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85 posts categorized "Community Improvement/Development"

‘Under Construction’: Center for Urban Families - Baltimore, Maryland

February 24, 2014

Under-construction-logoUnder Construction is a multimedia online exhibit showcasing some of the best and brightest organizations working with males of color. The UC team of filmmakers, photographers, writers, and nonprofit experts worked directly with each of these organizations for several weeks. The collaborations yielded comprehensive portraits of the services men of color receive. Each profile features a short video, a photography exhibit, a visual program model, and a narrative essay detailing the efforts of these organizations.

Under Construction is a project of Frontline Solutions and was made possible through the support of the Robert Wood Johnson Foundation. For more profiles, click here.

To learn more about the Center for Urban Families, visit BMAfunders.org.

Joseph Thomas knows how deterioration works. It is the same process for the shuttered blocks of West Baltimore where he was a boy as it is for the man who has no one to talk to. The facades are the last thing to go.

"In prison you have a lot of time to think," says Thomas, who served two years. A quiet, gentle man, he thought about how he had drifted through life since an early age with no one to steer him. Most of all, he thought about his daughters, wondering if he still had a chance to give them what he didn't have, a positive role model. Today, you listen to him talk about his teenage girls, what it means to make it to one of their badminton games, and he almost blushes. He was always in their lives, but he has learned that there are different kinds of presence.

Thomas, 38, is one of more than twenty thousand people who have come through the doors of Baltimore's Center for Urban Families (CFUF), where fatherhood and employment courses re-order their ideas about what a man's life can mean to his family and to the neighborhoods they call home.

The center operates out of an angular, bastion-like building here in Sandtown, where Thomas was a boy. "It was wild," he says. "It was drugs on every corner. It was people getting killed." But in the center's halls, people carry themselves with a refined confidence. They show up on time and sit around boardroom tables, or in large, university-like classrooms. And Thomas, like everybody else, is wearing a suit and tie. "The training wasn't just about training for a job," he says. "It was about succeeding in life."

Founded in 1999 by a former drug addict, the Center for Urban Families has become a model for how to reach urban men, perhaps the country's most underserved demographic. Here in a community that many think of as a "city of neighborhoods," the center's work targets the hardest of these, the street corners that have found infamy as the backdrop of popular television crime shows like The Wire and Homicide: Life on the Streets.

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To Create Change in America, Think Local

January 17, 2014

(Kenneth H. Zimmerman is director of U.S. programs for the Open Society Foundations. This post was first published on Open Society's Voices blog.)

Headshot_Ken_ZimmermanWe live in an age defined by profound change: New technology has revolutionized how we communicate and get our work done. The Great Recession has left many of us searching for jobs or struggling to gain skills that make us employable in the "new" economy. Shifting demographics offer promise and challenges as our neighborhoods transition. Federal and state funding cuts have left services previously taken for granted on shaky ground.

These changes have particularly affected the U.S. nonprofit sector, especially that portion focused on promoting equitable development, effective and transparent government, and smart and fair criminal justice policies. As anyone who works with these groups knows, nonprofits have been devastated by reductions in public and philanthropic funding.

At a time of rapid change in both the public and private sectors -- some of it driven by federal budget realities and some by how organizations are evolving to meet the demands of new technology and public expectations -- the cuts have limited nonprofits' ability to shape policy, provide services, and engage in collaborative partnerships.

The Open Places Initiative grows out of the realization that the ability of communities to respond to these challenges requires increased civic capacity, especially for efforts that attempt to further the inclusion and participation of those with low incomes, people of color, and other marginalized communities in civic, economic, and political life. By investing in nonprofit collaborations -- and supporting nonprofit groups in their partnerships with government, business, and local communities -- Open Society aims to expand nonprofits' potential to pursue effective responses to the demographic, economic, and technological changes that are re-shaping the country.

As part of this new initiative, we have awarded nonprofit collaborations in Buffalo, San Diego, and Puerto Rico $1.9 million each over two years.

