Excell Foundation provides much-needed food service equipment supplies to nonprofits, and they’re looking for wish lists.
The Excell Food Service Dealer Network, a national group of industry vendors and dealers, created the foundation. The Foundation’s board reviews the nominations and utilizes Excell membership as partners in securing, shipping ,and installing the equipment. It’s a great opportunity for summer camps, homeless shelters, etc.
Excell also provides scholarships to people who want training in the industry.
If you wish, please go to http://theexcellfoundation.org/ for more information.
Chủ Nhật, 11 tháng 5, 2008
Chủ Nhật, 4 tháng 5, 2008
We Need Money For Our 501(c)(3) etc. Organization - What Is The Grant Seeking Process?
These are tough times and your nonprofit probably needs as much financial support as it can raise. So, now, you're considering applying for grants. Read on!
Perhaps, though, your organization has never gone after grants. So to diversify how many methods and which methods your organization uses to raise funds, your organization is committing to raising grants. Very smart. Maybe you're all ready to get to work, but you don't know what the process is.
The grant seeking process is:
1. Commit to the process. Raising grants successfully requires a commitment to the process.
2. Gather: your organization's incorporation documentation (e.g. IRS Letter of Determination), your organization and program's budget, draft on paper a thorough and honest description of the program/project/item that you need a grant for, a history of your organization, etc.
3. Plan. Give yourself and your organization enough time to be successful at raising grants. Grant donors usually take a quarter (three months) on average to determine who they will donate grants to (this varies foundation to foundation - it can be shorter or longer). Plan out the project timeline, who will do what, how all of the money will be raised, budget for the project, etc. Give yourself enough time to find potential grant donors who may really give to your organization - don't waste your organization's time and resources on sending requests to foundations who do not give to your cause, or do not give to organizations serving the geographic location that yours' does, or does not fund the kind of program/project/item that you need money for. Give yourself enough time to write a thorough, professional, and strong grant proposal. Do not assume that just writing anything will get your organization a grant. Grant writing is a skill.
Some grant donors give emergency grants (meaning they will grant right away in an emergent situation) BUT the situation must truly be an emergency that was previously unforeseeable by your organization. Do not count on raising an emergency grant. Attempt to raise one if you are truly experiencing an emergency, but don't expect that will be all you'll need to do. Plan.
4. Learn. Learn what the grant seeking process is, how to do it so that you'll be successful, learn about writing a grant proposal and its components (e.g. program budget), and invest in the process. If you learn grant writing now you'll know it for your current needs, and your organization's future needs. Read the posts on this blog tagged "How To". It's free! If you do not have time to do the grant writing, hire a professional, experienced, and successful grant writer. This is an investment in your organization's future, success, ability to deliver its mission's goal, and in your organization's ability to ramp up. A final thought on educating yourself about grant writing; if you do hire a grant writer, you still need to learn about the process to be sure you've hired someone who truly is good at what they do, but also so that you're able to proceed without your grant writer having to completely educate you through the process. They've been hired to do the grant writing, not provide you with courses on grant writing!
5. Prospect, or research which grant donors will give to your organization. Look for foundations who are interested in the cause you serve, who give towards the kind of project/program/item that you're seeking grants for, and who fund organizations serving the location that your organization serves. Research foundations on The Foundation Center's website, or Guidestar.org Each are comprehensive listings of grant donors from all over the U.S. and each are also very up to date. Read each site's directions on how to research foundations - they are each free. The Foundation Center charges to search their foundation database (Guidestar does not). Guidestar provides various donors' IRS form 990 which greatly helps nonprofits locate foundations who will likely give to them. The Foundation Center provides its Foundation Collection (foundation database) for free at various public libraries around the nation. To find out if one of these Cooperating Collections is in a library near you look at: http://foundationcenter.org/collections/
6. Write. Grant writing is not the worst thing to learn, especially being affiliated with a nonprofit! Learn about it before you sit down to do it. The Foundation Center also has great free educational modules teaching how to write grant proposals on their site (look under Education and Tools). To the right, on this web page, I have hand selected the best books in the professional nonprofit sector and placed them in my Amazon web store. I highly recommend any of those books. They are standards in the field. Read The Foundation Center's Guide to Proposal Writing
. It's excellent. After you've written, edit, re-write a second draft, get others to proof read it and make suggestions, and hone the proposal into a winning document.
