Blogs

Dance party at True Colors annual conference. Image Source: True Colors.

When a young person who identifies as lesbian, gay, bisexual or transgender is rejected by family and friends, the toll can be devastating. Self-harm, drug abuse and homelessness become very real risks. For more than two decades, True Colors has supported LGBT youth to avoid such destructive outcomes.

"Things have come a long way in general, but it depends on who the kids are. The kids who have the support from their family and school do well. For the kids who are rejected, their entire world implodes,” said True Colors Executive Director Robin P. McHaelen. Read more here. 

In a Philadelphia Inquirer article, in a story about the purchase of Muhammad Ali's childhood/young adulthood home, the current owners stated:

The museum was not set up as a nonprofit. "I did not want anyone else to tell me how best to re-create the home or how to preserve Muhammad's most important legacy. This was to be the purest vision of the legacy of Muhammad Ali, without interference or baloney from committees," said Bochetto.

Neither he nor Weiss will get one red cent out of the project.

Bochetto serves (without pay) as managing director of the museum and has hired a program director, tour guides, and security. "My goal here is to get the entire setup to be self-sustaining in perpetuity and we will do this with ticket sales, gift-shop purchases, donations," said Bochetto, who's planning an annual black-tie dinner as a funding source. Admission prices are modest, $8 for adults, $5 for teens and seniors, children free.

Does this arrangement mean then that the basic governance difference between a for-profit "charity" and a nonprofit is that the former is owned and directed free and clear of community direction and the latter is directed by community members? Mr. Bochetto certainly appears to believe that a shared, community ownership can only mean he would not get his say about how Mr. Ali's legacy should be represented.

Too bad (although it doesn't seem to matter) in exchange for no shared governance, Mr. Bochetto must bear the possible tax burdens! There is no Lc3 tax structure in Kentucky to provide all the tax benefits of a nonprofit but the governance of an LLC. Oh well.

All Our Kin in New Haven seeks a bilingual (Spanish-English) Economic Development Consultant to support family child care providers in planning and running sustainable and profitable small child care businesses. We are searching for an enthusiastic team player who is looking to make a difference and is excited about being a part of a high-impact, growing and dynamic non-profit organization

All%20Our%20Kin%20Economic%20Development%20Consultant%202016.pdf

CVLC seeks applicants to direct its development and communications work. This position requires a range of skills including:

• grant identification, writing, editing and reporting
• event management including sponsorship solicitation, event planning and execution
• overseeing external marketing communications such as email  and print newsletters, media and news pieces and annual report
• managing volunteers, interns and the Board of Directors in development and communications activities
• donor stewardship through public recognition and personal relationships
• attending and representing CVLC at conferences and events

This is a full time position that offers an ambitious applicant the opportunity to take on significant leadership and management responsibility in a dynamic and growing organization. Salary is based on experience and is commensurate with other non-profit development positions. Benefits include health insurance, generous paid vacation and sick leave, and a family-friendly work place. This position reports to and works closely with CVLC’s Executive Director.

For a full job description and directions on how to apply, please visit the idealist posting: http://www.idealist.org/step/discover/share/jr/view/job/zHkGJtB2SBJd/

Band%20Practice%20with%20Glenn%20Miller%2006052016%20PBI.docx

Dear Friends,

Well, the baseball season is underway like it has been since C1850's. It was coined as the "national pastime" or the "national game." There were baseball players from all over the States. Since 1895 until approx. 1910 there were board games and we find "trading cards" to be found in cigarettes packs. The first fully professional baseball club formed was in 1869 - "The Cincinnati Red Stockings:. A quick history.....

In Grove Street, we have a wonderful memorial stone given to the cemetery by the Cofrancesco family to honor Mr. Miller his music and his giving to the US Military Troupes during World War  II. However, you ask and what does baseball have to do with that monumental musician from the 20th century. Well - I am attaching a file about a great story about Glenn, baseball and New Haven.

Please enjoy the story and then come for a visit to the cemetery to enjoy our summer garden.

