The 2020 Census is almost over, but almost 1 in 5 New Jersey households are not yet counted. If they are not counted, our communities, especially communities of color, risk missing out on the federal and state funding and the political representation they deserve.
Even a small undercount will leave our entire state without the fair funding and political representation they deserve. At stake for New Jersey: more than $45 billion a year in federal funding and 12 Congressional seats.
Census takers are knocking on doors right now, but many of the communities you serve may be unwilling or reluctant to open the door to a federal employee, especially during a pandemic.
You, as a trusted messenger and member of the Dodge grantee community, can encourage turnout in a way that “official” sources might not.
Please consider these easy action steps to help assist in your local Census count.
1. Send the below email to your network, encouraging them to be counted. (You’re welcome to adapt the wording to make it your own.)
2. Call or text your service population asking if they have been counted. A simple message of “Just checking to see if you completed your 2020 Census yet” can make a difference coming from a trusted source.
3. Host a Mobile Questionnaire Assistance site. The Census Bureau will send its representatives to a physical site to help people complete the Census. Examples of events have included a parked ice cream or food truck, community meetings at apartment complexes, food distribution sites, or outdoor house of worship gatherings. Email New.York.email@example.com if you would like to host a questionnaire assistance site.
Thank you so much for all you are doing for our communities!
EMAIL TO SEND TO NETWORKS:
SUBJECT: Have you done your Census yet?
You STILL have time to respond to the 2020 Census. This takes less than 10 minutes and can make sure all of us are seen, heard and counted.
Over $1.5 trillion in federal funding is divided up based on who is counted in the Census.
Margaret Waldock, Dodge’s Environment program director, will leave the Foundation on Sept. 4 to lead and evolve the stewardship and sustainability practices at the nationally recognized Duke Farms.
Margaret will become the executive director of the Hillsborough-based center, a 2,740-acre native landscape for public exploration, outdoor activities, education, and research for ecological sustainability.
“Margaret has not only led our environment program at Dodge for nearly a decade, she has connected Dodge’s work in sustainable water infrastructure to national philanthropic partnerships and co-led the Foundation’s disaster response after Hurricane Sandy and the COVID-19 pandemic,” said Tanuja Dehne, Dodge’s president and CEO. “We are sad to see her go and thrilled that she has found the perfect opportunity to build from her experience in conservation and bring a focus on equity and inclusion to the programming and experience at Duke Farms.”
Since joining Dodge in 2011, Margaret has overseen the distribution of more than $20 million in grants to environmental organizations in New Jersey, most of which provided general operating support to organizations focused on land and water resource protection and stewardship, improving environmental public policy, and supporting community-driven sustainability.
Working with Naeema Campbell, Dodge’s Environment and Informed Communities program associate, Margaret developed a racial equity-focused strategy to increase funding to grassroots organizations working with and reflective of communities of color and low-income White communities and collaborative, cross-sector campaigns and partnerships led by environmental justice leaders, particularly leaders of color.
“I could not be more grateful to and proud of the Dodge Foundation for its legacy of supporting healthy, sustainable communities and its shift to racial equity,” Waldock said. “Duke Farms is an extraordinary opportunity to engage the public and the professional environmental community in developing and implementing solutions for a sustainable, inclusive, and resilient future.”
Before Dodge, Waldock was the executive director at Hunterdon Land Trust and also worked at the Trust for Public Land, the New Jersey Department of Environmental Protection, and the American Farmland Trust. She has served on the steering committee for Jersey Water Works and on affinity groups for the Funders Network for Smart Growth and Livable Communities’ Urban Water Funders and Council of New Jersey Grantmakers’ Environmental Grantmakers group. She is also on the board of the 1772 Foundation.
“Margaret is an exceptional leader who has helped make Dodge a philanthropic leader supporting the power of community to drive solutions,” said Preston Pinkett III, Dodge’s board chair. “We look forward to intersecting and building our partnership with Margaret through her work at Duke Farms.”
The Dodge Q&A series is designed to share what Geraldine R. Dodge Foundation staff are learning and thinking about as they engage with social sector leaders from throughout the state. They’ll also reveal a few things about themselves you might not have known.
Today we talk to Ysabel Y. Gonzalez, Dodge Poetry Program assistant director, about what’s keeping her moving forward in a time of multiple crises, how she is prioritizing racial justice, the virtual Dodge Poetry Festival, her hidden talent, and more.