7. Submit the proposals (or letters of inquiry (LOI)) according to each foundation's giving guidelines that you are going to send an application to. Tailor a proposal for each foundation. Provide each foundation with what they request in their guidelines, and do not send what they state they do not want to receive.
8. Be patient. I know - you need the money. This is a process and you've done everything that you can do. Let the process follow through. Be confident. Your organization does important work for your community. If you don't get the first grant you apply for, keep at it. Commit to the process. Every nonprofit gets turned down. Keep at it.
9. Don't stop applying for grants after this need is satisfied. Continue the process. It's a great viable fundraising method.
Perhaps, though, your organization has never gone after grants. So to diversify how many methods and which methods your organization uses to raise funds, your organization is committing to raising grants. Very smart. Maybe you're all ready to get to work, but you don't know what the process is.
The grant seeking process is:
1. Commit to the process. Raising grants successfully requires a commitment to the process.
2. Gather: your organization's incorporation documentation (e.g. IRS Letter of Determination), your organization and program's budget, draft on paper a thorough and honest description of the program/project/item that you need a grant for, a history of your organization, etc.
3. Plan. Give yourself and your organization enough time to be successful at raising grants. Grant donors usually take a quarter (three months) on average to determine who they will donate grants to (this varies foundation to foundation - it can be shorter or longer). Plan out the project timeline, who will do what, how all of the money will be raised, budget for the project, etc. Give yourself enough time to find potential grant donors who may really give to your organization - don't waste your organization's time and resources on sending requests to foundations who do not give to your cause, or do not give to organizations serving the geographic location that yours' does, or does not fund the kind of program/project/item that you need money for. Give yourself enough time to write a thorough, professional, and strong grant proposal. Do not assume that just writing anything will get your organization a grant. Grant writing is a skill.
Some grant donors give emergency grants (meaning they will grant right away in an emergent situation) BUT the situation must truly be an emergency that was previously unforeseeable by your organization. Do not count on raising an emergency grant. Attempt to raise one if you are truly experiencing an emergency, but don't expect that will be all you'll need to do. Plan.
4. Learn. Learn what the grant seeking process is, how to do it so that you'll be successful, learn about writing a grant proposal and its components (e.g. program budget), and invest in the process. If you learn grant writing now you'll know it for your current needs, and your organization's future needs. Read the posts on this blog tagged "How To". It's free! If you do not have time to do the grant writing, hire a professional, experienced, and successful grant writer. This is an investment in your organization's future, success, ability to deliver its mission's goal, and in your organization's ability to ramp up. A final thought on educating yourself about grant writing; if you do hire a grant writer, you still need to learn about the process to be sure you've hired someone who truly is good at what they do, but also so that you're able to proceed without your grant writer having to completely educate you through the process. They've been hired to do the grant writing, not provide you with courses on grant writing!
5. Prospect, or research which grant donors will give to your organization. Look for foundations who are interested in the cause you serve, who give towards the kind of project/program/item that you're seeking grants for, and who fund organizations serving the location that your organization serves. Research foundations on The Foundation Center's website, or Guidestar.org Each are comprehensive listings of grant donors from all over the U.S. and each are also very up to date. Read each site's directions on how to research foundations - they are each free. The Foundation Center charges to search their foundation database (Guidestar does not). Guidestar provides various donors' IRS form 990 which greatly helps nonprofits locate foundations who will likely give to them. The Foundation Center provides its Foundation Collection (foundation database) for free at various public libraries around the nation. To find out if one of these Cooperating Collections is in a library near you look at: http://foundationcenter.org/collections/
6. Write. Grant writing is not the worst thing to learn, especially being affiliated with a nonprofit! Learn about it before you sit down to do it. The Foundation Center also has great free educational modules teaching how to write grant proposals on their site (look under Education and Tools). To the right, on this web page, I have hand selected the best books in the professional nonprofit sector and placed them in my Amazon web store. I highly recommend any of those books. They are standards in the field. Read The Foundation Center's Guide to Proposal Writing
. It's excellent. After you've written, edit, re-write a second draft, get others to proof read it and make suggestions, and hone the proposal into a winning document.7. Submit the proposals (or letters of inquiry (LOI)) according to each foundation's giving guidelines that you are going to send an application to. Tailor a proposal for each foundation. Provide each foundation with what they request in their guidelines, and do not send what they state they do not want to receive.
8. Be patient. I know - you need the money. This is a process and you've done everything that you can do. Let the process follow through. Be confident. Your organization does important work for your community. If you don't get the first grant you apply for, keep at it. Commit to the process. Every nonprofit gets turned down. Keep at it.