Thank you......Happy Summer

Patricia Illingworth

The following article from the Cape Cod Times reveals how challenging and how much time the bringing together as "one" a nonprofit merger process can take. I of course don't know all the details but given the differences in size between the two organizations, acquisition may be a better label for what is being negotiated. While indeed, the two may become one, one museum is larger with more resources. The reality being faced by the smaller institution, that it is losing money, may be the appropriate motive for discussions but remains a hard and bitter pill to swallow for board members. Still, in today's economy with the need to achieve efficiency and outcomes, mergers and acquisitions between two "like" institutions becomes the most appropriate action.
Thornton Burgess Society, museum still in merger talks
By Sean F. Driscoll
Posted May. 29, 2016 at 6:22 PM

The Cape Cod Museum of Natural History and the Thornton Burgess Society have been in merger talks for two years, but a decision may be coming early this summer, the head of one of the organizations said.

The two nature education nonprofit groups started talking about joining forces in late 2014 and went public with the matter in May 2015, but the groups haven't inked a deal yet. Robert Dwyer,president and executive director of the museum, said they're in the "ongoing due diligence component" that can be lengthy.

"When I started it, I was told it can take two to three years. I didn't think it would be true, but I'm living it," he said.

Gene Schott, executive director at Thornton Burgess, said the two organizations may chart a path forward soon. Several meetings are scheduled in the upcoming weeks that could give everyone a better handle on where the issue is headed and how — and if — the merger will proceed.

"When you're talking about two nonprofit boards, a lot of people on the boards have particular issues and thoughts and they want to have them expressed," he said. "We're still trying to piece things together."

The merger discussions began over lunch between Dwyer and Schott. The two organizations had collaborated in the past, most notably on a 2010 joint exhibit, and as the men talked they realized both groups had strengths that complemented the other.

In 2014, the Cape Cod Museum of Natural History had nearly $3.8 million in net assets and about $83,000 in net revenue, according to its tax filings. In the same year, Thornton Burgess had $1.3 million in net assets and expenses outstripped revenue by about $21,000.

— Follow Sean F. Driscoll on Twitter: @seanfdriscoll.

Resource regarding Children of Incarcerated Parents with your networks.

The Spanish edition of the Children of Incarcerated Parents Library is now available http://nrccfi.camden.rutgers.edu/resources/library/cpl-espanol/

This edition of CIPL was funded by Church World Service Latin America and the Caribbean and translated by Maria Eva Dorigo.

For the past few years, CWS has led and financially supported the formation and strengthening of a regional platform aimed at making  visible, the needs of children with incarcerated parents. Their coalition, known as NNAPES, works to raise awareness throughout Latin America about the impact of parental incarceration on children and to move governments and civil society organizations serving these children to action.

The translation of the CIPL is part of our ongoing collaboration with CWS in Latin America and the Caribbean most recently in the Dominican Republic. http://cwsglobal.org/invisible-children/

The following Washington Post story highlights an issue that many nonprofit boards must face at some point: when is donor money "too" tainted? The question, presumably answered through long and tedious debates, is about values and of course, just how much a particular board's values are worth in the pursuit of mission. And, in the pursuit of mission, why doesn't "any means" justify the "ends"? The story about the National Parks asks these questions while recognizing that the "public" via Congress has opted to not fully support Park preservation and service. What to do? In the case of the Park Service, philanthropic sponsorship, corporate specifically, offsets the costs of doing its job. Is it really so bad that Budweiser or Subaru or Starbucks sees opportunity to position themselves as supporters of the Parks while simultaneously positioning their brand and sales opportunities? Is this really "selling-out"? At this point I am not so inclined to think the answer is "yes". I'm also not so imaginative that I can think of when these sponsorships begin to diminish what the Parks have to offer. I do however believe that it is incumbent upon the honchos or perhaps even the Congress to establish guidelines for what does diminish the Parks - put it in writing and make it clear. This is what I would expect of any nonprofit board who will likely face similar challenges. After all, are we really offended by all the corporations who have jumped on-board to support breast cancer research?

Here's the story.
Park Service and corporate advertising, a dangerous mix
By Joe Davidson | Columnist May 9

National Park Service (NPS) rangers won’t be decorated with corporate logos à la NASCAR drivers, but the agency’s plan to allow advertising-like recognition of donors, including a beer maker, flirts with making national parks resemble ballparks.

