Today's offering of grant opportunities comes from the federal government, corporations and foundations. If any of the links do not work, please copy them and place them in your browser. They are looking for programs that
1. promote
neighborliness by bringing people together (for listed communities)
2. work with
H-1B immigrant technical skills training grants for businesses, Work Force Investment Boards and others
3. are organizations that provide
vision care services to individuals in financial hardship
4. support
sports, education, environment and kids
5. support educational and
minority programs, nonprofit organizations which help advance the
education of young people
6. provide technical assistance for the ultimate recipients which are
small-to-midsize- nonprofit organizations serving specific persons living with HIV/AIDS, men who have sex with men, African Americans and substance abusers
7. include activities directly linked to
camping, hiking, bicycling, canoeing, kayaking, fly fishing, snowshoeing and cross-country skiing
8. assist grantees to provide the best technical help for continuous improvement in
refugee programs in the form of capacity building to adequately serve refugees
9. foster programs that affect
civil society, environment and poverty
10. further individual
animal welfare organizations' missions
11.
inspire physicians to greater participation in civil society, service to the community, and active engagement on behalf of the public interest
If you are considering preparing job descriptions for your board of directors see examples -
http://garberconsulting.com/job_description_president.htm
http://garberconsulting.com/Job_Description_Secretary.htm
http://www.mapnp.org/library/boards/boards.htm
http://www.boardsource.org/QnA.asp?Class=BoardEssential
See this quiz for the board to take -
http://www.help4nonprofits.com/BoardEffectivenessQuiz.htm
Best,
Don
Donald A. Griesmann, Esq.
Consultant with Community-based and Faith-based Organizations
Ventnor NJ
dgriesmann@aol.com
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FACTS AND FACTORS
Health Resources and Services Administration (HRSA) published a notice announcing the new "low-income" levels for various programs included in titles VII and VIII of the Public Health Service (PHS) Act, which use the U.S. Census Bureau "low-income'' levels to determine eligibility for program participation. The Department periodically publishes in the Federal Register low-income levels used to determine
eligibility for grants and cooperative agreements to institutions providing training for (1) disadvantaged individuals, (2) individuals from a disadvantaged background, or (3) individuals from ``low-income'' families.
This notice announces increase in income levels intended for use in determining eligibility for participation in the following programs:
Advanced Education Nursing (section 811)
Allied Health Special Projects (section 755)
Nurse Education, Practice and Retention (section 831)
Dental Public Health (section 768)
Faculty Loan Repayment and Minority Faculty Fellowship Program (section
738)
General and Pediatric Dentistry (section 747)
Health Administration Traineeships and Special Projects (section 769)
Health Careers Opportunity Program (section 739)
Loans for Disadvantaged Students (section 724)
Scholarships for Disadvantaged Students (section 737)
Physician Assistant Training (section 747)
Primary Care Residency Training (section 747)
Public Health Traineeships (section 767)
Quentin N. Burdick Program for Rural Interdisciplinary Training (section 754)
Residency Training in Preventive Medicine (section 768)
Public Health Training Centers (section 766)
Nursing Workforce Diversity (section 821)
These programs generally award grants to accredited schools of medicine, osteopathic medicine, public health, dentistry, veterinary medicine, optometry, pharmacy, allied health, podiatric medicine, nursing, chiropractic, public or private nonprofit schools which offer graduate programs in behavioral health and mental health practice, and other public or private nonprofit health or education entities to assist the disadvantaged to enter and graduate from health professions and nursing schools. Some programs provide for the repayment of health professions or nursing education loans for disadvantaged students.
HRSA is defining a ``low-income family'' as one with an annual income that is below 200 percent of the Department's poverty guidelines. The following income figures will be used for health professions and nursing grant programs funded in FY 2004.
Size of parent's family \1\ \2\ level
-----------------------------------------------------------------------
1............................................................ $17,960
2............................................................ 24,240
3............................................................ 30,520
4............................................................ 36,800
5............................................................ 43,080
6............................................................ 49,360
7............................................................ 55,640
8............................................................ 61,920
------------------------------------------------------------------------
1. Includes only dependents on Federal Income tax forms.
2. Adjusted gross income for calendar year 2002.
http://a257.g.akamaitech.net/7/257/2422/14mar20010800/edocket.access.gpo.gov/2003/03-19799.htm
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1. Safeco (insurance) partners with nonprofit organizations that promote neighborliness by bringing people together.
Neighborliness is looking out for one another. It's sitting on the front porch - not the back porch. It's waving hello. It's bending down to tie the shoe of a 3-year-old. Neighborliness is the sum of all the everyday things we do that make our neighborhoods a great place to live and raise our children.
And, neighborliness leads to safer more vibrant neighborhoods. Studies show that when neighbors know and watch out for each other, there is less incident of crime and higher likelihood that people will work together toward a common goal, like creating a pocket park down the street or tackling tough issues that affect the neighborhood.
They fund programs focused on:
" Improving and creating neighborhood parks and gathering spaces
" Neighborhood beautification and cleanup projects
" Service learning projects that create or enhance community assets
" Community festivals that attract diverse audiences
Safeco makes grants in neighborhoods across the country, specifically in and around cities where our employees live and work, including the Puget Sound area and: Atlanta, Georgia Golden, Colorado Orlando, Florida Richmond, Virginia Chicago, Illinois Aliso Viejo, California Nashville, Tennessee Rochester, New York Cincinnati, Ohio Hartford, Connecticut Pleasant Hills, California Spokane, Washington Dallas, Texas Indianapolis, Indiana Portland, Oregon St. Louis, Missouri
http://www.safeco.com/safeco/about/giving/grants.asp
2. The Employment and Training Administration (ETA), U.S. Department of Labor (DOL), announces the availability of approximately $50 million in grant funds for technical skills training programs for H-1B workers.
