We are overwhelmed by the swift decline of the manufacturing sector of the economy. I have always bought into the notion of a 50-year transition in economic predominance in America. History witnessed this transition from our economy relying on the farm towards manufacturing from the end of the 1800s to after the Depression.

Click here to continue reading.

Labels: Rick_David

Earlier in the month I spoke at the funeral of my friend Howard Coleman. Let me share a bit about him and in a broader manner share the challenges of community impact, root cause solutions and sustainable change via the prism of Howard Coleman’s life.

Like many Michiganians, Howard was born in the south, graduated from high school and then enlisted in the army during the Vietnam era. He had eleven brothers and sisters via multiple family settings. The class nature of the war brought Howard to the most difficult engagements and battles. He did not have the option or opportunity to remain in a supportive role back in the urban setting. At 6’3” Howard was both a warrior and a gentle man. A byproduct of his experience was his exposure to Agent Orange along with a significant addiction to both legal and illegal substances. These factors became the centerpiece of his life’s script.

Click here to continue reading.

Labels: basic needs, Rick_David

Twice a year, I return to my hometown, near the Black Hills of South Dakota to see my mom. It allows some time to take stock of my personal and professional life. Last year, I wrote four blogs around the topic of "Weaving a Community" in greater Detroit. This year I am intrigued about the concept of progress and generational change.

Join me in visiting Chadron, a community of 5,000. Its history intersects with Buffalo Bill, Crazy Horse and Custer. The sky continues forever and a starry night in any season is the eighth wonder of the world. My world consisted of a loving and supportive family combined with many friends. My folks were first generation Arab-Americans in a sea of German-Americans. [Continue reading]

Labels: nonprofit_innovations, Rick_David

On Wednesday evening, January 9, 2007, the Anti-Defamation League will host the first session in their new 5-part series - Weaving Our Community. As described by the League, the goals of the series are:

• To educate members of the greater community about the history, nature, and extent of anti-Semitism, racism, and other biases with a preliminary focus on metropolitan Detroit.
• To learn how anti-Semitism, racism and other biases have contributed to the division and tension among the communities of southeast Michigan.
• To work together to recognize, expose, and to address the underlying causes of this divisive trend.

The five sessions are as follow:

1. A Community Divided: Segregation in Metropolitan Detroit
2. Dispelling Myths and Stereotypes of Muslim and Arab Communities
3. A Conversation with Abraham H. Foxman: Evolving Trends of Anti-Semitism
4. Immigration Today: Balancing Our Security, Humanitarian and Economic Interests
5. Impact of a Community Divided: Moving Forward

The overall program series will provide terrific background on a number of issues that are critical to “our community.” I am honored to have been selected as one of the two speakers who will “kick-off” the series on Wednesday evening. I am also excited about the opportunity because I will be sharing the stage with Thomas J. Sugrue, PhD, professor of history and sociology at the University of Pennsylvania and author of one of the quintessential books on Detroit – The Origins of the Urban Crisis: Race and Inequality in Postwar Detroit.

Dr. Sugrue will open the program by using his book to describe the historical processes – post-World War II – that caused Detroit and other urban cities (and their metropolitan areas) to become highly segregated. As one review of his book wrote:

“Once America's "arsenal of democracy," Detroit over the last fifty years has become the symbol of the American urban crisis. In this reappraisal of racial and economic inequality in modern America, Thomas Sugrue explains how Detroit and many other once prosperous industrial cities have become the sites of persistent racialized poverty. In this provocative revision of postwar American history, Sugrue finds cities already fiercely divided by race and devastated by the exodus of industries. He focuses on urban neighborhoods, where white working-class homeowners mobilized to prevent integration as blacks tried to move out of the crumbling and overcrowded inner city. Weaving together the history of workplaces, unions, civil rights groups, political organizations, and real estate agencies, Sugrue finds the roots of today's urban poverty in a hidden history of racial violence, discrimination, and deindustrialization that reshaped the American urban landscape after World War II.”

My portion of the program will overlap briefly on demographic shifts between 1950 and 1990, and then describe and discuss the post-1990 period when we witnessed African American residents moving from Detroit to the suburbs in unprecedented numbers, joining major streams of recent immigrants. While racial (Black/White) segregation appears to be breaking down in some regards and needs to be celebrated, there is evidence that communities, schools and other institutions are struggling with its aftermath. We read about incidents of cross-burnings, racial and ethnic epithets, both uttered and written (many times scrawled on walls), and actions such as the defeat of Proposal 2, but we are not as aware of the resegregation that is going on in suburban communities and schools.

