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Originally posted on new haven speaks:

Over the years, I’ve started many workshops for parents and child care providers with a simple brainstorm activity.  I ask, “What are your dreams for your children, or for the children in your child care?” I’ve completed this activity more than twenty times. Every time, the answers are the same: independence, love, safety, relationships.

This has been an important lesson for me. All people, no matter how diverse, have the same basic dreams for the young children in their lives.

But here in New Haven, many children don’t get the kind of start any of us would hope for.  More than a third of kids in our city live in poverty (37.3 percent, according to the 2008-2012 American Community Survey). Close to twenty percent of children in our county were “food insecure” in 2011—meaning that they lacked consistent access to adequate food.

Continue reading on new haven speaks.

Good Day To All,

Usually I like to write about the various persons connected within the cemetery and the walk-about with those persons. But for this note today, I would like to discuss the Walk for Autism which took place in Wallingford two weeks ago.

Needless, to say, it was a wonderful time to give to a great cause. My team was the "Marissa Monsters". Marissa is the daughter of Lisa and George Carranzo, the owners of Grand Apizza (New Haven's Best Kept Secret) located at 111 Grand Avenue, New Haven, 203.624.7646.

The walk is hosted at Rosemary-Choate School and then from this point of central position we walked through the historic part of the city of Wallingford. There was a Dixie Jazz Band and other amusements - like walking on bubblewrap, etc. The day was awesome with the best weather ever and the people were just as great.

So I encourage anyone to commit to this occasion once a year - it is for such a great cause. This past year the group raised around $2500.00 to develop a cure.

If interested call Lisa or George at 203.624.7646 and they will assist in any questions, or concerns you may have with the Walk.

Cheers to All,

Patricia Illingworth

Chief Docent

Grove Street Cemetery

I recently observed a nonprofit's board members panicking over the organization's total annual deficit of $23,000. Members seriously questioned the exec's abilities.

The organization's annual budget: $8 million. The deficit, less than 1% of the annual budget.

Many of the board members have grown old with their organization with some having been members for 25 years, since the founding of the organization (that's likely not the best scenario). The nonprofit started as most do with only a bit of money: $25,000. Imagine if at the end of the first year, the deficit had been $23,000. Panic would have been conceivably in place and possibly justifiably so.

One of the realities I would observe of nonprofit board members is that many view a nonprofit's finances in the way they view their own personal finances. Many do not have a lot of experience managing a business or a nonprofit and so their only world view when it comes to money is themselves. The consequence: what appears alot on a personal basis is very small on a business basis.

The panic that was set forth from this news, in my opinion, is to be expected. A loss is a loss whether it's mine or the nonprofit's. But the response to the loss -- this is clearly something that can be managed more effectively.

First, given that the majority of board members do not know what to expect or expect as reasonable when it comes to corporate finances, the Governance Committee would do well to a) learn the level of experience when interviewing prospective board members and b) be sure to include in the orientation and on-going training, what corporate finances are like and how they cannot be assessed at the same level as personal finances, perhaps using comparisons with other organizations. In step (b), adjusting personal culture and awareness is essential.

Next, the Exec and the Treasurer should be sure to always keep members abreast of financial challenges and changes. When something "bad" is coming, it is better to be prepared than surprised.

Finally, it's possible and likely that the characteristics and skills/knowledge of individuals who serve as board members in an earlier stage nonprofit are not the best skills/knowledge and characteristics of those who are best for a more mature, large nonprofit. A so-called, corporate-focused or experienced indiivdual may be much more suited for providing fiduciary oversight of a big-budget nonprofit because their skills and knowledge are better matched. These members will still panic but at a significantly different level than the individual with no corporate experience.

Should the characteristics change as the organization grows? I would suggest: yes. The early stage manager is different than a mature stage manger. I would pose that the same is true for the board.

Public Art/Percent for Art Coordinator -P/T on Project Basis

The City of New Haven Department of Arts, Culture and Tourism/New Haven Festivals, Inc. seeks individual with public art background to coordinate upcoming Percent for Art project. Temporary P/T with flexible hours. Send resume/letter of interest and salary requirements to Kim Futrell, City of New Haven, Department of Arts, Culture and Tourism, 165 Church Street, New Haven, CT 06510.  Or email to kfutrell@newhavenct.net.

Work Life balance is even more challenging if you work in a non-profit that you are passionate about: And work-life balance is a personal responsibility --- right?  In my paying day job I was totally out of balance and the old habits are not easy to shed in my encore choices. 

