“Few will have the greatness to bend history itself; but each of us can work to change a small portion of events, and in the total of all those acts will be written the history of this generation.”
Robert F Kennedy
Thursday, August 20, 2009
Sunday, August 9, 2009
Initiative links building owners with nonprofits
Initiative links building owners with nonprofits
The agencies need extra commercial space, and there’s plenty available
Dallas Business Journal - by Bill Hethcock Staff writer
An increased demand for space to store food and other supplies for the needy has prompted a Dallas energy consultant to play matchmaker between the nonprofit community and the commercial real estate industry.
Carolyn Cantrell, director of the Dallas office of Good Energy LP, has launched an initiative called “Good Space for Good People” in which her company will serve as a clearinghouse for commercial properties that landlords and building owners make available for nonprofits.
“Many nonprofits have a real need for more space right now because of the economy, and the commercial real estate community has more space than they’d like to have because leasing is down,” Cantrell said. “The economic downturn has provided an opportunity to tie them together.”
In addition, tax deductions may be available for in-kind donations of space, she said.
One of the organizations needing space is the North Texas Food Bank, said Jan Pruitt, the food bank’s president and CEO. NTFB’s member food pantries and other agencies it supplies have seen a sharp increase in first-time clients over the last six months. Many are recently laid-off workers who never imagined they would rely on a food pantry, soup kitchen or meal program for help, she said.
[CompanyWatch allows you to receive email alerts with stories related to your companies of interest.
“I think there is a win-win here,” Pruitt said. “If someone is unable to rent or lease out warehouse space, and they can get a tax write-off for helping the food bank, that’s a win on both sides.”
The rising demand has left the food bank in need of 70,000 to 90,000 square feet of warehouse and distribution space, said Paul Wunderlich, NTFB’s chief operating officer. About 260 nonprofits in 13 counties receive food from the food bank, and many of those groups need more warehouse space as well, he said.
The food bank especially needs cooler and freezer space, Wunderlich said. Ideally, the space would be in western Collin County, but the food bank is happy to consider any space, he said.
“You have to be innovative and nimble in the nonprofit industry, and you have to take advantage of opportunities as they come along,” he said.
NTFB currently operates out of a 70,000-square-foot warehouse it owns in South Dallas, which is at the southern end of its service area. The food bank would consider ownership or long-term leases in donated space, Pruitt said.
“We’re kind of like a kettle here,” Pruitt said. “We’re starting to boil and we need more space to relieve the pressure.”
In addition to the food bank, the recession has caused the Dallas-area chapter of the [CompanyWatch allows you to receive email alerts with stories related to your companies of interest.
Nonprofits with a property request and building owners or commercial real estate firms with available property may contact Cantrell at 972-200-9777 or carolyn@goodenergy.com.
The agencies need extra commercial space, and there’s plenty available
Dallas Business Journal - by Bill Hethcock Staff writer
An increased demand for space to store food and other supplies for the needy has prompted a Dallas energy consultant to play matchmaker between the nonprofit community and the commercial real estate industry.
Carolyn Cantrell, director of the Dallas office of Good Energy LP, has launched an initiative called “Good Space for Good People” in which her company will serve as a clearinghouse for commercial properties that landlords and building owners make available for nonprofits.
“Many nonprofits have a real need for more space right now because of the economy, and the commercial real estate community has more space than they’d like to have because leasing is down,” Cantrell said. “The economic downturn has provided an opportunity to tie them together.”
In addition, tax deductions may be available for in-kind donations of space, she said.
One of the organizations needing space is the North Texas Food Bank, said Jan Pruitt, the food bank’s president and CEO. NTFB’s member food pantries and other agencies it supplies have seen a sharp increase in first-time clients over the last six months. Many are recently laid-off workers who never imagined they would rely on a food pantry, soup kitchen or meal program for help, she said.
[CompanyWatch allows you to receive email alerts with stories related to your companies of interest.
You can watch up to ten companies at a time.
