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13358888659?profile=originalGreetings To All,

Well, Grove Street Cemetery has been truly asleep this past two months. But hopefully we will be seeing a wonderful spring thaw very soon.

But as a gentle reminder the season will begin formal touring season for everyone May 2nd (Saturday) and May 3rd (Sunday) until the end of November. If you require any information for public/private/special tours, please contact Patricia Illingworth, Chief Docent, at 203.389.5403 or email p.b.i.newhaven@att.net.

Hoping to see and make new friends in this coming year.

All the best,

Patricia Illingworth   

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All Our Kin Seeks a New Haven Director

All Our Kin seeks a dynamic social entrepreneur to maximize the effectiveness and impact of its New Haven operations. This role requires exceptional leadership, management and critical thinking. Reporting directly to the leadership team, the Director of All Our Kin-New Haven leads a high-performing staff in transforming the quality and sustainability of early childhood education in New Haven and the region.

 

Key responsibilities include:

Management and supervision of New Haven staff and programs

  1. Inspire staff and galvanize them to work towards a common vision and goals
  2. Create and support a positive culture committed to All Our Kin's mission and values
  3. Manage all New Haven programs, including Family Child Care Tool Kit Licensing Program, Family Child Care Network, and Early Head Start
  4. Partner with professional development staff to plan and implement trainings
  5. Coach and mentor staff to meet performance goals and continuously improve
  6. Set benchmarks for performance
  7. Hold staff accountable for program outcomes
  8. Ensure effective team communication
  9. Report to All Our Kin's leadership team and partner with them to ensure the highest possible level of excellence 

Mentorship and educational leadership

  1. Provide ongoing mentorship and support to All Our Kin's highly skilled team
  2. Observe team members in the field; reflect with them on their practice
  3. Work with team members to set clearly defined goals for provider growth and strategize with them about how to meet those goals
  4. Support all staff in increasing their knowledge of child development and adult learning


Local impact and strategic growth                   

  1. Use data to engage with the leadership team, staff and clients on ways to refine and improve programs and services
  2. Assess family child care program quality, using research-based observational tools; assess changes in provider skills, knowledge and attitudes; use other metrics as necessary to evaluate impact and effectiveness
  3. Engage community stakeholders in order to design programs and services that are responsive to emerging needs
  4. In partnership with the leadership team, shape the vision for All Our Kin-New Haven’s strategic growth
  5. Partner with change agents in the community to leverage All Our Kin’s impact and transform the quality of education in the city and the region

Candidate Requirements:

Education and Experience

  • Bachelor’s degree required, advanced degree preferred
  • Eight-plus years’ experience, including at least three years of supervisory experience
  • Experience in the nonprofit and educational sectors preferred

 

Skills, Traits and Beliefs

Candidates must:

  • Have experience working in urban communities. 
  • Value diversity and demonstrate cultural competency.
  • Be continuously curious, self-critiquing, self-correcting, and open to new ideas.
  • Be committed to the goal of making high-quality early care and education available to all children.
  • Value an asset-based approach to change and understand that the process is lengthy and requires sensitivity, flexibility, respect, and commitment.
  • Be a creative problem solver.
  • Have excellent interpersonal skills.
  • Have strong organizational skills and attention to detail, with a demonstrated ability to work independently.
  • Have the ability to clearly define strategic issues and make tough decisions.
  • Be able and willing to seek innovative solutions to organizational and programmatic challenges.

 

Compensation and Benefits

Commensurate with experience.

 

About All Our Kin

All Our Kin, Inc., is a nationally-recognized, Connecticut-based nonprofit organization that trains, supports, and sustains community child care providers in order to ensure that children and families have the foundation they need to succeed in school and in life. We invest in children’s first teachers, offering a teaching and learning model that supports child care providers at every stage of their development, from parents and caregivers to professional educators and businesspeople. Through our programs, child care professionals succeed as business owners; working parents find stable, high-quality care for their children; and our youngest and most vulnerable children receive the early learning experiences that prepare them to succeed in school and in life.

 

All Our Kin is an equal opportunity employer and recognizes that diversity and opportunity are fundamental to children’s lives and to our work. 

 

To Apply: Send resume and cover letter by mail: All Our Kin, P.O. Box 8477, New Haven, CT 06530-0477, by fax: 203-772-2386, or by e-mail: christina@allourkin.org.

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All Our Kin seeks a Full-Time Quality Program Director to begin immediately after hire.  The Quality Program Director will design and coordinate All Our Kin’s Quality Showcase Program, which aims to support quality enhancements in family child care programs.  The Quality Showcase Program will significantly enhance the quality of family child care in New Haven by providing training, technical support, quality enhancement funds, and tangible incentives for improvement.  The Quality Showcase Program will also provide parents with easily understandable and accessible information about the quality and availability of family child care as well as give family child care providers opportunities to highlight their programs for parents and the New Haven community.

We are searching for an enthusiastic team player who is looking to make an impact and are excited about being a part of an effective, growing and dynamic non-profit organization.  We offer competitive salary and benefits and a flexible schedule.  The Quality Program Director will primarily work from our New Haven location.

About All Our Kin: All Our Kin first opened its doors in a New Haven housing project in 1999 with two staff members, six mothers, six children, and one core belief: all children deserve access to high-quality early learning opportunities. As Connecticut explores ways to sustain high-quality child care in a time of great economic hardship, communities and agencies throughout the state seek to learn from and build on All Our Kin’s best practices. In response to this demand, All Our Kin expanded beyond New Haven, and is currently serving Bridgeport, Norwalk and Stamford as well. Today, we serve over 300 family child care providers; these parents and educators in turn serve over 1,500 children in our community. To learn more about our work, please visit www.allourkin.org.