Technical skills training grants were authorized under the American Competitiveness and Workforce Improvement Act of 1998 (ACWIA). Fees paid by employers who bring foreign workers into the United States to work in high skill or specialty occupations on a temporary basis under H-1B nonimmigrant visas finance these grants. Twenty-five percent of the grants are to be awarded to business partnerships and seventy-five percent are to be awarded to local workforce investment boards established under the Workforce Investment Act (WIA).
This notice applies to the 25 percent of the total funds available for technical skills training grants that are required by ACWIA to be awarded to business partnerships that consist of at least two businesses or a business-related nonprofit organization that represents more than one business. The partnership may also include any educational, labor, faith-based or community organization, or workforce investment board.
H-1B Technical Skills Training Grants are focused on addressing the high skill technology shortages of American businesses and are a long-term solution to domestic skill shortages in high skill and high technology occupations. H-1B Technical Skills Training Grants are aimed at raising the technical skills levels of American workers so they can take advantage of the new technology-related employment opportunities. Raising the skill level of American workers will, in turn, help businesses reduce their dependence on skilled foreign professionals permitted to work in the United States using H-1B visas. H-1B Technical Skills Training Grants are not intended to address labor shortages due to reasons other than technical skills shortages.
At least eighty percent of the grants are to be awarded to projects that train workers in high technology, information technology, and biotechnology skills, including skills needed for software and communications services, telecommunications, systems installation and integration, computers and communications hardware, advanced manufacturing, health care technology, biotechnology and biomedical research and manufacturing, and innovation services.
In awarding H-1B Technical Skills Training Grants, every effort will be made to fairly distribute grants across rural and urban areas and across the different geographic regions of the United States. It is anticipated that individual awards will not exceed $3 million.
The closing date for receipt of applications under this announcement is September 22, 2003.
http://wdsc.doleta.gov/sga/sga/h-1b_grants.asp
3. Pearle Vision Foundation (PVF) is a nonprofit organization that was established in 1986 by Pearle Vision, the world's leading eyecare and eyewear provider. The Foundation awards grants to organizations that provide vision care services to individuals in financial hardship through its See the Cureâ„¢ program. The Foundation funds research, screening, education and treatment for diabetic eye diseases, hoping to find a cure for diabetic retinopathy the number one cause of adult blindness in the U.S.
Grants are limited to vision-related services provided exclusively in the United States. For example, eye exam & eyeglass assistance programs, vision-related research, equipment for testing and improving vision, and programs that improve the quality of life for the visually impaired.
The Board of Directors awards about 60 grants annually totaling approximately $400,000. Grants range from $500 to $25,000, averaging between $4,000 - $8,000 per grant.
Twice each year, in February and August, the Foundation considers funding requests from organizations for block grants. If your organization desires to submit a proposal, it must be received, along with the necessary documentation, no later than:
December 31st for the February board of directors meeting or June 30th for the August board of directors meeting.
http://www.pearlevision.com/html/ap_community_grants.htm
4. Galyan's Trading Company is a sporting goods store found in about 18 states. The web site has a store locator. In an effort to give back to the communities they serve, Company has formed the SEEK Fund.
GALYAN'S will accept and consider funding only for organizations that meet at least two (2) of the following criteria:
" Focus on Sports
" Focus on Education
" Focus on Environment
" Focus on Kids
Priority is given to:
" Programs benefiting communities in GALYAN'S markets and service areas.
" National programs that match the requirements above and benefit communities across the country.
" Organizations with proven success.
SEEK Fund request forms may be downloaded at the site or picked up at the office of any GALYAN'S store. Proposals are accepted at all times and must be received at least 60 days prior to the event date. Proposals should be no more than two pages in length.
http://www.galyans.com/
5. The American Honda Foundation has provided financial support to educational and minority programs, nonprofit organizations, and many other worthwhile causes whose mission is to advance and educate the youth of our country.
The American Honda Foundation will make grants in the field of youth and scientific education to:
" Educational institutions, K-12.
" Accredited higher education institutions (colleges and universities).
" Community colleges and vocational or trade schools.
" Scholarship and fellowship programs at selected colleges and/or universities or through selected national, nonprofit organizations.
" Other scientific and education-related nonprofit, tax-exempt organizations.
" Gifted student programs.
" National youth educational or scientific programs or institutions.
" National educational radio and/or television stations or networks.
" Nationally distributed and aired films, movies, film strips, slides and/or short subjects concerning youth and/or scientific education.
" College, university or other nonprofit laboratories engaged in scientific education.
" Private, nonprofit scientific and/or youth education projects.
" Other nonprofit, tax-exempt, national institutions in the fields of youth and scientific education.
" National programs pertaining to academic or curriculum development that emphasize innovative educational methods and techniques.
The next deadline is November 1, 2003.
http://www.hondacorporate.com/community/index.html?subsection=foundation
6. The Health Resources and Services Administration (HRSA) announces the availability of fiscal year (FY) 2003 Minority AIDS Initiative (MAI) funds allocated from the Department of Health and Human Services General Management Fund to continue the Supporting Networks of HIV Care (SNHC) Project. The total funding available for the SNHC Project is approximately $2.3 million. HRSA will award two cooperative agreements to two separate organizations to implement the SNHC Project in collaboration with the HRSA HIV/AIDS Bureau (HRSA/HAB).
