On the morning of Monday, April 15^th, I had dropped off my children at school, then returned home to work. Feeling the weight of a deadline, I had been engrossed in writing for several hours when my husband called. Hearing his question, I felt my stomach tighten. My husband only asks me if I’ve seen the news when something truly terrible has occurred.

“No, what happened?”

As he told me of the initial reports of the Boston Marathon bombing, I opened a browser on my laptop and began to read through the headlines. The searing photos were hard to comprehend. As I read the details of what was known at the time—how the joyful finish line celebrations had been rocked by explosions without warning, how scores had been injured—I felt a deep and painful sadness, and a sense of loss for Boston.

That afternoon, I picked up my young sons from school, and was relieved to find they were unaware of the events from across the country. “Hey Mom,” my older said, “we have to remember to wear shorts with pockets on Thursday, because that’s Poem in Your Pocket Day.” I smiled as he described his school’s tradition of celebrating poetry by having each child either write or locate a poem to literally carry in his or her pocket that day, to share with classmates and to experience a bit of the fun and beauty of words. I couldn’t help but think of the juxtaposition of visions in my brain: the jagged and broken scenes from the bombing mixed with images of children, pockets bursting with tidily folded bits of poetry.

Over the next few days, I felt myself—almost obsessively—wanting to learn more about what was happening in Boston. Which was strange, when I thought about it. Here I was, living with my family more than 5,000 miles away from the East Coast, and yet the bombing had struck such a chord with me. Yes, as an American, I was deeply affected by its senselessness and randomness, and its reminder of our vulnerability. But even beyond that, the reason I felt connected to what had happened was that on some level, I still felt Boston was my community.

I had called Boston “home” for two years when I attended graduate school, and like any place one thinks of in that way, I still carried with me memories of and connections with the city. I had met incredible people through my studies, and forged friendships built on shared interests and common passions. I had explored the sights and sounds of New England there, like the glorious arrival of autumn and the crunch of fallen leaves on my morning walks across the Public Garden. I had learned a flinty toughness from that town, surviving two Boston winters—no simple feat. And my husband and I had been married in Boston, in a little art gallery on Newbury Street, just blocks away from the Boston Marathon’s finish line.

The connection I felt to Boston in its time of crisis was, I realized, born from those memories and emotions that I continued to carry with me from my time there. Much as I felt on 9/11, having moved to Boston from New York City, I felt a solidarity with the city because I had felt ownership of it, if only for a brief time. Boston had shaped who I was, and was becoming; the rhyme and meter of the city had become part of my own verses. And so, much like my son’s anticipated poem, I carried a bit of Boston in my pocket, as I had carried—and still carry—a bit of every city and town in which I’ve lived.

On Friday, as news of the death of one bombing suspect and the capture of the other spread through the Internet, I felt a sense of relief. Again I thought, how strange it is to feel this way when all these events are happening at such a distance. But in some way, it does make sense. As people, we crave connection, and we seek community. So often we define “community” geographically, but community is larger than that. It spans space and time, language and culture. Sometimes circumstance gives us our communities, but other times, we create community through our connections. We need only witness the extraordinary outpouring of support from around the world to know this is the case—that this past week, the community of Boston reached around the globe. Every person who ever called Boston “home”—or strolled its streets, admired its skyline, ran a marathon, cheered on a race’s runners, or welcomed spring with an annual ritual—felt a connection with the city. Last week, we all carried a bit of Boston in our pocket.

Resolution #1: Read more blogs and attend more webinars.

Many of us who work in and with nonprofits lament how little time, money, and consideration is given to professional development. But I’ve realized that sometimes, to our own detriment, we limit our notion of what professional development is. We need to go beyond the annual sector conference or the quarterly educational seminar, and think more creatively about how we can grow our knowledge base. And thankfully, technology makes that process incredibly simple, user-friendly, and more cost-effective than ever.

In 2013, I’m resolving to make blogs and webinars a significant portion of my professional development plans. In just the past few months, I’ve gained terrific insights and gotten fresh ideas from the blogs of fundraising gurus like Pamela Grow, Gail Perry, and Mazarine Treyz, and those of nonprofit marketing and communications experts Katya Andresen and Kivi Leroux Miller. I plan to continue doing so, and to further my learning by checking Wild Apricot’s monthly round-up of free nonprofit webinars, as well as webinars offered by sources like Idealware and NTEN. Because, hey—as the educational website BrainPop puts it—the more you know, the more you know.

