In the nonprofit sector, burnout isn’t just an individual challenge – it’s a systemic issue threatening the sustainability of vital community work. The Lark Awards program was created to address this reality head-on, providing one-time $30,000 grants to small, community-centered Los Angeles organizations specifically for collective care and staff renewal.
As our second cohort of Lark Awards grantee partners (“partners”) completes their grant cycle, we share the experiences and insights that have emerged from their closing letters. These organizations did not just use funds for temporary relief – they reimagined sustainable, collective care within their unique contexts, while also addressing issues of turnover, productivity, and sustainability.
Similarities Across Organizations
Balancing Individual and Collective Approaches
We trust organizations to have or develop their own definitions of care and staff well-being based on their staff’s collective needs and interests. However, some ideas and themes arose naturally across organizations. All organizations had a shared understanding that effective care requires both personal autonomy and shared experience. Every partner developed a hybrid approach, combining individual stipends with group activities that strengthened team bonds.
This balanced strategy recognized that wellbeing isn’t one-size-fits-all while acknowledging the profound value of collective experiences. Staff members could define wellbeing on their terms while still participating in community-building activities that reinforced organizational culture and relationships.
“The agency we were given to decide to care for ourselves, went a LONG way. I felt empowered to take a trip and do what I know brings me relaxation and joy, so when I came back I felt good about the work I do and who I work for. When group and individual care are combined, it allows people to step into whatever care they need.”
Creative Implementation Strategies
- The range of wellbeing activities implemented included:
Over half of the organizations mentioned local excursions and team trips as transformative experiences. Some traveled further, organizing domestic and international travel as a team. - Physical wellbeing featured prominently, with hiking, swimming, and yoga emerging as popular activities.
- Nearly all partners incorporated shared meals as essential components, describing food’s ability to bring people together.
Democratic Decision-Making Drives Engagement
Almost universally, partners employed democratic processes – surveys, staff meetings, and structured discussions – that gave team members ownership over wellbeing choices. This participatory approach had benefits beyond the activities themselves. Staff expressed feeling valued and heard, with their needs and preferences acknowledged in meaningful ways. For organizations with flat management structures, this approach aligns with existing values. For others, it represented a new way of distributing decision-making power that enhanced organizational culture.
Building Lasting Infrastructure
Some partners created the physical infrastructure to support wellbeing long after the grant period ended. One organization built a patio deck for staff breaks and recharging, while another invested in an espresso machine and a massage chair that continues to bring staff together for informal connections throughout the workday.
Beyond physical assets, organizations also developed new practices and policies. One partner described this grant as an opportunity for leadership development that empowered staff, and various partners formalized “wellness committees” or regular, periodic collective care activities for their organizations (e.g., quarterly activities).
Addressing Unique Challenges
Strengthening Remote and Hybrid Teams
The pandemic transformed how many organizations work, with remote and hybrid models becoming the norm. Partners found the Lark Awards valuable for connecting staff who don’t regularly share physical space.
Group activities provided rare opportunities for in-person connection, while the wellbeing framework created permission for check-ins and conversations beyond task-focused interactions. Organizations reported improved communication and stronger relationships across teams and roles – a particular challenge in distributed work environments.
“As someone who works from home, I don’t have many opportunities to connect with other [staff] in person, so these events were truly valuable for me. They provided a wonderful chance to meet, engage with, and get to know everyone better. Overall, it gave me a strong sense of belonging to a supportive community, which I truly appreciated.”
Extending Impact Beyond Staff
Several organizations made explicit connections between staff well-being and community impact. One organization framed wellbeing as political, directly tied to their mission work. Others extended benefits to community members, thoughtfully blurring the line between staff and community care.
This integration reflects a deeper understanding that when staff are well, communities benefit. By modeling sustainable practices, these organizations are creating ripple effects that extend beyond their internal teams.
Why This Funding Matters
Cultural Shifts and Sustainable Change
One of the most significant outcomes partners shared was a cultural shift in how well-being is prioritized. Every organization described plans to continue wellbeing practices beyond the grant period, with many developing new budget lines, policies, or program elements to sustain this work. These shifts represent a fundamental reimagining of how nonprofit work can be structured, moving toward sustainability and collective thriving.
“As a direct result of this experience, we have implemented quarterly social outings and wellness activities, recognizing that sustained engagement in collective care strengthens our team’s morale, cohesion, and overall job satisfaction. Investing in our staff’s well-being has proven to be not just beneficial, but essential to maintaining a positive and motivated workplace culture.”
A Small Investment in Care
By providing both resources and flexibility, the program has enabled partners to develop wellbeing practices authentic to their values and needs, which we hope will continue to generate benefits long after the grant period ends.
The Lark Awards program demonstrates that with a relatively modest grant investment ($30,000 per organization), community nonprofits can begin to transform or amplify their approach to staff care and organizational sustainability.
According to our grant partners, this investment has yielded the following outcomes:
- Reduced turnover and associated costs
- Enhanced productivity and creativity
- Stronger team cohesion and communication
- Improved service delivery to communities
- Modeling sustainable practices for the sector
“Without this award, I truly believe I may have reached burnout this year with everything I have going on. It was not only a reminder to take care of my mental health and wellbeing, but the resources and opportunity to be able to do so.”
Lark Awards applications are now open for 2025. More information is available at https://durfee.org/our-programs/the-lark-awards/.