HRSA will fund only two applicants to carry on the duties outlined in the notice of fund availability. As you read through this announcement, however, notice that the ultimate recipients are those small-to-midsize-nonprofit organizations serving specific persons living with HIV/AIDS, men who have sex with men, African Americans and substance abusers. Nonprofit leaders who believe their organizations are potential recipients of the assistance may want to talk to the folks listed in the Federal Register to see how they can participate.
The purpose of this announcement is to request Letters of Intent to Apply and applications for these two cooperative agreements. HRSA is requesting Letters of Intent to Apply in order to estimate the number of applications it may receive and thereby plan appropriately for the timely award of these funds. Letters of Intent to Apply are not required to submit an application and they are not binding.
Background: The goal of the SNHC Project is to assist eligible organizations, including small to moderately sized nonprofit organizations and faith- and community-based organizations (F/CBO), not currently directly funded by HRSA/HAB for HIV/AIDS service delivery in their efforts to develop, improve, and expand comprehensive HIV primary care, treatment and support service delivery in racial/ethnic minority communities most severely impacted by HIV/AIDS. For the purpose of this project, "communities" refer to both groups of people (i.e., African Americans, substance abusers, men who have sex with men) and geographic areas (i.e., Kansas City, MO; Navajo Territory; Appalachia). The term "severely impacted by HIV/AIDS" is defined as having HIV or AIDS incidence and prevalence rates above the national average within a particular group of people or geographic area. The desired outcome of the SNHC Project is to increase the availability, accessibility, and quality of HIV/AIDS-related services in communities most severely impacted by the disease.
Organizations funded to implement the SNHC Project will work with HRSA/HAB to achieve this goal and outcome by: (1) Identifying and outreaching to small to moderately sized nonprofit organizations, including F/CBOs; (2) assessing each eligible organization's commitment and readiness to provide quality HIV primary care, treatment or support services to severely impacted communities; and (3) providing individualized long-term technical assistance designed to help each organization obtain the information, skills, and other resources needed to develop, improve or expand its infrastructure and capabilities. Organizations funded to implement the SNHC Project will respond to the needs of eligible organizations through the development and provision of on-site technical assistance, regional intensive skills building workshops, instructional documents, referrals to local organizations providing similar assistance, and other resources.
Eligible organizations that will receive technical assistance and resources through the SNHC Project must: (1) Be small to moderately sized nonprofit organizations, including F/CBOs in the United States and surrounding territories (does not include government or municipal agencies, such as health departments, schools, or public hospitals); (2) have a primary service delivery site that is physically located in or near a community whose residents at risk for or living with HIV are predominantly racial/ethnic minorities; (3) have at least a 3-year history of providing some primary health care or support service (e.g., HIV counseling and testing, substance abuse treatment, housing services, meals on wheels, clinical evaluation, spiritual counseling) to racial/ethnic minority residents in its surrounding community to demonstrate some initial organizational capacity for service delivery and a commitment to serving communities of color; (4) commit to accomplishing and reporting progress on the outcomes of the services received; (5) not be directly funded by the HRSA through the Ryan White CARE Act to provide primary health care or related support services; and (6) not have the financial resources (discretionary funding) to obtain this type of assistance independently.
If you are interested in being one of the ultimate organizations to receive the technical assistance you may want to contact the grants officer. Additional information may be obtained from Tanesha Burley, HIV/AIDS Bureau, Parklawn Building Room 7-47, 5600 Fishers Lane, Rockville, MD 20857, telephone: (301) 443-4744, fax: (301) 594-2835, e-mail: tburley@hrsa.gov.
The deadline is September 4, 2003
http://a257.g.akamaitech.net/7/257/2422/14mar20010800/edocket.access.gpo.gov/2003/03-19800.htm
7. The L.L.Bean charitable giving program provides support within the categories of Conservation and Recreation. Priority is given to proposals that include activities directly linked to their product line, such as camping, hiking, bicycling, canoeing, kayaking, fly fishing, snowshoeing and cross-country skiing.
L.L.Bean contributions include program grants, capital campaign pledges and product donations. Only nonprofit organizations designated as tax-exempt by the Internal Revenue Service under Section 501(c)(3) are eligible. L.L.Bean does not have a formal application form. Proposals from qualifying organizations are accepted throughout the year. If your organization meets the above criteria and would like to apply for a grant, please send a brief proposal of no more than five pages.
http://www.llbean.com/customerService/aboutLLBean/charitable_giving.html
8. The Office of Refugee Resettlement (ORR) invites eligible entities to submit competitive applications for cooperative agreements to provide technical assistance to agencies that serve in the following first seven program areas. For Program Area 8, ORR invites eligible applicants to submit applications for a grant to provide services via a Multilingual Information, Referral, and Registration Hotline.
Program Area 1--Technical Assistance for refugee-based Mutual Aid
Associations (MAAs), Voluntary Agencies assisting or working with
refugee community organizations and other program areas that the
Director of ORR may consider as appropriate response to emerging
refugee resettlement needs:
Program Area 2--Technical Assistance for Employment Services;
Program Area 3--Technical Assistance for English Language Training and Service Programs;
Program Area 4--Technical Assistance for Refugee Economic Development Activities/Programs;
Program Area 5--Technical Assistance to Enhance Child Welfare Services for Refugee Communities;
Program Area 6--Technical Assistance to Promote Refugee Housing
Opportunities;
Program Area 7--Technical Assistance for Crime Prevention Programs; and
Program Area 8--Services for Asylees to be provided via a
Multilingual Information, Referral and Registration Hotline
In recent years, ORR has supported the work of its grantees and other agencies serving refugees in various program areas through several technical assistance grants with organizations uniquely qualified to advance the refugee service field, improve program achievement, develop organizational capacity, and improve overall performance. ORR has supported specific technical assistance for employment, English language training, microenterprise, Individual Development Account programs, housing, capacity development activities among emerging ethnic organizations, and services to children, the elderly and asylees. ORR's intent is to assist grantees to provide the best technical help for continuous improvement in refugee programs in the form of capacity building to adequately serve refugees, and to bring about positive development and impact on the lives of refugees and asylees.