Resolution #2: Cultivate my professional circle.

Confession: I’m not an outgoing person by nature. It can take a little extra effort for me to reach out and—oh, the dreaded “N” word!—network. But I realize that my role as a nonprofit consultant is often to make connections by joining organizational needs with the right people and resources, and networking is an essential part of building that professional toolbox. And so, I’ve decided to make a concerted effort in 2013 to grow my professional circle, both online and in person. I’m growing my virtual presence by making strategic use of LinkedIn (which, although I still don’t find it to be as widely used in Hawaii as in the mainland, has certainly come in handy) and by connecting with mission-driven and community-minded individuals and organizations through Twitter. In person, I’m reaching out to local experts in a wide range of industries—such as graphic design, law, social media, and marketing/communications—whose skills can advance the work of my nonprofit partners. And because all work and no play can make Joyce a very dull girl, I’m planning to take time out to socialize with colleagues as well, through events like Kokua Lunch Club and AFP-Aloha Chapter’s Lunch & Laugh.

Resolution #3: Set aside time for big-picture thinking.

Does this ever happen to you: You find yourself at the end of the day—after focusing on meeting deadlines, attacking To Do lists, and being generally mired in the details of your work—having lost sight of the “big picture”? I know this is an easy trap to fall into; particularly in a nonprofit environment, where staff wear many hats and are spread thin due to scarce funding and limited resources, having the time to step back and reflect seems like a true luxury.

And yet, there is a reason we are working in the nonprofit sector. In general, this isn’t a sector that people have just fallen into—it’s one they have chosen. I believe it’s important to carve out time to think about what community needs exist, what outcomes we hope to achieve, what our greatest strengths and contributions are—and where the alignment between those three lies. Reflection allows us to celebrate our accomplishments, but also keeps our passions fresh and our eyes on the horizon. Big-picture thinking reminds us that there is more to do, and allows us to envision how we can do it better. And so, in 2013, I resolve to schedule regular time to simply think—reflectively, creatively, maybe even innovatively. If I can run through financials on a monthly basis, surely I can do some big-picture thinking just as often!

What are your professional resolutions for the New Year? How would you like to make this year more successful or productive than the last?

A quotation from Fred Rogers, host of the beloved children’s TV show, “Mister Rogers’ Neighborhood,” circulated widely on the Internet in the days following the shooting:

When I was a boy and I would see scary things on the news, my mother would say to me, “Look for the helpers. You will always find people who are helping.” To this day, especially in times of “disaster,” I remember my mother’s words and I am always comforted by realizing that there are still so many helpers—so many caring people in this world.

And it’s true that in the midst of recent terrible events, you find evidence of extraordinary goodness and selflessness: police and paramedics rushing to put themselves in harm’s way; spouses and family members, shielding their loved ones; teachers and staff giving their lives in an attempt to protect their students. The outpouring of sympathy from around the world to the community of Newtown has been awe-inspiring to witness, and has reassured me that in spite of the pain people can inflict on others, far more of us are creatures of compassion.

And so in some ways, it should come as no surprise that the Newtown shootings have inspired a kindness campaign. Dubbed “26 Acts of Kindness,” the campaign has taken off and expanded since NBC News’ Ann Curry initially suggested via Twitter an act of kindness to honor each of the 20 children killed at Sandy Hook Elementary. The campaign has prompted donations to charity, meals for the needy, tree plantings, favors for neighbors, thank you cards for those whose work often goes unappreciated. Clearly, many have been moved to create something good out of something tragic.

But as powerful an idea as the campaign is, it is not enough. It should not take a tragedy to spur us to demonstrate compassion. We have the opportunity to demonstrate kindness in ways large and small, in our families and communities and with strangers, each day. Our compassion binds us together; it helps us to grow our sense of empathy, to see others’ children as our own, others’ losses as ours. It is our innoculation against callousness and inaction. Our challenge is not to merely to honor those lost in the Newtown shooting, but to harness the spirit of compassion beyond tragedy. The children lost had entire lifetimes ahead of them; 26 kind gestures should be only the beginning.

As difficult as it may be to imagine now, we know from past tragedies that our collective hurt will slowly diminish. And yet, even as we begin to heal, we—as communities and as a country—must continue to grow our sense of kindness. Our compassion shouldn’t be responsive, it should be proactive. And our children shouldn’t need to be frightened by the news to be reminded that there are helpers in the world; the helpers should be visible to them everywhere, in plain sight.