Our commitment to these collaborations is long-term. Indeed, we plan to continue funding each site for at least three years -- and potentially for as many as ten. What's more, each Open Places site is taking the lead in determining the issues it will address and the form of collaboration it will pursue.

Here are a few examples:

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5 Questions for...Sterling Speirn, President, W.K. Kellogg Foundation

January 03, 2014

Breakfast cereal pioneer Will Keith Kellogg established the foundation that bears his name in 1930. Known as the W.K. Kellogg Child Welfare Foundation in its original incarnation, the foundation spent its first decade working mainly in and around its hometown of Battle Creek, Michigan, with a focus on improving the health of children in the region. Over the decades, the foundation's interests grew in line with its assets; by its seventy-fifth anniversary in 2005, those assets totaled some $6 billion, putting the foundation among the largest private philanthropic organizations in the world, even as a focus on children remained a mainstay of its grantmaking portfolio.

Widely viewed as one of the more effective private philanthropies in the U.S., the foundation benefited over the years from steady leadership provided by a handful of thoughtful, dedicated chief executives. After stints as a middle school English teacher, a lawyer, and president/CEO of the Peninsula Community Foundation (1992-2005), Sterling Speirn became the eighth person to lead the foundation in January 2006.

PND chatted with Speirn in December as he was celebrating the launch of a new community leadership initiative and getting ready to step down as president/CEO after nearly eight years. His successor, La June Montgomery Tabron, is a twenty-five year veteran of the foundation and the first woman and African American to serve in that position.

Headshot_sterling_speirnPhilanthropy News Digest: The announcement of your community leadership initiative describes it as Kellogg's return to leadership development. When did Kellogg exit that space? And how does the new initiative differ from the foundation's previous efforts in the leadership development area?

Sterling Speirn: Well, we never really exited leadership development. We've had a variety of programs over the years -- the one we're probably best known for was the Kellogg National Leadership Program, which ran for fifteen, sixteen years, from the 1980s to the 1990s. But since then we've funded leadership programs in the health professions and in food policy work, and we've done leadership work in terms of endowed professorships and sustainable agriculture. We're always just sort of coming back into the space in different ways.

How this is different from previous Kellogg leadership development initiatives is that it's place- as well as category-focused. The overarching framework for the initiative is vulnerable children, but we have four geographic areas of focus -- New Mexico, Mississippi, Michigan and New Orleans, with one national cohort of racial equity fellows. So, it's both place-based and, programmatically speaking, focused on kids and our existing racial equity work.

PND: The initiative seems to be built around a bottom-up as opposed to top-down approach. Is that an accurate characterization?

SS: I don't know if I'd say top-down or bottom-up. It's sort of inside-out, in that it involves a healthy cross-section of leaders, young and emerging as well as older. It's probably more accurate to say it's a diverse approach to identifying and developing leaders. And, again, because it's place-focused, we expect to end up with cohorts comprised of fellows from very different domains -- education, health, family economic security, and so on. It's different, too, because we plan to emphasize not just individual leadership work, but the connective work that unites each cohort of fellows, with the goal of developing not just individual leaders but networks of leaders.

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Most Popular PhilanTopic Posts (July 2013)

August 01, 2013

It's the first day of a new month, which means it's time to look back at the most popular posts on PhilanTopic over the last month:

What have you read/watched/listened to that PhilanTopic readers should know about? Share your favorites in the comments section....

5 Questions for...Sheena Wright, President and CEO, United Way of New York City

July 11, 2013

The six-month anniversary of Superstorm Sandy was accompanied by the requisite progress reports, assessments of what worked and what didn't, and general impatience with the slow pace of recovery. Some criticized the American Red Cross for not spending more of the funds it raised on short-term relief efforts, while others praised the organization for holding funds back for longer-term recovery projects.