Eligible applicants for all program areas are public and private nonprofit organizations. Faith-based and community organizations are eligible to apply for these funds.
The closing date for submission of applications is September 8, 2003.
http://a257.g.akamaitech.net/7/257/2422/14mar20010800/edocket.access.gpo.gov/2003/03-20261.htm
9. The Mott Foundation makes grants in the United States and, on a limited basis, internationally. About 25 percent of their grants have an international purpose, although many of the grantees are located in the United States.
In all of their grantmaking, they are particularly interested in:
" fresh approaches to solving community problems in defined program areas
" approaches that, if proven successful, can generate long-term support from other sources and/or that can be replicated in other communities when appropriate
" public policy development as well as research and development activities to further existing programs and/or to explore new fields of interests and
" approaches and activities that lead to systemic change.
To further these goals, the Foundation provides both general-purpose support and project-specific grants.
While the Foundation has established General Guidelines for applying for funding, there are a number of guidelines unique to each of our four programs. Review the guidelines for the program in which you have an interest. In cases where these guidelines may differ slightly from the General Guidelines, these guidelines should be followed for each area.
" Civil Society
" Environment
" Flint Area
" Pathways Out of Poverty
The Foundation has no formal application form. Letters of inquiry, including a brief description of the project and the range of needed funding, are acceptable for initial contact. As your initial contact with us, they recommend that you send a letter of inquiry. The letter should describe the purpose and objectives of the project, general methodology and total cost of the project. A letter of inquiry enables the Foundation program staff to determine the relevance of the proposed project to the Foundation's programs and to provide advice on whether to submit a full proposal.
For civil society see -
http://www.mott.org/programs/cs-guidelines.asp#5
Freshwater ecosystems - rivers, streams, creeks, springs, lakes, ponds and wetlands - are essential to life on Earth. They support an incredible variety of plant and animal species and offer important resources for people around the world.
Despite their importance, freshwater ecosystems face enormous threats and species that depend on them have declined. The loss of aquatic and terrestrial biodiversity is one of the most serious environmental problems. Conserving freshwater ecosystems in North America is important because of the diversity of life they support.
The Foundation focuses on the Great Lakes region and portions of the southeastern United States because of the richness of their freshwater ecosystems. The Great Lakes contain 20 percent of the world's fresh water supply. Freshwater ecosystems within the Southeast have among the highest levels of species diversity in the world.
http://www.mott.org/programs/env-conservation.asp
For information about the pathways out of poverty program of the Mott Foundation see -
http://www.mott.org/programs/poverty.asp
10. PETsMART funds programs to further individual
animal welfare organizations' missions. Since its founding, PETsMART has donated more than $24 million to humane and rescue groups across North America.
The PETsMART Charities Grant Program provides limited financial assistance to innovative programs that can demonstrate measurable results. Nonprofit animal welfare organizations, municipal animal control facilities, and educational establishments are eligible to apply for a grant. Applicants do not need to be in a community with a PETsMART store to be eligible.
Grants are awarded for activities that reduce the homeless population of animals through methods other than euthanasia. This includes adoption programs; post-adoption follow up programs to improve retention rates for newly adopted animals; spay/neuter programs; training or behavior modification programs that make pets more adoptable and compatible for long-term human-pet relationships; identification programs such as microchipping or tagging, or proactive lost-and-found programs that help reunite lost pets with their guardians; and pet parent education programs that improve the quality of life for pets in homes and prevent the relinquishment of pets from their homes.
The PETsMART Charities Grant Program is intended for new programs that can demonstrate sustainability beyond the grant period. As a general rule, PETsMART Charities will not award grants for building projects, endowment campaigns, or general operating budgets. Grants also will not be awarded for programs in support of wildlife or endangered species, the promotion of animal breeds, or in support of human-related issues.
http://www.petsmart.com/charities/petsmart_charities/PSM_charities_guidelines.shtml
11. Open Society Institute (OSI) has established the
Soros Advocacy Fellowship for Physicians to inspire the profession to greater participation in civil society, service to the community, and active engagement on behalf of the public interest, the program on Medicine as a Profession (MAP).
Given the limited record of civic engagement on the part of the profession, MAP seeks to promote physician advocacy driven by a broader vision of societal welfare as a core professional activity in the twenty-first century.
The Soros Advocacy Fellowship for Physicians is designed to enable physicians to develop or strengthen advocacy skills through collaboration with U.S.-based advocacy organizations during a 12-24 month fellowship period. The Fellowship will also enable medical professionals to develop and implement new approaches that further the missions of the advocacy organizations.
Through this fellowship, participating physicians will design and implement projects that address health and service delivery, or other social issues such as racism, violence, environmental hazards, and education. Although many physicians have meaningful contributions to make in all these areas, they have not been fully alert to the opportunities. Projects must be focused within the United States and should identify system or policy level changes as the outcomes of the fellowship work. Project design should not be limited to the collection or analysis of data or delivery of direct services, but should promote solutions to specific problems. Although the program welcomes projects that provide opportunities for role modeling, it does not encourage proposals that are solely devoted to training or curriculum development.
For the purposes of the fellowship, advocacy may be defined in a variety of ways. Advocacy work can be done through communication with policy makers to represent the needs of a constituency that is underserved. Fellows might work to ensure maximum benefits for health care consumers. Fellows might organize a community to foster sustainable leadership around a set of social issues.
