From dan at thecsl.org Wed Dec 5 02:03:42 2007 From: dan at thecsl.org (Dan MacNeil) Date: Wed, 05 Dec 2007 02:03:42 -0500 Subject: [Cadre-politics] Fearless Leader wages (board action) Message-ID: <47564D4E.9050005@thecsl.org> When I met with Phill Hall of the Parker Foundation. He asked for additional information. One of the things he asked for was a few paragraphs explaining the rationale behind my salary and the organization's plans to increase it. He was clear that to his board, (the people who award the money) my salary was both a feature and a bug. A feature in a startup, a bug in a sustainable organization. Strictly speaking, the last paragraph, the revenue growth plan requires the board be aware of it. Because of the email server crash and my sleep recovery yesterday. This now a couple days late. So ruthless feedback by midnight tonight (12/05) would be helpful. ################################################################# ################################################################# The directors of the Community Software Lab and I very much want my position as leader to have a reasonable salary and we are planning for this goal. While we could not have started without sacrifice, we know our effectiveness and longevity will be limited unless we can pay our leader at least non-profit market rate wages. When we started in 2004, our strengths were some goodwill, free office space, free utilities, very solid technical skills and my willingness to work for free. Our weaknesses were a lack of cash, and little experience in fund raising or running a business. Given this mix, the only way we could start was with volunteer leadership. We are not the only non profit to start with an unpaid leader. Millard Fuller, founder of Habiat for Humanity, wasn't paid for the organization's first 5 years and made less than $25,000 per year for the organization's next 10 years I was at Habitat International for 5 years during the end of the transition from an organization powered mostly by full time, live-in volunteers to an organization run by paid staff. I was on the Board of greater Lowell Habitat for Humanity for 3 years before they made the transition to a paid executive director. It was a difficult but necessary transition in both cases. The Community Software Lab is not a club, a place for hobbyists to putter around doing vague good. We serve other non-profits, not ourselves. The board needs to be able to fire our leader. We need funders like the Parker Foundation to take us seriously. We need to know that the work we are doing is valuable enough for people to pay us. As strange as it sounds, I want the board to be able to fire me. Organizations are usually more effective than individuals. I want the CSL to be an organization. We can't be an organization if we are dependent on a single individual, even me. Right now, the board can't fire me without destroying the organization because they can't find somebody willing to work for my low wage. This situation needs to change. I want to be lead this work in Lowell for the next 20 years. However, I want to be leader because I am the best choice, not the only choice. I believe non-profits are generally rational and motivated to use their resources to accomplish their mission. There is a lot of need for desktop support. Commercial offerings are expensive and of uneven quality. Money is not the only measure of worth, but if our services are of higher quality and lower cost that the alternatives, then we will make enough money to pay a substancial part of an ED's salary. In 2007, I was paid $14,000 directly for my work at the CSL. This was a considerable improvement from $0 in 2006. Our current goal is to make the money to increase my salary by $3,000 per year until it is $40,000. We propose to do this by increasing our overall revenues to $200,000 per year by 2015. A growth rate of 20% per year is conservative. Our 2006/07 revenues were $40,000, approximately 4 times our 2005/06 revenues. We project our 2007/2008 revenues to be approximately _ times our 2006/07 revenues. From fredm at cs.uml.edu Wed Dec 5 05:46:32 2007 From: fredm at cs.uml.edu (Fred G. Martin) Date: Wed, 5 Dec 2007 05:46:32 -0500 Subject: [Cadre-politics] Fearless Leader wages (board action) In-Reply-To: <47564D4E.9050005@thecsl.org> References: <47564D4E.9050005@thecsl.org> Message-ID: Dan this is quite good. I would tone down the bit about the board firing you -- yes, I understand your point, but I think you can make the point without leading with "I want the board to be able to fire me" and "The board needs to be able to fire our leader. Also, your final salary goal should include approx. 