Category Archives: Global

Community, Education, Global, Sustainability, United Nations

Young Professionals for Sustainable Development Goals Seminar Series

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Read more and apply for the UNA-SF & USF-MNA YPSDG Program at https://www.una-sf.org/ypsdg

A joint program of the United Nations Association, San Francisco Chapter (UNA SF) and the University of San Francisco School of Management’s Master of Nonprofit Administration Program (USF-MNA). If you would like to learn more about the program to decide if it’s right for you or to offer a similar program through your organization, you can download the latest version of the program toolkit available under the Attribution-ShareAlike 4.0 International (CC BY-SA 4.0) license.

Overview

Young Professionals for Sustainable Development Goals Seminar Series is a professional development program for young professionals looking for opportunities to align their careers with the UN Agenda 2030 or make a career transition to a different sector or industry while focusing on some or all of the UN Sustainable Development Goals (SDGs)

This program was first offered in San Francisco, California in 2018. Participants included Global Disaster Response and Relief Lead from a top-tier tech company aspiring to work for the United Nations, a recent graduate of a Masters Program in Public Policy looking for a position in Corporate Social Responsibility, a healthcare professional planning to start her own nonprofit, and other talented and highly motivated young professionals with diverse backgrounds and a shared passion for creating a better world.

Most of the participants reported that making useful professional contacts with mentors and panelists, building long-term peer support relationships, learning about relevant networks and opportunities, and feeling supported, inspired, and more confident integrating UN SDGs into their work as hallmarks of the program that they found genuinely helpful. The overwhelming majority of past participants gave the program the score of 8-10 out of 10 for being extremely helpful for their personal and professional development.

Program Structure & Objectives

The program consists of 4 monthly half-day sessions at the War Memorial Veterans Building and 30+ hours of self-study. Through panel discussions, a dialogic process called World Café documented with the Collective Narrative Methodology, and curated self-study and peer learning participants deepen their understanding of the UN Sustainable Development Goals, explore possibilities to contribute to UN Agenda 2030 in different sectors and industries, work on developing the right mindset and the appropriate skills to contribute to real change, learn about relevant tools, resources, and networks, and develop a relationship with a mentor who is well-positioned to support specific career aspirations of the mentee.

Mentoring

Past participants in San Francisco were mentored by Mark Ward, a former Senior Advisor to the head of the UN Mission in Libya, Kate Arcieri Walter, Senior Foreign Policy and Diplomacy Services Officer at the Consulate General of Canada in San Francisco, Mary Elizabeth Steiner, President of the United Nations Association of the USA, San Francisco Chapter, and Dr. Marco Tavanti, Director of Nonprofit Administration at the University of San Francisco among others. We work with each participant individually to find an appropriate mentor based on the specific background and career aspirations.

Additional Training

Up to 4 participants can be selected to go through an additional training in World Café facilitation and Collective Narrative Methodology. Such participants would be called Hosts-In-Training and they would participate in the planning and facilitation of program sessions.  This additional training requires a 45-hour commitment to participate in Zoom calls, study training materials, process data harvested from program sessions to create collective narratives, communicate with internal and external stakeholders and co-facilitate World Café dialogues at program sessions.  This is a great opportunity for young professionals to get leadership experience, receive professional recommendations from the Program Director, and get this training acknowledged on their certificates of completion.

Admission Process

We admit candidates on a rolling basis. We start reviewing the applications 2 months before the first session of the program. The strongest applicants are invited to have a 30-min video call with the Program Director and/or other members of the Hosting Team. Additional interviews may be scheduled if the Hosting Team decides that it would help with the evaluation of a specific candidacy. Admission decisions are made by the Hosting Team and confirmed by the President of the United Nations Association, San Francisco Chapter and the Director of the University of San Francisco School of Management’s Master of Nonprofit Administration Program and are typically communicated within 2 weeks after the interview.