Wishing everyone the love of family and friends during the holidays, and peace and compassion in the New Year.

Certainly, recognizing and appreciating the generosity of donors and supporters is important. But we may be less mindful of the need to appreciate the very folks who make the impact of nonprofits possible: the staff and volunteers. These “front line” individuals are often the ones interacting most directly with an organization’s clients: serving meals to the hungry, sheltering the abused, caring for the frail, housing the homeless, advocating for the voiceless. The work that staff and volunteers do is driven by purpose and mission, and they graciously take on challenging and, at times, thankless tasks to help others in need.

As the holidays near, some in the private sector may look forward to a holiday bonus, or a token of appreciation from their employers. Nonprofits don’t usually have the luxury of bonus pay or holiday gifts to distribute to staff and volunteers, but what I have observed that most nonprofits have—in spades—is a deep and passionate belief in the power of people, and an appreciation for the kindness that individuals can extend to one another. In such a culture, genuine and heartfelt thanks are a simple yet cherished gift.  

In that spirit, here is a list of ideas and reminders for appreciating your staff and volunteers for all they do, everyday:

1. Show gratitude often. Rachel Hutchisson, Blackbaud's Director of Corporate Citizenship and Philanthropy, borrows a phrase from election season humor, noting that "Saying Thank You, Early and Often" is vital. Take time to recognize staff and volunteers regularly--not just when a project or an event is successfully completed, but on a day-to-day basis as well.

2. Notice the unique contributions that individuals make to your organization. Effective thank you’s recognize your staff and volunteers based on not only the work they do, but on their personalities and traits as well. As Geil Browning, Founder of Emergenetics, notes in her article “How to Thank Your Employees in Only 8 Words”: “People who feel their efforts are noticed, and their work makes a difference, are more likely to go the extra mile in the future. Leadership is about empowering others to realize their own abilities. Communicate your belief in your people, and watch them rise to meet your expectations.”

3. Think of volunteers as an extension of staff. They may not be on your organization’s payroll, but volunteers can serve a critical role, amplifying an organization’s work and growing its visibility in the community. Communications writer Charlie Hullihen suggests “7 Ways to Thank Your Volunteers,” including a volunteer award system, food or treats, or a volunteer bulletin board featuring pictures of volunteers hard at work.

4. Find partners in appreciation. An Executive Director may feel that staff appreciation should come from him or her, but remember that there are others who can help spread gratitude. Department supervisors, board members, and volunteer managers are all in a position to express appreciation for the work that staff and volunteers do.

5. What’s good for donors can be good for staff and volunteers, too. Some of the creative suggestions for thanking donors can be used to express appreciation to staff and volunteers as well. Give staff shout-outs via social media. Send volunteers handwritten notes of gratitude. Email a thank you video or photo from the Executive Director or board. Any of these will surely be a welcome surprise to your staff and volunteers!

6. Remember that thank you’s are appreciated year-round. There’s no season for gratitude. Extend that spirit of appreciation throughout the year!

How does your organization express thanks to staff and volunteers? In what memorable ways have you been shown appreciation by your employer?

And yet, certain political terms apply in a nonprofit context as well. Recently, I was struck by the phrase, "firing up the base." In a political context, the term refers to the need to excite and engage the loyal constituents who are most likely to cast a vote for their political party on Election Day.  But certainly, nonprofits have their base constituents too--their loyal members, service recipients, and supporters who, time and time again, have shown their commitment to the organization.

And so, if you think about your organization’s mission as its platform, consider these questions about the campaign your organization wages: 

• Who is your base?

In the nonprofit community, we often speak of an organization’s “target population,” meaning the group or individuals to whom services or programs are provided. I use the term “base” here more broadly, to include not only an organization’s target population, but also donors, volunteers, or advocates who may not necessarily benefit from an organization’s work directly, but who champion the organization’s cause nonetheless. For example, a local youth arts organization might count among its target population low-income children ages 12-17, residing in a particular community. Its base, however, might include parents of those children, arts patrons from the broader geographic region, and those interested in supporting programs for low-income families. 

It’s important to identify these key constituents, and work to ensure your messages reach and engage these audiences. Keep in mind that you want to define your base narrowly enough to maintain focus, but broadly enough to be inclusive. Note also that your base may change over time. The Denver Foundation breaks down this concept of defining your constituents, while also reminding readers to be conscious of demographics and varying levels of constituency.

• What strategies do you use to fire up your base?