30 to 50% benefit overhead. Fred PS BTW I have been advocating for you to have a living salary -- I am glad you are getting external pressure for the same. On Dec 5, 2007, at 2:03 AM, Dan MacNeil wrote: > When I met with Phill Hall of the Parker Foundation. He asked for > additional information. One of the things he asked for was a > few paragraphs explaining the rationale behind my salary and the > organization's plans to increase it. > > He was clear that to his board, (the people who award the money) > my salary was both a feature and a bug. A feature in a startup, a > bug in a sustainable organization. > > Strictly speaking, the last paragraph, the revenue growth plan > requires the board be aware of it. > > Because of the email server crash and my sleep recovery > yesterday. This now a couple days late. So ruthless feedback by > midnight tonight (12/05) would be helpful. > > ################################################################# > ################################################################# > The directors of the Community Software Lab and I very much want > my position as leader to have a reasonable salary and we are > planning for this goal. While we could not have started without > sacrifice, we know our effectiveness and longevity will be > limited unless we can pay our leader at least non-profit market > rate wages. > > When we started in 2004, our strengths were some goodwill, free > office space, free utilities, very solid technical skills and my > willingness to work for free. Our weaknesses were a lack of cash, > and little experience in fund raising or running a business. > Given this mix, the only way we could start was with volunteer > leadership. > > We are not the only non profit to start with an unpaid leader. > Millard Fuller, founder of Habiat for Humanity, wasn't paid for > the organization's first 5 years and made less than $25,000 per > year for the organization's next 10 years > > I was at Habitat International for 5 years during the end of the > transition from an organization powered mostly by full time, > live-in volunteers to an organization run by paid staff. I was on > the Board of greater Lowell Habitat for Humanity for 3 years > before they made the transition to a paid executive director. It > was a difficult but necessary transition in both cases. > > The Community Software Lab is not a club, a place for hobbyists > to putter around doing vague good. We serve other non-profits, > not ourselves. The board needs to be able to fire our leader. We > need funders like the Parker Foundation to take us seriously. We > need to know that the work we are doing is valuable enough for > people to pay us. > > As strange as it sounds, I want the board to be able to fire me. > Organizations are usually more effective than individuals. I want > the CSL to be an organization. We can't be an organization if we > are dependent on a single individual, even me. Right now, the > board can't fire me without destroying the organization because > they can't find somebody willing to work for my low wage. This > situation needs to change. > > I want to be lead this work in Lowell for the next 20 years. > However, I want to be leader because I am the best choice, not > the only choice. > > I believe non-profits are generally rational and motivated to use > their resources to accomplish their mission. There is a lot of > need for desktop support. Commercial offerings are expensive and > of uneven quality. Money is not the only measure of worth, but if > our services are of higher quality and lower cost that the > alternatives, then we will make enough money to pay a substancial > part of an ED's salary. > > In 2007, I was paid $14,000 directly for my work at the CSL. This > was a considerable improvement from $0 in 2006. Our current goal > is to make the money to increase my salary by $3,000 per year > until it is $40,000. We propose to do this by increasing our > overall revenues to $200,000 per year by 2015. A growth rate of > 20% per year is conservative. Our 2006/07 revenues were $40,000, > approximately 4 times our 2005/06 revenues. We project