Within days of Sandy making landfall, United Way Worldwide had created a Hurricane Sandy Recovery Fund to collect donations for use by local United Way chapters. Of the $10.3 million raised by the fund to date, some $5.7 million was awarded by March, with another $3.3 million to be disbursed by mid-July. The remaining $1 million or so will be distributed by September 2014.

Recently, PND spoke with Sheena Wright, president and CEO of United Way of New York City, about her organization’s strategy in responding to Sandy, some of the lessons it learned, and what philanthropy can do to help nonprofits prepare for the next disaster.

Headshot_sheena_wrightPhilanthropy News Digest: You joined UWNYC as president and CEO just as Sandy was about to make landfall. What was the first order of business your first day in the office?

Sheena Wright: My first official day of work was supposed to be Monday, October 29, which was the day the storm made landfall, but the office, which is on Park Avenue between 32nd and 33rd streets, was closed that day. As things turned out, it remained closed for another week because the storm knocked power out below 34th Street. But that didn't prevent me from working. The first order of business was to make sure staff was okay. Then, on Tuesday, I received two phone calls. One was from the head of the United Way, who asked us to take the lead in raising a fund for relief and recovery efforts and to administer the fund on behalf of all United Ways in the region. The other call was from Mayor Bloomberg's office, which wanted us and five other large nonprofits in the city to play a lead role in emergency relief efforts. They knew we had ties in many of the neighborhoods and communities affected by the storm and that we would be able to help other organizations mobilize and connect people to resources. As a result of that call, we agreed to assume responsibility for the emergency relief efforts in Coney Island, and we also did a fair amount of work in the Rockaways. So in those early days -- those first few weeks, really -- my focus was on getting the fund up and running and activating and coordinating thousands of volunteers to help deliver food, water, medicine, and other kinds of emergency relief to residents of Coney Island.

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Top 10 Lessons Learned on the Path to Community Change

July 10, 2013

(Robert K. Ross, M.D. is president and CEO of the California Endowment. In part one of this two-part series, Ross shared three "aha" moments from the first two years of the the endowment's Building Healthy Communities initiative. This post originally appeared on the Foundation Center's Transparency Talk blog.)

Headshot_robert_rossAt times I step back and look at the BHC initiative and wonder, Could we have made it more complicated? Fourteen sites. Multiple grantees in each site. A core set of inter-linked health issues. Multiple state-level grantees. And the expectation that the parts will add up to something greater than the whole and catalyze a convergence that builds power at the community level and leads to greater impact.

But then supporting an agenda for social and community change requires multiple strategies operating in alignment; good data, message framing, and storytelling; influential messengers and convening and facilitating champions; innovative models; "grassroots and treetops" coordination; and meaningful community engagement.

Our Top Ten Lessons for Philanthropy

As we engaged in the BHC planning process, we tried in earnest to stick by a key aphorism, one I learned from colleague and mentor Ralph Smith at the Annie E. Casey Foundation: Make new mistakes. With that in mind, I want to share some lessons regarding planning and implementing a community-change initiative.

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Aha Moments on the Road to Building Healthy Communities, Part 1

July 05, 2013

(Robert K. Ross, MD, is president and CEO of the California Endowment. A version of this post appears on the Foundation Center's Transparency Talk blog.)

Headshot_robert_rossWe are now two-plus years into the implementation of the California Endowment's Building Healthy Communities initiative, and I can safely say that it has been the two most exciting years of my career in community and public health.

This is the first of a series of periodic reports we will produce to share our progress, observations, mistakes, and lessons along the way as we support the efforts of community leaders to create healthier environments for young people in distressed and underserved communities.

Building Healthy Communities -- BHC for short -- is a ten-year commitment by our board of directors to a two-pronged strategy. We have "dropped anchor" in fourteen distressed California communities, working in partnership with community leaders to improve the health and life chances of young people. In addition, we are supporting change by funding advocacy, organizational capacity building, and communications related to our key health issues. 