The plan is outlined in “Director’s Order #21: Philanthropic Partnerships,” as my colleague Lisa Rein also has reported, and is designed “to create positive philanthropic partnerships with the NPS and on its behalf.”

Those partners are donors who boost the Park Service budget. But they often want more than a good feeling in return.

Although NPS expects the proposal, initially issued in 2006 and updated in March, to take effect by the end of this year, the impact is already evident. A Government Accountability Office (GAO) report published in December carries a photo of a Park Service car adorned with this Subaru advertising — “Built to take you to the place you’ve never been.”

The Park Service is being taken to a dubious place.

“Large corporate donations exert a not-so-subtle gravitational pull on park managers increasingly dependent on these donors for their budgets,” said Jeff Ruch, executive director of Public Employees for Environmental Responsibility. “We are concerned that influence peddling will soon become a major recreational activity in our national parks.”

GAO also is concerned.

A 2009 GAO report lists several potential risks to NPS from these donor relationships, including:

“Partner exerts undue influence over Park Service priorities”
“Public confidence in the Park Service is compromised”
“Parks and Park Service become commercialized.”

An indicator of the last risk, GAO said, is “Corporate donations made to parks or partners and tied to advertising.”

Already parks hoist banners with Budweiser beer and other corporate logos. Where will it stop? Can you imagine Disney presents Yellowstone?

While allowing corporations and other donors to get too deeply involved in any government service presents conflicts of interest, the Park Service apparently felt it was driven to this point because of inadequate government funding.

“DO21,” Park Service shorthand for the order, “is intended to empower NPS employees to take a more active role in the philanthropic process, but by no means requires it,” Park Service spokesman Jeffrey G. Olson said by email. “The realities of NPS funding or lack thereof mean that private dollars are going to be increasingly more important as we move forward and the expectations and responsibilities of the Park Service grow. DO21 simply recognizes this evolution.”

Does this evolution mean federal employees will become increasingly more involved with corporate pitchmen because Congress won’t adequately fund the parks?

Congressional appropriations for the Park Service fell 8 percent, adjusted for inflation, from fiscal years 2005 through 2014, according to GAO. Yet, “Fees, donations, and other funding sources … increased 39 percent after adjusting for inflation.”

Cozy relationships pay off, but at a cost – the credibility of a federal agency and its employees.

“For me as a federal employee and a taxpayer, I think it is unethical … to be advertising for a corporation,” said a Park Service superintendent who insisted on anonymity, fearing retaliation from superiors.

This employee said some NPS staffers are pressured to spend a significant amount of time fundraising and working with donors, who sometimes want special accommodations, such as access to park areas off-limits to the public.

“I was shocked when I read the director’s order,” the superintendent said.

Perhaps it should not be so shocking given the source.

The latest update on these donor partnerships comes less than three months after NPS Director Jonathan Jarvis was reprimanded. Michael Connor, the Interior Department’s undersecretary, said he would dismiss Jarvis from his role as manager of the Park Service’s ethics program after the director wrote a book with an ironic title: “Guidebook to American Values and Our National Parks.”

In February, the department’s inspector general reported the book was “published by Eastern National, a nonprofit that has cooperating agreements with NPS to operate stores and sell merchandise in numerous national parks.” Jarvis was not charged with receiving any money from the publication. Nonetheless, the inspector general’s report said Jarvis “approved Eastern National’s use of NPS’ ‘arrowhead’ logo on the book’s cover” and did not inform the department’s ethics office of his activity.

After reviewing the findings, Connor, in a memo to the inspector general’s office, said the department has “come to the conclusion that Director Jarvis did violate Federal employee ethics standards.”

Now, with his order, the entire Park Service is adopting Jarvis’s ethical standard — such as it is.

Don't miss out on some free fitness for the entire family. Beyond Fitness was honored to participate for its 3rd Year at the Fair Haven Family Stroll. Incase you missed all the fun check out the link ;) Here

Life after a traumatic injury or illness might never be the same. But it still can be lived to the fullest. Helping such patients recover to this level is the mission of Gaylord Hospital.  

“It’s not good enough to say you’re going to go home and watch TV. If you want to be an athlete, or return to something else that gives your life meaning, we’ll help you achieve your goals,” says Tara Knapp, Vice President of Development, Public Relations and Marketing at Gaylord. 