In other words, how do you make your constituents feel impassioned about the work that your organization does? Politicians use stump speeches, TV ads, and debate performances not only to inform voters of their party platform, but also to stir voters’ passions and create messages that resonate on a personal level. What messages is your organization using to engage supporters personally? What are the compelling stories it is telling that will speak to supporters’ hearts as well as their minds? In reviewing giving statistics from Giving USA 2012 Report, the National Park Service notes, for example, that charities have experienced success in crafting compelling case statements in the context of a more competitive fundraising environment, creating a sense of urgency among supporters: “Charities built strong messages around the consequences of not supporting their cause, such as highlighting the loss of education or art programs, the closing of a center, or reductions in services.”

• How do you translate that fire into action?

So you’ve gotten your base excited about your cause—now what? In politics, there is often a singular goal in firing up the base: getting constituents to vote for their candidate on Election Day. For nonprofits, the goal for action may come in multiple forms. Perhaps an organization seeks to increase its membership, or improve utilization of services. Maybe an organization is hoping to increase its number of donors, volunteers, or advocates within the community. Whatever the avenues for action, supporters need clear, specific ways of making meaningful contributions and advancing the mission of your organization. Aloha United Way, for instance, provides a “How You Can Help” tab on its website, providing a variety of ways that constituents can support its work. Likewise, Hawaii Public Radio’s “Support” tab describes how interested listeners can become members, make a donation, or volunteer at the station.

The true challenge for nonprofits is maintaining the fire of its base, year after year. For politicians, Election Day will come and go, and the ebb and flow of the political cycle will follow its natural course. Nonprofits’ season for support never ends, and so maintaining the interest, energy, and engagement of your organization’s constituents is likewise a year-round endeavor.

How does your nonprofit fire up its base? How do you keep your engagement with your core constituents “fresh”, and turn their interest into action?

Resources for Hawaii Grantseekers

Guide to Hawaii Grantmakers

The Guide to Hawaii Grantmakers, compiled by local grantwriters Dana E. Kokubun and Carolyn J. Lee, provides an overview of more than 240 foundations and trusts that provide funding to nonprofits throughout the state. This handy volume summarizes funders’ interests, recent award amounts, contact information, application process, and key decision makers.

Contact: Dana E. Kokubun, Grantwriter. Tel: 808-753-0840. Email: kokubund002@hawaii.rr.com

Contact: Carolyn J. Lee, Grantwriter. Tel: 808-256-9557. Email carolynjlee808@gmail.com

Hawaii Maoli Prince Kuhio Computer Resource Center, a Foundation Center Cooperating Collection

Most grantseekers are familiar with the Foundation Center’s Foundation Directory Online (FDO), arguably the gold standard of funder databases. Subscriptions to the FDO can be pricey, however, particularly for small nonprofits. Luckily Foundation Center partners, known as cooperating collections, make the FDO available free of charge to the public. On Oahu, the Hawaii Maoli Prince Kuhio Computer Resource Center provides access Mon-Fri, from 8am-5pm.

91-1270 Kinoiki St. Kapolei, HI 96707. Contact: Rae DeCoito. Tel: 808-394-0050.

Hawaii Community Foundation (HCF)

HCF is perhaps best known as a community grantmaking organization, but the Foundation offers other tools as well. Website resources include a grantseeker’s calendar, a nonprofit event calendar, and a nonprofit consultant database. HCF staff is also available to provide partnership and expertise to nonprofits across the state. In addition to its main office in Oahu, HCF has offices on the islands of Hawaii, Kauai, and Maui (which also serves the islands of Lanai and Molokai).

Main office: 827 Fort Street Mall, Honolulu, HI 96813 Tel: 808-537-6333 Toll-Free: 888-731-3863

Association of Fundraising Professionals (AFP)-Aloha Chapter

AFP-Aloha Chapter is the state’s lead association for serving development staff, nonprofit managers, and fundraising consultants. Among its many services, the Chapter provides professional development and educational opportunities throughout the year, including workshops, webinars, and events of specific interest to fundraising and development staff. Of special note, the AFP-Aloha Chapter will be hosting National Philanthropy Day on November 1, 2012, at the Sheraton Waikiki. The full day conference will include an awards luncheon, plenary speaker, and roundtable discussions, as well as numerous sessions within four content areas: Fundraising Tools & Strategies; Ethics & Best Practices; Partnerships/Emerging Trends; and Communication.