Responsibilities of the Quality Program Director include but are not limited to:

  • Coordinating the pilot of Quality Showcase Program in New Haven including
  • Maintaining relationships with key external partners, including the National Association of Family Child Care and CT Office of Early Childhood.
  • Building partnerships with local agencies, employers, businesses and non-profits. 
  • Working with All Our Kin senior leaders to refine & strengthen the Quality Showcase Program
  • Collaborating with All Our Kin’s staff, including the Network Directors.
  • Recruiting family child care providers to participate in the program
  • Developing workshops & coordinating study groups for providers in the Quality Showcase Program
  • Working closely with family child care providers to ensure they progress through the different stages of the Quality Showcase Program
  • Conducting observations of family child care programs to assess quality
  • Ensuring incentives are available to providers in the program, including child care grants and bi-annual celebration dinners.
  • Developing online and paper system for sharing information on family child care providers in the program with families & the New Haven community.
  • Linking providers to community resources and supports.

 

The ideal candidate:

  • Believes in the All Our Kin mission and has a deep commitment to the goal of making high-quality early care and education available to all children.
  • Is extremely organized, has a keen eye for details and is able to multi-task in a fast-paced environment.
  • Is willing to learn and creatively problem-solve.
  • Is proactive & takes initiative to achieve goals.
  • Enjoys collaborating and working as part of a team.
  • Possesses excellent interpersonal and communication skills.
  • Values diversity and demonstrates cultural and linguistic competency.
  • Has experience working in education and/or human capital development
  • Spanish speakers encouraged to apply.
  • Bachelor's Degree required; advanced degree preferred. 

 

Benefits of Working at All Our Kin

All Our Kin’s small size, focus on innovation, and collaborative model of program development make it possible for staff members to get a close look at the workings of a small, high-impact nonprofit organization at the cusp of two critical issues: job creation and child care. The organization’s commitment to mentorship and professional development guarantee that the Quality Program Director will receive individual time and attention, and will serve as an integral member of our highly skilled and mission-driven team.

All Our Kin is an equal opportunity employer and recognizes that diversity and opportunity are fundamental to children’s lives and to our work. 

To Apply: Send resume and cover letter by mail: All Our Kin, P.O. Box 8477, New Haven, CT 06530-0477, by fax: 203-772-2386, or by e-mail: christina@allourkin.org

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FHCHC Hiring: Chief Financial Officer

Outstanding healthcare opportunity! Fair Haven Community Health Center is a leader in health care in Connecticut.  We are proud to have a diverse and motivated team of professionals who are constantly seeking ways to enhance and improve the health and well-being of all patients.

Duties and Responsibilities:

  • Responsibilities include the overall administration of internal accounting and strategic overview of the financial management of the center. This includes ensuring maintenance of effective internal controls to safeguard the assets and guarantee the reliability of financial statements, compliance with all financial and contract reporting requirements for private, public and grant funding, overseeing payroll process and proper preparation and completion of the annual financial audit.

 

  • The CFO oversees billing, information technology and finance departments.

 

  • Responsible for preparation of cost studies required for the financial performance management and improvement of the center.

 

  • The position of CFO is one of the most critical positions in the organization and is one of high visibility.

 

Requirements

  • CPA or Bachelor’s Degree required with preference in finance or accounting. Masters degree or preparation preferred.

  • 5-7 years of experience, or equivalent, in ambulatory care or practice management including experience in a supervisory capacity.

  •  Knowledge and proven experience in non-profit and grants management experience in Federally Qualified Health Centers strongly preferred.

Please e-mail resume to b.pace@fhchc.org or fax to (203)777-8506 Attn: B. Pace

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Nonprofit Advocacy Matters

There are times when it can really matter that a nonprofit's board and staff step-out to support legislation that supports its mission. When nonprofits sit on the side-lines of political discussion, unlike the AARP or similar member organizations, bad things can result for nonprofits.

Take for example the bins that are used by Salvation Army and Goodwill. These recycling collectors have pretty much defined the industry where folks can donate their goods for cause. Well, the for-profit sector thinks there's may be opportunity here and have set-up competing bins in New York and Philadelphia and elsewhere. The unknowing public, trusting what Salvation Army and Goodwill have established might just presume their "contributions" follow the same path. But, as the following Philadelphia Inquirer article illustrates, not so.

But the point of today's blog: nonprofits don't have to sit by when threats reduce mission effectiveness. The boards and staff can legitimately take action to educate the public and speak actively to their legislators about rules that can support them and the public.
TRICIA L. NADOLNY, INQUIRER STAFF WRITER
POSTED: Monday, February 16, 2015, 1:07 AM

The clothing donation bin appeared on the North Philadelphia street corner without warning, a metal box caked with bubble-gum pink paint and rust.

Stenciled on the side in small blue letters was this message: "Through your donations we provide money to charities & give employees occupation."

Jay Butler, who owns the adjacent property near Erie Avenue and 21st Street, didn't think much of it. Until the bin filled up, and clothing - along with a mattress, a broken television, and an empty bottle of brandy - littered the sidewalk. He went to the police station.

"They told me that I can get rid of it," Butler said. "Well, what am I going to do with it?"