] The North Texas Food Bank has distributed 3 million more meals this year than at this time last year, and its agencies have ordered 40% more food in the same period, Pruitt said.“I think there is a win-win here,” Pruitt said. “If someone is unable to rent or lease out warehouse space, and they can get a tax write-off for helping the food bank, that’s a win on both sides.”
The rising demand has left the food bank in need of 70,000 to 90,000 square feet of warehouse and distribution space, said Paul Wunderlich, NTFB’s chief operating officer. About 260 nonprofits in 13 counties receive food from the food bank, and many of those groups need more warehouse space as well, he said.
The food bank especially needs cooler and freezer space, Wunderlich said. Ideally, the space would be in western Collin County, but the food bank is happy to consider any space, he said.
“You have to be innovative and nimble in the nonprofit industry, and you have to take advantage of opportunities as they come along,” he said.
NTFB currently operates out of a 70,000-square-foot warehouse it owns in South Dallas, which is at the southern end of its service area. The food bank would consider ownership or long-term leases in donated space, Pruitt said.
“We’re kind of like a kettle here,” Pruitt said. “We’re starting to boil and we need more space to relieve the pressure.”
In addition to the food bank, the recession has caused the Dallas-area chapter of the [CompanyWatch allows you to receive email alerts with stories related to your companies of interest.
You can watch up to ten companies at a time.
] American Red Cross and many other nonprofits to require not only additional warehouse space, but office and retail space as well, Cantrell said.Nonprofits with a property request and building owners or commercial real estate firms with available property may contact Cantrell at 972-200-9777 or carolyn@goodenergy.com.
Saving nonprofits through pro bono adoption
Robert Miller of The Dallas Morning News, provides a fresh outlook for companies to continue to embrace nonprofits.
Saving nonprofits through pro bono adoption by Robert Miller
Blaine L. Nelson, managing partner for Deloitte's North Texas, Arkansas and Oklahoma region, has devoted most of his adult life to solving challenges confronting the nonprofit sector.
His résumé attests to that commitment: He's the immediate past chairman of the board of governors of the Dallas Symphony Orchestra; a member of the board of directors of the Dallas Opera, United Way of Metropolitan Dallas and North Texas Regional Chamber of Commerce; a member of the Dallas Citizens Council and the advisory board of the American Film Institute Dallas; a former member of the board of directors of the Utah Symphony; and a former mayor of Fruit Heights, Utah.
Dr. Kern Wildenthal, president of the Southwestern Medical Foundation and the Dallas Opera, just recruited Nelson to help choose a permanent executive director for the Dallas Opera.
Nelson thinks philanthropy can still be effective if it adapts to meet changing economic conditions.
"In the world of corporate philanthropy, cash has long been king," he said.
"However, at a time when charitable cash contributions are being squeezed, when 76 percent of corporate grant-makers acknowledge they must adjust their giving strategies, and when there is renewed national emphasis on volunteerism, this one-track approach focused on 'show me the money' is untenable.
"It is a mind-set that must change."
At a crossroads
Nelson thinks corporate philanthropy is at a crossroads because of the recession. And for some of the more than 14,000 nonprofits in North Texas, their very survival hangs in the balance.
"Yet few corporate donors and nonprofits are thinking about using skilled volunteerism as a valued currency to complement existing philanthropic strategies and help offset declines in giving. But they should, because it's likely that those grant makers and nonprofits that seize the opportunity to expand their definition of corporate giving could emerge stronger and better able to weather the times ahead.
"The time is right to redefine the traditional definition of corporate giving, to encompass what many business leaders consider their most valuable asset: the skills of their employees."
Volunteer support
Nelson cited a recent report by his company, the 2009 Deloitte Volunteer Impact Survey, which found that 95 percent of nonprofits need more skilled volunteer support. And 97 percent said they could increase their organization's impact if they had more consulting resources on a pro bono basis.
"And while 78 percent of corporations agree that their employees' skills would be valuable to philanthropic organizations, only 50 percent offer this type of support," Nelson said.
The need for cash, of course, is legitimate and undeniable, Nelson said. But with corporate donations on the decline, the need to hasten the adoption of pro bono as a complementary giving strategy has never been more urgent.