PO Box 11899, Honolulu, HI 96828-0899. Tel: 808-626-6755. Email: admin@afphawaii.org

General Information for Hawaii Nonprofits

Hawaii Alliance of Nonprofit Organizations (HANO)

HANO is a member of the National Council of Nonprofits, and is the leading organization in the state in representing and addressing the needs of Hawaii’s nonprofit community. Each month, HANO’s newsletter provides local updates on nonprofit news, advocacy and public policy, and the economy. In addition, HANO's website offers a calendar listing the current month’s events, workshops, and conferences geared toward Hawaii nonprofits. Staff also provides training and technical assistance to nonprofits in areas such as strategic planning, board development, evaluation and professional development.

1020 South Beretania St., 2^nd Floor, Honolulu, HI 96814. Tel: 808-529-0466. Email: info@hano-hawaii.org

Online Resources for Nonprofit Organizations, compiled by the Department of Research and Development at the Hawaii County Resource Center

The mission of the Hawaii County Resource Center is “to facilitate the sustainability of Hawaii island through community-based collaboration and capacity building services.” To this end, the HCRC published in 2006  Online Resources for Nonprofit Organizations, which includes a list of Hawaii foundations as well as state, national, and government grant sources grouped by area of interest. The guide also provides resources on grantwriting, organizational development and management, and finance/budgeting. A list of sources for state data and Hawaii County info is included as well.

25 Aupuni Street, Room 1301, Hilo, HI 96720. Contact: Frecia Basilio, Economic Development Specialist. Tel: 808-961-8085. Email: fbasilio@co.hawaii.hi.us

Nonprofit Resources Bibliography, Published by the Hawaii State Public Library System

Published in 2006 by the Business, Science, and Technology Section of the State Library, the Nonprofit Resources bibliography lists materials in the Library’s collection on starting and managing a nonprofit organization. These include books on nonprofit management, how to form a nonprofit, grantwriting, legal issues, and publicity. E-books on strategic planning, engaging business support, and board governance are also available. The Hawaii State Library is open Mon & Wed, 10am-5pm; Tues, Fri, Sat, 9am-5pm; Thur 9am-8pm.

478 S. King Street, Honolulu, HI 96813. Business, Science, and Technology Section Reference Desk: Tel: 808-586-3481.

Meeting Spaces

Hawaii Imin International Conference Center at the East-West Center

The Hawaii Imin International Conference Center at the East-West Center, located on the campus of UH-Manoa, offers more than 20,000 square feet of conference space to fellow nonprofits, ranging from intimate meeting rooms to a large auditorium.

1777 East-West Road, Honolulu, HI 96848.

Contact: Cathy Hirano, Tel: 808-944-7159. Email: hiranoc@EastWestCenter.org

YWCA of Oahu

YWCA of Oahu offers a range of room types and sizes at their headquarters in Laniakea, with capacity for groups up to 200 people. Rooms are available Mon-Fri from 7am-7pm, and on Sunday from 8am-2pm.

1040 Richards Street, Honolulu, HI 96813. Tel: 808-695-2608. Email: events@ywcaoahu.org

YMCA of Honolulu

YMCA of Honolulu offers meeting spaces at both its Metropolitan office in Honolulu as well as its location at Camp H.R. Erdman in Waialua. The Metro office offers meeting spaces capable of hosting up to 40 people; the Waialua location, up to 300. Meeting spaces are available Mon-Fri, 7:30am-5pm.

Metropolitan Office: 1441 Pali Highway, Honolulu, HI 96813. Tel: 808-531-9622. Email: info@ymcahonolulu.org

Camp H.R. Erdman: 69-385 Farrington Highway, Waialua, HI 96791. Tel: 808-637-4615. Email: camperdman@ymcahonolulu.org

ING Direct Café

ING Direct Café  offers open air meeting space and an enclosed conference room with capacity for 20 people. Best of all, the spaces are available free of charge to nonprofits. 

1958 Kalakaua Ave, Honolulu, HI 96815. Tel: 808-955-1435. Email: hawaiicafeevents@ingdirect.com

Know of other local resources for Hawaii nonprofits? Have tips on resources for nonprofits on the neighbor islands? Pass them along!

The Kohala Center is an independent community-based research, conservation, and education center based in Kamuela, Hawaii. The center joins together the interests of island residents, scholars and scientists, community partners, and public sector agencies to focus on three key priorities: energy self-reliance, food self-reliance, and ecosystem health. In addition, the Center is involved in K-12 education programs and training of local scholars through the Mellon-Hawaii Doctoral and Post-doctoral Fellowship Program.