To ensure that the program develops a conceptually vibrant and mutually supportive cohort of colleagues, MAP hosts two conferences per year for fellows. Conferences will provide fellows with the opportunity to network with other fellows, outside experts, MAP staff, and advisory board members. The fellowship award is contingent on the applicant's commitment to participation in the conferences. Alumni are also invited to participate.
Awards range from $40,000 to $80,000 in salary support, plus fringe, depending on the fellows' time commitment, prior experience and base salary. The program will also provide up to $2,000 in funds for the fellow's travel to MAP sponsored meetings.
Sponsoring advocacy organizations will be requested to cover overhead costs necessary to house the Fellow. They may request up to $5,000 from MAP to cover the organization's added costs associated with implementing the Fellow's project.
Proposals are due January 21, 2004. A cycle of funding is planned for 2005.
http://www.soros.org/medicine/advocacy_guidlines.htm
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Mission Statement: To provide and to broker to the best of my ability information from the Internet about grants, grant writing, management, human resources, data, resources, and so on for leaders of nonprofit, community-based and faith-based organizations, educators and government without cost.
(c) Copyrighted and all rights reserved by Donald A. Griesmann 2003. However, not-for-profit organizations, community-based and faith-based organizations, educators and government agencies may reproduce this document without my permission. Just give me credit for it. For-profit persons and businesses are asked to request my permission to reproduce this article and material in writing in advance. I ask that any one intending to make money reproducing this article and/or material receive my permission in writing in advance and be prepared to include me in the process.
It is no secret that for nonprofits (and the communities and constituents served) the major buzzwords are
collaboration and partnership. Is it clear what groups mean when these words are used? For instance, does the collaboration discussed in an application for funds mean a referral system, or does it mean a letter saying “we support” each other or is there something more in depth. How should a joint-project to commit resources together to resolve a community or a client problem be addressed? What about a joint proposal for a grant; how will that be handled?
It is useful to consider developing good faith partnership agreements detailing who the partners are, what each will provide and to whom. The agreement should have a mutual hold-harmless clause, responsibilities for insurance, maintaining each other's independence and stating a beginning and ending date. A part of the agreement may include an appendixed authorization of release of information between the agencies for clients to sign. The issues of grievance and disputes between the parties and the process for handing them need to be spelled out, such as who has final say on paying bills, arbitration and so on. In addition there should be solid discussion and written statements about most or all of the A-Z considerations below.
A. Ethical issues – what are they for the partnership? Are there conflicting values or beliefs or corporate culture? Are there legally required ethical standards?
B. Conflict of Interest – putting them out front for discussion and resolution, how are they handled by each organization
C. Confidentiality, how will that be handled, are there HIPAA issues?
D. Referrals between the parties, how will they be made? Will they be different from current arrangements? Are there legal or ethical barriers?
E. Are there insurance and new liability issues for one or both partners?
F. Balancing the usual day-to-day activities and the new partnership work -- programmatic mission, vision, values, culture and priorities, how to begin, planning
G. Does work drive the funding or does funding drive the work? Know in advance how this will affect the "usual" work of the partners
H. Entrepreneurial spirit -- nothing is "free" -- what will be the costs, what are the full (hidden) costs? How will administration and fiscal responsibilities be approached? How will leadership be determined? Will there be a plan for succession of leadership? Is there a business plan for this venture?
I. What are the goals, objectives and outcomes and how are they measured within the partnership? Is there a different view among the partners about measurement, goals and objectives? Look at monitoring results; client and funder satisfaction; publicizing results
J. The use of work plans and job descriptions and supervisory relationships for community work and developing/maintaining the partnership; is there agreement as to these aspects?
K. How do you organize and sell the partnership to other management personnel, staff, boards, current funders, other groups in the community? Have there been scans of the staffing for the day-to-day activities and the proposed new activities? How will disagreements be handled?
L. What if you propose a partnership with other management personnel and your office staff and they are not ready or willing to accept it? How will that be addressed? How will you handle the issues before they arise? How will rumors be handled?
M. Handling the ambiguity in partnerships for staff who are management in the middle and not part of the negotiations creating the partnership, top and middle management as leadership in the community, as follower in the community, handling failure, managing the partnership
N. Handling the division of planning, tasks and fiscal aspects or other implications of the partnership - Communication, communication, communication
O. Technology and the partnership, can you communicate, share data and information, e-mail, Internet access
P. Facing diversity in the partnership, diversity of boards, staff and clientele
Q. Looking at the partnership as a threat to certain segments of the community; has there been a community scan of not only need but also the perceptions that exist now and can occur later? What are the potential economic, social and political repercussions for this partnership?
R. Assessing the community’s readiness for the partnership, the value of local presence, colocation, job sharing and ubiquity -- how are the client communities and nonprofit organizations’ and offices' roles evolving naturally and how will they change by the collaboration? How well do the leaders know the data and the people?
S. Viewing a continuum of services, involvement, tasks, roles, strategies, activities and feedback, feedback and feedback and evaluation
T. Staffing issues of partnership or community development - an overriding concept about what is expected of staff; or expected of some staff; or a special unit; or no expectation at all for some staff – will there be joint staff meetings and planning sessions?
