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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.  

"The only wrong with tainted money is that there taint enough of it" (General Booth).

A more true statement there isn't for the survivors of the New York ExxonMobile oil spill nonprofit and public entities now attempting to get a piece of the $19.5 million to be distributed in $25K segments. And according to the New York Times article, the needs and wants are wide and varied.

But I wonder how many of the boards of these many grantseekers discussed their values and policy questions pertaining to seeking these funds created from the failure of a corporation to be socially responsible, having barely if at all suffered from the consequence of its actions. For that matter, how many nonprofit boards ever discuss the "right" of accepting money from sources that are....well, you know.

Yes, money is money and it forwards mission. But is all money equal? And is any source ok toward achieving mission.

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. 

Cheers To All!!

The month of March can be a time of mischievous weather. It is a month where we are witnessing the last of the winter season and then the first signs of spring. Where there are great winds at times and then soft spring breezes coming about in this month. But this is the month of the Irish celebration of St. Patrick's Day and so within the cemetery there are Celtic Crosses for viewing.

In Victorian times and carrying-on into the Gilded Age, March offered maple-sugaring parties, then St. Patrick's Day Celebrations, with fairy wayside jaunts of finding new flowerings, or children planting their own special gardens, with the making of pussy willow wreaths and finally the making of Easter baskets. There were scents from the kitchens of Irish families of Colcannon and the savoring flavor of Irish Soda bread. Still by the fireside on March evenings,  the literature of the Gilded Age was of Peter Pan and Wendy by Sir James M Barrie (1911), or we  might be reading this book The Secret Garden by Frances Hodgson Burnett (1911).

But getting on with Grove Street Cemetery, not just in March but all year, the cemetery hosts monumental structures of Celtic Crosses. The Celtic Cross is a very distinct piece of funerary art. The Cross is considered a most effervescent of all crosses to be found anywhere. They are embellished with lovely and intricate tracery and froth with ancient symbolism of the Celt people. The basic form of the Celtic cross is a cross form enclosed with a nimbus (circle). The cross has its origins as far back as 10,000 years ago with the Pagan funeral rites. As the cross became Christian, it lost the symbolism of the Goddess rites but was still strongly tied to the Mother Earth and very much part of national pride. Just as a brief description of the cross, the four arms correspond to the four elements of Earth - Wind - Fire - Water. Yet in some areas the Celtic cross takes the four arms representing the fours provinces of Ireland and the nimbus creates a fifth province by incorporating all the other four provinces. 

Just as a point of interest - in a churchyard of Coniston, Cumbria, England, there stands the memorial cross of the famous author John Ruskin (1819-1900). What makes this cross unique it there is no nimbus but the cross has the life of Ruskin chiseled into the cross on all four sides using only symbols. It is breath-taking to be assured.

However, please come to walk about to witness our lovely crosses. If there is an interest to have a guided tour as such, please call me at 203.389.5403, or email any time p.b.i.newhaven@att.net.

All the best,

Patricia Illingworth

Chief Docent