So I will travel to #NHV from #w06492 to stretch my mind today at The Writer's Circle. 

Before doing so let me share a good read on What is Productivity:  http://intentionalworkplace.com/2014/04/17/how-many-hours-do-we-need-to-work-to-be-productive-reprise/  

$100 million from the Gates Foundation, InBloom has faded into the night. In brief terms, InBloom was designed to wharehouse and store student data for public school systems which in turn can streamline how teachers and administrators accessed student records. The system was meant to extract student data from disparate school grading and attendance databases, store it in the cloud and funnel it to dashboards where teachers might more effectively track the progress of individual students.

According to the New York Times story, the environment, particularly regarding privacy and security, isn't ready for what InBloom had to offer. I recognize that the message grantmakers have been giving in recent years is that there is much to be learned from failure (so it's ok -- especially if the source of the money has really deep pockets) but $100 million to learn this lesson? And which should come first: the investment in figuring out the solution, or figuring out the demand?

This of course raises the question, did the InBloom board really fulfill its fiduciary responsibility using the process it used? And yes, I know, I'm the armchair quarterback offering my own opinion on what InBloom has done (or not) but this of course is the job of a blogger. What's your opinion: good investment; good board; good learning?

I often hear board members I'm working with say: we need to add a lawyer. And indeed, lawyers are popular additions to nonprofit boards but I'm not quite certain as to what exactly is expected with the addition of one. True, lawyers have a way of thinking, a process or discipline, that can be helpful to a board when fiduciary and sometimes strategic matters are up for discussion (which should be every meeting). True, lawyers know particular legal disciplines. For example, real estate lawyers know real estate law and this knowledge could be useful to a community development organization. But of course, the board member attorney could not be engaged in the actual transaction representing the nonprofit, that would be a conflict of interest (and of course, any one who represents themselves would have a fool for an attorney).

So what is the reasoning behind this perceived need? Alas, I believe that many nonprofits do believe that "possession" of a particular skill set embodied in the likes of an attorney or an accountant or even a banker as examples of professionals, will ensure the availability of "free" labor. Reality: it may and it may not. For sure, these and other professionals all can add value to a board but not necessarily as defined by their category (like attorney). When they bring value it is because they are a) passionate about the nonprofit's business caring about outcomes; b) willing to participate equally with the rest of the board in any conversation and/or task that is needed; and, c) likely have networks that can help support the work of the nonprofit if asked by this member. And, I'm sure there are additional benefits that may relate to but are not specific to their "job".

Yes, lawyers as well as all kinds of professions can add value to a nonprofit board. The governance committee however can best begin the conversation about need not with what profession box do we need to check-off but what networks, skills, knowledge, experience and passions, but first, always, passion, will help the board best fulfill its fiduciary duties of care, loyalty and obedience. Recruit accordingly. What incoming members don't know, they can be supported through ongoing training.

http://nonprofitboardcrisis.typepad.com/mbblog/2014/04/nonprofit-board-composition.html

Nonprofit community engagement governance "is a new framework in which governance responsibility is shared across the organizational system, distributing the work of governance among the key stakeholders of an organization: its constituents and community, staff and board. The Community Engagement Governance Framework is based upon the established principles of participatory democracy, self-determination, genuine partnership, and on community-level decision-making. The Framework goes beyond the Board of Directors as the sole locus of governance, and helps organizations to become more responsive to their constituent and community needs, and more adaptive to the changing environment." (see http://bloch.umkc.edu/mwcnl/resources/documents/conferences-2011/firwirth.pdf).

To do this "well" a nonprofit and its board must make a commitment and act intentionaly providing guidancs and structure. I doubt that the 60 plus person board of the San Diego Opera has community engagement governance in mind (ever) although with this large of a board, it likely sometimes feels at board members that there are few community members who love opera who have been left out. This point aside, the Opera board voted to close its doors -- basically citing the lack of resources as the driver. But the opera lovers of San Diego are incensed and are holding onto the stage rigging and saying "no". They've even got a board member to offer $1 million for the board to reverse its decision (I believe this a violation of the duty of obedience, you know, once the board has made a decision) but this point not withstanding, the community is saying no to the board's saying "close".

Is this community engagement governance at its best? Perhaps not given the board's apparent lack of intention to actually solicit the community's opion about the Opera's future but isn't that the point?