U. Seeking grants and funding together and/or separately during the agreement, developing additional agreements and contracts between the parties on other issues
V. Training and orientation of board and staff - preparation of board, management staff, fiscal personnel and support staff for partnering
W. Media and public relations role in, during and the conclusion of the partnership; how will bad press be handled?
X. Preparing client community and partners as advocates supporting the partnership, shared clients and client education
Y. Opportunities: welfare reform, Medicaid or food stamps outreach, homelessness, youth and children, technical assistance, domestic violence, job training, self-sufficiency issues for clients, technology infrastructure and innovation for the client communities, access to services, AIDS/HIV, lead-based paint, elderly, diversity, cultural and language-based activities, gay and lesbian initiatives, housing, poverty, disability-related issues, rural or urban activities, the arts, school/education/parent/community issues, drug and alcohol addiction, unsafe working conditions, migrant workers, the interface of employment and welfare, plant closing, community development, environment and many others
Z. What is the anticipated future? What are the partners open to consider in the future? How will control and spin-off, future collaboration, partnering and cooperation, possibility for merger or alliance be viewed – how will you know when it is “over and done”? What are the benchmarks for the future?
The written agreement needs the assistance of an attorney to avoid pitfalls before they will happen -- and they will happen. Each partner should seek its own attorney for review or creation of documents. I hope the considerations above will assist in that preparation. It is an exciting movement and there should be every incentive for all to want to do it again.
See the partnership model that handles HIV/AIDS funding -
http://www.aidsfund.org/naf/about/DisplayContent.cfm?ContentID=90&ContentTypeID=4PageFormat=DisplayContent
Online resources –
Yale School of Management - The Goldman Sachs Foundation Partnership on Nonprofit Ventures -
http://www.ventures.yale.edu
Donald A. Griesmann, Esq.
Ventnor NJ
Consulting with Community-based and Faith-based Organizations
(c) Copyrighted and all rights reserved by Donald A. Griesmann 2003. However, not-for-profit organizations, community-based and faith-based organizations, educators and government agencies may reproduce this document without my permission. Just give me credit for it. For-profit persons and businesses are asked to request my permission to reproduce this article and material in writing in advance. I ask that any one intending to make money reproducing this article and/or material receive my permission in writing in advance and be prepared to include me in the process.
When your nonprofit organization prepares the budget section for a proposal, what is included in the calculation? Does the organization have sufficient insurance to cover the proposed activities in the proposal? It is unfortunate that many community-based and faith-based nonprofits do not make an assessment of what the risks are in both ongoing activities and proposed activities. This article will attempt to offer considerations for insurance coverage and offer resources for further study, risk assessment and action.
Insurance policies vary from insurance company to company. Some policies can be expensive but the business is competitive. It pays to shop around. There is no one size fits all nonprofits so look at your mission and activities to sort through what you need. The price of insurance is part of the cost of doing business in the nonprofit world. It can be very helpful to have the assistance of a competent insurance professional.
I cannot understate for you the need for you to read the material about each insurance policy before you buy it. You have to know what you are buying and whether it is covering the most vulnerable matters for the nonprofit organization.
The types of insurance most organizations should consider are :
Liability to protect the nonprofit for bodily injury, property damage (sometimes), natural disaster, fire, safety in the workplace, possibly terrorism. The big issues to be sure are covered here or under another policy include wrongful employment or termination, discrimination, employee benefits, sexual harassment, child molesting and failure to be accountable (filing tax forms, keeping track of donations, etc.).
Non-Owned Vehicle - to protect the organization if a volunteer or employee is in an accident when using a personal or rented vehicle while performing work for the group. This may be in the liability insurance but check to be sure. The organization should have a program written policy about what insurance coverage volunteers have on their vehicles if the vehicles are used in the process of work, delivering meals, taking clients to shop for example. The organization could also be sued if there is an accident.
Professional liability to protect the organization when it has employees or volunteers who are seeing clients in a professional capacity, such as social workers, psychologists, medical personnel, lawyers, HIPAA compliance.
Bonding or fidelity to protect the organization from theft of funds, forgery, robbery, burglary, and potential illegal use of equipment including computers.
Directors and Officers (D&O) also called
Errors and Omissions (E&O) to cover the board and certain employees for the defense and loss for failure to implement appropriate policies, controls and procedures to prevent theft, forgery, and illegal use of equipment including computers. It may be linked to the bonding or fiduciary insurance on items not covered there. This insurance can be very limited on who is insured. Check to be sure it covers wrongful employment or termination which may not be in the general liability package.
Workers Compensation this insurance may be required by state law for employees who are injured on the job. Some states allow volunteers to be covered; volunteers, however, do not lose wages.
Volunteer or student liability - to cover injuries to volunteers and students; this is not a workers compensation insurance.
Temporary liability to cover certain events such as a health fair or community event that may be required by the sponsors.
Hacker insurance to protect against the loss of information and compromise confidential material. Hacker insurance, also known as "network risk insurance," has been on the market for about three years, but is expected to explode from a $100 million small niche market into a $2.5 billion behemoth by 2005, according to insurance industry projections.
Nonprofit status is not a bulletproof vest when it comes to law suits. Your state and the United States government do have some limited legal protection for volunteer board members, the Volunteer Protection Act of 1997 (immunity). These volunteer laws do not cover all volunteers and all occasions and it may not pay all your costs for defense and for a judgment if the organization and you personally are sued. Many states allow nonprofit organizations to indemnify its members through the bylaws; this indemnification is also a limited coverage if the board approves it.
The creed is, anyone can sue any one at any time about anything - just be sure not to lose. Better yet, avoid law suits by being diligent and responsible and accountable as a staff member, a board member or volunteer and manage risk. Just in case,
insure to be sure. If the organization has no insurance, whether you are staff or a volunteer, consider running out the door now until it does.
