Even nonprofits like Help End Abuse for Life (HEAL) and The Nest Domestic Violence Shelter need a business model to be successful. From time to time, successful businesses and organizations alike must evaluate their models for maximum effectiveness and functionality. Recently, HEAL administrators and the Board of Directors took a close look at their organizational structure to determine whether re-implementation of a tried-and-true administrative model would be timely, one that would maximize HEAL’s executive staff’s skill sets to further victim services.
Under a Board of Directors, the previous model included an Executive Director, Office Manager, Shelter Manager, 2 Shelter Supervisors, 10 Shelter Staff Advocates, 1 Staff Writer, 1 Social Media Liaison and 2 Sweet Charity Resale Boutique Cashiers. This is a common design used by many similar organizations, and a system that worked well for
HEAL and The Nest for many years.
“The possibility for change presented itself when we had a supervisory vacancy,” explained nine-year Executive Director Coleen Widell. “During assessment of the current model, we determined the dual director model would be more efficient in our most recent growth phase.”
Past Board President Julie Gilliland noted, “The board decided to switch to the dual model because it was in the best interest of our program given the current staff and administration needs at this time.”
What is a dual director model, you ask? Well, simply put, this means two directors instead of one. The role and responsibilities are tremendous for the leader of not only a 24/7 domestic violence shelter but also of a parent nonprofit organization like HEAL, as you may gather by reading their Mission Statement:
We coordinate and offer support services and safe haven for victims and survivors of domestic violence. We do this by advocating for positive social change, providing training & education, building alliances, securing and developing resources & influencing public policy and attitudes about domestic violence.
Ms. Widell elaborates, “Our program has exploded since we opened the doors of The Nest in 2007. The need to separate the higher executive skills into two positions benefits HEAL and the women and children we serve in many ways. It truly is impossible for one Director to manage the day-to-day operations of The Nest and Sweet Charity, and carry on the public interest and policy work we do at HEAL. HEAL first implemented this model in 2009 with Kathryn Walker serving as the Operations Director.”
So, this model allows Ms. Widell, the veteran Executive Director, to focus on the latter, and makes room for former Office Manager, Susanne Francis, to utilize her skills as the Operations Director. Mrs. Francis detailed the difference between the two directors: “Coleen’s primary function is build partnerships with key stakeholders and organizations to effect change in public policy about domestic violence. She does that by legislative advocacy in Santa Fe every year at the New Mexico state legislative session and also belongs to domestic violence networks or think tanks throughout the country. Simply put, she helps do the behind-the-scenes political work that drives change. This leaves the job of running the Nest to the Operations Director. I assure programs and services developed for our clients are properly carried out. I also run the day-to-day operations, essentially running a very large 28 bed household, taking care of the nuts and bolts of the Nest. Lastly, I work with staff to make sure they are properly trained and able to deliver the very best services to our clients.”
While a dual director model seems ideal for dividing a large work load, the two directors involved in such a system must operate in tandem as a team with common goals. Widell and Francis have been working together at HEAL and The Nest Domestic Violence Shelter for four years. Both touched on their strong working relationship. “We have always worked hand in hand as a team. We understand the weight of demanding excellence – it takes fluid and consistent management,” Mrs. Francis expressed. Ms. Widell added, “Susanne and I have always worked very well together so migrating to this dual director model was a natural progression.”
Gilliland, who recently completed her fourth year of service on the HEAL board of directors, and most recently as President, has had the opportunity to work with both directors. She said, “Coleen and Susanne have fine-tuned this dual director model because they have worked so well together for so long and know each other’s strengths and challenges. They see firsthand every day what is working well and what is needed, and together they divide and conquer!”
The bottom line focus for the directors is the same. “When we struggle with a decision, we focus on the women and children living behind the shelter door and the decision becomes simple. HEAL has a standard of excellence and we obtain it by staying focused on our mission,” Mrs. Francis explained. “Both the board and staff members always view decisions made through the lens of our mission, staying client centric is key. The services we provide to the residents of the Nest have never skipped a beat. This transition has been smooth and seamless.”
According to current HEAL Board Chair Rick Hutchison, “Without question, the most important part of this model is improved client services at The Nest, which have already been deemed exceptional by CYFD. It is an exciting time to be on the forefront of creative client services.”