What he didn't know was that a half-mile away was a nearly identical bin. And another one a block from that. And one about 500 feet from there. And a half-dozen more along nearby Broad Street.

All have appeared within the last six months.

All bear a New Jersey phone number connected not to a charity, but to a for-profit company. That company, Viltex USA, is causing a headache in New York City, where officials are scrambling to push the bins out.

Viltex, it seems, is pushing south and finding a new market in Philadelphia. It's one of several for-profit textile-recycling companies expanding in the city.

"These recyclers are aggressive," said Mark Boyd, president and CEO of Goodwill Industries of Southern New Jersey and Philadelphia. "They are, as far as I'm concerned, taking revenue from Goodwill."

Textile recycling is a nearly billion-dollar worldwide business, industry officials say. Of the clothing discarded in donation bins, much is resold in bulk, often overseas, where used wares are at a premium because consumers can't afford new items. The rest is recycled into wiping rags, carpet padding, even car-door insulation.

Donations left in Goodwill or Salvation Army bins are often sold to fund services such as employment training and alcohol-treatment programs.

Donations left in Viltex's bins? No one really knows.

Viltex's sparse website says the company is a for-profit entity "that works hand in hand" with nonprofits and charities. None are identified by name.

The company's phone number goes to voice mail; Viltex officials could not be reached for comment. Viltex filed for Chapter 11 bankruptcy protection in November, saying in court filings that its liabilities were equal to its assets, about $550,000.

Viltex's attorney, David Stevens, did not return a call or e-mail seeking comment.

The company's presence in Philadelphia is unavoidable. A quick drive through the neighborhoods of Nicetown, Logan, Hunting Park, and North Philadelphia turns up scores of blue and pink Viltex bins, many tagged with graffiti and surrounded by trash. Nearly all are in poor areas and set in front of vacant lots.

Councilwoman Cindy Bass, whose district encompasses those neighborhoods, noticed the trend.

"You begin to wonder about the predatory nature of what these bins really are," she said.

This month, she introduced a bill to ban for-profit donation bins and require all bins to be licensed. Separately, Councilman Curtis Jones Jr. last month revived a bill he introduced in 2013 that would require bins to be licensed. (Bass said the two measures would likely be combined.)

Jones and Councilman Bobby Henon, whose districts cover much of Northeast and Northwest Philadelphia, said they had seen an influx of bins, including some installed without the permission of property owners.

Many of those, unlike Viltex's, identify a benefiting charity on the bin. But they operate under a hybrid nonprofit/for-profit model that has come under fire from groups like Goodwill.

For example, several bins operated by A&E Clothing indicate proceeds benefit the Retired Peace Officers, a New Jersey nonprofit. That's true. But the nonprofit gets a flat $25,000 check each year and A&E Clothing keeps the rest, according to Anna Jaruga, an A&E employee.

Boyd, of Goodwill, said most people who throw used clothes into a donation bin assume the charity is the only benefactor. He and Maj. Kevin Schoch, who oversees the local Salvation Army's donation bins, said the influx of for-profit bins was cutting into their donations.

Schoch said the Salvation Army had only 20 bins in the region, but he was looking to add 200 more.

"It's about the visibility," he said. "We, for lack of a better way to say it, need to be competitive."

Others believe there is no need for a rivalry.

More than 80 percent of fabrics end up in a landfill, according to Jackie King, executive director of the Secondary Materials and Recycled Textiles Association, an international trade group for the for-profit sector. For-profit companies are diverting that waste, she said.

King, who has asked Bass to reconsider her legislation, said her association's 160 members all pledge to clearly state their relationship with any charity on each bin.

"It's a matter of making it convenient for people to recycle," King said. "There's plenty of clothing and textiles to go around."

Forcing for-profit bins out of Philadelphia may be easier said than done.

In New York City, where it is illegal to put donation bins on the sidewalk, the city handed out 2,093 citations in fiscal year 2014, up from about 600 the year before. Officials said many companies remove bins within the 30-day warning period, only to drop them elsewhere, restarting the clock.

The City Council there recently passed legislation allowing the Sanitation Department to remove bins immediately.

When Butler asked Philadelphia's Sanitation Department to clean up the mess around the bin at 21st and Erie, he said a crew hauled away the mattress and the television but left the rest. Last week, he contacted Bass' office. On Wednesday, a city crew cleared away the rest of the debris.

But not the bin.

"I'm just a little concerned that it's only going to continue," Butler said. "Until they get rid of this stupid thing."

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In March 2010, Neighborhood Housing Services of New Haven (NHS) launched its first annual Resident Leadership Program.

Based on a curriculum developed in conjunction with our national partner, NeighborWorks® America, the program consists of five units. The primary goals of this program are to transfer concrete leadership skills to residents, create a space for participants to share their experiences with one another, and increase residents’ sense of being agents of change. One key to achieving these goals starts with the fundamental belief that participants and the communities they represent are assets.

 

Too often, leadership programs are built to fill in the “missing gaps” in emerging leaders, rather than hone the skills they already possess or allow time to build confidence and skills. This program aims to change that paradigm.

 

NHS is pleased to announce that registration is now open for our 2015 Resident Leadership Program. We are featuring a fresh lineup of workshops for this year’s program, but they continue to focus on helping resident leaders to build tangible skills and effect positive change in their communities.