It is our intent to have these place-based and "bigger than place" strategies complement one another -- and for the moving parts to come together and spark a powerful synergy. At the local level, BHC communities are engaging multiple sectors to develop innovative efforts to advance health. As these innovative strategies emerge, we're looking for ways to scale the ideas through policy change and communications at the state and regional levels. By acting on multiple levels with complementary strategies, we expect to make a greater contribution than if we were to work only at the place level or only by supporting advocacy at the state level. This is central to our theory of change. In a sense, it's appropriate to think of BHC as a "place-based plus" community change campaign.

In the spirit of the kind of knowledge sharing that is a central aspect of Glasspockets and Transparency Talk, I will highlight three "aha" moments we've had to date, followed tomorrow by a second post listing key lessons for philanthropy.

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To Innovate…Collaborate

June 06, 2013

(Paul Grogan is president and CEO of the Boston Foundation. His blog, City of Ideas, appears regularly on the Boston Foundation Web site.)

Headshot_paul_grogan"If we put our heads together, we might be able to figure this out."

It's a bit of folk wisdom that often rings true -- and for a number of years, the Boston Foundation has highlighted the opportunity for collaborations and mergers to tackle otherwise intractable problems.

In 2010, we co-founded the Catalyst Fund for Nonprofits, a five-year, $1.925 million fund in partnership with local funders Boston LISC, the Hyams Foundation, the United Way of Massachusetts Bay and Merrimack Valley, and the national Kresge Foundation. The idea behind nonprofit mergers isn't cost savings -- in a high-touch world like ours, there is only so much excess you might be able to trim in a merger. Rather, it's all about service. Organizations that merge and/or collaborate build capacity to do more of what they do best, and do it even better.

In Boston, the much-publicized merger of the Pine Street Inn for the homeless and hopeFound, a job training nonprofit serving the same client base, has proven a success, as demonstrated in a recent assessment of the Catalyst Fund's work and in a profile in the Boston Globe. The merger has allowed the two organizations to connect their respective job training programs and opportunities in a way they likely never would have as separate entities, and the results have been remarkable.

But to succeed, we also need to see the power of a more grassroots-level of collaboration. In that vein, we launched our first-ever Collaborate Boston competition this winter. The premise was simple: We'd pose a problem and then open the floodgates to proposed solutions, with one important restriction -- all the proposals had to bring together organizations in collaborative efforts to address the issue.

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Weekend Link Roundup (June 1-2, 2013)

June 02, 2013

Summer_funOur weekly roundup of new and noteworthy posts from and about the nonprofit sector....

Communications/Marketing

Guest blogging on the Inside Philanthropy blog, Katherine McLane, vice president for communications and external affairs at the Livestrong Foundation, explains how the organization plans to move on from the doping scandal involving its founder, international cycling star and cancer survivor Lance Armstrong. "None of us anticipated the rapid and radical changes that are now the new normal," writes McLane. "But we're dusting ourselves off and keeping the focus where it should be: helping people with cancer...."

Community Improvement/Development

The folks at the Philanthropy Potluck blog give a shoutout to MCF member the Bush Foundation, which has launched two new grant programs designed to "enable, inspire, and reward community innovation" in Minnesota, North Dakota, South Dakota and the twenty-three Native nations that share the same geography.

Fundraising

On the Chronicle of Philanthropy blog, Carol Weisman, an international consultant who specializes in fundraising, governance, and volunteerism, shares some advice about "what to do when donors say 'no' or 'I'm not sure'."

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Partnering With State Governments to Strengthen Families: Early Lessons From the Work Support Strategies Initiative

May 20, 2013

(Luis A. Ubiñas is president of the Ford Foundation. This commentary is adapted from a forthcoming Urban Institute report, available online starting June 4, that includes an array of perspectives from leaders about practical lessons emerging from the Work Supports Strategies initiative.)

