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Sample board committee descriptions, including roles and responsibilities of committee members
Developed in partnership with United Philanthropy Forum and Northern California Grantmakers, this guide shares seven practices and 12 tools for Philanthropy-Serving Organizations who seek effective ways to mobilize resources to sustain their organization’s work. The guide features perspectives from dozens of leaders of national and regional PSOs and examples from our work with these organizations. Much of the content is based on conversations and strategy work with PSO leaders, staff and board members.
The rising cost of housing, a limitation on supply of affordable housing stock, and economic shocks and disruptions have led to an increase in homelessness across the United States. Over this time period, the City of Newark has made strides in fostering collaborative and innovative approaches to housing the unhoused. In December, the City released a strategic plan to end chronic homelessness, the first plan of its kind in some time. Specifically, its vision states that “Newark will strive to end chronic homelessness for all individuals over the next three years through collaboration, prevention, and housing.” The vision goes on to state that when it [homelessness] cannot be prevented, it will be a rare, brief, and nonrecurring experience.”
We hope that you will join us as we hear from leaders of this collaborative effort as they discuss how they are working toward their shared vision.
Panelists:
Luis Ulerio, Newark Homelessness Czar, Director of the Mayor’s Office of Homeless Services
Jim Pelliccio, Chair of the City of Newark Commission on the Homeless and President and CEO of Port Newark
Evan Weiss, President and CEO, Newark Alliance
Cost: Free for CNJG Members; $50 for Non Member Grantmakers.
A CNJG member queried our listserves on what online grants management system members use and would recommend for a small foundation. CNJG compiled these responses, and listed the different systems that members do use.
A corporate member queried the corporate listserve which technology tools they use for their corporate giving system/platform. CNJG compiled the responses and combined it with previous responses from other technology systems queries to create this list of “Who Uses What Technology Systems.” If your organization is not listed, please email the names of those systems to Craig Weinrich.
A sample document detailing the core values of the Betty and Davis Fitzgerald Foundation including restrictions on participation on nonprofit/grantee boards.
Nonprofits can and should play an active role during elections, particularly by educating and activating voters. However, with important local, state and federal elections coming up this fall, nonprofits should take the time to remind their staff about appropriate activity during a political campaign or at any other time. This overview developed by Donors Forum provides important tips and examples of activities that are permissible for nonprofits during an election cycle.
Grantmaking at the Crossroads is a workbook designed to provide foundations with a new grantmaking methodology that works at the intersection of place, population, and issue. It offers a pathway to greater inclusion of communities that are often excluded or marginalized by foundation funding and enables foundations to maintain their focus and priorities while expanding their reach and effectiveness.
The Grand Rapids Community Foundation and the Kalamazoo Community Foundation volunteered to be laboratories for Grantmaking at the Crossroads and have been critical informants for this workbook. Each of these foundations holds an unwavering commitment to ongoing learning; this publication would not have happened without their support and engagement and the financial support of the Arcus Foundation.
The COVID-19 public health and economic crisis has changed our world as we know it. As employers moved to remote work, schools shifted to distance learning, and businesses closed completely, it became clear that the impact on residents, nonprofits, and businesses was far greater than anyone could have ever imagined.
In response to the growing and evolving needs of our region, the Greater Washington Community Foundation established the COVID-19 Emergency Response Fund to raise and rapidly deploy funding to local nonprofits providing food, shelter, educational supports, and other critical services.
From the beginning our goal was clear: to address the immediate needs and reach adversely affected communities, particularly low-income households and communities of color. We know all too well that in a crisis like this, these marginalized communities are hit the hardest, and often take the longest to recover.
In times of crises, The Community Foundation is our region’s philanthropic first responder, bringing together individuals and families, philanthropic peers, corporate partners, and local government advisors to address community issues. Building on our rich history of emergency response work, we grounded our COVID-19 response efforts in a similar coordinated approach.
This report chronicles the steps taken, under immense pressure, to develop a coordinated emergency response effort to support a broad range of needs across the region. Once again this effort has demonstrated that working in partnership and close collaboration with our philanthropic peers and local government advisors is an effective way to manage a response to both urgent and longer-term needs.
A working glossary of terms to help shape a common language for work in Community Capacity. This glossary is intended to help promote philanthropy's roles in building community capacity by defining core concepts and closely related terms.