Licensed as a Long Term Acute Care Hospital, Gaylord treats patients who were released from short-term hospitals but still have long roads to recovery. The patients have medically complex injuries and illnesses such as spinal cord and traumatic brain injuries, often combined with other conditions. 

“What makes us so special is our depth of expertise for very specialized illnesses,” says Knapp. 

Gaylord is also renowned for assisting patients long after they leave the hospital. Its adaptive sports program draws people with physical disabilities from all over New England. It offers equipment for more than a dozen games and activities, including rugby, waterskiing, rock climbing, and golf. The hospital also has a garage filled with adaptive bicycles and other equipment, and even runs a para-triathlon team.

“We’re all about living life to the fullest extent possible,” Knapp says. Read more.

The Child Nutrition Reauthorization legislation currently being discussed in Congress includes a provision that could eliminate several New Haven schools from access to free school meals, would impact several New Haven high schools food programs, and would seriously impact the Summer Meals program, through changing the guidelines for community eligibility, thus undoing many of the gains our community has made over the past few years to reduce childhood hunger in New Haven.
 
The New Haven Food Policy Council is asking concerned residents to consider doing the following:

1.       Contact Rosa DeLauro, as a resident, and voice your support for her opposition of the current legislation.  Rosa is standing with us, and she needs a strong showing of support from her district. Information is in the letter below. Call Rosa at 202-225-3661 or fax her a letter to 202-225-4890, or mail it to: The Honorable Rosa DeLauro, 2413 Rayburn House Office Building, Washington, DC  20515

2.       Contact people you know who work in organizations that benefit kids and/or teens, and ask them to use the template below, to draft a letter, which they will fax to Rosa’s office: 202-225-4890 or mail to: The Honorable Rosa DeLauro, 2413 Rayburn House Office Building, Washington, DC  20515

3.       Contact anyone you know who benefits from their child/grandchild having free meals in their school, and ask them to call Rosa’s office to share their story: 202-225-3661.

Please act by Monday, May 9th, since action will be taken on this legislation next week. Thank you for your support in securing this important resource for New Haven!
______________________________

Sample Letter to Rep. Rosa DeLauro in Opposition to the House Improving Child Nutrition and Education Act of 2016 (H.R. 5003)

Dear Representative DeLauro,

I am are writing to support you opposition to the House Subcommittee on Early Childhood, Elementary, and Secondary Education Chairman Rokita’s bill reauthorizing the child nutrition programs, the “Improving Child Nutrition and Education Act of 2016” (H.R. 5003).  As [insert your role here], I strongly oppose several provisions of the bill as they would significantly increase the administrative burden of operating the school meal programs, divert school nutrition program resources and staff time away from providing nutritious meals to students, and inevitably impede access to school meals for many vulnerable students.

The Chairman’s bill significantly weakens the Community Eligibility Provision, a federal option in its second year of nationwide implementation that reduces administrative work and increases school lunch and breakfast access in high-poverty schools. The bill proposes to reduce substantially the number of high-poverty schools that are eligible to implement community eligibility. In New Haven, this would impact at least 10 schools directly, and would compromise the access to free meals for students in our magnet high schools, as well as access to meals for hungry kids during the summer. To quote our School Food Service Director, Gail Sharry, “How do we pick which schools would be taken off the list?”.  Choosing any school will lead to kids facing hunger and a decreased ability to thrive in school.  We consider that result to be absolutely unacceptable.

Many schools in the 40 to 60 percent Identified Student-range, including New Haven, that would no longer be eligible under this proposal, have very high concentrations of poverty – typically between 64 and 96 percent. Those, like our school district, that are currently participating have made a determination at the local level that the program is financially viable and want to ensure the nutritional needs of their students are met. Such schools should continue to have the option to implement community eligibility to support the academic achievement and health of their students. Taking this program away from the thousands of schools already participating would be a step backwards for schools leading to more paperwork and administrative burden.

Additionally, the bill dramatically increases school meal application verification requirements in ways that inevitably would cause eligible students to lose access to free or reduced-price school meals. The number of household applications to be verified would increase significantly for thousands of school districts, creating unnecessary paperwork burdens for schools and families. A disproportionate number of the most vulnerable students, such as those who are homeless, migrant, immigrant or have limited English proficiency, would be particularly likely to fall through the cracks in the process and lose access to school meals even though they are eligible.