This year's classes are:
March 31 - Building Winning Teams
April 7 - Tips for Effective Communication
April 21 - Staying Strong through Recruitment and Retention
May 5 - Using Planning to Create Action
May 19 - Effectively Using Community Resources

Registration deadline is Tuesday, March 17. A $25 registration fee is required upon acceptance into the program.

 

The 2015 Resident Leadership Program Application can be found here.

 

To read more about our program, including past facilitators and workshop topics, please click here.

2015 RLP Flyer 

About Neighborhood Housing Services of New Haven:

Incorporated in 1979, Neighborhood Housing Services of New Haven, Inc. (NHS) positions neighborhoods to succeed by increasing homeownership; providing pre- and post-purchase homebuyer education and financial coaching; making homes beautiful, energy-efficient, and affordable; and helping residents take charge of their neighborhoods. In 2001, NHS opened the New Haven HomeOwnership Center, which provides homebuyer education and financial assistance to individuals and families who are purchasing and rehabilitating homes throughout the Greater New Haven area. The HomeOwnership Center is also a leading provider of foreclosure intervention services to clients throughout Connecticut. NHS is a chartered member of the NeighborWorks® America network. (www.nhsofnewhaven.org)

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Nonprofit Money Moves Mission

I think it can be safely said that nonprofits that have revenues and equally important, savings, have an enhanced ability to pursue mission. It of course is worth saying that volunteers and donated goods and services matter and matter a lot, but unrestricted assets and income equally matters and often are a game changer for a nonprofit's pursuit of ission.

So what happens if, in a moment, assets dissapear? Impossible you say? Not really as I reagularly feature events when internal thefts wipe-out the short-term ability of some nonprofits to operate. Greenpeace India on the other hand has experienced a real stoppage of the use of its money. The India Reserve Bank put a freeze on Greenpeace's (and five other nonprofit's) financial assets. Greenpeace activities in the pursuit of mission have actually begun to do their job and the government has retaliated - pretty much a tit-for-tat event. The courts have told the India Reserve Bank it has to un-freeze the assets so Greenpeace's temporary crises is pretty much over.

I'm pretty confident that Greenpeace's board, like the other nonprofit boards, dedicated to what the believe is right for the public and the earth, knew what to expect from the government it was holding accountable. This board understood the financial risks but proceeded to act. I'm also believing that the board had a plan in the event of government action - use of media, other partners ready to jump-in, perhaps even other methods for paying for its expenses.

I offer that this is good and responsible governance. Noting that during this week we have recognized and honored the work of Martin Luther King and the nonprofit boards who stood beside him, kudos to Greenpeace and its sister organizations and to all nonprofit boards who have pursued mission regardless of the risks.

To learn a bit more about the Greenpeace situation, check here.

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Until recently, the system for dealing with homelessness had been a patchwork of shelters and service agencies working independently to help people get back on their feet. Every agency had a different screening and application process that frequently required difficult to obtain documentation and confusing forms. That approach is changing. 

Continue reading: http://bit.ly/1HULXEj

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The Community Foundation for Greater New Haven, the region’s permanent endowment and largest grantmaker to local nonprofits, is accepting grant applications from eligible nonprofit organizations through March 27, 2015 for its Responsive Grants process. Responsive Grants are generally awarded to address operating, programmatic or capacity building needs. Amounts vary from $7,500 and up; eligibility restrictions apply, including adherence to The Community Foundation’s anti-discrimination policy. Applicants who are unfamiliar with the grant process are encouraged to register for an informational webinar on February 11, 2015 at 1:00 – 3:00 pm. For complete details and to apply online, visit www.cfgnh.org/grants.

Generally more than $2 million in multi-year grants is awarded through The Community Foundation’s Responsive Grant process, which occurs in two-stages and takes approximately six months to complete.  Responsive Grants represent only one element of The Foundation’s overall grantmaking, which has exceeded $20 million in recent years. 

Thanks to the generosity of three generations of donors, The Community Foundation for Greater New Haven awarded $21 million in grants and distributions in 2013 and has an endowment of over $430 million comprising more than 830 individually named funds. In addition to its grantmaking, The Community Foundation helps build a stronger community by taking measures to improve student achievement, reduce New Haven’s infant mortality rate, promote local philanthropy through www.giveGreater.org and encourage community awareness on issues important to our region. For more information, visit our website at www.cfgnh.org, find us on Facebook at www.facebook.com/cfgnh or follow us on Twitter at www.twitter.com/cfgnh. 

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Nonprofit Board Personnel Committee

Nonprofit boards often establish committees to "take care of" tasks the whole board might not want to do or might need done on their behalf. Often enough these tasks embody what I refer to as "taking care of the homework" that can helpfully inform the full board when decisions are to be made.

Finance Committees are an excellent example of a small sub-body of a nonprofit that can take a magnifying look at the income and expense statement and the balance sheet to be sure the rest of the board understands the nonprofit's financial condition at a given point of time and most importantly, understand what if any action the board should take. Executive Committees can be helpful in organizing meeting agendas and provide support to the executive director. A strategic planning task force can do the support work in moving a planning process along. All of these committees and task forces have a common function of doing the homework of the board and making recommendations, not decisions.

Lately I've run across some boards that have established personnel committees. A personnel committee or task force (is established with a specific time-limited assignment) may make sense when it's time to ensure that personnel policies need an update to ensure compliance with federal and state regulations and laws (this is a fiduciary responsibility). A task force established for recruiting an executive director and maybe even managing the annual executive performance review likely also makes sense.