These issues, along with the segregation that we are experiencing along economically[1], both across race and ethnic groups and across the region – Detroit vs. suburbs, must be recognized and addressed head-on if we are going to truly be one region pulling together across all political, geographic and demographic lines.

To learn more about this program, please click here.

Kurt Metzger
Research Director
United Way for Southeastern Michigan Community Investment and Partnerships

[1] Detroit resident income averages less than half that of its suburban (in total) neighbors. Nowhere else in the country is the differential so great.

Labels: Rick_David

The weaving of a social fabric can be a growing experience. I shared 10 strategies for prosperity in the new economy in my third blog. Among the 10 is one focused on “polishing the image” of the city. This is an area that informal leaders can embrace with few barriers.

In essence image improvement is about marketing the strengths of your neighborhood and city while reducing drivers of negative perceptions, such as blight. Of course a challenge is the physical decline of historic urban centers like Detroit, Pontiac and Flint and the contrast with the suburban communities. You might be interested to note that Pontiac has 26 parks but only 3 city employees to take care of their upkeep.

Key assets of our city include the increased demand for urban living options along with diverse financial incentives to promote restoration in those areas. Possible opportunities for polishing the image of those cities is the ability to executive cost-effective and cooperative clean up efforts in neighborhoods around the city; the possible connection between economic development and historic preservation and the ability to promote social responsibility and the inclusion of disadvantaged populations.

In Pontiac we started a garden club 5 years ago with the mission to improve the image of the city throughout the seven districts. The foundation event is an annual garden walk. Around 10 homes are featured with a defined mix in the quality and stage of the garden. Of course we want around 3 or 4 gardens that are wonderfully designed and exhibited. At the same time we have gardens that are only a few years on the journey; perhaps in a smaller space with less costs; and reflecting the ethnic and racial make-up of the community along with home ownership and, at times, rentals.

Over the five year period and due in large part to the strong leadership of Pat Blackburn David over $5,000 is generated for strategic investments by the club directed toward improving the image. The club has adopted some public and private spaces such as the public library, the creative arts center, and a local historic building and its environs. We have approached the mayor with a design for improving the city hall grounds with strategic placed plantings in 2008.

Over the past couple of years the club has created additional opportunities for building the social fabric of Pontiac. Designing festive hats and holiday centerpieces are parallel activities that continue to work for us financially along with growing our civic muscle.

This past summer a strategic location on M-59 was identified to make an image statement about Pontiac. A partnership between the club and a private business/homeowner occurred. His hope was a nicer looking landscape. The club’s desire was to showcase what can be done with a little blood, sweat and tears. Morning glories adorned a lengthy chain fence creating a wonderful site from mid-summer to mid-October. This provided an immediate improvement. Longer-term work includes the planting of a number of trees with plans calling for the development of a neighborhood orchard.

In the future more morning glories will be planted throughout key entrances to Pontiac and in key neighborhood settings. This plant grows rapidly and makes an immediate impact. For the future a signature plant for Pontiac is being developed along the lines of Holland’s tulip festival. Pontiac’s plant of choice will be the Iris.

In another five years this small band of passionate people from an inclusive base with a strong work ethnic reflecting a clear vision will really have a major influence on the image of Pontiac. Again this is about informal leaders coming together to help weave a stronger social fabric. Making people smile is a wonderful dividend. What can you do in your neighborhood to “walk our talk” about improving the region?

Rick David
Vice President, Strategic Relations
United Way for Southeastern Michigan

Labels: Rick_David

A Look at your Hometown

I would encourage each of you to look a bit deeper at your hometown. Do you truly understand your community’s asset? Make a new years resolution to go to a school board or city council meeting. Can you identify the formal and informal leaders in your neighborhood district? What is the strength of your community developmental district or your block organization?

It is my point of view that as United Way staffers we need to “walk our talk” by translating the theory of community building into each of our own lives. Simply bridging the style of our language of community work with the substance of individual action.

My attention in Pontiac centers on working in little and big ways to reform the cities public institutions to meet the requirements of the new economy and a belief that its manageable size can serve as a model for other historic urban centers in Michigan including Detroit.