To date, The Kohala Center’s HIA is the only one conducted within the state that is recognized by the Health Impact Project. I contacted Betsy Cole, Deputy Director of The Kohala Center, to learn more about the Center and its experiences in conducting the HIA. [To read The Kohala Center’s executive report or the complete health impact assessment, click here.]

Q. How did the opportunity to conduct the HIA on Hawaii County's Agriculture Plan arise? What was the trigger to conduct the HIA regarding that particular plan, versus another policy or plan impacting Hawaii County? 

Betsy Cole: Several factors came together to make that HIA opportunity happen. I had already been working with Ameena Ahmed, MD, MPH, a Research Scientist at Kaiser Permanente Center for Health Research, Hawai’i, on projects involving school gardening and student health, and The Kohala Center had assisted the County in developing its most recent agricultural development plan. At the same time, Pew Charitable Trusts and the Robert Wood Johnson Foundation (sponsors of the Health Impact Project) were seeking opportunities to fund health impact assessments that addressed issues that were not directly related to public health. Ameena approached The Kohala Center about the Health Impact Project opportunity as a way to examine the intersection of agriculture and public health policies and helped the Center apply for and receive a Health Impact Project grant.

Q. Given that many audiences and partners could be impacted by the Agriculture Plan, how did the Kohala Center go about identifying stakeholders for the HIA? 

BC: The Kohala Center has been successful in its past community outreach and engagement efforts and cast as wide a net as possible in identifying stakeholders from the health/nutrition, agriculture, education, human services, legislative, and economic development sectors. Invitations were sent to representative individuals in these fields within the limits of the project’s time and resources.

Q. Have you seen active steps being taken to incorporate the HIA's key findings? If so, which ones? If not, what challenges/obstacles do you see?

BC: Yes, we see some steps towards government and community implementation of HIA recommendations, although they are not necessarily the result of the HIA document itself. For example, the state legislature commissioned a cross-department/cross-sector Farm-to-School Working Group, which is expected to deliver a report in 2013. The Hawaii Department of Education School Food Service Branch recently hired a Farm-to-School Specialist, and the Hawaii Department of Agriculture may hire a Farm-to-School specialist in 2013-14. In addition, these Departments are working to adjust procurement regulation to support Farm-to-School initiatives. Meanwhile, The Kohala Center’s Laulima Center, various branches of the University of Hawaii, non-governmental organizations, and private businesses are all working towards expanded local food production and processing, and selected legislators will be introducing bills in 2013 to increase resources for agricultural education.

There are always obstacles to making profound changes in the way we live, in this case re-localizing Hawaii’s food system. Some of the challenges here include: the availability of capital; the high cost of land, energy, and other agricultural inputs; and the difficulty of recruiting farmers without a respected and resourced public education pathway into agricultural careers.

Q. I was surprised to see that the Kohala Center's HIA was the only one listed in the state of Hawaii on the Health Impact Project website. Do you think that the idea of HIAs is slowly catching on locally? In which sectors do you see their use being most beneficial? 

BC: Although HIA is an established international practice, it has been slower to catch on in the US. One of the aims of the Health Impact Project is to call attention to the fact that health impact assessments should be essential elements of Environmental Impact Assessments under federal law. (See Integrating Human Health into Environmental Impact Assessment: An Unrealized Opportunity for Environmental Health and Justice, by Rajiv Bhatia and Aaron Wernham.)  HIAs are commonly used to evaluate the human health impacts and provide mitigation strategies for a wide variety of projects and policies related to transportation, energy, community design, housing and industrial development, etc. It seems like the design of the Oahu transit system and its various elements would be a great place to apply HIA.

Q. Does The Kohala Center plan to conduct more HIAs in the future? 

BC: The Health Impact Project is also aimed at increasing the capacity of locally-based organizations to conduct HIAs. The Kohala Center would definitely like to use the knowledge gained through its first effort to engage in future health impact assessments.

How might HIA inform the work of your organization or agency? For which community projects/plans where you live might HIA advance knowledge of public health impacts?

What, exactly, is health impact assessment? The International Association for Impact Assessment defines health impact assessment as “a combination of procedures, methods and tools that systematically judges the potential, and sometimes unintended effects of a proposed project, plan or policy on the health of a population and the distribution of those effects within the population. HIA identifies appropriate actions to manage those effects.” HIA, then, is an approach that builds on increasing recognition that social factors can powerfully influence health outcomes. HIA seeks to incorporate health outcomes into all decision-making, by systematically considering how “downstream” health consequences can result from “upstream” policies and decision-making, even in sectors that do not appear at first blush to be related to health. Most importantly, HIA recognizes that health consequences of policies and planning often vary for different populations, and considers the effects on the most vulnerable.