In December of 2011, Patricia became a foster mom to a baby girl named Kylie. “When she came to me, she was four months old,” says Patricia, “so light she was like paper.” Now two years old, Kylie is at a healthy body weight but has several significant developmental delays. Fortunately, she now receives free care from an experienced family child care provider named Debra Kelly through the Early Head Start (EHS) program All Our Kin runs in collaboration with the United Way of Greater New Haven. Kylie’s progress is an example of the profound effect that high-quality child care and access to professional health services can have on a vulnerable child.

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The following New York Times article is a good example of what I think nonprofit leadership can (the now retired Chancellor) and not (the Board of Regents).  While the University is not precisely a nonprofit nor a Board of Regents precisely a board of directors, I believe the principles apply just the same.

Here is the article.

The following is an interesting "article" from Eugen Fram about what I call "polite" boards. Read and learn and feel free to share your own experiences and thoughts on the matter.
<a href="http://www.huffingtonpost.com/news/nonprofit-board-professionalism/" target="_blank">&lt;a href=&quot;http://http://www.huffingtonpost.com/news/nonprofit-board-professionalism/&quot; target=&quot;_blank&quot;&gt;NIce Guy SyndromeDelegation of Managment RespnsbilityLiability for Nonprofit Board InactionConflict Avoidance by Board DirectorsNonprofit Board ProfessionalismNonprofit Board Selection &amp;amp; RecruitmentRecruiting Nonprofit CEOsBusiness</a>News</a>

At coffee recently a friend serving on a nonprofit board reported plans to resign from the board shortly. His complaints centered on the board's unwillingness to take critical actions necessary to help the organization grow.

In specific, the board failed to take any action to remove a director who wasn't attending meetings, but he refused to resign. His term had another year to go, and the board had a bylaws obligation to summarily remove him from the board. However, a majority of directors decided such action would hurt the director's feelings. They were unwittingly accepting the "nice-guy" approach in place of taking professional action.

In another instance the board refused to sue a local contractor who did not perform as agreed. The "elephant" was that the board didn't think that legally challenging a local person was appropriate, an issue raised by an influential director. However, nobody informed the group that in being "nice guys," they could become legally liable, if somebody became injured as a result of their inaction.

Over the years, I have observed many boards with elephants around that have caused significant problems to a nonprofit organization. Some include:

• Selecting a board chair on the basis of personal appearance and personality instead of managerial and organizational competence. Be certain to vet the experience and potential of candidates carefully. Beside working background (accounting, marketing, human resources, etc.), seek harder to define characteristics such as leadership, critical thinking ability, and position flexibility.

• Failure to delegate sufficient managerial responsibility to the CEO because the board has enjoyed micromanagement activities for decades. To make a change, make certain new directors recognize the problem, and they eventually are willing to take action to alleviate the problem.

• Engaging a weak local CEO because the board wanted to avoid moving expenses. Be certain that local candidates are vetted as carefully as others and that costs of relocation are not the prime reason for their selection.

• Be certain that the board is not "rubber-stamping" proposals of a strong director or CEO. Where major failures occur, be certain that the board or outside counsel determines the causes by conducting a post-mortem analysis.

What can be done about the elephant in the boardroom?

Unfortunately, there is no silver bullet to use, no pun intended! These types of circumstances seem to be in the DNA of volunteers who traditionally avoid any form of conflict, which will impinge upon their personal time or cause conflict with other directors. A cultural change is required to recruit board members who understand director responsibilities, or are willing to learn about them on the job. I have seen a wide variety of directors such, as ministers and social workers, successfully meet the challenges related to this type of the board learning. Most importantly, never underestimate the power of culture when major changes are being considered.

In the meantime, don't be afraid to ask naive question which forces all to question assumptions, as in Why are we doing the particular thing? Have we really thought it through and considered other possibilities? http://bit.ly/1eNKgtw

Directors need to have passion for the organization's mission. However, they also need to have the prudence to help the nonprofit board perform with professionalism.

It is believed, and there's evidence among the mega-nonprofits to support this contention, that a fundraising board can make the make or break difference for a nonprofit.  A Wall Street Journal article on the prospects for the WTC Arts Center states that (the Center) "To succeed, it will need to assemble a high-octane board..."

Fair Haven Community Health Center (FHCHC) is a not-for-profit primary health care organization that has been dedicated to serving the greater Fair Haven Community since 1971. We provide comprehensive health care – from prenatal to pediatric, adolescent to adult and geriatric. Our mission is to provide excellent, accessible health care to the residents of our community, regardless of their ability to pay. 

Our social services staff works closely with our clinicians and patients and families to assist them with housing, personal and financial issues. We believe life experiences are inseparable from personal health. Complex interactions in peoples' lives affect their ability to manage the challenges of even simple medical conditions.