Currently I am serving on the steering committee for the first community wide visioning plan since the early 1990’s. MSU and its Land Policy Institute serve as our facilitators in developing an asset-based economic development strategy.

We have been exposed to placemaking as the primary strategy for cities in the new economy along with the concept of smart growth. Target areas are assessed for the intangible characteristics of a place, such as sociability, cleanliness, walk-ability, pride, attractiveness and evidence of volunteerism. These qualities can all be measured. Smart Growth tenets such as walkable neighborhoods are nicely outlined in the website address of www.smartgrowth.org.

The process has uplifted 10 strategies for prosperity in the new economy followed by a prioritization process and action steps. Look at the following strategies and rate your own community against the 10 items below.

• World-Class education
• Connect to the New Economy
• Great place to Invest
• “Destination” downtown
• Create local entrepreneurs
• Polish the image
• Healthy, safe and attractive neighborhoods
• Quality community services
• Leverage public and private partnerships
• High-performance government.

Weaving the social fabric is a recipe of individual involvement, directed at small wins, one neighborhood at a time. Our 100 plus staff members have the ability to influence the quality of life of our service area. Move from an observer to a participant in the civic life of your community.

Rick David,
Vice President Strategic Relations
United Way for Southeastern Michigan

Labels: civic engagement, Rick_David

Development of a 21st Century Human Service Delivery System

History buffs will recall when the world evolved from WWII into the world of the “Cold War” new institutions were required to win the hearts and minds of Europe. The Marshall Plan, The United Nations, The World Bank and the International Fund were developed to provide leadership as a result of the new challenges from the East -- namely the Soviet Union. Today new institutions are again required in the contest with terrorists and others who attempt to defy the normal protocols of our world. Those new institutions are still on the drawing boards for work in the early 21st century.

Likewise, I believe that the 20th century design of our public and private provider community must be redesigned for a 21st century world. We have accumulated a fragmented system of services; designed from and made for middle class values, that is truly difficult to navigate for consumers and is based on the human service economic interests. Most of all it is perhaps the only industry that seldom listens to our customers yet claims to incorporate the best of the private sector learnings.

The weaving of a new public/private compact to better serve the consumers of service is an example of an opportunity for United Ways leadership in the 21st century.

What would it be like to truly listen and act on the wishes of the consumer of services? What would it be like to truly develop an integrated public/private system of caring? Is system building truly possible? Who is the customer for a community impact United Way? What kind of service delivery platform can we truly afford in a 21st century where the standard of living for the next generation, currently living in Michigan and in the United States, will not match their parents? How can Michigan citizens better recognize that a regional response is the pathway for our collective future?

It is my point of view that the golden age of United Way is before us. That United Way for Southeastern Michigan has the scale and trust to lead our region and the state in answering the above questions and to help shape the required 21st century Human Service delivery system of caring.

Rick David,
Vice President, Strategic Relations
United Way for Southeastern Michigan

Labels: civic engagement, Rick_David

America at the beginning of the 21st century is pining for a sense of community and civic engagement in both thriving and more distressed cities across our landscape. Successful interventions require an equally designed recipe of targeted physical and social organizational building efforts.

I believe that the clear emphasis on the physical dimensions of community building such as permanent fixtures like Ford Field and the periodic events such as Arts, Beats and Eats in Pontiac or the All Star game; and the needed welcoming of new business centers in downtown Detroit appear to be solutions but in fact have a mirage-like impact in turning around historic urban centers like Detroit and Pontiac.

In many ways this focus on the physical dimension is reflective of the “surge” in Iraq. It temporarily adjusts the playing field -- but only temporarily. For real change to occur in Iraq or in any community an equally strong focus is required on the social organizational efforts -- strengthening of a “community voice” and collective action by individual citizens, one block at a time.

The weaving of the social organizational fabric can be our call to action in capturing United Way’s 21st century mission and vision. It can be the answer to my continual question: “What do we want to be famous for?” It will also require a sea change in our work.

One example of this “sea change” is noted in the Aspen Institute research and in their Voices from the Field.

Non-Profits tend to think they are the community, because their boards are made up of the community people or their staff. But really, as a whole, non-profits are not the community. They may be the keepers of the vision…but their decisions aren’t necessarily the right decisions unless they’re community driven…You need to look at the people who are living there (in the neighborhood) every single day. The systems and the provider levels must get out of the way and let the informal leaders find their own voices or nothing happens in a sustainable way.

