real world. Belmont, CA: Brooks/Cole.
Worth, M. (2009). Nonprofit management: principles and practice. Thousand Oaks, CA: Sage
Another common misunderstanding is that the entirety of a nonprofit’s focus will be on direct services-a direct client interaction, but so much of what goes on within the nonprofit sector can be accredited to indirect services-anything done for a client or an organization without direct client interaction. A nonprofit organization cannot be run without a Board of Directors to oversee things and hold the organization accountable to their mission. A Board, made up of community members, may or may not have much interaction with the organization, but does have the authority and responsibility to make decisions concerning the budget, employees, volunteers, services, funding, etc. and are held accountable to themselves through their self designated Bylaws (Worth, 2009). The importance of indirect services is evident through all of the facets that run a nonprofit.
I have always seen the internship experience to be an opportunity to find your niche. My assumption had been that I would find my professional self in direct services, but when I reflect back over the past few months I realized my experience has had a much stronger focus on indirect services. During my time spent in the community I observed groups at Catholic Community Services, I helped with administration at Northwest Youth Services, and am currently providing support for fundraising events and outreach for Domestic Violence and Sexual Assault Services. I feel that I am walking away with a breadth of knowledge from my internships, gaining exposure to a variety of populations and social issues, but the depth of my experience was centered on indirect services. While direct client contact is important I’ve come to understand how crucial indirect services can be. Every role in a nonprofit plays a necessary part to keep it functioning. Currently working as a Clerical Assistant at Sean Humphrey House my job is to manage the behind the scenes logistics; writing minutes for board meetings, corresponding with community members, and reorganizing administrative procedures. I have gained skills in technology by doing data entry for our mailing list through Microsoft Access, community outreach through written communication, among many other things.
Fundraisers and other events can be another way to work for the client even though you are not working with the client. Your goal may be to raise money, awareness or open dialogue to the community concerning a certain population or social issue. In one of my Core classes, Human Service Professionals and Interpersonal Systems, HSP 303, I worked in a triad with two of my peers to put on a community event. Our goal was to fundraise for Lighthouse Mission Ministries by putting on a concert at the Underground Coffeehouse on campus. There were several artists that performed, as well as a speaker from Lighthouse Mission Ministries and a raffle that was donation based to encourage contributions. We were able to raise awareness and contributions in order to help the clients of Lighthouse Mission Ministries
I participated in a Nonprofit Advocacy 101 Training in January, led by Liz Jennings. The training discussed “the continuum of advocacy, starting with direct services, moving to community organization, and ending with public policy. This is a spectrum not a hierarchy, so each method of advocacy is ‘mutually supportive’” (Community Experience 1). Advocacy for a client can be seen at the individual level through direct services, at an organizational level through administration and management, or at an even broader policy level through lobbying for legislation. I would consider this to be one of the most important ways to advocate for change because you are creating it on an institutional level. Under Standard 11, the Council for Standards in Human Service Education says that ‘public and private attitudes influence legislation and the interpretation of policies related to human services’. It is interesting however that so many nonprofits seem to feel limited by the ways they can effectively change legislation through lobbying. There is a fine line between educating and asking, but it does not eliminate a nonprofits ability to lobby.
While many think nonprofits are not able to lobby because of their 501(c)(3) status, it’s actually quite the opposite and important to do so. From the Council for Standards in Human Service Education, in relation to Standard 13, you can promote human functioning by political means. There are restrictions to what we are able to do, but there is also much leeway. Nonprofits with a 501(c)(3) status are able to utilize up to 20% of their first $500,000 of their annual expenditures towards lobbying (Homan, 2010). This money can be used for grassroots lobbying, expressing your opinions with the public on pieces of legislature, and direct lobbying, or going to the legislators yourself with your views. There is also a difference to understand as well that all organizations have the unlimited ability to express opinions, and educate, on pieces of legislation to whomever they like. Conversely, this turns into Lobbying, with a capital ‘L’, when you begin to ask for a legislator to vote a certain way (Elizabeth Jennings, personal communication, January 19, 2010)(Get Curious). “We have the opportunity to be an influence by planting a seed of question on what is best for legislative decisions; even by ‘educating’ our legislators we are able to have our voices heard, our opinions considered, and often, our goals reached” (Community Experience 1). Lobbying has the ability to impact our clients by empowering their interests and needs. During Human Service Professionals and Community Systems, HSP 404, the class spent a day in Olympia. We spoke with our district legislators about bills we felt deserved attention and support. Prepared with a factsheet, two of my peers and I spoke with Representative Sam Hunt about House Bill 1001; requesting the supreme court to adopt rules that reduce the risk of trauma to victim-witnesses in criminal proceedings involving sex offenses when the defendant is acting pro se.
I am currently in Program Planning and Evaluation, HSP 485, and we have recently input several surveys for Project Homeless Connect. The process of administering and reviewing surveys is one tool that can evaluate an organization’s programs and services to see how the data produced will reflect the actual needs of the client. By tracking data, and creating an output that is measurable, you can compare and contrast to previous years and develop a more effective program. A separate process with a similar outcome is an organizational analysis. In Human Services and Management, HSP 435, I did an organizational analysis on Northwest Youth Services and was able to analyze all of the crisis and change it has overcome it. The resilience of NWYS is an example of change in the culture and goals of the Board, reevaluating the mission, budget frugality, strengthening collaboration within the community and so much more. Hearing the circumstances of NWYS firsthand at least gives optimism that an organization heading towards the end can pull itself back up with enough determination.
I always felt that the natural progression of my professional career in the nonprofit sector would begin with direct service work and transition to indirect service, in the form of outreach or education, and end with indirect service in management. After spending time in the community I have realized I really enjoy indirect service work and would like to continue to pursue indirect services as I go out into the field. Standard 18 under the Council for Standards in Human Service Education states that ‘the curriculum shall provide knowledge, theory, and skills in the administrative aspects of the services delivery system’. It concerns itself with the understanding, as I have mentioned above, that in order for a nonprofit to function it must successfully approach its indirect services as well.
References
Homan, M. S. (2010). Promoting community change: Making it happen in the real world. Belmont, CA: Brooks/Cole.
Worth, M. (2009). Nonprofit management: principles and practice. Thousand Oaks, CA: Sage