Pioneered in 1999 by Dr. Rajiv Bhatia at the San Francisco Department of Public Health, the field of health impact assessment has grown exponentially in the past decade. April 2012 marked the inaugural National Health Impact Assessment meeting, bringing together more than 400 public health and health policy professionals, researchers, elected officials, community advocates, and decision-makers in a wide array of non-public health sectors, including transportation, housing, agriculture, education, energy, and the environment to discuss the field.  And the Health Impact Project—a collaboration of the Robert Wood Johnson Foundation and the Pew Charitable Trusts—notes that to date, nearly 200 HIAs have been conducted or are in progress throughout the US.

I spoke recently with Jonathan Heller, Co-Director and co-founder of Human Impact Partners, one of the few organizations in the country dedicated to capacity building for HIAs. Having previously worked in biotechnology, Heller found his professional interests shifting from treatment to prevention. Colleagues suggested that he connect with Bhatia, whose work on the health consequences of living wages was at the forefront of analyzing public health impact of public policies in the US. Their shared interest in applying rigorous scientific methodologies as a tool for policy change created an opportunity for partnership, and Human Impact Partners was born.

While Human Impact Partners provides training on the technical aspects of HIA—such as data collection and policy research—it also provides relational training, one of the more nuanced aspects of HIA work. “We bring in a variety of stakeholders,” Heller explained. “We bring together groups that haven’t [necessarily] worked together” previously, such as researchers, policy planners, and community organizers. While each stakeholder alone may not be equipped to conduct an HIA, they often realize that together, they have the skills among them that are needed to conduct a successful HIA. This approach highlights one of the key features of HIAs: they are fundamentally collaborative in nature.

And while many may consider public health the realm of the public sector and government agencies, nonprofits can certainly contribute to a larger discussion of public health consequences for the most vulnerable among us. The work of public health agencies is often aligned with that of nonprofits, noted Heller. “HIA is not an end in itself, but a tool for integrating health into decision-making and building better collaborations,” he explained. To the extent that nonprofits attempt to address the underlying causes of social issues influenced by health, such as poverty, homelessness, and unemployment, HIAs are a good way of getting at social determinants of health and of building relationships to address those social concerns.

As public health focus has shifted from personal behaviors—like smoking and diet—to social factors, examination of the public policies that shape those factors has increased, and as a result, “health impact assessment resonates with people,” said Heller. But, he noted, as HIA expands, he sees the potential for the field of health impact assessment to lose its focus on more vulnerable populations. “Just trying to integrate health into decision-making is not enough," said Heller. "[We can’t lose sight of the fact that] the roots of health impact assessment are in trying to achieve health equity.”

What does HIA look like “on the ground,” from the perspective of nonprofits that help conduct them? We’ll take a closer look in my next post… 

Why, you may ask, should benefit corporations matter to the nonprofit community? Because benefit corporations, through their commitment to positive social and environmental impact, accountability to workers and community, and transparent performance, make natural corporate partners and allies to nonprofits. These “corporations with a conscience” are in many cases interested in the same community issues, and in solving the same societal problems, that nonprofits seek to address. Because of these ideological alignments, B corps are poised to help turn profits into fuel for new economies that consider quality of life as important as quantity of profits.

In 2011, Hawaii became the fifth state in the nation to pass benefit corporation legislation, building on efforts by organizations such as the Sustainability Association of Hawaii, the Kuleana Green Business Program at the Kona-Kohala Chamber of Commerce, Malama Kauai’s Green Business Program, and the Sustainable Living Institute of Maui. While awareness and exposure are growing within the state, few local businesses are certified by national organizations such as B Lab, which provides third-party certification of benefit corporations. 

I reached out recently to several Hawaii businesses that are listed in B Corp’s directory, to gain their insights into becoming certified benefit corporations, and into the future of B corps in Hawaii. Michael Kramer is partner of Natural Investments, LLC, a national portfolio management company that seeks to support “a just and sustainable society,” with local offices in Hilo, Kona, and Maui. Robin Kumabe is partner at bedrock, a Honolulu-based brand and business consulting firm.