9. Don't stop applying for grants after this need is satisfied. Continue the process. It's a great viable fundraising method.
I read this week in The Chronicle of Philanthropy that foundations understand the current economic difficulties impacting nonprofits so well that they are taking on the burden of the lesser valued dollar, the cost of overhead such as gas, and the impact on the work of nonprofits' mission statements. One third of American foundations are giving more right now. The Chronicle further reports that 37% more plan to increase their giving next year, according to a study conducted by the Council on Foundations.
Also in The Chronicle of Philanthropy, this week, William O'Keefe, Senior Director of Advocacy of Catholic Relief Services in Baltimore is quoted as encouraging nonprofits to do three things, in particular, during this slowing economy:
Also in The Chronicle of Philanthropy, this week, William O'Keefe, Senior Director of Advocacy of Catholic Relief Services in Baltimore is quoted as encouraging nonprofits to do three things, in particular, during this slowing economy:
1. "Stay focused on major donors, since they are less likely to be affected by economic woes."
2. "Include messages in appeals that demonstrate a sensitivity to the state of the economy."
3. "Seek support from a diverse array of sources."
These are tough times, but the resources are bolstering themselves to assist nonprofits. Your nonprofit can't afford to leave the potential to get their assistance, on the table.
2. "Include messages in appeals that demonstrate a sensitivity to the state of the economy."
3. "Seek support from a diverse array of sources."
Grants for Programs Improving Your Community Open to the U.S.
MARKHAM VINEYARDS ANNOUNCES MARK OF DISTINCTION GRANTS PROGRAM
A Winery with Deep Community Roots Supports Those Planting Seeds for Positive Change
NAPA VALLEY, CA – April 8, 2008 – Markham Vineyards, a pioneering Napa Valley winery with a proud history of community involvement, today announced a call for applicants for the Mark of Distinction, a program designed to empower individuals to make positive, tangible change across America. This nationwide initiative will award $25,000 grants to individuals to help complete community projects.
Markham is searching for local leaders who are dedicated to improving their neighborhoods, cities or towns. Passionate, inspiring candidates with a project that could make a lasting change in their community can enter at www.MarkhamMarkofDistinction.com. On July 10 finalists and their dream projects will be selected and posted on the Web site. The public will then vote to determine two winners, who will be awarded $25,000 each to make a lasting local change – a “Mark of Distinction” – in their communities.
“Markham Vineyards could not have become the success it is today without the support of the local people,” said Markham Vineyards President and Napa Valley native Bryan Del Bondio. “We are excited to give others the opportunity to give back, and look forward to discovering and supporting exceptional individuals in improving their community through the Mark of Distinction program.”
Mark of Distinction seeks applicants throughout the country and from all walks of life. Any project that would result in a lasting, material community improvement – ranging from park refurbishment to the establishment of a community center to construction of a public pool – is viable. “We’ve all had a moment, in our neighborhood or city, where we’ve seen something that needed work or could be made better and thought, ‘Wouldn’t it be great if?’” Del Bondio said. “Mark of Distinction will empower people who have the leadership, skill and perseverance to turn those ‘what ifs’ into reality.”
The inspiration for the Mark of Distinction can be found in the history of the winery itself. Founded in 1879, Markham Vineyards has achieved great success through an unwavering devotion to the Napa Valley community, in which it has deep roots. Markham owns more than 230 acres of Napa Valley vineyards and purchases grapes from established local growers, many of whom have worked with the winery for years – including Ted Laurent, grandson of Markham winery founder Jean Laurent.
Markham Vineyards regularly gives back at local and national levels. It has long been a supporter of the Northern California-based Milagro Foundation, and of the renowned Napa Valley Vintners’ annual auction. Around the country, Markham has supported the Catch 22 Foundation, the Tom Coughlin Jay Fund and the Chicago Lighthouse for the blind. To continue in the tradition of community involvement, this spring, a portion of proceeds from each Markham wine purchase will be donated to Hurricane Katrina rebuilding efforts in New Orleans.
Markham Vineyards offers a diverse range of award-winning varietals, including Merlot, Cabernet Sauvignon, Chardonnay, Sauvignon Blanc, Reserve Merlot and Petite Syrah. For more information about the winery, please visit www.markhamvineyards.com.