To set the table for this discussion, I would call your attention to the writings of William Julius Wilson and his 2006 book, There goes the Neighborhood. This is a great primer in better understanding change and social organization through the research in four Chicago neighborhoods.

Social organization depends, in Wilson’s research, on residents who “collectively supervise community activities, take responsibility for addressing problems, and actively participate in volunteer and formal organizations.”

There are no silver bullets in “weaving this new community mosaic.” It requires a cross-generational effort. An appreciation for the gifts of all people and the willingness to move beyond an observer culture to one of participation. A generation-long view accented with patience, cultural understanding, listening skills, and a strong dose of common sense.

This is indeed a tall order for any community. In future blogs I will share opportunities for United Way along with personal stories illustrating this social journey.

Rick David,
Vice President, Strategic Relations
United Way for Southeastern Michigan

Labels: civic engagement, Rick_David

Source: The Oakland Press
By: Editorial
Published: Web-posted May 14, 2007

It's a small step, but it's what is needed to help begin to turn around the Pontiac school system. Community leaders and volunteers seeking to bolster local public school improvement efforts plan to ask administrators in every Pontiac district building how they can help students get off to a great start in 2007-08.

Rick David, vice president for strategic relations at United Way of Southeastern Michigan and facilitator for The Oakland Press' Pontiac Education Roundtable initiative, said he and other roundtable members will meet with school principals in the next two months.

As David terms it, they'll be looking for "low-hanging fruit," or ideas about easily manageable efforts to help students, teachers and administrators make the most of education programs and resources available.

Obviously, Pontiac has mammoth financial problems that aren't going to disappear overnight. There will be no sudden influx of millions of dollars to save the system.

People in the district are going to have to do that themselves.

This need to help themselves became even more obvious last week when several Pontiac Board of Education trustees aired strong concerns over a host of issues they felt demonstrated management shortcomings.

Among these were wasted district resources, poor oversight of vacant school buildings, failure to consistently enforce dress code and attendance policies, failure to put effective curriculum plans in place, ineligible student athletes being allowed to play high school sports and administrative focus not centering on students.

Trustee April Hernandez told colleagues that during a tour of four vacant school buildings, she found hundreds of cases of brand-new text and library books sitting unused. She also found computers, science kits and instruction equipment.

Trustee Damon Dorkins expressed frustration with management issues - particularly the district's failure to enforce dress and attendance codes. He said students are getting away with violations such as wearing halter tops or baggy pants below the waist. He said some violations are serious enough to warrant civil disorderly conduct charges.

Concerns were expressed about student academic achievement. It was noted that 100 high school seniors could fail to graduate this year and that at least one does not know how to read. Also, at least three high school athletes who were academically ineligible to participate in sports were allowed to play this year.

Under these circumstances, seeking "small wins" is one way to at least begin the turnaround and, if nothing else, will help immediately improve some aspects of the school district.

To facilitate auxiliary support efforts, roundtable volunteers will look to understand the school environment in each building, how well the current school year got under way and whether that insight sparks ideas on how better to start the coming school year.

David said that eventually he would like to have one community volunteer assigned as a roundtable liaison to each district building. These individuals would communicate needs and concerns to the full roundtable assembly, which would focus on mobilizing support resources.

It may not seem like much, but whatever progress is made certainly will be better than doing nothing and just letting the schools deteriorate further.

Labels: Educational_Preparedness, InTheNews, Rick_David

Source: The Oakland Press
Published: March 20, 2007
By: Diana Dillaber Murray

PONTIAC -- Participants in an Education Roundtable at The Oakland Press on Tuesday night appeared energized and ready to help Pontiac school students reach their potential.

They plan to take a closeup look at what children, parents, teachers and principals, administrators and community members cite as problems and strengths in an assessment of the district by the Chartwell Education Group, headed by former U.S. Education Secretary Rod Paige.

The report is to be released in about six weeks, said Scott Jenkins, the representative assigned to Pontiac.

If things go as planned, once the report is analyzed, the strategic planning committee will meet, first to plan short-term action items and next to create a long-term plan to make a deeper impact.

Members of the Education Roundtable were called together the first time by Kevin Haezebroeck, president and publisher of the Press, and Executive Editor Glenn Gilbert after The Oakland Press "Pontiac: What's Next?" reader survey indicated the school district was the top issue of concern.

Participants in the roundtable came up with several top priorities at their first session in February. On Tuesday, they also considered input from readers in a second Oakland Press survey that ended March 9.