Q: Did your company undertake the B corp certification more for internal or external purposes? In other words, was your firm interested in the certification process serving as an evaluation of the alignment between your mission and your operations, or was the original intent more for visibility (e.g., with potential clients)?

Michael Kramer:  My firm is a Founding B corp, and we did it to advance the field more than anything – the long-term vision of B Corp is to obtain IRS status, and the only way this will occur is if thousands of businesses voluntarily opt for the designation…In addition, we did it to walk our talk. As an investment firm, we’re promoting triple bottom line companies, so it makes sense for us to operate according to the same standards, and obtaining B corp designation makes such efforts credible. We actually just received a national “Best for the World” award from B Lab (the nonprofit organization that certifies B corporations), for having achieved scores in the top 10% of all certified B corps in the country with fewer than 10 employees. 

Robin Kumabe: bedrock is a consultancy that focuses on customer experience transformation—an integration of both the brand and business strategies for companies as they look toward differentiating themselves to their customers.  David Takeuchi, my business partner, and I, are in the process of re-positioning ourselves in Hawaii as bcause to reflect the importance of our customer experience transformation for “for cause” organizations, whether nonprofit or cause-driven for profits. Our mission and vision on the B Corp website reflects this repositioning. I had been looking at a number of models for a while, from L3c (low-profit limited liability company) to becoming a nonprofit, and finally, David mentioned that a number of businesses in California were becoming benefit corps. After reading more about it and talking with the staff at B Lab, I decided that I would start with putting a "stake in the ground" by becoming certified.

Q. Did the certification process help your company identify areas that you'd like to strengthen? If so, which ones, and what changes have occurred since? 

MK: Not really – being in this field and just being deep green people, we’ve been naturally committed to these practices for some time. The “triple bottom line” sensibility is in our DNA, so the certification didn’t reflect any major shift in our consciousness or operational procedures. What it did require us to do, though, is put policies in writing rather than just follow our intuition, so on some level that’s a good thing.

RK: Yes, the certification process helped my firm to identify areas to strengthen as part of the bcause brand. Being able to define and differentiate between bcause and bedrock is key to our success as we move towards our launch of the bcause identity and brand. In addition, the type of accounts I’m bringing to bcause and the subcontractors I work with (many of them are either women- or minority business owners) for these projects have changed as a result of this process. 

Q. In your own experience, do you find there is an increasing movement toward socially conscious businesses in Hawaii? Has your business been impacted by your B corp status?

MK: Yes, but the movement suffers from lack of exposure. I’ve been one of a handful of people in this state to actively promote B corps, and though I do many presentations (it was part of my State of Green Business speech at the Build and Buy Green Conference at the Honolulu Convention Center on April 3, for example), there just aren’t that many people aware of it. But I’m trying: we recently held a Hawaii Impact Investing Conference in Honolulu, and it was brought up there as an important innovation, so the awareness is still emerging. I also think B Corp's criteria scare a lot of people away. The national success rate is only 25% of companies that take the assessment, and I think a lot of these policies and practices are still new here in the islands. It’s beginning to change, but more likely what’s happening is that the high standards of the impact assessment are creating opportunities for businesses to put new policies and practices into place, and then they can apply later once they’ve internalized them. So, overall we’re still very much at the beginning of the educational process here in Hawaii. The Sustainability Association of Hawaii plans to conduct more workshops on Oahu and statewide, and hopefully over time the awareness will build. 

Although people tend to find Natural Investments because of what we do, we certainly have benefitted from the credibility that the “Best for the World” award has brought. That being said, ultimately it’s hard to know how the increased visibility translates into business opportunities unless people reference our B corp status directly. The recognition of the B corp designation is still emerging; as it becomes more widely known and respected—as was the case for LEED standards—all will benefit.

RK: Because B corps are still relatively new here in Hawaii and we don't have too many of them, it has not yet impacted my business as fully as I would like. A few of the new accounts that I have gotten were because of the differentiation of our firm having this B corp status. Now that legislation has passed that recognizes B corp status here, we are on an upward movement for greater impact. Fortunately or unfortunately, the focus in the past has been on environmental sustainability, so many of the businesses that are certified have that strong "green" component to them. I would like to see the brand of "sustainability" expand to have more meaning from the social impact perspective and thereby bring in more businesses like mine, that are trying to make a difference from the social/community perspective as well. 

How do you see the B corps movement influencing business in Hawaii? In what ways do you anticipate nonprofits benefitting from partnerships with B corporations?