CONTACT: Jessica Elker, Marina Maher Communications, 212-485-6842, jelker at mahercomm dot com or Amy Grosheider, Marina Maher Communications, 212-485-6895, agrosheider at mahercomm dot com
A Winery with Deep Community Roots Supports Those Planting Seeds for Positive Change
NAPA VALLEY, CA – April 8, 2008 – Markham Vineyards, a pioneering Napa Valley winery with a proud history of community involvement, today announced a call for applicants for the Mark of Distinction, a program designed to empower individuals to make positive, tangible change across America. This nationwide initiative will award $25,000 grants to individuals to help complete community projects.
Markham is searching for local leaders who are dedicated to improving their neighborhoods, cities or towns. Passionate, inspiring candidates with a project that could make a lasting change in their community can enter at www.MarkhamMarkofDistinction.com. On July 10 finalists and their dream projects will be selected and posted on the Web site. The public will then vote to determine two winners, who will be awarded $25,000 each to make a lasting local change – a “Mark of Distinction” – in their communities.
“Markham Vineyards could not have become the success it is today without the support of the local people,” said Markham Vineyards President and Napa Valley native Bryan Del Bondio. “We are excited to give others the opportunity to give back, and look forward to discovering and supporting exceptional individuals in improving their community through the Mark of Distinction program.”
Mark of Distinction seeks applicants throughout the country and from all walks of life. Any project that would result in a lasting, material community improvement – ranging from park refurbishment to the establishment of a community center to construction of a public pool – is viable. “We’ve all had a moment, in our neighborhood or city, where we’ve seen something that needed work or could be made better and thought, ‘Wouldn’t it be great if?’” Del Bondio said. “Mark of Distinction will empower people who have the leadership, skill and perseverance to turn those ‘what ifs’ into reality.”
The inspiration for the Mark of Distinction can be found in the history of the winery itself. Founded in 1879, Markham Vineyards has achieved great success through an unwavering devotion to the Napa Valley community, in which it has deep roots. Markham owns more than 230 acres of Napa Valley vineyards and purchases grapes from established local growers, many of whom have worked with the winery for years – including Ted Laurent, grandson of Markham winery founder Jean Laurent.
Markham Vineyards regularly gives back at local and national levels. It has long been a supporter of the Northern California-based Milagro Foundation, and of the renowned Napa Valley Vintners’ annual auction. Around the country, Markham has supported the Catch 22 Foundation, the Tom Coughlin Jay Fund and the Chicago Lighthouse for the blind. To continue in the tradition of community involvement, this spring, a portion of proceeds from each Markham wine purchase will be donated to Hurricane Katrina rebuilding efforts in New Orleans.
Markham Vineyards offers a diverse range of award-winning varietals, including Merlot, Cabernet Sauvignon, Chardonnay, Sauvignon Blanc, Reserve Merlot and Petite Syrah. For more information about the winery, please visit www.markhamvineyards.com.
CONTACT: Jessica Elker, Marina Maher Communications, 212-485-6842, jelker at mahercomm dot com or Amy Grosheider, Marina Maher Communications, 212-485-6895, agrosheider at mahercomm dot com
Thứ Ba, 29 tháng 4, 2008
Bend, Oregon Wednesday, April 30th; Bloggers Unite To Drink, Snack, and Be Merry!
Jen Blackledge, COWPU Web Mistress, said it best...
Central Oregon Blogger Meet-up!
Wednesday, April 30, 5:30ish at the Summit (in the O'Kane Building on Oregon), Downtown Bend
Please RSVP. To RSVP on the Central Oregon Web Professionals Usergroup's site (yes, the acronym is COWPU) and click "I'm Going!", or leave a comment, or email me at jenblackledge at gmail.com.
The first blogger meetup was a big success! Since then there's been a lot of growth and new folks have popped up in our local "blogosphere". Meetups like this are a nice chance for all of us to gather, unwind, and put some faces together with the blogs. This event is primarily intended for bloggers who wish to meet other bloggers. If you don't have a blog, then this may not be the get-together for you. So, if you just can't stand not being there and don't already have a blog... what are you waiting for?!
I'll see you there!
Central Oregon Blogger Meet-up!
Wednesday, April 30, 5:30ish at the Summit (in the O'Kane Building on Oregon), Downtown Bend
Please RSVP. To RSVP on the Central Oregon Web Professionals Usergroup's site (yes, the acronym is COWPU) and click "I'm Going!", or leave a comment, or email me at jenblackledge at gmail.com.