our > 2007/2008 revenues to be approximately _ times our 2006/07 revenues. > _______________________________________________ > Cadre-politics mailing list > Cadre-politics at lists.thecsl.org > http://lists.thecsl.org/cgi-bin/mailman/listinfo/cadre-politics From dan at thecsl.org Wed Dec 5 15:53:56 2007 From: dan at thecsl.org (Dan MacNeil) Date: Wed, 05 Dec 2007 15:53:56 -0500 Subject: [Cadre-politics] [Cadre-politics , ] Fearless Leader wages (board action) In-Reply-To: References: Message-ID: <47570FE4.4020106@thecsl.org> Dan writes: >> In 2007, I was paid $14,000 directly for my >> work at the CSL. This was a considerable >> improvement from $0 in 2006. Our current >> goal is to make the money to increase my >> salary by $3,000 per year until it is $40,000. >> We propose to do this by increasing our >> overall revenues to $200,000 per year by >> 2015. A growth rate of 20% per year is >> conservative. Our 2006/07 revenues were $40,000, >> approximately 4 times our 2005/06 revenues. We project our >> 2007/2008 revenues to be approximately _ times our 2006/07 revenues. Laura MacNeil writes > A consistent 20% growth rate every > year for 8 years feels very > ambitious to me. I don't think we'll grown constantly 20% per year for 8 years. I do think that in 8 years we'll have a $200,000 to $300,000 budget. There is probably some sort of econometric model that talks about typical growth patterns. From: http://thecsl.org/sys/finance.d/checkbook.xls Yearly revenue is: 2004/2005 $14,631 2005/2006 $8,806 2006/2007 $39,266 To date in 2007/2008, We are at $39,256 in revenues we have received (and spent). At Phill Hall's request, Eric is preparing a estimated budget for 2007/2008 with a little more optimism than the one I did for the last board meeting. If we get the Parker funding for 50K and CDBG funding for 20K we will be at: 2007/2008 $109,266 It doesn't seem too wacky to expect to go from $100K to 200K in 7 years. If we don't get Parker and CDBG money, we won't have a budget of 109K, but also won't have to demonstrate a salary growth plan. :-> I'll re-write based a more realistic model of bursts of growth and include Fred's (as always) helpful suggestions. From kristina_ickes at comcast.net Wed Dec 5 22:17:00 2007 From: kristina_ickes at comcast.net (kristina_ickes at comcast.net) Date: Thu, 06 Dec 2007 03:17:00 +0000 Subject: [Cadre-politics] Fearless Leader wages (board action) Message-ID: <120620070317.5522.475769AC0009AC350000159222070206530B059C0A050C07@comcast.net> My first observation is that the growth plan and expectations/predictions are not unreasonable. With a mature organization, infrasttructure and many of the processes, systems in place, the organization is scalable and the revenue targets are likely achievable and some might think, modest. However, perhaps the information might be edited to be a little less explanatory of philosphy and more succinct, thus readily digestable (further, the simpler the information imparted - the less likely it is that it will be interpreted as defensive or part of a pitch. Dan - I say run with the projections if you can hack it down to three paragraphs. ~K . -------------- Original message -------------- From: Dan MacNeil > When I met with Phill Hall of the Parker Foundation. He asked for > additional information. One of the things he asked for was a > few paragraphs explaining the rationale behind my salary and the > organization's plans to increase it. > > He was clear that to his board, (the people who award the money) > my salary was both a feature and a bug. A feature in a startup, a > bug in a sustainable organization. > > Strictly speaking, the last paragraph, the revenue growth plan > requires the board be aware of it. > > Because of the email server crash and my sleep recovery > yesterday. This now a couple days late. So ruthless feedback by > midnight tonight (12/05) would be helpful. > > ################################################################# > ################################################################# > The directors of the Community Software Lab and I very much want > my position as leader to have a reasonable salary and we are > planning for this goal. While we could not have started without > sacrifice, we know our effectiveness and longevity will be > limited unless we can pay our leader at least non-profit market > rate wages. > > When we started in 2004, our