But what about a personnel committee that is involved in hiring personnel beyond the executive? I am a subscriber to the philosophy that the individual who supervises and evaluates, hires. This would mean to me that the only staff person "hired" by the board is the executive director. And subsequently, the only reason for a personnel task force: updating personnel policies.

Thoughts?

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As part of its ongoing commitment to support and strengthen nonprofits serving the Greater New Haven region, The Community Foundation for Greater New Haven is once again offering a series of workshops and several competitive funding opportunities. Workshop topics, grant deadlines and detailed eligibility criteria for each grant process is available at www.cfgnh.org or by calling 203-777-2386.


Training Workshops and Online Resources for Nonprofits
In 2015, a series of monthly workshops are planned by The Community Foundation covering a range of topics to strengthen the infrastructure of local nonprofits and maximize their effectiveness in delivering important services to the people residing in Greater New Haven. Early workshop topics will cover grant application writing and how to apply for a competitive Responsive grant from The Community Foundation. Additional topics planned for the year include: social media marketing, general marketing and planning, fundraising, donor retention, major gift acquisition and retention, budgeting and financials and planned giving.

Also online at www.cfgnh.org, nonprofit executives and staff can learn about best practices, tips and tools for organizational operations and links to resources on a variety of topics at the Nonprofit Management Resource Center.


For more information about the training workshops, visit www.cfgnh.org or contact Jackie Downing at 203-777-7072.

Grant Opportunities for Nonprofits Serving Greater New Haven
Organizations defined as tax-exempt under Section 501(c)(3) or any applicable statute of the Internal Revenue code and that provide services to one or more of the following towns are eligible to apply for a competitive grant from The Community Foundation for Greater New Haven: Ansonia, Bethany, Branford, Cheshire, Derby, East Haven, North Branford, North Haven, West Haven, Oxford, New Haven, Guilford, Hamden, Madison, Milford, Seymour, Shelton, Wallingford, Orange and Woodbridge.

Grant amounts range from several hundred dollars to thousands of dollars depending on the grant process; funding is available for event sponsorships, general operating support, immediate needs, specific programs and special areas of interest. For greater detail on each competitive grant process and deadline dates to apply online, visit The Community Foundation’s website at www.cfgnh.org/grants.
Scholarships are also available and distributed throughout the year from approximately 100 funds at The Community Foundation for Greater New Haven; scholarship grants are awarded to individual students and paid directly to the student’s school. The majority of Foundation scholarship funds are designated to be awarded to students attending specific schools; applications and deadline dates vary. Scholarship seekers are encouraged to talk to their school Guidance counselors about funding opportunities. Visit www.cfgnh.org/scholarships to access online applications, deadline dates and other helpful resources.

Thanks to the generosity of three generations of donors, The Community Foundation for Greater New Haven awarded $21 million in grants and distributions in 2013 from an endowment of approximately $430 million and comprising hundreds of individually named funds. In addition to its grant-making, The Community Foundation helps build a stronger community by taking measures to improve student achievement, reduce New Haven’s infant mortality rate, promote local philanthropy through www.giveGreater.org® and encourage community awareness at www.cfgnh.org/learn. The Community Foundation for Greater New Haven’s 20 town service area includes: Ansonia, Bethany, Branford, Cheshire, Derby, East Haven, Guilford, Hamden, Madison, Milford, New Haven, North Branford, North Haven, Orange, Oxford, Seymour, Shelton, Wallingford, West Haven, Woodbridge. For more information about The Community Foundation, visit www.cfgnh.org, find us on Facebook at www.facebook.org/cfgnh or follow us on Twitter at www.twitter.com/cfgnh.

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Nonprofit Board Accountability

Usually when I discuss nonprofit board accountability I am referring to those occasions for understanding how and when a board is meeting its fiduciary responsibility.  Today though I want to focus on how a board can be more strategic about achieving mission.  The answer: analytics.

Analytics -- effectively the work of grabbing and translating lots of statistics about an organization's audience is not a new science.  For profits have been using analytics for too many years too count and the analytics science is getting more and more sophisticated.  As all marketing strategy folks, the key to effective marketing is knowing and understanding the needs and wants of your target audience including demographics and psychographics.

So it should come as no surprise that museums have latched onto the science of analytics and are using it to the max.  The Wall Street Journal article tells much about how this science can work and the many benefits it can bring to a nonprofit.  The lesson: analytics is not just for the for-profit or for-profit "like" (aka museums and hospitals) but should be considered as an important resource by every nonprofit, no matter the size.  Oh, and don't think there aren't lots of resource folks out there who could be helfpul without the mega-pricetags the for-profits pay.  Pretty much every major for-profit business in your community has someone in their organization collecting and processing data.  They can be rescurited to at least start you off on your journey.  And if not from the for-profits, think about all the available grad students in your local university....

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New Haven, CT (December 17, 2014) - The Community Foundation for Greater New Haven, the region’s charitable endowment and largest grantmaker, announces that Carlton L. Highsmith of Middlebury, CT and Dr. Khalilah L. Brown-Dean of New Haven, Associate Professor of Political Science at Quinnpiac University in Hamden, have been appointed to the Board of Directors. Both will begin seven-year terms on January 1, 2015, taking the seats of David I. Newton and Rolan Young Smith, whose terms expire at the end of 2014.