"Consider this: Four in 10 nonprofits say they will spend between $50,000 and $250,000, or more, for outside business consultants in 2009," he said.
"If they secured pro bono support instead, they could free up those funds for other uses."
So why the slow adoption of pro bono?
"One reason is that both sides cite significant barriers to the effective giving and getting of skilled support, given its inherently sophisticated nature. But these barriers are not insurmountable."
Nelson offers a simple plan: Corporate donors should take stock internally and talk with current grantees about what types of skilled volunteer support is available.
"Nonprofits need the most help in marketing, legal and strategic planning. Those are areas in which almost any large company has experience.
"Second, they should offer a signed commitment. Companies generally follow through with financial contributions, but many nonprofits have felt the sting of unfinished pro bono projects in the past; 88 percent see the lack of a formal commitment as problematic."
Taking the right steps
Nelson said nonprofits can also take important steps.
"First, they must be ready to accept pro bono help. The Volunteer Impact Survey found that nonprofits are generally better equipped to cultivate cash vs. volunteers. So make sure to assign qualified staff or board members to solicit and oversee pro bono engagements in their areas of expertise.
"And second, when negotiating sponsorship contracts, think beyond the cash mentality. Recognize pro bono service as an asset that should garner benefits. Treat it as the valuable currency it is."
Nelson said these ideas are just for starters.
"It's been said that no one should ever waste a crisis. Indeed, these challenging economic times are cause for many corporate givers to readjust their giving strategies to the new reality.
"Given the unlikelihood of increased cash giving, make pro bono the new currency. If our workforce is one of corporate America's most important assets, let's make it the community's too."
10:17 AM CDT on Tuesday, May 26, 2009
Saving nonprofits through pro bono adoption by Robert Miller
Blaine L. Nelson, managing partner for Deloitte's North Texas, Arkansas and Oklahoma region, has devoted most of his adult life to solving challenges confronting the nonprofit sector.
His résumé attests to that commitment: He's the immediate past chairman of the board of governors of the Dallas Symphony Orchestra; a member of the board of directors of the Dallas Opera, United Way of Metropolitan Dallas and North Texas Regional Chamber of Commerce; a member of the Dallas Citizens Council and the advisory board of the American Film Institute Dallas; a former member of the board of directors of the Utah Symphony; and a former mayor of Fruit Heights, Utah.
Dr. Kern Wildenthal, president of the Southwestern Medical Foundation and the Dallas Opera, just recruited Nelson to help choose a permanent executive director for the Dallas Opera.
Nelson thinks philanthropy can still be effective if it adapts to meet changing economic conditions.
"In the world of corporate philanthropy, cash has long been king," he said.
"However, at a time when charitable cash contributions are being squeezed, when 76 percent of corporate grant-makers acknowledge they must adjust their giving strategies, and when there is renewed national emphasis on volunteerism, this one-track approach focused on 'show me the money' is untenable.
"It is a mind-set that must change."
At a crossroads
Nelson thinks corporate philanthropy is at a crossroads because of the recession. And for some of the more than 14,000 nonprofits in North Texas, their very survival hangs in the balance.
"Yet few corporate donors and nonprofits are thinking about using skilled volunteerism as a valued currency to complement existing philanthropic strategies and help offset declines in giving. But they should, because it's likely that those grant makers and nonprofits that seize the opportunity to expand their definition of corporate giving could emerge stronger and better able to weather the times ahead.
"The time is right to redefine the traditional definition of corporate giving, to encompass what many business leaders consider their most valuable asset: the skills of their employees."
Volunteer support
Nelson cited a recent report by his company, the 2009 Deloitte Volunteer Impact Survey, which found that 95 percent of nonprofits need more skilled volunteer support. And 97 percent said they could increase their organization's impact if they had more consulting resources on a pro bono basis.
"And while 78 percent of corporations agree that their employees' skills would be valuable to philanthropic organizations, only 50 percent offer this type of support," Nelson said.
The need for cash, of course, is legitimate and undeniable, Nelson said. But with corporate donations on the decline, the need to hasten the adoption of pro bono as a complementary giving strategy has never been more urgent.