strengths were some goodwill, free > office space, free utilities, very solid technical skills and my > willingness to work for free. Our weaknesses were a lack of cash, > and little experience in fund raising or running a business. > Given this mix, the only way we could start was with volunteer > leadership. > > We are not the only non profit to start with an unpaid leader. > Millard Fuller, founder of Habiat for Humanity, wasn't paid for > the organization's first 5 years and made less than $25,000 per > year for the organization's next 10 years > > I was at Habitat International for 5 years during the end of the > transition from an organization powered mostly by full time, > live-in volunteers to an organization run by paid staff. I was on > the Board of greater Lowell Habitat for Humanity for 3 years > before they made the transition to a paid executive director. It > was a difficult but necessary transition in both cases. > > The Community Software Lab is not a club, a place for hobbyists > to putter around doing vague good. We serve other non-profits, > not ourselves. The board needs to be able to fire our leader. We > need funders like the Parker Foundation to take us seriously. We > need to know that the work we are doing is valuable enough for > people to pay us. > > As strange as it sounds, I want the board to be able to fire me. > Organizations are usually more effective than individuals. I want > the CSL to be an organization. We can't be an organization if we > are dependent on a single individual, even me. Right now, the > board can't fire me without destroying the organization because > they can't find somebody willing to work for my low wage. This > situation needs to change. > > I want to be lead this work in Lowell for the next 20 years. > However, I want to be leader because I am the best choice, not > the only choice. > > I believe non-profits are generally rational and motivated to use > their resources to accomplish their mission. There is a lot of > need for desktop support. Commercial offerings are expensive and > of uneven quality. Money is not the only measure of worth, but if > our services are of higher quality and lower cost that the > alternatives, then we will make enough money to pay a substancial > part of an ED's salary. > > In 2007, I was paid $14,000 directly for my work at the CSL. This > was a considerable improvement from $0 in 2006. Our current goal > is to make the money to increase my salary by $3,000 per year > until it is $40,000. We propose to do this by increasing our > overall revenues to $200,000 per year by 2015. A growth rate of > 20% per year is conservative. Our 2006/07 revenues were $40,000, > approximately 4 times our 2005/06 revenues. We project our > 2007/2008 revenues to be approximately _ times our 2006/07 revenues. > _______________________________________________ > Cadre-politics mailing list > Cadre-politics at lists.thecsl.org > http://lists.thecsl.org/cgi-bin/mailman/listinfo/cadre-politics From joshua.bonnett at gmail.com Thu Dec 6 07:37:42 2007 From: joshua.bonnett at gmail.com (Josh Bonnett) Date: Thu, 6 Dec 2007 04:37:42 -0800 Subject: [Cadre-politics] Fearless Leader wages (board action) In-Reply-To: <120620070317.5522.475769AC0009AC350000159222070206530B059C0A050C07@comcast.net> References: <120620070317.5522.475769AC0009AC350000159222070206530B059C0A050C07@comcast.net> Message-ID: <20071206123742.GA14180@alice> As some one who has been known to sound defensive, I seccond what she said. You are a legitimate human being and as such should be paid a living wage if possible. No further explaination is really nessiary. On Thu, Dec 06, 2007 at 03:17:00AM +0000, kristina_ickes at comcast.net wrote: > > My first observation is that the growth plan and expectations/predictions are not unreasonable. With a mature organization, infrasttructure and many of the processes, systems in place, the organization is scalable and the revenue targets are likely achievable and some might think, modest. > > > However, perhaps the information might be edited to be a little less explanatory of philosphy and more succinct, thus readily digestable (further, the simpler the information imparted - the less likely it is that it will be interpreted as defensive or part of a pitch. > > Dan - I say run with the projections if you can hack it down to three paragraphs. > > ~K > . > -------------- Original