Headshot_luis_ubinasOver the past half-decade, as the country has suffered through a deep, persistent economic downturn, America's work support programs have served as an essential backstop for millions of working families struggling to keep a toehold in the labor market. For many families, supports such as child care subsidies, health insurance and unemployment assistance, and food stamps have been the difference between staying together and dissolution.

Yet in dozens of states, lean budgets and antiquated, underresourced work support systems are failing to meet the needs of America's working poor. Problems that were evident in better times have become more intractable, even as caseloads have expanded. How can states improve the health and well-being of low-income families, stabilize their work lives, and make it possible for family breadwinners to get and keep a job if they are unable to get basic work supports to those who are eligible?

Solving such a challenge goes to the heart of what all of us in the philanthropic community do on a daily basis: tackling major problems at a scale that results in real and enduring change -- in this case, creating opportunity for low-income populations and keeping low-income workers in the workforce.

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Introducing the 'Open Places' Initiative

April 08, 2013

(Kenneth H. Zimmerman is director of U.S. programs for the Open Society Foundations. This post originally appeared on OSF's Voices blog.)

Headshot_Ken_ZimmermanAcross the United States, local communities face an ever more challenging environment: dramatic shifts in federal and state funding, advances in technology, and large-scale demographic change. Each of these affects how low-income communities and communities of color are able to access political, economic, and civic opportunities. In response to these shifts, the Open Society Foundations is launching a new effort, the Open Places Initiative, to advance the ability of local communities to achieve equal opportunity and promote vibrant democratic practices.

As part of the initiative, planning grants of roughly $100,000 each have been awarded to eight sites. The awards will enable an assortment of nonprofits in each of these places to plan how to create sustainable change in areas such as effective and accountable government, civic engagement, criminal justice reform, and equal educational opportunity.

In late 2013, OSF will award up to five of these sites long-term implementation grants of up to $1 million a year, for a minimum of three years -- and, potentially, a full decade.

The eight sites selected to receive grants are Albuquerque, New Mexico; Buffalo, New York; Denver, Colorado; Jackson, Mississippi; Louisville, Kentucky; Milwaukee, Wisconsin; San Diego, California; and Puerto Rico. We are pleased with the geographic diversity of these sites as well as the diversity of communities represented.

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'Funding for the Arts' Month: Arts and Community Engagement

October 20, 2012

(Kyoko Uchida is features editor at Philanthropy News Digest. In her last post, she provided some background on the deteriorating situation in Syria through the lens of half a dozen foundation-sponsored publications.)

Irrigate_artshappenIn a commentary piece on Philanthropy News Digest earlier this month, Sharon DeMark, a program officer for the arts at Minnesota Philanthropy Partners, argued for expanding the definition of arts engagement in grantmaking. While citing examples of arts institutions that are experimenting with new ways to attract younger and more diverse audiences, DeMark also noted that the lion's share of grant dollars goes to a handful of large, established organizations, and that there is ample opportunity for funders to identify and support smaller, lesser-known groups and individual artists.

One example mentioned by DeMark that elicited comment was the Walker Arts Center's recent Internet Cat Video Festival, which showcased short videos curated by an online community from among more than ten thousand submissions. "Think expansively, yes," one comment on DeMark's piece read. "Pander to the lowest common denominators and call it the arts, no." Fair enough, but if the subject hadn't been cat videos, would this kind of crowdsourcing be considered "pandering"? Whatever your view of cat videos, there are any number of contests in which the public are invited to vote for their favorite arts organization to receive funding; for example, five South Florida nonprofit arts groups currently are competing for votes via text message to win $20,000 in the first Knight Arts Challenge People's Choice Awards. While it goes without saying that online popularity contests are in many ways a flawed mechanism for awarding philanthropic support, they have been shown to engage more diverse audiences in the arts by giving them a say in directing support to less established groups and artists.