"Consider this: Four in 10 nonprofits say they will spend between $50,000 and $250,000, or more, for outside business consultants in 2009," he said.
"If they secured pro bono support instead, they could free up those funds for other uses."
So why the slow adoption of pro bono?
"One reason is that both sides cite significant barriers to the effective giving and getting of skilled support, given its inherently sophisticated nature. But these barriers are not insurmountable."
Nelson offers a simple plan: Corporate donors should take stock internally and talk with current grantees about what types of skilled volunteer support is available.
"Nonprofits need the most help in marketing, legal and strategic planning. Those are areas in which almost any large company has experience.
"Second, they should offer a signed commitment. Companies generally follow through with financial contributions, but many nonprofits have felt the sting of unfinished pro bono projects in the past; 88 percent see the lack of a formal commitment as problematic."
Taking the right steps
Nelson said nonprofits can also take important steps.
"First, they must be ready to accept pro bono help. The Volunteer Impact Survey found that nonprofits are generally better equipped to cultivate cash vs. volunteers. So make sure to assign qualified staff or board members to solicit and oversee pro bono engagements in their areas of expertise.
"And second, when negotiating sponsorship contracts, think beyond the cash mentality. Recognize pro bono service as an asset that should garner benefits. Treat it as the valuable currency it is."
Nelson said these ideas are just for starters.
"It's been said that no one should ever waste a crisis. Indeed, these challenging economic times are cause for many corporate givers to readjust their giving strategies to the new reality.
"Given the unlikelihood of increased cash giving, make pro bono the new currency. If our workforce is one of corporate America's most important assets, let's make it the community's too."
10:17 AM CDT on Tuesday, May 26, 2009
Tuesday, July 21, 2009
Top Ten Collin County Women
Sandra Fay is one of our favorite Collin County Columnist of The Dallas Morning News and she jumped on the chance to recognize these fabulous women leaders of Collin County - Congrats ladies!
Neiman Marcus Willow Bend will honor 10 Collin County women at an Aug. 20 luncheon benefiting the charities that nominated these community leaders for their contributions countywide.
Honorees are Jenny McCall, CITY House; Carolyn Speese, Collin County Children's Advocacy Center; Beth Webb, Plano ISD Foundation; Jean Newman, Arts of Collin County; Amy Davis, Frisco Family Services; Diane Chester, CASA of Collin County; Sherrie Varrichio, Plano Symphony Orchestra; Christina Andrea, Children's Medical Center Legacy; Rosanne Best, Boys and Girls Clubs of Collin County; and Julie Karnes, Chamberlain Performing Arts.
Marcus Wyss will be welcomed as the Willow Bend store's new general manager. Plano Mayor Phil Dyer will recognize each honoree, and public relations manager Chuck Steelman will present a runway show of fall's Top 10 fashion trends.
Guest speaker Candace Nelson of Sprinkles Cupcakes fame is said to be planning special surprise treats for everyone.
The honorees and a guest will be invited to a dinner party hosted by Wyss at Neiman's on the 19th, when Gittings president and CEO Barry Benton will unveil their portraits to be displayed in the store throughout the week.
The $150 tickets may be purchased from each of the 10 charities, which will benefit from proceeds. Call Steelman at 972-629-1706 for further information.
"Top Ten" will be an annual event in which each year's honorees will choose the 10 charities to be honored the following year.
Neiman Marcus Willow Bend will honor 10 Collin County women at an Aug. 20 luncheon benefiting the charities that nominated these community leaders for their contributions countywide.
Honorees are Jenny McCall, CITY House; Carolyn Speese, Collin County Children's Advocacy Center; Beth Webb, Plano ISD Foundation; Jean Newman, Arts of Collin County; Amy Davis, Frisco Family Services; Diane Chester, CASA of Collin County; Sherrie Varrichio, Plano Symphony Orchestra; Christina Andrea, Children's Medical Center Legacy; Rosanne Best, Boys and Girls Clubs of Collin County; and Julie Karnes, Chamberlain Performing Arts.