message -------------- > From: Dan MacNeil > > > When I met with Phill Hall of the Parker Foundation. He asked for > > additional information. One of the things he asked for was a > > few paragraphs explaining the rationale behind my salary and the > > organization's plans to increase it. > > > > He was clear that to his board, (the people who award the money) > > my salary was both a feature and a bug. A feature in a startup, a > > bug in a sustainable organization. > > > > Strictly speaking, the last paragraph, the revenue growth plan > > requires the board be aware of it. > > > > Because of the email server crash and my sleep recovery > > yesterday. This now a couple days late. So ruthless feedback by > > midnight tonight (12/05) would be helpful. > > > > ################################################################# > > ################################################################# > > The directors of the Community Software Lab and I very much want > > my position as leader to have a reasonable salary and we are > > planning for this goal. While we could not have started without > > sacrifice, we know our effectiveness and longevity will be > > limited unless we can pay our leader at least non-profit market > > rate wages. > > > > When we started in 2004, our strengths were some goodwill, free > > office space, free utilities, very solid technical skills and my > > willingness to work for free. Our weaknesses were a lack of cash, > > and little experience in fund raising or running a business. > > Given this mix, the only way we could start was with volunteer > > leadership. > > > > We are not the only non profit to start with an unpaid leader. > > Millard Fuller, founder of Habiat for Humanity, wasn't paid for > > the organization's first 5 years and made less than $25,000 per > > year for the organization's next 10 years > > > > I was at Habitat International for 5 years during the end of the > > transition from an organization powered mostly by full time, > > live-in volunteers to an organization run by paid staff. I was on > > the Board of greater Lowell Habitat for Humanity for 3 years > > before they made the transition to a paid executive director. It > > was a difficult but necessary transition in both cases. > > > > The Community Software Lab is not a club, a place for hobbyists > > to putter around doing vague good. We serve other non-profits, > > not ourselves. The board needs to be able to fire our leader. We > > need funders like the Parker Foundation to take us seriously. We > > need to know that the work we are doing is valuable enough for > > people to pay us. > > > > As strange as it sounds, I want the board to be able to fire me. > > Organizations are usually more effective than individuals. I want > > the CSL to be an organization. We can't be an organization if we > > are dependent on a single individual, even me. Right now, the > > board can't fire me without destroying the organization because > > they can't find somebody willing to work for my low wage. This > > situation needs to change. > > > > I want to be lead this work in Lowell for the next 20 years. > > However, I want to be leader because I am the best choice, not > > the only choice. > > > > I believe non-profits are generally rational and motivated to use > > their resources to accomplish their mission. There is a lot of > > need for desktop support. Commercial offerings are expensive and > > of uneven quality. Money is not the only measure of worth, but if > > our services are of higher quality and lower cost that the > > alternatives, then we will make enough money to pay a substancial > > part of an ED's salary. > > > > In 2007, I was paid $14,000 directly for my work at the CSL. This > > was a considerable improvement from $0 in 2006. Our current goal > > is to make the money to increase my salary by $3,000 per year > > until it is $40,000. We propose to do this by increasing our > > overall revenues to $200,000 per year by 2015. A growth rate of > > 20% per year is conservative. Our 2006/07 revenues were $40,000, > > approximately 4 times our 2005/06 revenues. We project our > > 2007/2008 revenues to be approximately _ times our 2006/07 revenues. > > _______________________________________________ > > Cadre-politics mailing list > > Cadre-politics at lists.thecsl.org > > http://lists.thecsl.org/cgi-bin/mailman/listinfo/cadre-politics > _______________________________________________ > Cadre-politics mailing list > Cadre-politics at lists.thecsl.org > http://lists.thecsl.org/cgi-bin/mailman/listinfo/cadre-politics From dan at thecsl.org Thu Dec 6 11:51:27 2007 From: dan at thecsl.org (Dan MacNeil) Date: Thu, 06 Dec 2007 11:51:27 -0500 Subject: [Cadre-politics] Fearless Leader wages (board action) In-Reply-To: <20071206123742.GA14180@alice> References: <120620070317.5522.475769AC0009AC350000159222070206530B059C0A050C07@comcast.net> <20071206123742.GA14180@alice> Message-ID: <4758288F.9040503@thecsl.org> Josh Bonnett wrote: > As some one who has been known to sound defensive, I second what she said. > You are a legitimate human being and as such should be paid a living wage > if possible. No further explaination is really necessary. Thanks. I'm happy to hear from you. This was not clear in my original post. Phil Hall and the Parker foundation are all in favor of me getting paid. --In fact they are insisting on it. The point of the writing below was not to plead for another bowel of gruel, but to convince a possible $75K funder (over two years) that I wanted to be paid, that the CSL wasn't some sort of hobby. I've got some weird hangups about money, (I notice people that have ever been deeply poor don't share them) One hangup is: http://globalrichlist.com stuff. Another is laziness. I'm doing exactly what I want (just not enough of it) Thanks to Laura, I can have a decaf latte sigh chocolate sprinkles 3 out of the 4 times I want one. Fund raising is necessary, but looking at somebody's code or writing my own is fun. > On Thu, Dec 06, 2007 at 03:17:00AM +0000, kristina_ickes at comcast.net wrote: >> My first observation is that the growth plan and expectations/predictions are not unreasonable. With a mature organization, infrasttructure and many of the processes, systems in place, the organization is scalable and the revenue targets are likely achievable and some might think, modest. >> >> >> However, perhaps the information might be edited to be a little less explanatory of philosphy and more succinct, thus readily digestable (further, the simpler the information imparted - the less likely it is that it will be interpreted as defensive or part of a pitch. >> >> Dan - I say run with the projections if you can hack it down to three paragraphs. >> >> ~K >> . >> -------------- Original message -------------- >> From: Dan MacNeil >> >>> When I met with Phill Hall of the Parker Foundation. He asked for >>> additional information. One of the things he asked for was a >>> few paragraphs explaining the rationale behind my salary and the >>> organization's plans to increase it. >>> >>> He was clear that to his board, (the people who award the money) >>> my salary was both a feature and a bug. A feature in a startup, a >>> bug in a sustainable organization. >>> >>> Strictly speaking, the last paragraph, the revenue growth plan >>> requires the board be aware of it. >>> >>> Because of the email server crash and my sleep recovery >>> yesterday. This now a couple days late. So ruthless feedback by >>> midnight tonight (12/05) would be helpful. >>> >>> ################################################################# >>> ################################################################# >>> The directors of the Community Software Lab and I very much want >>> my position as leader to have a reasonable salary and we are >>> planning for this goal. While we could not have started without >>> sacrifice, we know our effectiveness and longevity will be >>> limited unless we can pay our leader at least non-profit market >>> rate wages. >>> >>> When we started in 2004, our strengths were some goodwill, free >>> office space, free utilities, very solid technical skills and my >>> willingness to work for free. Our weaknesses were a lack of cash, >>> and little experience in fund raising or running a business. >>> Given this mix, the only way we could start was with volunteer >>> leadership. >>> >>> We are not the only non profit to start with an unpaid leader. >>> Millard Fuller, founder of Habiat for Humanity, wasn't paid for >>> the organization's first 5 years and made less than $25,000 per >>> year for the organization's next 10 years >>> >>> I was at Habitat International for 5 years during the end of the >>> transition from an organization powered mostly by full time, >>> live-in volunteers