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[Commentary] If Nonprofits Fail

July 05, 2012

Jennifer Talansky is vice president of knowledge and communications at the Nonprofit Finance Fund, a national nonprofit that provides a continuum of financing, consulting, and advocacy services to nonprofits and funders nationwide. Talansky held previous marketing positions at Credit Suisse Asset Management, Partnerships for Parks, Hearst Magazines Brand Development, and JP Morgan's Private Client Group.

NFF-logoRecently, the Nonprofit Finance Fund released the results of its 2012 State of the Nonprofit Sector Survey. The response to those results has varied widely based on who is interpreting the data. While many who are well-acquainted with the long history of the sector's financial woes saw the results as confirmation of their own experiences, some saw the results and told us, "That doesn't look so bad!" This divergence of perspective about what constitutes a healthy nonprofit sector begs the question: What is an acceptable level of instability -- or even failure -- within the sector?

Nonprofit financial health can be an abstract and technical subject. Let me start with a look at something more familiar. I live in New York City, where there's a pizza joint on almost every corner. Unless she has a favorite or is a friend of the owner, most New Yorkers don't blink if one of these pizza places goes out of business. Heartless as it may seem, it's the kind of economic Darwinism that one grows used to in a city with high commercial rents and an overabundance of almost everything.

Yet, there are repercussions to this kind of churn beyond a more limited pizza choice. The revenue once generated by the shuttered pizza joint supported the owner or group of owners, their families, other dependents, and employees. Its taxes contributed to the maintenance and expansion of the city's infrastructure, including teachers, police, and trash pickup. Perhaps the owners also donated to a local charity, or gave their time to a local business association. And because their basic needs were covered, the pizza shop owners and employees probably did not need to access some of the social safety-net services that a growing number of people in the city have come to rely on. With the failure of that one pizza place, the community lost all the economic and social good that was bound up in it.

Now let's take my example a step further and shift our thinking to the nonprofit sector. Like the pizza place, nonprofits contribute to their local economies in a variety of ways, including rent, the regular purchase of supplies, job creation, and more.

But imagine that the "business" at risk of failing is a domestic violence shelter. And that we're no longer in New York City but instead in a rural community in the Midwest. And that this particular shelter is the only safe haven for women and children within fifty miles. Is it acceptable from a community perspective if the shelter only has enough money to cover the next thirty days of its expenses, as is the case for one in four of the more than forty-six hundred organizations we surveyed? Or that it's like the 50 percent of survey respondents that don't expect to have the resources to keep up with demand for their services in 2012?

One of the more powerful aspects of the survey is its reflection of the collective voice of the organizations working to provide some of the most critical social services in our communities. But we mustn't succumb to statistical numbness: the survey numbers aggregate many individual stories, and each of those stories has local -- or wider -- meaning. For instance, it sounds great that "only" 20 percent of the organizations responding to the survey had to reduce or eliminate programs in the past year. Yet among these nine hundred organizations, 63 percent were unable to keep up with demand for their services. From Georgia to Texas to Montana, this simple fact has serious repercussions for the populations and communities that depend on those organizations and services.

Indeed, consider what a leader of one of those organizations told us: "We have seen a dramatic increase in the need for our services. As available resources decrease across the country, the demand for basic needs continues to grow....Domestic violence is the leading cause of homelessness among women and children in the nation. It takes more than a roof over [one's] head to break the cycle of homelessness, particularly when domestic violence is involved....Our greatest challenge is securing a steady stream of revenue and funding for services and programs."

So when we look at the numbers, it may seem like a small victory that "only" 31 percent of survey respondents finished 2011 with a deficit -- which means the other 69 percent either broke even or ended the year with a surplus. And yet, among the more than twelve hundred organizations that said they ran a deficit in 2011, 39 percent were human services organizations -- precisely the kind of organizations that provide the basic safety-net services that the most vulnerable in our communities rely on -- while another 15 percent work to educate our children.