The first blogger meetup was a big success! Since then there's been a lot of growth and new folks have popped up in our local "blogosphere". Meetups like this are a nice chance for all of us to gather, unwind, and put some faces together with the blogs. This event is primarily intended for bloggers who wish to meet other bloggers. If you don't have a blog, then this may not be the get-together for you. So, if you just can't stand not being there and don't already have a blog... what are you waiting for?!
I'll see you there!
Chủ Nhật, 27 tháng 4, 2008
How To Be A Modern Nonprofit Board Member, Or, Nonprofit Leaders, Willing To Take A Look At Yourself for the Good of the Nonprofit You're Working For?
Nonprofit Board of Directors, Board of Trustees, even Nonprofit Board Advisers, and the like should take a tip or two from these adorable fellows.
Board leadership requires the ability to stand one one's own, if need be. Last week I watched an episode of "Charlie Rose" while he happened to be interviewing actor George Clooney. By the way, I remember when George was in that half hour comedy about an emergency room (no, before "ER"). I remember the mullet and the Walkman that was forever around his neck. So, I think 'he's one of us', he's struggled a bit to get where he is. I surprised myself when I was pretty impressed with a comment that Mr. Clooney made. It's stuck with me. Sage words from George Clooney? I guess so.
Charlie Rose asked George about being asked to be a peace ambassador on behalf of the United Nations. He responded joking, self deprecatingly, about probably not being the natural choice as a representative of 'peace'; and then he made a small but excellent point. He said that when he accepted the position, he told the UN that he would lead as a huge proponent of the program and its goals, and he would also be its greatest critic.
Jon Stewart has said something similar in an interview that I read or heard. He said that he learned, while doing stand up comedy, that you do better as the one on stage (I extrapolate the meaning to be able to include 'leading'), if you don't fall in love with your audience.
I think that there are pearls of wisdom in these actors' experiences! These are even nonprofit sector pearls!
Nonprofit board directors, board trustees, even nonprofit board advisers, and the like should take a tip from these stars. Volunteering one's time is as generous as any financial donation. Giving one's time, attention, and expertise to a cause IS generous. If you are a board member, you probably got involved because you cared about the issue, wanted to contribute, and found a nonprofit working on the cause that you believe does great work. This is all really and truly powerful, generous, advantageous for your community, and more.
I had a friend in college who used to say 'if you know that you can't do the job, don't take the job offer'. His point was sage, too, though he was not a movie star.
Nonprofit leaders, while you mean well, I ask you to consider the following list.
10. Nonprofit leaders must know when to stand apart from popular opinion; be willing to go against the rest of the leaders when necessary; and be willing to speak up and stand on their own if their conscience, morals, understanding of the law, or their understanding of modern nonprofit management, transparency, and operations is not being met.
9. Nonprofit managers must be proactive in their own understanding of modern professional nonprofit management, operations, transparency, federal and state requirements, oversight, and more. Don't wait for your agency's board president or executive director to say 'OK, we're going to get a consultant in here to educate you, the board, about modern professional governance, planning, oversight, and fundraising'. Learn about the current concepts, be a professional about your volunteer position, and take responsibility. You're expected to retain these responsibilities by the federal government and by each donor.
8. If you aren't willing to learn what a nonprofit leader is expected to know and do, according to contemporary nonprofit professional ethics and standards, why are you taking the volunteer position?
7. The only responsibility you have is to the law/ethics and the nonprofit's mission statement and its goal/work. If your work, planning, education, and leadership is not guided first and foremost by the nonprofit's mission, what is it being guided by and why? If you can't change it around to put the mission first, resign.
6. We all know that it is nice to be liked. We all know, too, that leaders are not always liked, and that's part of being a leader. If you can't both tout the organization you volunteer for, and also be its worst critic in some fair ratio to one another during your leadership tenure; you aren't serving the organization, its mission, or the constituency or issue you're supposed to be making better. Volunteering for a nonprofit is not supposed to be a social opportunity, easy and fun, nor a popularity contest. It is actually hard, difficult, challenging, professional and exceptionally rewarding work. Read my post, What Is A Well Run Nonprofit Agency? I'll Tell Ya...