Admission Criteria

Our Hosting Team works on creating a balanced class of 20 participants to maximize the benefits of peer learning and peer support in the program. We are looking for candidates who are deeply committed to building a better world, have a genuine interest in the UN Sustainable Development Goals, and demonstrate the potential for leveraging the program to significantly increase their tangible contribution towards the SDGs.

Program Fees

Admitted candidates are asked to pay a one time registration fee of $300. This registration fee includes morning snacks and lunches. All decisions become final 1 week before the first session of the program: registration fee cannot be refunded after that. The additional training in World Café facilitation and Collective Narrative Methodology is a work-trade program and does not require additional financial contributions from selected participants.

Certificate

Participants who attended all 4 sessions and successfully completed all program assignments receive certificates of completion from the United Nations Association of the USA, San Francisco Chapter (UNA SF) and the University of San Francisco. Hosts-In-Training have their facilitation training mentioned on their certificates.

What Participants Say

Participants of the first cohort in San Francisco were asked in a follow-up survey what they would say to their past self who was just considering joining this program. Here are some of their responses:

  • “I think you took a very wise decision to join this program”

  • “I would say it was such a right decision to ‘just do it’”

  • “Absolutely attend every seminar and don’t stress about it. It is going to be a significant learning experience.”

  • “Yes, join. An opportunity to learn, connect, gain support, be understood, find a mentor and learn new skills.”

  • “Definitely join the program, you will answer questions for yourself you never even knew you had.”

 

Global, Leadership, Responsibility, Sustainability

Nonprofit Innovation for Sustainability

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Ocean CleanUp Launching in San Francisco on Saturday September 8, 2018. Photo Credit: Dr. Marco Tavanti, Ph.D.

Did you know that nonprofit are at the forefront of social and sustainable innovation? In spite the persisting misconceptions of what nonprofits really are and the studied nonprofit cycle of starvation, nonprofit organizations are cradles for remarkable innovative solutions to solve our community, social and global problems.

The Rockefeller Foundation has been contributing to assess and scale nonprofit sustainable and social innovation. We appreciate the many heroes (mostly SHEroes) that become founders of initiatives and organizations to respond to specific social/environmental needs. But we need to go beyond Heroprenuership and tackle the systemic issues that prevent innovation to really be socially relevant, community beneficial and reflective of sustainable values. Dan Pallotta’s challenges to stagnant ‘charity’ solutions to systemic problems remain relevant today in the nonprofit world. Innovation for the social and common good goes beyond narrow approaches of voluntarism and philanthropy but also of businesses and governance.

Big problems needs innovative and cross-sector solutions! They also require innovation in the way we structure and legislate organizations that should fulfill triple bottom lines for social (people), environmental (planet) and economic (prosperity), but also for policies (policies) and sustainable impact (partnerships).  There are many example that already do this. One example of nonprofit social/environmental and technological  innovation is The Ocean CleanUp, an initiative started with a high school student, Boyan Slat. The objective of the organization(s) is to offer concrete, innovative and feasible solution to trash that accumulates “in 5 ocean garbage patches, the largest one being the Great Pacific Garbage Patch, located between Hawaii and California. If left to circulate, the plastic will impact our ecosystems, health and economies. Solving it requires a combination of closing the source, and cleaning up what has already accumulated in the ocean.” These solutions aim at attract nonprofit donations but also social/sustainable business investments and government commitments for the oceans, along technological advancements, volunteer engagement and social consciousness.

Donations for The Ocean CleanUp can be in US dollars through the The Ocean Cleanup North Pacific Foundation, a 501(c)(3) not-for-profit foundation registered in the USA or in Euros through the Stichting The Ocean Cleanup, an ANBI foundation registered in the Netherlands. Both foundations pursuing the same goal of the organization. An ambitious project of this kind requires to go beyond innovation into scaling and impact and sustainable impact. Learn more about this project and how the technological innovation and scientific discoveries work in parallel with government policies, human behaviors and business opportunities to make the world and our oceans prosperous for life to thrive for all.