And as if that's not sobering enough, when respondents filled out the survey in late January, 34 percent of those with a deficit in 2011 were already anticipating operating in the red in 2012. Are the rest of us willing to accept the possibility that, with two (or more) consecutive years of deficits on the books, many of these organizations may have to shut their doors? Do we, as a society, have a plan to replace the critical services they provide? The answers to those questions are unclear, the stakes are high, and, unfortunately, failure is a possibility.

NFF launched its annual sector survey in January 2009, during the darkest days of the recession. The nonprofit financial picture painted in the response to that first year's survey was pretty grim. Our hope, as the economy improved (albeit slowly) in the three-plus years since then, is that we would see a similar positive shift in the nonprofit sector's finances. That has not been the case and any improvements along the way have been modest.

Let's be honest: Business as usual is not working. The business models, revenue sources, and practices that have long been mainstays of the nonprofit sector are no longer adequate to see us through the challenging times that lie ahead. We must consider other approaches that tap new sources of money, generate new cross-sectoral partnerships and ideas, and help identify new solutions to persistent social problems. Because without fundamental change -- change that involves both innovation and more risk taking -- we will see the same disappointing results year after year. And that's a prospect that none of us should be willing to tolerate.

To see the results from the most recent NFF survey and from past annual surveys, please visit http://nonprofitfinancefund.org/survey. For individual stories behind the numbers, the "In their Words" section is likely to be of special interest. And for a more localized look at a particular sub-sector or state, we encourage you to check out our new NFF Survey Analyzer, which lets you easily filter the data in multiple ways.

-- Jennifer Talansky

Weekend Link Roundup (June 9-10, 2012)

June 10, 2012

Our weekly roundup of new and noteworthy posts from and about the nonprofit sector....

Communications/Marketing

What to do when people say bad things about your organization online? Before you respond in kind, take a deep breath -- "then suck it up and deal," writes Network for Good's Katya Andresen on her Non-Profit Marketing blog. "As long as the person isn't a troll, he or she deserves to feel heard, acknowledged and understood. I've found some of my biggest fans were initially critics. By taking the high road with them, I won them over and learned something from them in the process...."

Community Improvement/Development

After looking at how Kepler's, an independent bookstore in Menlo Park, California, is using crowdsourcing and other digitally enabled techniques to reinvent its business model, Philanthropy 2173's Lucy Bernholz asks: "If you run an institution that thinks it has a community purpose...what would your community do for you?"

Corporate Grantmaking

Here at PhilanTopic, the Foundation Center's Andrew Grabois shares the news that the center has begun to add CSR data to Foundation Directory Online. "Appearing as a separate tab on individual company profiles," writes Grabois, "more than fourteen hundred companies will have at least one CSR measure that users of FDO can incorporate into their prospect research."

Leadership

"If we're going to be the leaders of 'learning organizations', we need to be learners ourselves," writes GuideStar president and CEO Bob Ottenhoff on the GuideStar blog. "That means sharing problems and opportunities with not only your closest allies, but also building a network of interesting people we can learn from...."

Nonprofit Management

At the Philanthropy Potluck blog, Susan Stehling of the Minnesota Council on Foundations discusses the benefits of collaboration, with a focus on what collaboration expert Karen Ray calls the "four phases of alliance" –- cooperation, coordination, collaboration, and consolidation.

Philanthropy

On NCRP's Keeping a Close Eye blog, Christine Reeves recaps a recent event at the Hudson Institute's Bradley Center for Philanthropy and Civic Engagement dedicated to Inderjeet Parmar's new book Foundations of the American Century: The Ford, Carnegie, and Rockefeller Foundations in the Rise of American Power. Reeves writes that she was disappointed the panelists -- which included Parmar, Thomas Asher of the Social Science Research Council, Kathleen McCarthy of the Graduate Center of CUNY, and Patricia Rosenfield of the Rockefeller Archives Center –- did not get around to discussing "truly urgent and important questions such as:

How can philanthropy be more responsive to disparities, diseases, hunger, discrimination, poverty and other urgent issues of our time? How can philanthropy, nonprofits and marginalized communities partner together to leverage philanthropy’s limited dollars? How can we shift the philanthropic power conversation away from the power of philanthropic institutions and towards empowering historically underrepresented populations or fostering equality of opportunity? [And how] can we all better understand, attack and solve the important and urgent problems that disproportionately affect marginalized communities?...