Any increase in the amount of applications would further stretch limited administrative and school nutrition staff time for all school districts—rural, suburban, and urban. Every dollar spent to verify school meal applications is a dollar diverted from the food and labor costs necessary to provide healthy meals to students. Schools across Kentucky and in our district are working hard to provide healthy and appealing meals—this proposal would undermine these efforts.

I strongly support your opposition to this bill as it does not lay out a path by which the reauthorization process can move forward and benefit the millions of children in need of help from the programs. This legislation instead will significantly reduce access to the school nutrition programs, significantly increase administrative burden for schools, and harm children’s nutrition and health, exacerbating the problems that the programs are designed to address.

       Sincerely,
       [Your name]
       [Your organization or role]

To Connecticut Legislators and Governor Malloy:
April 29, 2016

Urging You Not to Cut Long Term Services and Supports

Hello !!!

A new season of lectures/tours will begin this coming weekend May 7th and May 8th.

So each Saturday beginning with May7th the tour begins at 11:00am. Each Sunday beginning May 8th the tour begins at Noon.

So all are welcome. If you would prefer a private/group/school tours/lectures, please call Patricia Illingworth at 203.389.5403. Or please send an email for any questions or for arrangements - p.b.i.newhaven@att.net. 

                                                 ALL ARE WELCOME

All the best,

Patricia Illingworth

Chief Docent

Image Source: Eli Whitney Museum.

Eli Whitney is most often remembered as the inventor of the cotton gin and a proponent of interchangeable parts, the manufacturing standard that helped usher in the Industrial Revolution. Less well known, though critical to his success as a manufacturer, is how he taught his workers how to craft tools and other artisan skills needed for his factories. Today, this legacy of workshop education is carried on by the Eli Whitney Museum. 

For more than 30 years, the Eli Whitney Museum has been a place for young people to build, tinker, and experiment. A wide range of programs are offered for students after school and during vacations, and the apprentice program for high schoolers has been an incubator for high-achieving designers, builders, and computer engineers. 

“Education happens both inside and outside the classroom, and it turns out many people are more adept at learning in the workshop than with books,” said Executive Director Bill Brown. “In classrooms learning is directed by an expert. But in the real world there are a lot of circumstances where no one is there telling you the answers and you have to figure out how to solve problems on your own. We happen to like good learners.” Read more.

On Thursday, April 28, The Eli Whitney celebrates this year's submissions to The Leonardo Project, an annual benefit for the museum. Tickets are $75 per person at the door or you may call 203.777.1833 to pay by credit card ahead of time.

A feral cat colony Photo courtesy of The Greater New Haven Cat Project

Sometimes the best of intentions leads to the problem of cat overpopulation. A person finds a hungry cat and decides to rescue it. Then another kitty shows up to the door and is taken in as well. If they are different sexes and not spayed or neutered, a new litter can arrive in just two or three months. Because females can go into heat as young as four-months old, owners who don’t alter their cats can quickly be overwhelmed.

Educating people to avoid such scenarios is part of The Greater New Haven Cat Project’s mission to control cat overpopulation. Run by an all-volunteer network of cat lovers since 1996, the organization also spays or neuters about 500 abandoned and feral cats and facilitates 100 adoptions yearly. Read more here.

According to the 2015 study on nonprofit boards compiled by David F. Larcker, Nicholas E. Donatiello, Bill Meehan, Brian Tayan, "Many nonprofit boards need significant improvement. Directors lack sufficient skills, resources, and experience to meet the needs of most nonprofit organizations. Over a quarter of nonprofit directors do not have a deep understanding of the mission and strategy of their organization. Most boards lack formal governance structure and process, and nearly a third are dissatisfied with the board’s ability to evaluate organizational performance. A majority do not believe their fellow board members are very experienced or engaged in their work. The authors outline and recommend practices that nonprofits need to incorporate to improve success." It's not a pretty picture painted by this study. But the research team offers the following recommendations:

Ensure your organization’s mission is focused and its skills and resources are well-aligned with it.