Marcus Wyss will be welcomed as the Willow Bend store's new general manager. Plano Mayor Phil Dyer will recognize each honoree, and public relations manager Chuck Steelman will present a runway show of fall's Top 10 fashion trends.
Guest speaker Candace Nelson of Sprinkles Cupcakes fame is said to be planning special surprise treats for everyone.
The honorees and a guest will be invited to a dinner party hosted by Wyss at Neiman's on the 19th, when Gittings president and CEO Barry Benton will unveil their portraits to be displayed in the store throughout the week.
The $150 tickets may be purchased from each of the 10 charities, which will benefit from proceeds. Call Steelman at 972-629-1706 for further information.
"Top Ten" will be an annual event in which each year's honorees will choose the 10 charities to be honored the following year.
Monday, July 20, 2009
Attention Economy for the Arts
Douglas McLennan's recent post on ArtJournal is an excellent question to pose to any arts organization today.
So how do you implement an Attention Economy strategy? Here are five ideas:
1. Set up a ladder of involvement that rewards increased participation. Come to every performance and maybe you get a free ticket to give to a friend. Bring in a dozen friends and you get your name in the program. Organize a club around our programming and maybe you get an insider pass to see how next season's lineup is put together. We reward people who donate money; how about rewarding those who go out and bring in new recruits? Maybe membership on your board is one of those upper rungs of participation. The participation incentive ladder doesn't have to be formally structured like affiliate programs, but you get the idea...
2. Community isn't free. Every time someone decides to interact with you, you have to reward them in some way. Even clicking a mouse (believe it or not) requires a reward. Ninety-nine percent of web visitors are lurkers. That is, they come, they read, they say "Gee, that's interesting," and they move on. Same with those who come to performances. Why should I come to a post-concert chat? You have to do something to provoke me into a response. That response is worth something. That response must be rewarded in some way. Especially if it's a complaint.
3. These kinds of communities are extremely hierarchical. They don't want to be paid in money. They want status. Recognition. Validation. It can be as simple as identifying somebody as a friend of the organization. Reward them for answering other community members' questions. Cruise lines, for example, give repeat cruisers different color cabin key cards based on how many times they've come aboard. Those cards are status markers, and the community pays attention to them. Tech support in big online communities has largely become a community function. The community is better at solving its own problems, and people who log in with answers are accorded higher status by others in the community. This is a powerful driver of participation.
4. Twenty percent of your seats are unsold? What a waste. Create a club that gives members access to cheap surplus tickets with which they can bring others. Those companies (airlines, are you listening?) that throw up barriers to upgrades make members feel like the company doesn't want you to have a good experience. Be over-generous. Your community will feel like they owe you for it. And that generosity doesn't necessarily have to cost you anything.
5. Find ways to give people in your community opportunities to support you. I might not have enough money to give you a donation. But if you ask, I might bring a group of friends to the next concert. I might not have time to serve on your board, but I might know a good printer who could give you a break on programs. Public radio is available for free, but enough listeners value it so much that they're willing to give money to support it. We're not very creative about the ways we ask for support.
How to sustain an audience in the new "Attention Economy" where everyone assumes a robust Experience for any choice they make. Given infinite choice and a rising complexity in figuring out what one wants, getting people to pay attention to what you have to offer is increasingly problematic.
So how do you implement an Attention Economy strategy? Here are five ideas:
1. Set up a ladder of involvement that rewards increased participation. Come to every performance and maybe you get a free ticket to give to a friend. Bring in a dozen friends and you get your name in the program. Organize a club around our programming and maybe you get an insider pass to see how next season's lineup is put together. We reward people who donate money; how about rewarding those who go out and bring in new recruits? Maybe membership on your board is one of those upper rungs of participation. The participation incentive ladder doesn't have to be formally structured like affiliate programs, but you get the idea...
2. Community isn't free. Every time someone decides to interact with you, you have to reward them in some way. Even clicking a mouse (believe it or not) requires a reward. Ninety-nine percent of web visitors are lurkers. That is, they come, they read, they say "Gee, that's interesting," and they move on. Same with those who come to performances. Why should I come to a post-concert chat? You have to do something to provoke me into a response. That response is worth something. That response must be rewarded in some way. Especially if it's a complaint.