The roundtable, facilitated by Rick David, vice president of strategic relations for the United Way of Southeast Michigan, was made up of educators and community leaders and officials.
They are concerned about making a positive impact on the district, which is plagued by financial troubles, low achievement and discipline problems in some schools.

Top priorities that came from both the survey and the roundtable to improve achievement included: mentoring and tutoring children, early childhood education and giving parents the tools to help their children achieve in school.

Jan Brown, supervisor of special education at the secondary level, said if mentor, teacher, child and parent are on the same page, "that child is going to succeed."

Emerging as important to carry out other priorities was collaboration between schools, community action groups, businesses and universities.

Leaders of the steering committees, besides David, are community activists Carol Turpin and Fran Fowlkes, and Oakland County Circuit Judge Fred Mester and Cooley Law School professor Joan Vestrand. Mester founded the Pontiac Alumni Association, which provides a mentoring program for 350 students as well as scholarships, and Vestrand has brought Cooley and its law students into the effort.

As a basis for planning, the steering committee will review the assessment report due out from Chartwell Education Group and has contracted to do an assessment by the Pontiac Board of Education.

Activist Carol Turpin said she will undertake a survey of graduating seniors from both high schools to find out what schools are really like for children and suggestions for improvements they think should be made.

Joan Martin volunteered to interview all student council leaders at Pontiac Schools to get their input. Turpin wants all the information gathered to be made available for parents.

"Parents need to know what the problems in the school district are," Turpin said.

The Rev. Doug Jones, chairman of the Committee of 50, said the 30 nonprofit groups providing programs for Pontiac students need to come together - in what David described as an 'army' - to coordinate efforts.

"What we need is for every family to have support to ensure their family can survive," Mester said. "We can't keep talking and keep talking."

Labels: Educational_Preparedness, InTheNews, Rick_David

The OnCommunity Podcast is a series produced by United Way for Southeastern Michigan highlighting the innovative ideas and promising work done by area organizations and leaders to improve lives and communities across our region.

In Part I of this installment Osvaldo (Ozzie) Rivera, Director of Multicultural Affairs at Madonna University, discusses Hispanics and Latinos. Who are they? Where do they come from? What do they want? Listen Now

In Part II of this installment Rick David, Vice President Strategic Relations, UWSEM and Osvaldo (Ozzie) Rivera, Director of Multicultural Affairs at Madonna University, discuss the meaning of community. Listen Now

Labels: Rick_David

PRESS RELEASE

June 22, 2006

Media Contact(s):
Patricia A. Ellis, 313-226-9484 or pager, 313-840-1948
Megan Bracket, 313-226-9409 or pager, 313-840-4321

DETROIT - Effective today, Richard J. David will serve as the interim CEO at the Michigan Association of United Ways (MAUW), in Lansing, while a nationwide search is conducted to replace former CEO Christopher Nelson, who is leaving to pursue other interests.

David is currently the vice president of Strategic Relations at United Way for Southeastern Michigan (UWSEM), in Detroit. He will work in Lansing three days a week and continue to carry out his duties at UWSEM.

“We support Rick’s new role and are happy to assist the Michigan Association of United Ways during this transitional period,” said Michael J. Brennan, president and CEO, United Way for Southeastern Michigan. “His leadership and extensive experience in community building will help the organization get a running start on its new business model.”

As interim CEO, David is responsible for the day-to-day work of MAUW and will assist the transitional committee charged with hiring a new CEO. He will also lead the statewide organization in creating a new business model focused on developing a coordinated statewide agenda for the nearly 50 United Ways in Michigan. This also entails working to position the organization as a public policy advocate that advances the interests of the communities United Way serves in Michigan.

“I am honored to serve the statewide organization, its stakeholders, the transition committee, and the member United Ways with the needed support and leadership required to move forward,” said David.

David brings a wealth of experience, having worked in the United Way system for nearly 30 years. He has served at seven United Ways, including United Way International. Most recently, David was the president of United Way of Oakland County, and was an integral part of the team charged with creating United Way for Southeastern Michigan. The new United Way was formed in April of 2005 when United Way of Oakland County and United Way Community Services dissolved to create a more effective and efficient organization representing the southeast Michigan region. In his current role at UWSEM, David is responsible for developing partnerships and working with the community to assist the organization in making progress against pressing issues facing the community.