5. Do you and your colleagues at your organization keep open, in touch with the latest nonprofit governance paradigms and issues, staying willing to always review your nonporfit's work, leadership, staff, bylaws, volunteers, and mission to ask about each of these, 'are we relevant; are we effectively serving the need our organization was created to; are we achieving organizational and operational goals; do we have honest frank tough but fruitful discussions (client to staff, staff to staff, volunteer to volunteer, and volunteer to staff); does everyone involved listen to one another; does everyone involve stay open to self criticism for the good of the mission; is everyone open to the community ready to remain positive about other nonprofits doing similar work in the region, willing to communicate professionally with colleagues in the field, do your organization's people stay open to collaboration?' If not, why not? The mission and your clientele or cause is the most important 'thing' and why your agency exists.
4. If your organization has gone through something tough such as getting negative press, or maybe going through an internal scandal, or having to go to court and taking some heat, etc.; did you, your colleagues at the nonprofit, and the total organization learn from the experience(s)? Was everyone willing to look at themselves, at their role in the issue, was your organization communicative with your community through the rough patch, was there an independent investigation, were findings and the solutions shared with your constituents and community? Was your organization able to deal with the bad press or rumors in a modern, transparent, communicative, open, fair, professional way? Were appropriate, effective, thorough, and ethical changes made? If not - are you arguing amongst your peers for these professional and modern steps to take place?
3. Could you do all of the necessary work (for instance, the work and qualities of a modern educated nonprofit leader, as describe above), without once hearing a 'thank you'; getting recognition, or listing this volunteer work on your resume'? Are you a leader who wants to do the work; show up for the meetings; and speak from your professional experience, conscience, and with an eye to the mission, or are you just needing a resume' bullet point?
2. I admire that you've read this far down the list. It says a lot of your ability and willingness.
1. Are you more in love with your community than willing to do the leadership work, that may not keep you in the comfortable or perhaps 'popular' light?
There are no scores to indicate where you may fall on the 'quality leadership spectrum'. This is one of those rhetorical discussions. Also, there are no saints. I don't expect you are one or that you'll turn into one. I do expect, though, that you can read this entire list, consider it, and maybe even look at yourself in comparison to it. Ultimately, what I say or think doesn't matter, but your organization's mission and its work does. That's why I bring this up.
Board leadership requires the ability to stand one one's own, if need be. Last week I watched an episode of "Charlie Rose" while he happened to be interviewing actor George Clooney. By the way, I remember when George was in that half hour comedy about an emergency room (no, before "ER"). I remember the mullet and the Walkman that was forever around his neck. So, I think 'he's one of us', he's struggled a bit to get where he is. I surprised myself when I was pretty impressed with a comment that Mr. Clooney made. It's stuck with me. Sage words from George Clooney? I guess so.
Charlie Rose asked George about being asked to be a peace ambassador on behalf of the United Nations. He responded joking, self deprecatingly, about probably not being the natural choice as a representative of 'peace'; and then he made a small but excellent point. He said that when he accepted the position, he told the UN that he would lead as a huge proponent of the program and its goals, and he would also be its greatest critic.
Jon Stewart has said something similar in an interview that I read or heard. He said that he learned, while doing stand up comedy, that you do better as the one on stage (I extrapolate the meaning to be able to include 'leading'), if you don't fall in love with your audience.
I think that there are pearls of wisdom in these actors' experiences! These are even nonprofit sector pearls!
Nonprofit board directors, board trustees, even nonprofit board advisers, and the like should take a tip from these stars. Volunteering one's time is as generous as any financial donation. Giving one's time, attention, and expertise to a cause IS generous. If you are a board member, you probably got involved because you cared about the issue, wanted to contribute, and found a nonprofit working on the cause that you believe does great work. This is all really and truly powerful, generous, advantageous for your community, and more.
I had a friend in college who used to say 'if you know that you can't do the job, don't take the job offer'. His point was sage, too, though he was not a movie star.
Nonprofit leaders, while you mean well, I ask you to consider the following list.
10. Nonprofit leaders must know when to stand apart from popular opinion; be willing to go against the rest of the leaders when necessary; and be willing to speak up and stand on their own if their conscience, morals, understanding of the law, or their understanding of modern nonprofit management, transparency, and operations is not being met.
9. Nonprofit managers must be proactive in their own understanding of modern professional nonprofit management, operations, transparency, federal and state requirements, oversight, and more. Don't wait for your agency's board president or executive director to say 'OK, we're going to get a consultant in here to educate you, the board, about modern professional governance, planning, oversight, and fundraising'. Learn about the current concepts, be a professional about your volunteer position, and take responsibility. You're expected to retain these responsibilities by the federal government and by each donor.