”Khalilah Brown-Dean is a nationally known and well-respected voice on issues of great importance to our community who is also a committed and accomplished community leader, and Carlton Highsmith’s record of business leadership, community leadership and philanthropic leadership over many years is second to none in Greater New Haven,” says William Ginsberg, president and CEO of The Community Foundation for Greater New Haven. “They will both make outstanding board members for The Community Foundation, and we are thrilled that they will be joining us in 2015.”

13358888097?profile=original

Mr. Highsmith was founder of Specialized Packaging Group, 

recognized as the largest minority-owned firm in the State of Connecticut prior to its merger with PaperWorks Industries. He served as vice chair of the Board at SPG PaperWorks Inc. until his 

retirement in 2010.

Mr. Highsmith is founding Chairman of the Board of the Connecticut Center for Arts & Technology (ConnCAT), a New Haven nonprofit organization providing market relevant and career-focused technical skills training and job placement services to underemployed and unemployed adults in the New Haven area. He also serves on the Boards of First Niagara Bank, Quinnipiac University and the Yale-New Haven Health System.

Mr. Highsmith has received many honors for his long-time community leadership. In 2014, he was the recipient of both the Greater New Haven Torch of Liberty Award from the Anti-Defamation League and the John H. Filer Award from the Connecticut Council for Philanthropy. In 2011 Gov. Dannel Malloy appointed Mr. Highsmith to the Connecticut Employment & Training Commission (CETC), where he currently chairs its Career Advancement Committee. Mr. Highsmith earned a BA in Economics from the University of Wisconsin-Madison. He holds Honorary Doctorate degrees from Quinnipiac University and Albertus Magnus College.13358889074?profile=original

Dr. Brown-Dean’s current research focuses on the political dynamics surrounding the American criminal justice system. Her book Once Convicted, Forever Doomed: Race, Punishment, and Governance explores how mass incarceration impairs both the strength and function of American governance. Her research on the criminal justice system and voting rights policy have garnered international attention, and she was recently appointed as a Director of the Prison Policy Initiative, a national nonprofit organization working to understand the impact of mass incarceration on local communities across America.

Dr. Brown-Dean is a frequent contributor to the Washington Post, CNN, Ebony.com, Fox News Radio, WNPR, AURN, CTV, and other outlets regarding issues such as American politics, mass political behavior, crime and punishment and political psychology. In 2014, Connecticut Magazinenamed Dr. Brown-Dean one of its “Forty Under Forty,” citing her as one of the best and brightest among Connecticut’s Generation Next. Dr. Brown-Dean attended the University of Virginia, where she received a BA in Political Science. She has a Masters Degree and a PhD from The Ohio State University, where she was the recipient of the Henry R. Spencer Award for Distinguished Teaching and the Graduate Associate Teaching Award.

Thanks to the generosity of three generations of donors, The Community Foundation for Greater New Haven awarded $21 million in grants and distributions in 2013 from an endowment of approximately $430 million and comprising hundreds of individually named funds. In addition to its grant-making, The Community Foundation helps build a stronger community by taking measures to improve student achievement, reduce New Haven’s infant mortality rate, promote local philanthropy through www.giveGreater.org® and encourage community awareness atwww.cfgnh.org/learn. The Community Foundation for Greater New Haven’s 20 town service area includes: Ansonia, Bethany, Branford, Cheshire, Derby, East Haven, Guilford, Hamden, Madison, Milford, New Haven, North Branford, North Haven, Orange, Oxford, Seymour, Shelton, Wallingford, West Haven, Woodbridge. Find us on Facebook at www.facebook.org/cfgnh or follow us on Twitter at www.twitter.com/cfgnh

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Nonprofit Board Policy

Today's Wall Street Journal article on corporate branding as a source of revenue for children's musuems introduces some great nonprofit board policy questions. Making policy to inform day-to-day decisions is part of a nonprofit board's fiduciary duty of care. Policy also reduces the need for a nonprofit's management to need board action on every single decision.

According to the article, corporate branding can play a significant role in the sustainability of a nonprofit. Children's museums offer particularly unique opportunities for corporations to "plant their seed" as you would for both the child and parent. But there are policy questions a board should consider ahead of taking advantage of these opportunitites.

The most simple question: is there any "tainted" money source a board would not accept? Usually tainted is derived from having a moral or political basis and may indeed counter the core values and mission of a nonprofit. I imaging that a board's clearness about its values should serve as a fine reference for deciding whether to accept money from some sources.

As sustainability is the root for accepting branding money, a board might establish a policy about just how dependent the organization should be on branding. Businesses tend to be fickle in their relationships; their bottom line income influences how long they may remain committed; and, sometimes they make decisions that result in not having an interest or desire in the relationship - like moving the factory to another state or country. I'm not saying that all businesses are unreliable but history might suggest...

Then there is the question of mission. Is the "what" a corporation want to brand compatible with the nonprofit's mission and program goals? The New Balance example in the article appears to be an example of consistency for the museum but I can imagine where such examples are otherwise.

So, a nonprofit board's policy work is complicated but can certainly make a difference for the nonprofit's future.

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Nonprofit Rogue Board

What happens when all the lines of governance and ownership and family and program and action and, well just about everything, get entangled with "issues"? The following story about a Charter School and its "arm".

MARTHA WOODALL, INQUIRER STAFF WRITER

When Imhotep Institute Charter High School opened its new building in East Germantown five years ago, officials dubbed the $10 million facility "the Miracle on 21st Street."

Now, as the school with an African-centered curriculum fights to keep its charter, the building at 6201 N. 21st St. is at the center of a tug-of-war.