Before we jump into the conversation, how are you navigating the multiple crises we’re experiencing, namely the COVID-19 pandemic and community uprisings demanding justice?
It’s been a really difficult period for us all. This spring and summer have been particularly difficult for me since I lost my uncle to COVID. But I have been grateful for my community, and family, gathering together around the pandemic as well as standing in solidarity with the Black Lives Matter movement. A group of poets and I are working on a project entitled, Broadsides for Breonna, where we will be offering broadsides by local and national poets for large donations that support organizations doing work with the Black Lives Matter movement, particularly in support of Black women. I’ve also been lucky in that I’ve been able to create new work during this time that is in conversation with this period of our lives — including poetry and an essay. So, I’ve been busy, however, I do think it’s important that we acknowledge that if we’ve been unable to create during the last few months, that’s okay, too. I know some folks are simply trying to survive right now, physically, emotionally, and spiritually.
What is important to keep in mind right now?
In terms of social justice and the Black Lives Matter movement, it’s important to remember that this is more than just centering a conversation around a historically marginalized and impeded group of Black and Brown lives, it is also about stepping aside and supporting those lives by serving as co-conspirator. We keep hearing the word ally, but it’s much more complex than simply standing by Black and Brown people’s sides. It’s taking the heat, it’s doing the work, and it’s giving up power. These are all incredibly difficult things to do, so if it doesn’t feel hard, then you may not be putting in the kind of work to grow, develop, and challenge the impediments that exist preventing Black and Brown lives from thriving.
What is something you are proud you helped achieve?
I’m so excited to have helped the Dodge Poetry Festival go virtual this year. It was a difficult decision for us because we cherish the DPF in-person experience and have some fantastic poets lined up for this year’s Festival. We are working hard to think about ways we can re-create what makes the Festival feel unique, such as the connections that occur off the stage, along with the incredible conversations that occur in sessions amongst a diverse set of poets. And I’m very excited about making the Festival accessible to more people. This is really important to me. I’m excited to see folks who may not have been able to join us due to lack of resources or location, now be able to find us online. We are offering live sessions at no cost to our public, so I hope that’s encouraging to people who have had the price of a ticket held as a hurdle. I’m also excited about being able to provide accessible programming to individuals who live in other wards of Newark and other parts of the state of New Jersey — heck, I’m excited about us providing poetry to other parts of the world! It’s an opportunity for Dodge Poetry to provide engaging, interesting poetry and touch someone who maybe has thought, for years, that poetry wasn’t for them. Or provide a reading and conversation amongst poets who people typically wouldn’t see in conversation with each other. It’s an exciting time to host a Festival because there are so many possibilities. I think if audience members remain hopeful and positive, they will get something new out of this year’s virtual Festival. I’m excited for our audience to engage with a very special experience we’re putting together.
What is an example of how you have prioritized racial equity and inclusion in your work? What was the most challenging part of that work?
I’m constantly challenging myself and my colleagues on how we can place equity at the forefront of all the things that we do at Dodge. Sometimes, the reason it’s so difficult is because we’re used to doing things the way we’ve always done them. I applaud my colleagues who, since we’ve begun the DEI journey at Dodge, have questioned processes that have been in place for years. It’s quite difficult to push the question around why we do things. It’s difficult because sometimes dismantling the why is rooted in things much deeper and far more grounded in a larger more complex system.
As far as my own work, I believe that transparency and accessibility are two really important values for me at Dodge. I have been working with our Poetry team here in thinking about ways that we can be more transparent with our different constituents so that there is more understanding around Dodge Poetry’s values and decision-making, particularly around the work we do with poets in the schools. I also continue to think about ways the Festival itself can be made more accessible to those that wouldn’t typically be engaged or involved — either as performers/readers or as attendees. There are lots of challenging parts of equity work, but getting it wrong, and being okay with getting it wrong and learning from that, is challenging, especially when perfectionism is embedded in our everyday culture.
What would people be surprised to know about you?
Between the ages of 8-18, I was a virtuoso accordion player! I’ve won many, many trophies in my accordion-playing days and loved to play everything from polkas to pop music. I competed in bands, in combos, in a duet and, of course, as a solo instrumentalist. The accordion remains a very important instrument to me, although I haven’t played in years. I learned after I picked it up that my grandfather used to play. I’m determined to pick up the accordion again one day and play for enjoyment!
