GOLD2023

Restaurant After Hours

Mental Health Advocacy, Resources, and Support for the Hospitality Industry.

Brooklyn, NY   |  http://www.restaurantafterhours.org

Mission

Mental health advocacy, resources, and support for the hospitality industry.

Notes from the nonprofit

We have encountered amazing growth since our inception four years ago. We aim to continue speaking to and aiding as many hospitality workers as we can as we continue to grow.

Ruling year info

2019

Founder/ Executive Director

Zia Amjad Sheikh

Main address

341 10th Street #18B

Brooklyn, NY 11215 USA

Show more contact info

EIN

37-1921395

NTEE code info

Hot Line, Crisis Intervention (F40)

Public Health Program (E70)

IRS filing requirement

This organization is required to file an IRS Form 990-N.

Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

In 2017 Mental Health America (MHA) released a two-year study concluding that the hospitality industry correlated with a high level of mental health issues. In 2015 the Substance Abuse and Mental Health Service Administration (SAMHSA) ranked the hospitality industry as the highest among 19 industries for illicit drug use and the third highest for alcohol consumption. Some have also called the prevalence of sexual harassment in the industry an epidemic. The restaurant business model has been the same for decades, and every new business is designed off of that same model. Although some workplaces have now put better benefits and wellness strategies into place, it is still not enough to fix someone's personal life. Restaurant After Hours was conceived to begin to fix the tangibles hospitality workers face outside of the restaurant business model. Our aim is to build the quality of life of hospitality workers by reducing stress in their personal lives.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Virtual Support Group Program

The purpose of the virtual support group program is to allow hospitality workers from all around the world (who have access to internet) to be able to gather and talk openly about their emotional problems with peers. Restaurant After Hours provides a safe, non-judgmental space for peers to gather facilitated by hospitality workers trained by licensed mental health counselors. We offer this program virtually three days a week. Our facilitators also provide a psychoeducation (or mental health education) takeaway for hospitality workers to use in their personal lives. For example, a support group meeting topic centered around anxiety will allow the facilitators to provide anxiety education, as well as coping skills to ease anxiety, both in and out of the workplace.

Population(s) Served
Adults

The purpose of in-person meetings is to provide an opportunity to grow a safe community for those struggling with mental health issues. Many working in hospitality lean towards substances and other negative coping mechanisms to deal with personal and workplace issues. The in-person meetings provide a space for hospitality workers to gather and lean on one another, without any substances involved.

Population(s) Served
Adults

The purpose of social media advocacy is to provide mental health education and coping skills through various online platforms to reach as many individuals as possible. This allows us to help break down stigmas and provide initial support to individuals.

Population(s) Served
Adults

The goal of Hospitality Workplace Training allows our team to conduct mental health presentations in hospitality workplaces. The goal of these trainings is to provide mental health education, and skills on how to best support staff dealing with mental health issues through a program called Mental Health First Aid. A mental health counselor from our organization is on hand to help educate and answer any and all questions during the presentation.

Population(s) Served
Adults

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Our aim is to build the quality of life of hospitality workers by reducing stress in their personal lives. We are doing this by offering or aiming to offer:

Mental Health Education and Advocacy to reduce stress and prevent burnout
Accessible Mental Health Counseling and Services from licensed therapists
Mental Health First Aid Training
Financial Counseling
CPR Training
Sexual Harassment Training
Mental Health Crisis Intervention
Addiction Counseling
Group Counseling through Peer Support
and others.

By raising money we can begin to design and create programs for hospitality workers to use. Our strategies include:

Crowdsourcing
Sponsorships
Partnerships
Working with licensed therapists
Working with financial consultants
Working with rehab centers

The organization is still young and we are working towards all these goals. By networking and creating partnerships we offer mental health support in our current state through our website www.restaurantafterhours.org

We have been into 65 different kitchens in NYC handing out resources directly as well as doing mental health presentations.

We are currently raising money to build out our own counseling center, in which we can then offer all the programs we aim to provide.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.

  • Who are the people you serve with your mission?

    Adults working in the hospitality industry.

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • What significant change resulted from feedback?

    Due to community needs, we changed the meeting times of our Virtual Support Group Program.

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection

Financials

Restaurant After Hours
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Restaurant After Hours

Board of directors
as of 01/26/2023
SOURCE: Self-reported by organization
Board chair

Sara Nahshon

Harris Mayer Selinger

Creamline and Pulkie's

Ethan Frisch

Burlap & Barrel

Erin Reifsnyder

Sara Ruth Nahshon

Christopher Russell

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable

Organizational demographics

SOURCE: Self-reported; last updated 1/26/2023
info Candid has made improvements to the race and ethnicity options.

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
Pakistani-American
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 01/26/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.