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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.

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This year is the 150th anniversary of what was once known as the Girls Club of America and is now called Girls Inc. The story of Girls Inc involved seven women, the founding board, who shared a passion and a commitment to get the job done. I pose that this is what governance is all about.

Here's the story from the Christian Science Monitor:

In 1864, with the Civil War in its fourth year and Union troops wearing Waterbury Button Company buttons on their uniforms, seven society women in Waterbury decided it was high time to help the young women in their midst. And so on Jan. 15 the founders inked their names in what is now a sepia-toned notebook.

The founders envisioned a school where young women would learn how to keep a home together with some basic education in writing, reading, and mathematics. Primarily it was akin to a finishing school for young working women, Maglio says.

That approach lasted into the 1950s. But as the sexual revolution and women’s rights movements arrived, and the organization realized it needed to shift its focus – and quickly. “We’re about having our girls feel confident with what success is – and it can be different things for different girls,” Maglio says.

Kudos to those who have keep the founders' dreams alive!

When the US Justice Department says to your nonprofit board: " the one-man staff of Philadelphia Safety Net, repeatedly gave himself raises without board approval." you know you must be doing something wrong.

But this is indeed what the Justice Department said to the Philadelphia-based Safety Net which was undergoing an audit from having received its funds through its Congressman's earmark. Turns out that the organization, staffed by one individual who was a former staff member to the Congressman received an annual salary of $364K. The audit concluded saying that it found that "62 percent of Safety Net's spending of federal funds was unallowable, unsupported, or unreasonable". In addition, the executive was cited as having "used some of the public funds for his own expenses", the audit said. It said he did not repay Safety Net for $2,218 in personal spending in 2009, including paying off $393 in parking tickets, a $286 hotel room, and cash withdrawals totaling $1,149. The audit also said Jones used $1,171 in state funds in 2008 to pay for clothing and restaurant bills."

However, from an outcomes perspective, the organization appears to have had an impact taking more than 3500 guns off the street (the program was all about buying back guns).

So, failed board? I would offer there was barely any board, at least providing oversight. But how much does it matter if goals were met?

To review the article, take a look here.

The case of a New York City minister, his wife and the executive director have agreed to pay-back loans with interest and penalties they borrowed from their church and two related nonprofits. I am scratching my head a bit over the "must pay back clause" because the Wall Street Journal doesn't really indicate there was any intention not to pay back their loan (which they used to buy a house and property. Some of the loan was also used to buy a car (yes, a BMW). Alas, additional monies were used to purchase trips for the couple to visit their sons in college.

So, we have here a few issues. According to the Attorney General, it is state law that directors and officers may not be the beneficiary of a nonprofit's loans. I will admit that this was new to me. Over the years I have known of a number of instances where boards have indeed made financial loans to their execs particularly for a house to live-in.

This particular case came to the forefront of the news because these loans were viewed externally as diverting nonprofit money away from their intended purpose. But the couple did actually conduct related transactions that were less than legally or even morally acceptable and indeed, action should be taken, I think, beyond just getting the money with penalties paid.

And indeed, this is likely the reason boards should be cautious about lending. That there were legal prohibitions agains these transactions was news to me so I poked around the web and found that such transactions are not actually prohibited in every state in the US. And, when their are sanctions, their are circumstances. The lesson: boards should seek legal counsel should the subject arise and their is not already a board-developed policy in place recognizing that federal and state laws always trump a nonprofit's laws when there is a difference between the two.

But, to wrap this story up, the Journal article also notes that: Three former members of the Glad Tidings' board agreed to pay $50,000 in penalties for neglecting their oversight duties. Whoa -- gotta hand it to the AG who took all of this very seriously. And nonprofit boards everywhere should do the same. Ignorance is not blissful.

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.

Some rules are meant to be broken to protect your personal space.  In this regard I have learned from teachers who assume Avatar identities to communicate with friend in social media.  

I have done the opposite.  At this time tweets from @FreemanWPAATV are mine and I do 99% of the Outreach communication from the organization I manage under this pseudonym. I also wear the costume at community events to increase our awareness with the next generation.

Freeman Penny Quinn,1st AMBASSADOR of FREE SPEECH

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?

FREE class~ Join a team of licensed Zumba Kids instructors ready to party with your precious little ones with age-appropriate music and moves. This program is geared for kids ages 4-11 years old. Parents/guardians can also join the fun. Feel free to spread the love. Further info contact (Ivette) at 203-285-5393 or email at info@beyondfitnessct.com.    

www.beyondfitnessct.com

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?

Spring is Upon Us!!!

Just a quick note about Grove Street Cemetery in the Spring.....it is beginning to burgeon with fragrant trees and with the planting of flowers in various areas. There is wisteria at certain graves and trees blossoming across the cemetery. It has been a wonder through the efforts of Bill and Joan Cameron with his family with the hard-working ground-keeping staff.

It is very has well-kept for over 40 years and it is to the Cameron we owe a big tribute and thank you for them keeping the cemetery lush and beautiful. The first ground-keep was Gerald Snow - I go to visit him on occasion. It was through his efforts the cemetery had a wonderful record-keeping system without use of technology....surprising Mr. Snow was ahead of his time in record keeping.

Please come visit even with April showers....it is beautiful!!!!

If there are any questions about visits, please call me at 203.389.5403, or email p.b.i.newhaven@att.net.

All the best to everyone,

Patricia Illingworth

Chief Docent

Just how much communication and in what form should be conducted between the nonprofit CEO and the board and the chair of the board?

I think the answer to this question is predicated by the questions: how much does communication and what communication matters to the CEO and respectively, the board and board chair? I further think the answers to these questions is predicated on an understanding about what is meant by "partnership" - the popular description of what should be the relationship between the two entities.

Whether the relationship is indeed a partnership, I believe there to be at least two dimensions to what goes on between the nonprofit CEO and the board: relational and transactional. The transactional nature is fairly obvious. There's a job to be done and the success in doing this job is measured in a number of ways (please take a look at my newly released article on the subject). The relational is not so measureable -- definitely more art than science and often described as "fit" or aluded to as feelings. In my experience, BOTH relational and transactional matter. CEOs can be and are fired for failure in their relational efforts.

And with this acknowledgement, that CEOs can be fired for failing in the relational aspects of their partnership, one should acknowledge then that communcations plays a key role. And, when accepting that communications plays a key role, frequency as well as the nature of the relationship matters. Dr. Fram then enters the scene with his own thoughts about communications in this article. Dr. Fram suggests that communication with the Chair (I particularly agree and think that weekly and at least by phone is correct as this is the "supervisor" and more importantly, volunteer leader of the volunteer board members) should be relatively frequent and direct. He also suggests that additional contact with each board member should be initiated on a regular basis.

I concur thinking that once a quarter or at least twice a year with each member can do wonders to enhance the relational nature of the partnership. During this meeting, the CEO should use the opportunity to better understand the needs of the member and learn goals, interests and levels of satisfaction. I believe that, unless a board member says otherwise, this contact, preferably in person, can enhance the CEO/member relationship and help raise the full level great governance for the whole organization.

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.