8. If you aren't willing to learn what a nonprofit leader is expected to know and do, according to contemporary nonprofit professional ethics and standards, why are you taking the volunteer position?
7. The only responsibility you have is to the law/ethics and the nonprofit's mission statement and its goal/work. If your work, planning, education, and leadership is not guided first and foremost by the nonprofit's mission, what is it being guided by and why? If you can't change it around to put the mission first, resign.
6. We all know that it is nice to be liked. We all know, too, that leaders are not always liked, and that's part of being a leader. If you can't both tout the organization you volunteer for, and also be its worst critic in some fair ratio to one another during your leadership tenure; you aren't serving the organization, its mission, or the constituency or issue you're supposed to be making better. Volunteering for a nonprofit is not supposed to be a social opportunity, easy and fun, nor a popularity contest. It is actually hard, difficult, challenging, professional and exceptionally rewarding work. Read my post, What Is A Well Run Nonprofit Agency? I'll Tell Ya...
5. Do you and your colleagues at your organization keep open, in touch with the latest nonprofit governance paradigms and issues, staying willing to always review your nonporfit's work, leadership, staff, bylaws, volunteers, and mission to ask about each of these, 'are we relevant; are we effectively serving the need our organization was created to; are we achieving organizational and operational goals; do we have honest frank tough but fruitful discussions (client to staff, staff to staff, volunteer to volunteer, and volunteer to staff); does everyone involved listen to one another; does everyone involve stay open to self criticism for the good of the mission; is everyone open to the community ready to remain positive about other nonprofits doing similar work in the region, willing to communicate professionally with colleagues in the field, do your organization's people stay open to collaboration?' If not, why not? The mission and your clientele or cause is the most important 'thing' and why your agency exists.
4. If your organization has gone through something tough such as getting negative press, or maybe going through an internal scandal, or having to go to court and taking some heat, etc.; did you, your colleagues at the nonprofit, and the total organization learn from the experience(s)? Was everyone willing to look at themselves, at their role in the issue, was your organization communicative with your community through the rough patch, was there an independent investigation, were findings and the solutions shared with your constituents and community? Was your organization able to deal with the bad press or rumors in a modern, transparent, communicative, open, fair, professional way? Were appropriate, effective, thorough, and ethical changes made? If not - are you arguing amongst your peers for these professional and modern steps to take place?
3. Could you do all of the necessary work (for instance, the work and qualities of a modern educated nonprofit leader, as describe above), without once hearing a 'thank you'; getting recognition, or listing this volunteer work on your resume'? Are you a leader who wants to do the work; show up for the meetings; and speak from your professional experience, conscience, and with an eye to the mission, or are you just needing a resume' bullet point?
2. I admire that you've read this far down the list. It says a lot of your ability and willingness.
1. Are you more in love with your community than willing to do the leadership work, that may not keep you in the comfortable or perhaps 'popular' light?
There are no scores to indicate where you may fall on the 'quality leadership spectrum'. This is one of those rhetorical discussions. Also, there are no saints. I don't expect you are one or that you'll turn into one. I do expect, though, that you can read this entire list, consider it, and maybe even look at yourself in comparison to it. Ultimately, what I say or think doesn't matter, but your organization's mission and its work does. That's why I bring this up.
Fellowship for Undergraduate and Graduate Students of Color
From The Foundation Center...
William Randolph Hearst Endowed Fellowship for Minority Students
Deadline: July 15, 2008 (Fall 2008 Program)
The Nonprofit Sector and Philanthropy Program ( http://www.aspeninstitute.org/nspp ) of the Aspen Institute ( http://www.aspeninstitute.org/ ) in Washington, D.C., offers the William Randolph Hearst Endowed Fellowship three times annually. The fellowship, which is based on academic excellence and need, is open to both undergraduate and graduate students of color. The Hearst Fellow serves as an intern with NSPP. Through this fellowship, NSPP seeks to introduce a diverse group of students to issues relating to philanthropy, volunteerism, and nonprofit organizations. Recipients may arrange with their colleges or universities to receive academic credit for this experience.
The ideal candidate for this fellowship is a highly motivated continuing graduate or undergraduate student from an under-represented community. She or he should have an excellent academic record and also have the following: outstanding research skills; demonstrated interest or experience in the nonprofit sector; excellent writing and communication skills; demonstrated financial need; and American citizenship.
