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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.

To continue reading, please click here.

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

Nonprofit Board Addresses Having Done Serious Harm

The New Haven Early Childhood Council will hold an Information Session on FRIDAY, FEBRUARY 28^TH at 12pm  the Early Childhood Learning Center, 495 Blake Street, Room 15 for any persons or organizations interested in applying for a School Readiness grant.  School Readiness funds are for licensed child care centers that serve New Haven children ages 3 to 5 years old.  This is a competitive grant process and contingent upon State funding.   Anyone interested should contact Denise Duclos, School Readiness Project Director by email prior to the meeting for a copy of the guidelines and grant application. Her email is denise.duclos@new-haven.k12.ct.us .  You may also call 203-946-7875 for additional information.  

CONTACT:

Denise Duclos

203-946-7875

denise.duclos@new-haven.k12.ct.us

The Community Foundation for Greater New Haven 2014 Neighborhood Leadership Program is an eight month training and grant program that supports community leaders in imagining, testing, developing, and realizing projects which build community and provide positive outcomes in New Haven neighborhoods.

Who should apply?

If you are a resident of New Haven (or contiguous towns) who has demonstrated commitment to making a positive difference through resident engagement, and if you are eager to build skills, develop your capacity to increase your impact, and engage with other leaders in learning, practice, and project execution, you should apply to this program.

You will learn the skills and practices of:

• appreciating and using your personal strengths and core values
• building relational culture in your community and with other leaders
• understanding the resources and challenges involved in creating the community you want
• creating and using a group of allies to support you in your work
• designing and implementing a pilot project that will positively impact your community
• learning from your pilot how to modify or scale up your project
• developing and managing the human and material resources you need to produce effective positive impact

What’s required of you?

• Participation in 3 eight-hour training sessions: 4 hours Friday evening and 4 hours Saturday morning on April 25-26, July 18-19, and September 12-13, 2014
• An estimated 10 hours per month: 2 hours per week on building relational culture and 3 two-hour small group and coaching sessions after each training
• Plan, carry out, and evaluate a pilot project
• Plan and seek local resources to help support a your second project based on your experience with the pilot project; the second project could be one that grows your pilot project to a bigger scale, a new project in a new community or a collaboration with another leader you have met in the leadership program. 

What’s provided?

• Meals and parking/transit assistance at training sessions
• Up to $500 in expenses for pilot project; another $500 for your second project upon successful completion of the leadership program
• Up to $2000 additional in 2:1 match (The Community Foundation will contribute $2 for every $1 you receive in donations of money or items). You must provide receipts and a narrative report explaining how you used the money you receive from The Community Foundation within 30 days of the end of your project.

Applications and logistics

• If you are ready to apply, download the application here. This is a Microsoft Word document. Please download the document to your computer and complete the form. You can return your application, ask for the form via email or get answers to most questions by writing to Jermell Smart: jsmart@cfgnh.org. 
• Applications are due by Noon on Monday February 24, 2014. 
• A group interview is required. You will be able to see and hear other program applicants. The interviews will be at the Grove, 760 Chapel Street, New Haven.
• Selection of participants will be completed by March 28, 2014.
• All training (see  schedule above) will take place at the Grove, 760 Chapel St., New Haven.

For further information contact:  Jermell Smart at jsmart@cfgnh.org or at 203-777-7084.

Source: http://www.cfgnh.org/Grant/GrantsYouCanApplyFor/tabid/199/itemid/289/Default.aspx