Fair Haven Community Health Center is currently hiring a Social Services Case Manager.

Specific Duties and Responsibilities

• Possesses a pleasant manner and professional attitude.
• Works closely with other clinical programs, social service providers and outreach workers in assisting and following up on client referrals, including implementing comprehensive care plans to meet the needs of clients and families
• Fully integrates with other HIV medical team members, other social service providers, psychiatrist and outreach workers
• Assists clients with obtaining federal and state funded programs & services
• Ensures patient confidentiality, and provides patients with needed information
• Performs other necessary duties as required by the Community Health Center to achieve the goal of providing primary health care

C.  Qualifications

1.  Knowledge

• Knowledge and ability to independently carry out assignments, strong knowledge base of medical terminology and procedures
• Bi-lingual in English and Spanish
• Previous experience in health care setting, ideally in an outpatient setting
• Skill in communication and a pleasant attitude in order to accept  directions, accept constructive criticism and work with all personnel and patients.

2.  Technical Qualifications:

• BSW or other professional degree or equivalent experience in counseling and case management.
• Previous experience in health care setting with HIV and AIDS patients preferred
• Must have Connecticut driver’s license and own transportation
• Oral and written proficiency in English
• Ability to use computer and telephone

To apply:

Contact B.Pace at b.pace@fhchc.org or fax resume to (203) 777-8506 attn B.Pace

Main Street Resources

New England Impact Fund - Executive Job Description

Contact:  Ronny Chatterjee at rchatt99@gmail.com

Main Street Resources (MSR) is launching its third fund, New England Impact Fund (NEIF), to invest in small growing New England social enterprises, minority owned or run companies, and low or moderate income (LMI) and economically distressed area (EDA) located businesses. MSR is seeking two new executives to join its team and focus exclusively on NEIF - one at the associate or junior partner level and one at the senior partner level with potential to build and lead the organization over time. Key responsibilities will be fundraising and investor relations, deal flow development, opportunity screening/structuring, due diligence, financing/closing, portfolio company oversight and support, value realization and overall firm management/operations. 

NEIF will be a $40-60mm Impact Investment SBIC formed to generate superior financial return and meaningful measurable economic development and social impact. NEIF is supported by partnerships with Social Enterprise Greenhouse (the leading social enterprise organization in New England), David Hirsch (long-time MSR advisor/partner and recent past Chairman of the Rhode Island Foundation), and several other highly-regarded organizations, investors, and successful executives and entrepreneurs.  Primary focus areas will be community building, business services, consumer and commercial products, education, health & wellness, sustainable food, recycling, clean-energy and housing. The Fund will be hands-on, creating a network/community of social entrepreneurs and bringing "more than money" to its partners and portfolio companies in terms of value-added support and partnership. Offices will be in Westport, CT and Providence, RI. This regional value-add SBIC approach is consistent with MSR's history, with the added focus on impact. See mainstreetresources.com and segreenhouse.org.

Applicants should have strong relevant educational and professional backgrounds and be passionate about growing small companies and the concept of impact investing, but direct private equity experience is not an absolute requirement.  

IRIS- Integrated Refugee & Immigrant Services (www.irisct.org), a dynamic nonprofit organization in New Haven CT, is seeking a part-time teacher for its Early Learning Program. The mission of IRIS is to help refugees and other displaced people establish new lives, regain hope, and contribute to the vitality of Connecticut's communities. IRIS currently serves clients from countries such as Iraq, Afghanistan, Cuba, Congo, and Sudan.

The Early Learning Program is a free, safe, nurturing environment for children ages 1-4 (up to 6 children at a time), weekday mornings from 9:30am-12:00pm, while parents are at English language class on-site at the IRIS office. The Early Learning Program's focus is on early childhood development, positive socialization and school readiness. This is a multicultural classroom with children who often do not hear English spoken in their homes.

With the daily support of an intern or volunteer, duties include providing educational and social programming; arranging for the purchase of snacks and meals; communicating with parents regarding enrollment and program rules; and when appropriate, helping families apply to other licensed, accredited preschool programs.

Awareness of and sensitivity to cross-cultural issues is a must. The ideal candidate will have or be working towards a degree in Early Childhood Education or a related field and have experience with young children in a developmental setting. Candidates should also have experience working closely with other adults and, preferably, supervisory experience.

To apply, send a resume and cover letter to: Tanya Kimball Genn at education@irisct.org. 

Nonprofit Board Addresses Having Done Serious Harm