Where can a nonprofit buy this insurance? Start with the local Yellow pages under "Insurance", "Insurance Listed by Type" and "Insurance Consultants". There are some resources listed on the Internet. The NonProfit Times has a sample list
http://www.nptimes.com/main/insuran.html.
You can contact your state department of insurance for names and contact information for insurance companies that cover nonprofit organizations. The Nonprofit Risk Management Center, the local United Way or your state nonprofit association may also have suggestions. See if there are any helpful pamphlets or web sites from the state.
When you have completed an assessment of the risks and the insurance you are interested in and developed an initial budget, prepare a request for proposals or bids (RFP or RFB). There is no reason why your nonprofit cannot go out for bid for insurance. There is no reason your nonprofit cannot join with other nonprofits with similar insurance needs to consider a joint proposal. The nonprofit may be too small in your opinion, but still consider it. Bringing insurance costs in line and getting what you need are considerations to seek a bid.
In addition to a RFP/RFB, consider creating a contract-form or template to be used indicating the points that are critical to your nonprofit that may not normally show up in an insurance contract - that the insurance company has an equal employment policy, an anti-sexual harassment policy, safety in the workplace for employee-victims of domestic violence, for instance. If these issues are part of your corporate values, then incorporate them for companies with whom you may do business.
When a nonprofit organization buys insurance, someone has to read the policy. The organization has to develop a corporate memory about the instructions in handling a claim. More than one person should read the policy. Is leadership to call the agent or the insurance company? Is there a requirement to send a registered letter, return receipt requested? If that is a requirement, be sure to save copies of all correspondence and the proof of mailing and receipt. How much should you tell the insurance company about the facts? It is generally better not to tell too much to the insurance company in a liability claim because there may not be lawyer-client confidentiality at that level.
At what point do you talk to the insurance company’s lawyer? When will a claim number be assigned? When can the nonprofit leadership talk to a local lawyer? Can the nonprofit leadership select the attorney or will the insurance company attorney assign one? What are the rights of the nonprofit and its staff, board and volunteers under certain claims? What if the attorney and the insurance company want to settle the claim and the leadership is not so sure that is the correct thing to do?
What assessment has the board and staff leadership made of the potential for risk in the organization? Are there appropriate policies, procedures and forms to handle employment discrimination or sexual harassment claims? Are there appropriate safeguards in the handling of money, deposits and disbursements? Are all employment taxes paid in a timely manner? These are only the start for an assessment. You will find at the web sites suggested here the ability to put together a near complete list of vulnerabilities your group has. When you have compiled a list, discuss the list with your attorney and insurance broker.
For web sites featuring information, resources and helpful articles, see -
The Insurance Information Institute, has free material -
http://www.iii.org./
For information about limited immunity references about the law of nonprofits and risks and immunity -
http://www.law.cornell.edu/topics/nonprofits.html
Sample of a state law, Massachusetts limited liability -
http://www.state.ma.us/legis/laws/mgl/231%2D85w.htm
The Nonprofit Risk Management Center has material about reducing risks of liability -
http://www.nonprofitrisk.org/
Here are 10 FREE fact sheets on the topic of crisis management from the Nonprofit Risk Management Center. You are encouraged to print them. Email them. Share them with your team. The best time to plan how to respond to a crisis is before it happens!
Community Collaboration -
http://www.nonprofitrisk.org/mc/collab.htm
Communicating During a Crisis -
http://www.nonprofitrisk.org/mc/commun.htm
Crisis Management Essentials -
http://www.nonprofitrisk.org/mc/essentials.htm
Emergency Evacuation Strategy -
http://www.nonprofitrisk.org/mc/evacuation.htm
Coping with Employee Fear and Low Morale -
http://www.nonprofitrisk.org/mc/morale.htm
Handling Suspicious Packages and Letters -
http://www.nonprofitrisk.org/mc/pkgs.htm
On a Smaller Scale: Adapting Risk Management Principles -
http://www.nonprofitrisk.org/mc/small.htm
Policies and Procedures for Hoaxes -
http://www.nonprofitrisk.org/mc/hoax.htm
Screening Prospective Staff is Sound Risk Management -
http://www.nonprofitrisk.org/mc/screening.htm
Threatening Call Checklist and Record Sheet -
http://www.nonprofitrisk.org/mc/calls.htm
Excellent overview about nonprofit organizations and insurance from the state of Washington -
http://www.insurance.wa.gov/factsheets/nonorgs.asp
Professional Liability and Governance Exposure with illustrations of claims -
http://www.nonprofitrisk.org/nwsltr/archive/nla2.htm
Managing Volunteers within the Law -
http://www.nonprofitrisk.org/csb/csb_mgv.htm#mgvtop
Risk management and volunteers -
http://www.mapnp.org/library/staffing/outsrcng/volnteer/volnteer.htm
Discussion about Federal law and volunteers -
http://www.nonprofitissues.com/xmlNpi/solo.php?fzg_navGrpBtn=1997dec-RR&fzg_E_offset=0
Alliance of Nonprofits for Insurance, Risk Retention Group (ANI-RRG); see the Tips of the Month and the 10 reasons nonprofit groups should be insured with ANI-RRG -
http://ani-rrg.org/
Insurance against Liability -
http://www.mapnp.org/library/legal/lia_inrs.htm
Insurance for NPOs from CIMA -
http://www.cimaworld.com/
Nonprofit Insurance Alliance of California -
http://www.niac.org/
Reading this article is no substitute for consulting with an attorney about these issues. The author is a volunteer in his community and in the virtual world of nonprofits on the Internet. He has a free mailing periodically about funding, management, public policy and other issues of interest to nonprofit and community leaders.
Donald A. Griesmann, Esq.