Sankofa Network Inc., a related nonprofit that owns Imhotep's campus, filed a Common Pleas Court lawsuit last week alleging the charter owes $1.2 million in rent, interest, and fees.

The court action comes after the school, which opened in 1998, was rocked by months of turmoil, including the ouster in late June of M. Christine Wiggins, Imhotep's founding chief executive.

The Imhotep board voted not to renew Wiggins' contract after the School District's charter office said in April that it would recommend not renewing the school's charter on several grounds, including poor academic performance.

Supporters of Wiggins, who have created an online petition at MoveOn.org to "Save Imhotep Institute Charter High School," have said her removal was the work of a "rogue board."

Wiggins, who is known as "Mama Chris," could not be reached for comment Tuesday.

George Gossett, Imhotep's lawyer, called the suit "frivolous." He said the building's future is not in jeopardy and the charter's finances were sound.

"It is not a correct lawsuit," Gossett said. "They are saying that the rent had not been paid. That is not correct. The rent is paid directly to the bank that has the mortgage on the property."

He said members of Sankofa's board are relatives of or have close ties to Wiggins.

"We believe that some of the actions are retaliatory in nature because [Wiggins'] contract was not renewed," Gossett said.

Tameka Thomas-Bowman, the president of Sankofa's board who signed off on the suit, is a daughter of Wiggins and a former Imhotep employee.

Sharon Wilson, a lawyer who represents Sankofa Network, said the nonprofit acted after it was told by the bank that as of Oct. 1 it was delinquent nearly $900,000 in repaying a construction loan and a line of credit.

The complaint, Wilson said, is an attempt to sort out the finances amid changing board members and administrative turnover at Imhotep.

As is often the case with charters in Pennsylvania, Imhotep created a nonprofit that obtained the mortgage and owns the building the school leases. It is often easier for a related nonprofit to obtain long-term financing than a charter, which is subject to renewal every five years.

Wilson said the complaint Sankofa filed last week, technically a "confession of judgment," was the best and fastest way to obtain an exact accounting of what the school has paid and when.

She said in the past that Imhotep and Sankofa "had less formality than was probably good for either of them."

Concerns about academic performance at Imhotep prompted the district's charter office to express reservations about renewing the school's charter.

Although Imhotep, which has 525 students in grades nine through 12, has been praised for sending a high percentage of its graduates to college, the school's records show that in 2013, only 9 percent of Imhotep students scored proficient on the state's Keystone exams in Algebra 1 and 5 percent in Biology 1. In literature, 37 percent were proficient.

The school is known as a local football powerhouse that also has strong basketball programs.

District spokesman Fernando Gallard said that in addition to academic concerns, the district has been awaiting results of investigations by the state Department of Education and Imhotep itself on irregularities on state PSSA tests.

"The [charter] renewal has been delayed, pending the outcome of the investigation of test irregularities," he said.

Imhotep was among several charter and district schools where examiners flagged erasure patterns and changed answers on standardized tests as part of a statewide cheating investigation.

Gallard said the district wanted to be able to review Imhotep's scores from 2012-13 and 2013-14 because its scores dropped "significantly" after the state instituted strict new testing procedures in 2012.

"As we do with every charter renewal, we are also going to be looking at the audit of the financials of the school, which goes directly to the question in regards to the current dispute between the school and the foundation," Gallard said.

He said that the School Reform Commission is expected to vote on Imhotep's renewal this academic year.

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The New York Times recently published a “Room for Debate” column featuring four different perspectives on the topic “Wages for Housework.” The premise of the debate: that housework – including child care – is generally unpaid labor, except when others are hired to perform it. A professional child care provider is remunerated for child care work, while a mother isn’t. Countries in vastly different parts of the world have considered proposals to pay housewives (as well as househusbands) a salary for their work, with advocates arguing that the wages would give millions of people financial autonomy and demonstrate that taking care of children, cleaning, and cooking meals are difficult tasks that are critical for national well-being.

All Our Kin’s work with family child care providers has made us passionate about increasing the status of child care in the eyes of the public. NPR recently featured a graph showing the ten most popular jobs in each income bracket illustrating how different jobs are remunerated; sadly, the bracket including child care workers falls dead last. Furthermore, a recent report from the Center for the Study of Child Care Employment highlighted the challenges of building a skilled workforce of early educators in a nation where “much of the public is averse to the idea that pre-kindergarten teachers require levels of knowledge and skill as rigorous as those of their counterparts who teach older children.” We must find a way to pay child care providers the wages that they deserve for educating our youngest, most vulnerable children.

To keep reading, click here: http://bit.ly/1prJ5GE

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“This work is my seed that I can plant in the world. I know that seed will grow, and it will be fruitful. We already see progress. But we also still have so much work to do. We can always do more.” -Nilda Aponte, All Our Kin's Bridgeport Network Director

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On October 28, 2014, The Community Fund for Women & Girls presented Nilda with the first annual Susan M. Lewin Women’s Leadership Award. The awards ceremony was part of an event called “Feminism’s Frankensteins” featuring feminist speaker Courtney Martin, held at the New Haven Lawn Club. To read more about Nilda and the event, click here: http://bit.ly/1ogzj9F

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The Community Foundation for Greater New Haven, the permanent endowment and largest grantmaker to nonprofit organizations serving the Greater New Haven region, announces that it has awarded $2,405,044 in one-year and multi-year grants to 43 nonprofits serving its twenty-town region. These grants are the culmination of The Community Foundation’s largest, annual competitive grants process, which began in March with 123 applicants requesting $9.2 Million in total funding. This competitive process is only one element of The Foundation’s overall grantmaking, which is expected to exceed $20 million in total competitive and non-competitive grants in 2014.