United Way for Southeastern Michigan mobilizes the caring power of Wayne, Oakland and Macomb counties to improve lives in measurable and lasting ways throughout the region. The organization is led by a diverse group of volunteers from business, labor, government, human services, education and the community. United Way provides opportunities to invest in the metropolitan Detroit community through its annual Torch Drive and is a leader in convening partners to impact local residents each year by increasing economic self-sufficiency, protecting children and youth at risk, strengthening families, empowering neighborhoods and communities, and promoting health and wellness. Additional information is available at www.uwsem.org.

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Labels: Rick_David

PRESS RELEASE

1:30 pm., May 11, 2006

Media Contact(s):
Patricia A. Ellis, 313-226-9484 or pager, 313-840-1948
Megan Bracket, 313-226-9409 or pager, 313-840-4321

More than $21 million in grants/loans given to improve nonprofits capacity to carry out mission

DETROIT – The Nonprofit Facilities Center (NFC), a partnership between United Way for Southeastern Michigan in metro Detroit and the Nonprofit Finance Fund in New York, shared accomplishments and key findings at a meeting with its partners, May 11. The focus of the meeting, Capital Investment in Our Community: Beyond Bricks & Mortar,highlighted the NFC’s accomplishments over the past four years, representing more than $15 million in grants and more than $6 million in loans. Altogether, more than $21 million has been allocated to help 116 nonprofit organizations in southeastern Michigan plan for and implement facility improvements that help each organization enhance its services and carry out its mission. This includes 86 energy efficiency grants to help organizations improve the energy systems in facilities that house residential programs.

“This is exciting work,” said Diane Van Buren Jones, director, Nonprofit Facilities Center. “We value our partnerships, which continue to help us guide nonprofits to thoughtful, long-term solutions to facility needs. We also look forward to enhancing our services, introducing organizations to new ways of planning, such as the Green Building initiative to create environmentally healthy facilities.”

The meeting also shared findings from a recent evaluation of the NFC conducted by Formulative Evaluation Research Associates (FERA), an independent research group located in Ann Arbor, MI.

The NFC was created as a pilot project in 2001. It began its services in 2002 to help nonprofits in southeast Michigan manage growth and achieve long-term financial sustainability through financial and advisory services related to capital facility projects. Funding from United Way’s 2000/2002 capital campaign provided $25 million for the NFC’s operations.

Since its inception, the NFC has worked with approximately 250 nonprofit organizations by conducting workshops and consultations, in addition to providing grants and loans for capital facility improvements. The nonprofits are primarily from Wayne, Oakland and Macomb counties and represent United Way-member agencies as well as nonprofits that have not traditionally worked with United Way. Of the 116 nonprofits that received either a grant or loan from the NFC, only 25 percent (29) were United Way-member agencies.

The recent survey conducted by FERA, evaluated the NFC’s services and value to area nonprofits. The survey assessed the effectiveness of the NFC as a delivery system that assists nonprofit organizations with planning and developing sustainable business models. Of the 118 nonprofits that completed the survey, 62 percent where from Wayne County, 23 percent were from Oakland County and 9 percent were from Macomb County. An additional 6 percent of the nonprofits were headquartered in other counties or areas, including Lenawee, Livingston and St. Clair counties, as well as Ohio. The nonprofits – representing health and human services, education and cultural arts – received one or more of the services offered by the NFC.

Key findings from nonprofit respondents show that as a result of the NFC:

• 68 percent changed their thinking regarding the interrelationship of their programs and the capacity of their facility to carry out those services


• 96 percent made better informed decisions about their facility needs


• 95 percent were able to prepare stronger proposals for facilities projects to other funders


• 92 percent said they gained increased credibility with other funders


• 77 percent said they increased their revenue


• 71 percent increased their board involvement


• 93 percent improved the safety of their building

In addition to the nonprofit respondents, representatives from eight foundations were also surveyed. Key findings from the funders surveyed show that as a result of the NFC:

• Proposals that are received are stronger and reflect better project planning, assessment and awareness of actual costs


• Funders feel a greater sense of security and credibility when nonprofits have gone through the NFC process


• Funders believe that a grant or loan from the NFC is a ‘seal of approval’ for a well planned facilities project, which makes the funder’s job easier

According to C. David Campbell, president, McGregor Fund, “The NFC is a unique resource that works with nonprofits at every stage of the planning process, from presenting workshops to help representatives be more knowledgeable, to implementation of the process and completion of the project. These services provide critical tools for nonprofits to develop strong facilities projects and, in turn, makes those capital plans more competitive for additional funding.”