3. These kinds of communities are extremely hierarchical. They don't want to be paid in money. They want status. Recognition. Validation. It can be as simple as identifying somebody as a friend of the organization. Reward them for answering other community members' questions. Cruise lines, for example, give repeat cruisers different color cabin key cards based on how many times they've come aboard. Those cards are status markers, and the community pays attention to them. Tech support in big online communities has largely become a community function. The community is better at solving its own problems, and people who log in with answers are accorded higher status by others in the community. This is a powerful driver of participation.
4. Twenty percent of your seats are unsold? What a waste. Create a club that gives members access to cheap surplus tickets with which they can bring others. Those companies (airlines, are you listening?) that throw up barriers to upgrades make members feel like the company doesn't want you to have a good experience. Be over-generous. Your community will feel like they owe you for it. And that generosity doesn't necessarily have to cost you anything.
5. Find ways to give people in your community opportunities to support you. I might not have enough money to give you a donation. But if you ask, I might bring a group of friends to the next concert. I might not have time to serve on your board, but I might know a good printer who could give you a break on programs. Public radio is available for free, but enough listeners value it so much that they're willing to give money to support it. We're not very creative about the ways we ask for support.
Sunday, July 19, 2009
Perfect the Pitch
Whether you have PR pros on your team or you are doing it yourself, these great tips help you formulate a story worthy of the Wall Street Journal. As always, it takes a solid newsworthy topic, planning, dialogue and patience to get the pitch perfect!
article credit: Jim Bucci
If you think your company or brand may have a feature story worth pitching A-list media, then start by finding “the most compelling points of tension in a story and figuring out both what different players are doing surrounding that tension,” advises Ilan Brat, a food industry reporter at The Wall Street Journal. “That provides the plot,” he explains. Most important, say what this new trend, development or problem reveals about the world around us that is new or emerging, he suggests.
Brat’s offers these quick pointers for pitching or pegging ideas to feature stories:
• Introduce the problem—and then offer a solution.
• Include elements of good storytelling in pitches.
• Look for—and unearth—trends that may become mainstream.
Do relocations influence a community?
The Dallas Morning News featured an excellent story today on corporate relocated executives and their influence on community. For Next Stop, Reloville: Life Inside America's New Rootless Professional Class, by Peter Kilborn http://www.dallasnews.com/sharedcontent/dws/news/localnews/stories/DN-reloville_19met.ART.Central.Edition1.4bc88d8.html
This is an exceptional concept that many non-profit organizations have pondered. Do our neighbors that only live here 2-5 years really engage in the community? Do they make an investment in any community? This is not a question on these families as neighbors, students or taxpayers....it is a deeper question regarding the long-term commitment this profile makes in a community - especially related to charitable giving. It is completely understandable that these families have a lack of "roots" and their giving may be focused on alma maters, corporate driven causes, their children's organizations, etc. (most likely any discretionary income is spent on movers, decorating, kids sports uniforms and address labels!)
The question is....how do nonprofit organizations and civic groups engage this group of citizens that are highly educated, well traveled, affluent and most likely missing "roots?"
We welcome any ideas and feedback!
Thanks to Sam Hodges at The Dallas Morning News for bringing this book to light.
This is an exceptional concept that many non-profit organizations have pondered. Do our neighbors that only live here 2-5 years really engage in the community? Do they make an investment in any community? This is not a question on these families as neighbors, students or taxpayers....it is a deeper question regarding the long-term commitment this profile makes in a community - especially related to charitable giving. It is completely understandable that these families have a lack of "roots" and their giving may be focused on alma maters, corporate driven causes, their children's organizations, etc. (most likely any discretionary income is spent on movers, decorating, kids sports uniforms and address labels!)
The question is....how do nonprofit organizations and civic groups engage this group of citizens that are highly educated, well traveled, affluent and most likely missing "roots?"
We welcome any ideas and feedback!
Thanks to Sam Hodges at The Dallas Morning News for bringing this book to light.
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