to an organization run by paid staff. I was on >>> the Board of greater Lowell Habitat for Humanity for 3 years >>> before they made the transition to a paid executive director. It >>> was a difficult but necessary transition in both cases. >>> >>> The Community Software Lab is not a club, a place for hobbyists >>> to putter around doing vague good. We serve other non-profits, >>> not ourselves. The board needs to be able to fire our leader. We >>> need funders like the Parker Foundation to take us seriously. We >>> need to know that the work we are doing is valuable enough for >>> people to pay us. >>> >>> As strange as it sounds, I want the board to be able to fire me. >>> Organizations are usually more effective than individuals. I want >>> the CSL to be an organization. We can't be an organization if we >>> are dependent on a single individual, even me. Right now, the >>> board can't fire me without destroying the organization because >>> they can't find somebody willing to work for my low wage. This >>> situation needs to change. >>> >>> I want to be lead this work in Lowell for the next 20 years. >>> However, I want to be leader because I am the best choice, not >>> the only choice. >>> >>> I believe non-profits are generally rational and motivated to use >>> their resources to accomplish their mission. There is a lot of >>> need for desktop support. Commercial offerings are expensive and >>> of uneven quality. Money is not the only measure of worth, but if >>> our services are of higher quality and lower cost that the >>> alternatives, then we will make enough money to pay a substancial >>> part of an ED's salary. >>> >>> In 2007, I was paid $14,000 directly for my work at the CSL. This >>> was a considerable improvement from $0 in 2006. Our current goal >>> is to make the money to increase my salary by $3,000 per year >>> until it is $40,000. We propose to do this by increasing our >>> overall revenues to $200,000 per year by 2015. A growth rate of >>> 20% per year is conservative. Our 2006/07 revenues were $40,000, >>> approximately 4 times our 2005/06 revenues. We project our >>> 2007/2008 revenues to be approximately _ times our 2006/07 revenues. >>> _______________________________________________ >>> Cadre-politics mailing list >>> Cadre-politics at lists.thecsl.org >>> http://lists.thecsl.org/cgi-bin/mailman/listinfo/cadre-politics >> _______________________________________________ >> Cadre-politics mailing list >> Cadre-politics at lists.thecsl.org >> http://lists.thecsl.org/cgi-bin/mailman/listinfo/cadre-politics > _______________________________________________ > Cadre-politics mailing list > Cadre-politics at lists.thecsl.org > http://lists.thecsl.org/cgi-bin/mailman/listinfo/cadre-politics From dan at thecsl.org Wed Dec 12 21:52:05 2007 From: dan at thecsl.org (Dan MacNeil) Date: Wed, 12 Dec 2007 21:52:05 -0500 Subject: [Cadre-politics] Services for Paul Hansen Message-ID: <47609E55.50505@thecsl.org> Paul Hansen died Monday night. Services will be some time Friday. I'll post details when I have them. Various people's memories are at: http://ctcvista.wufoo.com/reports/messages-and-memories/ From dan at thecsl.org Thu Dec 13 15:42:10 2007 From: dan at thecsl.org (Dan MacNeil) Date: Thu, 13 Dec 2007 15:42:10 -0500 Subject: [Cadre-politics] Time of Paul Hansen Memorial Service Message-ID: <47619922.8080708@thecsl.org> Paul Hansen Memorial Service Friday, December 14 @ 10am Blessed Mother Theresa Church 800 Columbia Rd Dorchester, MA 02125 John Miller is leaving from Lowell @ 8:45am. (maybe earlier if snow is still bad) So far, Karen, John, Eric, Melissa (?) I are going. From dan at thecsl.org Thu Dec 13 21:35:40 2007 From: dan at thecsl.org (Dan MacNeil) Date: Thu, 13 Dec 2007 21:35:40 -0500 Subject: [Cadre-politics] address for sympathy cards Paul Hansen Message-ID: <4761EBFC.1010501@thecsl.org> Paul's wife: Liz Carney 227 Savin Hill Avenue, Boston, MA 02125 From dan at thecsl.org Tue Dec 18 09:34:55 2007 From: dan at thecsl.org (Dan MacNeil) Date: Tue, 18 Dec 2007 09:34:55 -0500 Subject: [Cadre-politics] Parker grant notification on this Thurs 12/20/07 Message-ID: <4767DA8F.80206@thecsl.org> The Parker Foundation board will meet tomorrow. Phil Hall, the guy that runs the foundation will notify us on Thursday. For those who have not been following along at home. We've asked for $50,000 this year and $25,000 next year. If