Our friends at the Community Foundation of Western Massachusetts have opened their application window for Capacity Grants.
The Capacity / Organizational Effectiveness Grants support nonprofits serving the Pioneer Valley to build specific skills, capabilities, and strategies to better execute their work. The goal of the grants are to bring the funded nonprofit to the next level of organizational effectiveness. Funding will support an activity/activities that advance organizational capacity as referenced in the CFWM Organizational Effectiveness Framework. Proposed activities must begin between January 1 and March 31, 202o and can be up to one year in duration. Preference will be given to applicants that can demonstrate greater level of readiness, organizational commitment and project planning and projects that have a greater impact on an applicant’s organizational transformation or address core organizational needs.
Grants will be between $2,500- $15,000. All applicants must schedule a pre-application phone conversation with the Capacity Grant Program Officer by August 30, 2019.…
Welcome to the fifth edition of the President’s Report. In this edition I will highlight some of our recent accomplishments and aspirations. To learn more about the Beveridge Family Foundation, please visit www.beveridge.org. Descendants of Frank Stanley Beveridge should be sure to read the “Bev Bucks“ section near the end of this report. Pioneer Valley non-profits won’t want to miss the final Alternative Funding Workshop of the year. Info and registration is below in the Alternative Funding Initiative section.
At the October 2018 Board meeting, we authorized $666,500 in grants to a variety of organizations in Western Mass. This brings the total grants for the year to $2,224,103. Following is a list of the recent grantees with links to their websites so you can learn more about our wide variety of interests and the outstanding work done by these dedicated organizations.
|American Red Cross||Home Fire Campaign & Sound the Alarm|
|Amyotrophic Lateral Sclerosis Association, Massachusetts||The ALS Association, MA Chapter’s Quality of Life Program|
|Associated Grant Makers Inc||Massachusetts Census Equity Fund 2020|
|Center For New Americans||Mission-Driven Revenue Incubator|
|Chester Theatre Company Inc.|
Welcome Our Newest Board Member
In April 2018 the Board welcomed Chae (pronounced “Shay”) Swan as anew director. We have enjoyed working with Chae for years when he was the Executive Director of the South End Community Center. We were consistently impressed with his intelligence, grace, insight, and strategic abilities. Chae is a lifelong Springfield resident. He graduated from Cathedral High School, Springfield College, and will soon finish the MBA program at Bay Path University. Chae’s passion for youth and community development was inspired by his close-knit family. At the age of 30 Chae was the youngest executive director of a community-based organization in the City of Springfield, when selected for the position in 2007. For the past 11 years Chae has successfully navigated the South End Community Center through the recession of 2009, and the tornado of 2011 which destroyed the SECC facility. Chae and his staff ushered over eighty children to safety during the tornado.…
In February 2018 the Beveridge Family Foundation, Inc. (“the Foundation”) conducted a survey of prior grant applicants. The topic of the survey was alternative funding streams. Out of roughly 400 valid email addresses, 190 responses were received. A brief review of the results follows.
58% of respondents indicated that they currently receive some form of government funding. If the N/A responses are excluded, the rate is 73%. This was higher than expected and added urgency to our efforts as the Foundation anticipates the likelihood of cuts in government spending in the areas of focus for nonprofits. Still, there are good opportunities for the 10% considering, the 5% planning, and the 6% implementing government funding sources. In conversations, the Foundation heard many stories of organizations that had become dependent upon government funding who then suffered due to cuts, delays, or process issues. Clearly it is an area with large potential, but also many pitfalls.…
I applaud Massachusetts State Senator Eric Lesser on his efforts to promote high speed east-west to connect Boston and Springfield.
See MassLive article: http://s.masslive.com/yxeRcZV
The legislature has repeatedly approved funding for a study and it is consistently vetoed in order to protect lucrative bus routes. I feel strongly that it is short sighted to reject the high speed rail project. The need to connect Springfield and Boston is compelling, not just for Springfield, but for Boston, and the long term viability of the entire state as an economic engine.
There are some important caveats however to the viability of east-west rail. First of all, it must be truly high speed. A route that takes more than ninety minutes is indeed a needless competition to existing bus routes. Ninety minutes is too long a travel time to compile Boston workers to live in Western Mass rather than the closer in communities. Ideally, we would see sixty minute or less times from the new Springfield station to South Station in Boston.…
These are dark days for many non-profits with the threats and realities of extensive cuts in government funding. As a foundation, we are prohibited from influencing elections or lobbying. Our board has a diverse range of political views. We all agree there is a need for continued support for non-profits working in areas such as environmental stewardship, mental health treatment, aid for the disabled, the arts, and more. We provide funding in these areas, and more, focused on Hampden and Hampshire counties in Western Massachusetts. We are limited in how much funding we can provide and can’t come close to matching the scale of the cuts being proposed and implemented at the federal level. We’ve seen this before. The political pendulum swings back and forth. The impact on the organizations we support is unfortunate. Given the uncertainty of their funding and their limited ability to influence it, they have difficulty budgeting and planning.…
Welcome to the second edition of the President’s Report. It’s been a busy six months since the last report of the Beveridge Family Foundation. In the following pages, I hope to share our progress.
Descendants of Frank Stanley Beveridge should be sure to read the “Bev Bucks” section near the end.
As of April 30, 2017, the investment value of the Foundation was $55,710,723, up 3.6% since the previous report at the end of August 2016. The assets remain prudently invested among common sectors under the guidance of UBS.
The Beveridge Family Foundation seeks to expand the role of impact investing to help fulfill its mission. Different forms of investment solve some problems, but the need for scale, and operational funding point towards Social Impact Bonds (SIB). We hope to remove the barriers to expanding SIB’s. To find out how we’d like to achieve this, please visit the post on Impact Investing.…
Welcome to the first President’s Report of the Beveridge Family Foundation. This report is designed to inform friends of the Foundation of highlights from the past six months.
As of August 31, 2016, the investment value of the Foundation was $53,778,327, up 1.8% for the year. The assets remain prudently invested among common sectors under the guidance of UBS. As a Foundation, we contribute 5% of our assets each year to approved charities.
Governance is overseen by a board of thirteen directors, consisting of ten family and three non-family members. Day-to-day operations are managed by the President, with assistance from GMA (bookkeeping), Edelstein, (auditors), Kenneth Wenzel (retained counsel), and Tim Turner (web programmer).
To date in 2016, we have awarded 60 discretionary grants totaling $267,000, 29 general grants worth $502,000, and provided monthly support amounting to $530,000 to The Stanley Park of Westfield, Inc.
In addition to our usual grant-making activities, a major focus the last six months has been to review and update our long-term goals and succession plans.…