Ethics, Global, Impact, Innovation, Leadership, Organization, Social Sector, Uncategorized

Using Neutrality to Protect Humanity

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By Hayley Walker and Valdeir Faria Filho

Non-governmental organizations (NGOs) are functioning in our global society, some better than others. Some are well-known (CARE, Amnesty International, Red Cross) and use effective marketing techniques, lobbying efforts, and provide programs internationally. Others are small, local organizations that work to make life better for specific groups of people. Regardless, these diverse and varying NGOs have multiple commonalities, though they may not be fully visible on the surface. All, however, embark on missions to protect humanity.

The World Association of Non-Governmental Organizations (WANGO) is an international organization that aims to unite NGOs and promote peace and wellbeing across the globe. WANGO offers resources and support to create connections among organizations striving to create a more just, sustainable world for all. As a proponent of networks and collaborations, WANGO sheds light on the synergy that results from global organizations working towards a common goal. With widespread government support, exceptional visionaries, and dedicated donors, WANGO has worked for the past 17 years to encourage NGOs to connect across borders and without boundaries, and to hold steadfast to the following guiding principles (WANGO Code of Ethics):

  • Responsibility, service, and public mindedness
  • Cooperation beyond boundaries
  • Human rights and dignity
  • Religious freedom
  • Transparency and accountability
  • Truthfulness and legality

NGOs, in the broadest sense, cannot be for profit organizations, must be independent of government, must not interfere in domestic state affairs, and must not advocate violence (Kaloudis, 2017). However, there comes a time when disaster relief and humanitarian organizations must interfere—or rather, intervene—in domestic affairs in an effort to protect humanity. Non-governmental organizations are frequently caught in the cross-fire of waring territories, failed states, and desperate civilians, with one goal in mind: to provide relief for those in need.

During times of crisis, NGOs rely deeply on their neutrality to aid them in reaching the most people possible. In accordance with WANGO’s principle of working towards cooperation beyond boundaries, neutrality refers to refraining from taking sides on issues regarding political, cultural, religious affiliation, or other sensitive issues that may result in conflict. That does not mean that NGOs disappear or go into hiding during such conflicts, but rather work harder to serve all affected—regardless of their stance on the issues. Impactful NGOs uphold the policy of not “taking sides,” and this is crucial to the safety of workers, volunteers, donors, and civilians. However, in recent years NGOs have faced difficulty in mitigating suffering as impartial entities, in part due to assumed association with national governments or international organizations (Brechenmacher, 2015).  Aid and relief of organizations urge conflicting parties to respect their neutral stance as they provide desperately needed services to civilians, but reality does not always allow provide for this ideal situation. State militaries may claim alliances with NGOs, and rebel forces may see this alliance as a threat to their progress. NGOs, however, frequently default to the emphasizing the value of impartiality in conflict zones and assert their neutral stance to relieve human suffering—a practice that is often debated. In order to reach civilians who may be trapped or displaced deep within war zones and conflict arenas, NGOs must carefully negotiate with opposing parties. They must ensure they remain under enough security to serve, but enough neutrality to relieve the suffering civilians from all sides.

Fair Trade, Global, Volunteer

Volunteer Tourism and Third Sector

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Increasing Numbers Of US Students Choosing To Embark On Volunteer Tourism Gap Years http://bit.se/ityVZb

Increasing Numbers Of US Students Choosing To Embark On Volunteer Tourism Gap Years http://bit.se/ityVZb

Volunteer Tourism and Third Sector

by Siana Amos, MNA ’17

The rapid growth of the volunteer tourism industry has sparked diverse debates among participants, researchers, and professionals. While some see international volunteering as invaluable, others question the impact and motives of participants and volunteer sending organizations. Critics have raised concerns over the role of sending organizations and the effect that commercialization has had on the nonprofit sector. These disputes have caused stakeholders and spectators alike to analyze the impact and potential ethical risks of these service opportunities. However, in spite of this controversial position, research suggests that the use of ethical learning frameworks could allow the volunteer tourism sector to use its recent popularity to enact change and do good.