we get the money and an open search [*] doesn't turn up a better candidate, Josh Harding will lead our new desktop/LAN/onsite support efforts. In the second year, organizations will start to pay for support Now would be a good time for good thoughts, petitions to the Lawd, chicken sacrfice, etc. [*] Josh requires this. From dan at thecsl.org Sat Dec 22 11:40:51 2007 From: dan at thecsl.org (Dan MacNeil) Date: Sat, 22 Dec 2007 11:40:51 -0500 Subject: [Cadre-politics] Parker grant In-Reply-To: <55c005b40712220822v4bb8cf77la337c380b971095e@mail.gmail.com> References: <55c005b40712220822v4bb8cf77la337c380b971095e@mail.gmail.com> Message-ID: <476D3E13.2030003@thecsl.org> Josh Harding wrote: > Any news? > no I sent phil & email of inquiry on friday. Gregg Croteau left him voicemail. Gregg (who has been funded before) thinks he will call the losers first. Laura thinks he'll send a letter to the losers From dan at thecsl.org Thu Dec 27 17:04:27 2007 From: dan at thecsl.org (Dan MacNeil) Date: Thu, 27 Dec 2007 17:04:27 -0500 Subject: [Cadre-politics] Free Seminar: How to Cultivate Donor Prospects] Message-ID: <4774216B.10302@thecsl.org> Anyone want to go? Anyone want to go that has a car? -------- Original Message -------- Subject: Free Seminar: How to Cultivate Donor Prospects Date: Thu, 27 Dec 2007 12:46:16 -0500 From: Jodi DeLibertis Organization: The Jericho Road Project To: Hello everyone, I am writing at this time to remind you of the next Nonprofit Net meeting - Tuesday, January 15 from 10.00 AM to 12.00 PM at the Meeting Room in Cary Library, 1874 Massachusetts Ave. Lexington, MA (in Lexington Center). The topic of the seminar is: "How to Cultivate Donor Prospects." Major gift donors need to be cultivated often over long periods of time. Initial gifts are often small and a donor's philanthropic potential is often overlooked. The cultivation process is the "art of the ask". It includes identifying the prospects, designing individual solicitation plans where you softly tell the story of your organization and the difference that can be made by the donors. It requires, among other things, good infrastructure, training of staff and board members in the fine details of thanking, looking for cues, setting up follow up meetings, and asking. All this needs to supported by appropriate collateral materials. These and many other aspects of cultivating donor prospects shall be discussed in this seminar. The focus shall be on the practical side and geared to smaller nonprofits. Do not miss this seminar if your organization is considering a formal program to cultivate potentially large donor prospects. The seminar will be conducted by Hillel Korin, Executive Vice President of The Ostroff Group, a consulting firm involved in Development, Fundraising, Strategic Planning & Marketing for Nonprofit Organizations. Hillel has more than 30 years experience in the fundraising and resource development field. Some of the organizations and institutions that have benefited from his expertise include: The Waldorf School of Baltimore, Flying J Ranch in Denver , Solomon Schechter School of Westchester, The Partnership for Excellence in Jewish Education, Brandeis University in Waltham Massachusetts, The Combined Jewish Philanthropies of Greater Boston, The Boys and Girls Club of Waltham and The New England Aquarium. He is a board member of several nonprofits including the American Jewish Committee, Boston Chapter and Brandies University Hillel Foundation. A request: All of our monthly meetings are free, complimentary tea and coffee is served. We would love to have you at the meeting. We would also like to have you invite other people from your organization or your friends interested in the nonprofit sector; please forward this invitation to them. Thank you. To attend the seminar, please click here to register for the seminar. -- registration if FREE. This information is also on the web site in the Events Calendar. With warm regards, Narain Bhatia, Chairman The Nonprofit Net Inc. Lexington, MA 02421 781-863-0893 www.nonprofitnet.us We bring nonprofits together and help them succeed. Change your subscription Unsubscribe Powered by Acajoom Mailing System -------------- next part -------------- An embedded and charset-unspecified text was scrubbed... Name: message-footer.txt Url: http://lists.thecsl.org/pipermail/cadre-politics/attachments/20071227/f7f29e98/attachment.txt