The student must be able to intern for ten to fifteen weeks at the Washington, D.C., office of the Aspen Institute. It is generally expected that the fall and spring internships will be part-time (ten to twenty hours a week) and summer internships will be full-time. All travel and housing costs must be covered by the student. A fellowship grant of between $2,500 and $5,000 will be awarded, depending on the recipient's educational level, financial need, and time commitment.
See the Aspen Institute Web site for complete program information and application procedures. RFP Link: http://fconline.foundationcenter.org/pnd/15012651/nonprofitsearch
William Randolph Hearst Endowed Fellowship for Minority Students
Deadline: July 15, 2008 (Fall 2008 Program)
The Nonprofit Sector and Philanthropy Program ( http://www.aspeninstitute.org/nspp ) of the Aspen Institute ( http://www.aspeninstitute.org/ ) in Washington, D.C., offers the William Randolph Hearst Endowed Fellowship three times annually. The fellowship, which is based on academic excellence and need, is open to both undergraduate and graduate students of color. The Hearst Fellow serves as an intern with NSPP. Through this fellowship, NSPP seeks to introduce a diverse group of students to issues relating to philanthropy, volunteerism, and nonprofit organizations. Recipients may arrange with their colleges or universities to receive academic credit for this experience.
The ideal candidate for this fellowship is a highly motivated continuing graduate or undergraduate student from an under-represented community. She or he should have an excellent academic record and also have the following: outstanding research skills; demonstrated interest or experience in the nonprofit sector; excellent writing and communication skills; demonstrated financial need; and American citizenship.
The student must be able to intern for ten to fifteen weeks at the Washington, D.C., office of the Aspen Institute. It is generally expected that the fall and spring internships will be part-time (ten to twenty hours a week) and summer internships will be full-time. All travel and housing costs must be covered by the student. A fellowship grant of between $2,500 and $5,000 will be awarded, depending on the recipient's educational level, financial need, and time commitment.
See the Aspen Institute Web site for complete program information and application procedures. RFP Link: http://fconline.foundationcenter.org/pnd/15012651/nonprofitsearch
Chủ Nhật, 20 tháng 4, 2008
Grants For Middle and High School Newspapers Partnering With Their Communities
From The Foundation Center...
Newspaper Association of America Foundation to Support Middle and High School Student Newspaper Projects
Deadline: May 16, 2008
The Newspaper Association of America Foundation ( http://www.naafoundation.org/ ) encourages middle and high schools to partner with professional newspapers in their com- munities and seek funding to start, relaunch, or revitalize student newspapers, whether online or in print.
All public and private schools serving grades 7 through 12 and working in partnership with daily or non-daily professional newspapers are eligible to receive Student/Newspaper Partnership Grants from the NAA Foundation. Schools are also encouraged to seek a university or a college as an additional partner. Funding priority is given to start up student newspapers. However, grant applications to relaunch or revitalize former or current programs also will be considered. The NAA Foundation especially welcomes grant applications from urban, rural, or minority-majority schools.
The NAA Foundation will fund up to twelve partnerships in 2008-09. Each partnership may receive up to $5,000 in Year One, plus an additional $2,500 in Year Two. Grant funds may be used for equipment, software, adviser training, and printing.
Visit the NAA Foundation Web site for complete program information and application procedures. RFP Link:
http://fconline.foundationcenter.org/pnd/15012518/naafoundation
Newspaper Association of America Foundation to Support Middle and High School Student Newspaper Projects
Deadline: May 16, 2008
The Newspaper Association of America Foundation ( http://www.naafoundation.org/ ) encourages middle and high schools to partner with professional newspapers in their com- munities and seek funding to start, relaunch, or revitalize student newspapers, whether online or in print.
All public and private schools serving grades 7 through 12 and working in partnership with daily or non-daily professional newspapers are eligible to receive Student/Newspaper Partnership Grants from the NAA Foundation. Schools are also encouraged to seek a university or a college as an additional partner. Funding priority is given to start up student newspapers. However, grant applications to relaunch or revitalize former or current programs also will be considered. The NAA Foundation especially welcomes grant applications from urban, rural, or minority-majority schools.
The NAA Foundation will fund up to twelve partnerships in 2008-09. Each partnership may receive up to $5,000 in Year One, plus an additional $2,500 in Year Two. Grant funds may be used for equipment, software, adviser training, and printing.
Visit the NAA Foundation Web site for complete program information and application procedures. RFP Link:
http://fconline.foundationcenter.org/pnd/15012518/naafoundation
Đăng ký:
Bài đăng (Atom)