“Each year The Community Foundation’s competitive grantmaking process highlights all the great work being done by nonprofits in our community and poses very difficult decisions for us in choosing which grants to support. As always, in making these decisions we have sought to find a balance among our community’s many opportunities and needs,” said William W. Ginsberg, President & CEO of The Community Foundation for Greater New Haven. 

Grants broken down by category are as follows: protecting the environment (1 grant for $20,000), supporting arts and culture (3 grants for $120,500), promoting civic vitality (4 grants for $183,000), boosting economic success (4 grants for $170,000), nurturing children and youth (6 grants for $278,000), meeting basic needs (7 grants for $355,000) and providing quality education (9 grants for $350,000).  Because The Community Foundation has a sizable number of preference funds that support health services, the largest number of grants was made in the category of ensuring health and wellness (9 grants for $882,544), as in years past. 

In seeing greater evidence that there is a transition occurring in the manner in which homeless shelter services are funded and delivered,  The Community Foundation awarded several grants to nonprofits serving the homeless population in the region to ensure individuals and families at risk of being homeless or who are chronically homeless do not experience an interruption in services. These grant recipients include: Christian Community Action, Columbus House, Community Soup Kitchen, Connecticut Veterans Legal Center, Corporation for Supportive Housing, Downtown Evening Soup Kitchen, New Reach and Youth Continuum.

In alignment with emerging strategies identified by The Foundation’s Board of Directors, two grants were awarded to address issues of 1) incarceration and community reentry and 2) immigration integration. The Connecticut Women’s Consortium received $160,000 to support trauma-informed, gender responsive training and technical assistance to four agencies that provide services to formerly incarcerated individuals reentering the Greater New Haven community. That grant follows a decision by the Board earlier in the year to award $50,000 to The Transitions Clinic Network to serve the reentry population. To support immigration integration, JUNTA, which ensures that the rights of immigrants are respected and protected and that the Latino population is better represented in all segments of the community, received $50,000 for its general operations. 

“The Community Foundation is committed to making New Haven and the region a welcoming community to all including the most vulnerable among us. This means ensuring that nonprofit organizations are prepared to serve the most vulnerable populations like undocumented immigrants and those returning to the region after incarceration. We want to ensure that these individuals have access to well-coordinated and quality services and that they have the tools they need to become civically engaged citizens. The Community Foundation has a long history working in these two areas and is committed to making more strategic investments that will lead to positive outcomes for individuals and the community,” says Christina Ciociola, Senior Vice President for Grantmaking & Strategy. 

Illustrating how preference funds are used to support requests that align with donor intent, distributions from the Konopacke and Phelps Funds were used to support a local animal shelter and services for the aging, respectively.

Thanks to the Lillian and Henry Konopacke Fund, a grant was awarded to Animal Haven Inc., a private, nonprofit no-kill shelter for homeless cats and dogs located in North Haven. The Konopacke Fund was created in 2013 by bequest of New Haven native Henry Konopacke, who worked as a machinist at the Winchester Repeating Arms Factory. The fund states a preference to assist nonprofit animal shelters in the Greater New Haven area. The grant will be used to train staff and upgrade Animal Haven’s facility to prevent disease, ensure animal health and wellbeing and serve as a model for other shelters in Connecticut.  

The John P. & Cora E. Phelps fund was established in 1962 as a preference fund by bequest of Emma P. Pelton, in honor of her grandfather and mother. A grant to the Town of Hamden was made possible from the fund for the Hamden Phelps Community Project, which provides short-term or emergency support to needy senior residents.

“Honoring donor intent is central to The Community Foundation’s grantmaking,” says Angela Powers, Senior Vice President for Development, Stewardship and Donor Services at The Community Foundation for Greater New Haven. “We are very pleased to have identified grants that will make our community stronger in ways envisioned by Mr. Konopacke and Ms. Pelton.”

This year, as in the past, the responsive grant process for the Lower Naugatuck Valley was carried out collaboratively with The Community Foundation’s affiliate, the Valley Community Foundation. In addition to The Community Foundation’s $2.4 Million, 12 Valley grants totaling $420,304 were awarded by the Valley Community Foundation, including one joint grant by the two foundations to Literacy Volunteers of Greater New Haven to help reestablish its literacy program in the Valley.

A complete list of grant recipients is available at www.cfgnh.org 

The Community Foundation will hold its Annual Meeting on November 5 at the Long Wharf Theatre in New Haven from 5:00 – 7:00 pm. Anyone interested in attending is asked to RSVP to Kat Spadacenta at 203-777-7066 or events@cfgnh.org.

Thanks to the generosity of three generations of donors, The Community Foundation for Greater New Haven awarded $21 million in grants and distributions in 2013 and has an endowment of over $430 million comprising more than 830 individually named funds. In addition to its grantmaking, The Community Foundation helps build a stronger community by taking measures to improve student achievement, reduce New Haven’s infant mortality rate, promote local philanthropy through www.giveGreater.org and encourage community awareness at www.cfgnh.org/learn. For more information, visit our website at www.cfgnh.org, find us on Facebook at www.facebook.com/cfgnh or follow us on Twitter at www.twitter.com/cfgnh.

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