Ensure your mission is understood and embraced by the board, management, and other key stakeholders.
Establish explicit goals and strategies directly tied to achieving your mission.
Develop rigorous performance metrics that reflect those goals and strategies.
Hold the executive director accountable for meeting those performance metrics and evaluate his or her performance with a sound, objective process.
Compose your board with individuals with the skills, resources, generosity, diversity, and dedication that address the needs of the organization. This includes ensuring that there is a small group of committed and cohesive leaders.
Define explicitly the roles and responsibilities of board members to best leverage their leadership, time, and resources.
Establish well-defined board, committee, and ad-hoc processes that reflect your organization’s needs and context and ensure optimal handling of key decisions and responsibilities.
Regularly review and assess each board member’s leadership contributions as well as the board’s overall performance. This includes ensuring that board members view their time as well spent.

I suppose....

Here's a link to the study: http://pacscenter.stanford.edu/wp-content/uploads/2016/04/2015-Survey-on-Board-of-Directors-of-Nonprofit-Organizations_Meehan.pdf

After listening to a story, children work on a related craft project. Photo Credit Matthew Higbee

The Connecticut Children’s Museum makes accessibility, in the broadest sense of the term, its highest priority. The exhibit rooms are designed to stimulate the unique interests and abilities of every child. There is a music room, a nature room with a glass enclosed beehive, a room with puzzles and logic games, rooms for reading and rooms for playing make believe. 

Physically, the museum makes a special effort to accommodate children with special needs. All furnishings are compliant with American with Disabilities Act standards for children and all signs are duplicated in braille.

In addition, children of various backgrounds and income levels are brought to the museum on field trips, opportunities created through partnerships with schools and early childhood programs. 

“What is most important for us is that every child can come here, and that we are ready for them when they come,” said Director Sandra Malmquist. Read more here.

Four obligations: this is what my associate Jeff Wilcox ((Jeffrey R. Wilcox, CFRE, is president and chief executive officer of The Third Sector Company, Inc.) contends are the simple parameters a nonprofit board should follow to be great.

The first obligation is guaranteeing to the community that a resilient organization is at work on its behalf. Fiduciary accountability is just the beginning. Community equity runs a close second. A vote of no confidence in an organization and its leadership can send an organization down in flames while there’s still money in the bank.

The second obligation is making sure an efficient and defined infrastructure of paid and unpaid people are working towards defined results to benefit the community. An organization’s picture of success, whether an annual or multi-year set of stated deliverables, requires a structure that operates within clear policies; and, each element of the structure, including the board, has performance measures to contribute to the organization’s success in accountable ways.

The third obligation is making sure the organization is evolving with the community it serves. The duty is relevance. Not resting on the laurels of the past, integrating technology and new methodologies, stopping old and stale programs, collaborating with competitors, and making sure the faces of the organization resemble the faces of the community being served are just the starting places for demonstrating relevance in a changing world.

The fourth obligation is assuring sustainable human talent and financial resources are in the pipeline at all times for the next generation to carry on. Term limits; a robust leadership development strategy for volunteers, staff and board; a commitment to succession; and clear methodologies, strategies and expectations for everyone to have a defined role in stewarding the financial contributions from the community creates an insurance policy and investment portfolio to face the future.

I think Jeff has done a good job of translating how a board's can live its fiduciary duties (care, loyalty and obedience) while adding some of the dimensions to how these duties are executed (policy, planning and evaluation). Obligations? Maybe if understood as executing the fiduciary duties.

The balance of this article is found here: http://thirdsectorcompany.com/wp-content/uploads/2015/11/LBBJ-Column-145-The-ABCs-of-Great-Boards.pdf

Greetings!!

2016 Spring is bringing in another Walk For Autism. Come rain or shine it promises to be another great success for this coming year. There will music, food trucks, entertainment, bounce houses and so much more. It will be on Sunday, May 1st beginning at 9:30am at Choate Rosemary Hall Athletic Field Wallingford, CT.

If you need full information then please contact: Grand Apizza, 111 Grand Ave, New Haven @ 203/624.7646 either Lisa or George can give full and detailed information concerning this great event for Autism.

The website is: www.ctautismwalk.com.

Thank you and hoping you can join!!!!

Patricia Illingworth

Grove Street Cemetery