Instead, the panelists discussed what Andrew Carnegie might have done today, a hundred years after founding the Carnegie Corporation. But, writes Reeves, the questions that went unanswered "need to be at the forefront of philanthropy, and [they] require all the time, talented people, and resources we can give them...."

Social Media

On her blog, Beth Kanter shares a very good "remix" of a Link Building by Imitation presentation that highlights the differences between good and bad content curation.

Last but not least, in a guest post at the Philanthropy 411 blog, Brad Aronson offers twenty-two tips for nonprofits interested in extending their reach and impact through social media.

That's it for now. What did we miss? Drop us a line at rnm@foundationcenter.org. And have a great week!

--The Editors

Why LISC? It Starts With a Cold Call

May 30, 2012

(Michele Sullivan is vice president of the Caterpillar Foundation. A version of this post appears on the LISC Web site.)

Peoria_skylineNot unlike most cities in the U.S., Peoria, Illinois, and its surrounding communities have areas where existing businesses have left and economic development has ceased, housing is crumbling, crime and unemployment are high, and public transportation is inadequate or nonexistent. Yet, the residents of these areas have the same desires as everyone else. They want a safe place to live and raise their children, a job they like, local neighborhood businesses to shop in, and a neighborhood they can be proud of.

Peoria is blessed to have a strong base of nonprofit organizations to help families in blighted neighborhoods that are struggling with the problems mentioned above. While the Caterpillar Foundation supports many of these organizations, we recently found ourselves asking, Why aren't these neighborhoods thriving?

As we thought about that question, it became evident that nonprofits and stakeholders in the community were treating symptoms, not causes, and that the greater Peoria area needed an organization to help redevelop blighted neighborhoods and address challenges such as affordable housing and high crime rates. What's more, those efforts were needed not just within Peoria proper; poverty and high unemployment extend beyond the city limits. Which got us wondering: Does such an organization exist?

Be honest. Everyone rolls their eyes when a cold call comes in. Steve Sagner, head of development for LISC, came calling in February 2011. LISC was fundraising and wanted an investment from the Caterpillar Foundation. Doubt turned to curiosity. As the conversation turned to what LISC had to offer, my team and I began to think this was just what Peoria needed. With a thirty-year track record of revitalizing communities in need, LISC would take the lead in mobilizing all available resources for job training, business development, affordable housing, child care, and more. By the end of the call, LISC agreed to do an assessment of Peoria for a possible future office.

The assessment was soon completed and the news got better. LISC agreed that Peoria fit its organizational model. And while it admitted it had not worked in a metro area which required a rural and urban strategy, it was confident it could deliver results. To be honest, we weren't sure. But the day LISC program VP Anika Goss-Foster took us to visit the Auburn Gresham neighborhood in Chicago was the day all the dots got connected. When we saw that thriving neighborhood, the 'Net center full of people on computers working on resumes and reading USA Today, the new Walgreen's, the financial office for residents, and, most importantly, the pride of local residents, we knew that making an investment in bringing LISC to Peoria was the right idea at the right time.

Caterpillar, Inc. -- and by extension the Caterpillar Foundation -- promotes the health, welfare, and economic stability of communities around the world where its employees work and live. One such community is Peoria, Illinois, our hometown and global headquarters. LISC's expertise and experience, coupled with Peoria's strong nonprofit base and support from the city and county, has convinced us that the residents of the greater Peoria area have a much brighter future to look forward to.

Has your view about cold calls changed? Ours sure has.

-- Michele Sullivan

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