The NFC is currently in its fifth year and is looking to enhance its services for nonprofits.

“This has been a wonderful partnership,” said Clara Miller, president & CEO, Nonprofit Finance Fund. “We believe we have added value to the capital projects. We’ve learned a lot and look forward to doing better in the next chapter of our relationship.”

Michael J. Brennan, president & CEO, United Way for Southeastern Michigan added, “When you work with wonderful partners like the Nonprofit Finance Fund and the many foundations who continue to make sure we deliver on quality services, and when you see the results from the many nonprofits that benefited from those services, you know you have a successful model. We will continue to improve and provide what we hope will be an invaluable service for years to come.”

Nonprofit organizations that benefited from the Nonprofit Facilities Center

Since 2002, approximately 250 nonprofit organizations have received one or more services from the Nonprofit Facilities Services (NCF). Of those agencies, 116 have received either a grant or loan for capital facilities projects. Here is a sampling of the nonprofits that have benefited from the NFC’s services.

Turning Point Inc., in Macomb County
Turning Point has been providing services to victims and survivors of domestic violence for 25 years. Services include counseling, a 24-hour crisis line, a shelter for women and their children, advocacy, education and other services. The nonprofit also runs the Secondhand Rose Thrift Shop, which benefits the shelter. Turning Point’s director was interested in moving its administrative offices from a very old and unsafe building to a location that would best serve its mission. After attending the NFC’s workshops, there was a very planned and thoughtful process before any decision was made. Instead of buying a building, the director decided to lease and renovate a 15,000 square-foot facility. Turning Point received several services from the NFC in order to make this happen, including a capital grant, two planning grants and an energy efficient grant. As a result, Turning Point’s administrative offices and Secondhand Rose Thrift Shop are in one building. The new facility is safe, efficient and pleasing in which to work. The move has improved the morale of staff and they feel more connected to the mission. Community members have increased their participation and donations to the thrift store because they have a greater awareness and understanding of how their contributions improve lives.

JARC of Oakland County
The Jewish Association of Residential Care (JARC) based out of Oakland County serves developmentally disabled individuals and their families through a wide range of residential and program services. JARC currently operates 19 single-family residential homes and eight condominiums. With the increased cost of running the facilities, JARC staff enrolled in the NFC’s workshops and also benefited from advisory services. After staff learned how to better plan for capital projects, they applied for several financial services. They received a capital grant, a Building for the Future grant and five energy efficient grants. As a result, JARC has improved its energy efficiency in some of its residences and is planning to make additional improvements to lower energy costs. JARC has benefited from the sustainable improvements, resulting in an external energy audit and a geothermal heating system in two of the residential centers that uses the ground source to heat or cool the homes. This has substantially lowered operating costs and decreased energy consumption.

Children’s Outreach and the Neighborhood Center Inc., in Wayne County
Children’s Outreach and the Neighborhood Center are both located in Southwest Detroit. The Children’s Outreach provides quality childcare for low-income families. The Neighborhood Center was interested in starting a childcare center, but didn’t have the expertise to run one. Representatives from both organizations met at a workshop hosted by the NFC. As a result of attending the NFC workshops, both nonprofits decided to collaborate to increase childcare services made available to their community. In addition to the workshops and advisory services, the NFC provided a planning grant, a grant for space improvements, and a $250,000 capital campaign grant to renovate the Neighborhood Center and a nearby park. The Children’s Outreach now operates three childcare centers and has increased the number of children in its childcare from 38 to 60.

About the Nonprofit Facilities Center
The Nonprofit Facilities Center is a unique partnership program of United Way for Southeastern Michigan (UWSEM) in Detroit and the Nonprofit Finance Fund (NFF), headquartered in New York City. It was established in 2001 to provide specific facilities-related support to metro Detroit-area nonprofits to help them better plan, manage, and finance their facilities projects. The Center offers workshops, one-on-one consultations, planning grants, green building consultation, capital grants and capital loans to eligible organizations on an ongoing basis. The support provided by the Nonprofit Facilities Center encourages healthy and sound organizational growth, thereby enabling assisted organizations to provide greater impact in the community. Further information is available at 313-226-9420, www.nonprofitfinancefund.org, or www.uwsem.org

Labels: Rick_David