Ventnor NJ 08406
dgriesmann@aol.com
(c) Copyrighted and all rights reserved by Donald A. Griesmann 2003. However, not-for-profit organizations, community-based and faith-based organizations, educators and government agencies may reproduce this document without my permission. Just give me credit for it. For-profit persons and businesses are asked to request my permission to reproduce this article and material in writing in advance. I ask that any one intending to make money reproducing this article and/or material receive my permission in writing in advance and be prepared to include me in the process.
How does your organization handle new employees? Is there an orientation program or a mentoring program to help new employees become efficient and effective partners in the group?
Orientation manuals can be a great help to new employees. There are two considerations. Should it be a brief introduction to the organization welcoming new employees and having just the most important material hoping the employee will read it? Or should there be an extensive welcome kit that will form the basis of the orientation training for the new employee? The latter could include many of the materials listed below. I have always added a history of the organization including history about the regional and national concept or mission if appropriate.
New employees are not knowledgeable about the board of directors. Outlining the work and importance of the board can take a section of the manual.
A statement about some of the high valued topics of the corporate culture: Illustrative of this are statements about the value of partnering in the community, value of honesty and straightforwardness, staff teaming, ethical considerations, task sharing, no smoking in the office and so on. There are also negative values in a corporate culture - no swearing or cursing could be one. If the values are truly lip-service values, then do not include them. Lying or deceiving in the orientation manual will ...well, you know.
The best time to begin instilling what is the “right thing” for new employees concerning compliance with the law and the ethics of the organization is at the beginning, from day one. Work on behaviors immediately.
Here is a list of items to consider giving to new employees.
1. The Employee Handbook.
2. IRS Form W-4 - all employees must complete this form for tax withholding (Be certain to receive a photo ID from the employee)
3. Employee Benefits Elections - if you provide benefits such as health insurance, life insurance or pension plan, the employee should sign up and the employer should provide all relevant documents and Summary Plan Descriptions.
4. Confidentiality and invention assignment agreement - employees need to maintain confidentiality while working for the organization and the employer should have a form. See Confidentiality below.
5. INS Form I-9 - this form is required by the US Immigration and Naturalization Service to preclude undocumented aliens from employment.
6. Emergency notification - have a form requesting the name, address, telephone numbers for any person to be contacted in an emergency.
7. Use of Technology in the Workplace and Privacy Issues Manual.
8. Violence in the Workplace Policy and Procedures Manual.
9. Anti-sexual Harassment Policy, signed.
10. Drugs and Alcohol in the Workplace Policy, signed.
11. Conflict of Interest Policy, signed.
12. Salary Administration Plan and Salary Schedule.
13. Time Sheets for Payroll.
14. Client/Customer/Patient Complaint and Appeal Process and Forms; HIPAA instructions.
15. Job Description and Evaluation Forms and Process for this Position.
16. Program Priorities and Planning Report with Mission Statement, Vision, Measurable Goals and Objectives and Work Plans.
17. New Employee Welcome/Orientation Kit.
18. Policies Concerning Lobbying and Political Activities
19. Internal Operations Policy, Procedures and Forms.
20. Media and Publicity Guidelines.
21. Policy on Intellectual Property.
22. Organization Safety and Disaster Plan.
23. Training Plan.
24. Code of Ethics, signed.
25. Policy on Disclosure of Information Required by the IRS.
26. Equal Employment Policy (if not in the Employee Handbook).
27. Agreement to abide by the company policy that disputes are to be resolved through arbitration (Signed by the employee).
28. Forms, Policies and Procedures Manuals Master List: a list of all forms, policies and procedures used by the organization such as those above and file maintenance policy and procedures, local and distance travel, training and conference forms, library and book request form, petty cash form, and so on as required by the organization.
29. Schedule for Orientation.
Administrators have found it very helpful to have a check-off list of all material to give a new employee and place the list in the personnel file as well.
Where do you keep these records? What facts and documents of your organization are available to the public? If you receive public funds there may be requirements from your state law or funding source about public accountability. If you have staff, there are certain personnel records that may not be released, such as health records. On the other hand, there are personnel records open for inspection at least to funders.
For further discussion about what a nonprofit organization must make public and what it cannot disclose see -
Nonprofit Organizations - Disclosure of Information: What Must We, What Can We Disclose to the Public, Staff, Board and Clients?
http://www.nonprofits.org/npofaq/misc/020120dag.html
Many organizations create several personnel files, all of which are open to the individual employee who is the subject of the files. One file contains public documents such as IRS Form W-4, INS Form I-9, and an emergency notification form, resume, application for employment, job description, forms signed by the employee and so on. A second personnel file contains evaluations, health records, any garnishment or child support orders, disciplinary actions and so on. Some organizations maintain a third personnel file containing time sheets, travel, training and conference expense forms and similar internal logs. An auditor may review the first and third files listed here; a funding source may require that the auditor review the second file only for contract compliance.
See also the article at -
http://cobrands.business.findlaw.com/human/nolo/faq/EBB2FDB8-D51C-4685-9EA06EDFD801845C.html and
http://biz.findlaw.com/employment_employer/nolo/ency/ECDE151A-DC5D-42A6-B58219263F58318D.html and
http://biz.findlaw.com/employment_employer/nolo/faq/EBB2FDB8-D51C-4685-9EA06EDFD801845C.html#B11134FB-DE00-4B8A-A90F429DA73EBDEA and
http://biz.findlaw.com/employment_employer/nolo/ency/5F59F055-9462-49B3-AA3F7925A394E87D.html
To the extent that state or federal law attach to your organization, you may want to include what they are: HIPAA, FMLA, ADA, pregnancy discrimination and so on.