The $173 billion volunteer industry attracts more than 1.6 million volunteer tourists each year and is one of the fastest growing trends in travel today (Kahn, 2014). While commercialization has significantly contributed to the growth of the industry, these business-like models and the rise of for-profit agencies are widely controversial within the social sector. Volunteer sending organizations serve to develop volunteer opportunities, arrange pertinent logistics, and facilitate relationships between volunteers and host communities. Those that hold 501(c)(3) statuses work to enhance social and environmental good, and maintain a commitment to invest all profits in organizational activities and programs. WorldTeach, a leading nonprofit sending organization, promotes itself as a key proponent of universal education and responsible global citizenship. Their two-fold organizational mission demonstrates their commitment to the students and host communities, as well as their sizable volunteer population. Global Volunteers seeks to organize international volunteer opportunities that embody their philosophy of sustainable development. This organization believes that adequately managed and supervised short-term programs have means to enact social change. In contrast, for-profit companies like Projects Abroad and Global Crossroad work to alleviate systemic injustices but do so in a manner that generates profits for stakeholders. This diversification has resulted in increased attention and contrasting reviews for the volunteer tourism sector.

The recent adoption of commercial methods has enabled and constrained international volunteer efforts. Although business-like models regularly increase financial success, these strategies often redirect efforts away from philanthropic goals and towards profitable advances. Commercial orientations force sending organizations to manage multiple stakeholder relationships and balance opposing dynamics that may arise if the needs and interests of consumers (i.e. volunteer tourists) fail to align with those of the receivers (i.e. local communities). Opponents of volunteer tourism argue that gaps in culture, background, and privilege create a lack of intercultural competence and sensitivity among Western volunteers. Critics have also questioned volunteers’ seemingly selfless motives given that several use the experience as means to build their resumes or college applications. Despite these various concerns, studies reveal that international volunteers thoroughly enhance organizational practices. Supporters argue that international volunteers continuously address labor shortage needs, provide resources, philanthropy, and social capital, increase the intercultural competence of local staff and clients, and introduce new skills and abilities to host communities (Lough, McBride, Sherraden, and O’Hara, 2011). However, while efforts clearly yield some valuable outcomes, the potential dangers of volunteer tourism demonstrate a need for improvement across the industry.

The use of ethical frameworks that prioritize empathy and respect in partnerships would be highly beneficial in intercultural contexts. The Fair Trade Learning Model is a global educational exchange that achieves reciprocity “through cooperative, cross-cultural participation in learning, service and civil society efforts” (Hartman, Paris, and Blache-Cohen, 2014). This model argues that equal partnership and transparency are essential to foster a just, equitable, and sustainable world. This framework believes that community-driven outcomes and volunteer learning are of equal importance, and argues that efforts are most effective when attention is given to community voice and direction. This approach envisions volunteer programs as mutual learning experiences and maintains that programs should implement reflection processes to complement volunteer experiences. The Fair Trade Learning Model believes that sustainability is possible if volunteers and partners are aware of how funds are used and if all contributions are aligned with the economic and social dynamics of local communities. As such, this comprehensive framework suggests that preparation, awareness, and reflection would produce ethically engaged programs and participants.

Volunteer tourism can also be applied through a transformative learning lens. Transformational learning sees dialogue and reflection as essential aspects of volunteer tourism and believes that both allow insights to be integrated into everyday life. This approach identifies self-actualization as an outcome of transformational learning and promotes critical thinking in the practice of volunteer tourism (Coghlan and Gooch, 2011). While volunteer tourism presents various challenges, the valuable and beneficial outcomes should not be overlooked. Thorough application of these learning frameworks would enable international volunteerism to move beyond the simple act of giving back and develop into an experience that is equally beneficial for volunteers, host communities, and society at large.