What do you love most about New Jersey?
I love New Jersey’s expansive landscape. It’s such a large state and you can find pine barrens, lakes and oceans, and city life, moving from one county to the next. I grew up in the city of Newark, riding mass transit to Jersey City and NYC easily. I also have lived closer to the shore in Old Bridge, then the bustling little city of Somerville; and now, finally I reside in Warren County. I never would have expected to own a home so far from city life. There is just so much land here and I’m privileged to have a large backyard filled with a peach tree and fig trees and lots of flowers that the deer love to eat! Living in New Jersey, you can have many different experiences with the state’s geography. This great state’s land produces such fresh produce — lots of homegrown fruits and veggies available at the tips of our fingertips.
Do you have a question for Dodge staff? Leave it in the comments or send us an email at firstname.lastname@example.org.
Pennsylvania went into “lockdown” first. Within a week, New Jersey, and New York had followed suit.
My conversations with board members and executive directors started on March 13, the day Pennsylvania Gov. Wolf announced that the Commonwealth would go on lockdown.
The conversations kept coming, and have yet to stop. Very quickly, it became apparent that there were two dominant modes of operation for nonprofit boards: stepping up and leaning in or they went (or remained, as they had been) AWOL.
As recently as last week, I have had more executive directors than I care to count tell me they haven’t heard from a board member, let alone the board president, since this whole thing started.
What can we learn from the differences between these two
To start with the obvious, boards that were at the less engaged or disengaged end of the continuum — doing perfunctory things with minimal effort or feeling as though they were working hard but were working on the wrong things such as doing management’s job — before lockdown orders are likely to be the ones who have remained so or to have become even more so.
The boards in the middle of the engaged spectrum were likely to have remained engaged and/or stepped up their games.
Thus, it came as no surprise that many of the boards that were working on themselves and that had a higher degree of self-awareness are among those that have stepped up.
Successful engagement isn’t a switch that can be readily flipped.
There are lessons to be learned from this experience and others that have transpired over the last several months that can inform the next phase of adjusting to life in a time when a pandemic is a reality. This list of lessons is by no means exhaustive.
Virtual board meetings work.
Virtual board meetings where everyone has a camera and the camera is turned on so everyone can see one another live work even better.
While I’ve not seen data to support my hypothesis, it goes like this: virtual board meetings are convenient. In pre-COVID-19 days, a 90-minute board meeting easily became at least a two-and-a-half hour chunk of a day between driving to and from, parking, traffic, and parking lot conversations. That’s a big difference.
Someone with limited resources, such as lack of childcare or transportation, can more easily attend a virtual meeting. Replicate this time commitment for committee meetings, and you can see why some board members might be doing a better job of engaging.
As an aside, the dynamic of a meeting where 100 percent of participants are attending virtually is very different than a meeting where some are face-to-face and others are attending virtually. Do not equate the two.
Whenever we move back to being able to have face-to-face gatherings, consider a meeting schedule that is a mixture of face-to-face and all virtual.
Board leadership really and truly matters.
This is no news flash, but leaders make a difference. As Jim Collins put into our lexicon: the right people in the right seats is part of the equation for exceptional organizations.
The board president who understood their true role and responsibilities and fulfilled them before COVID-19 continues to do so during the COVID-19 pandemic. The failure of board presidents to step up and rally others to step up underscores the lack of care and attention that too many boards bring to the selection of their leaders.
Choosing a board chair/president should never be about “who” but always about “what.” What are the skills, talents, and attributes that are needed in this position now — in the times in which that person is being elected and for the period of time they will serve?
While there are some constants — like being a good listener, a facilitator, a strong communicator, well-respected, having the time, and being willing to commit the time — there are some things that will vary depending upon where the organization is in its current lifecycle and its current strategic priorities. For example, if an organization is engaged in activities that demand garnering wide-spread support — such as a major fundraising campaign, building/renovating new space, branching into a new community — the board president should be a strong public speaker, and comfortable glad-handing.
If the focus is on internal concerns — such as strengthening the organization’s business model or handling an executive transition — the board president should be both detail- and process- oriented, while also have the ability to move things to conclusion, rather than kicking the can down the road.
Going forward, don’t just select a person to be board president — identify those assets that are needed to be a superb board president and elect those assets. And, if those assets can’t be found all in one person, elect co-presidents.
Board comfort with fiduciary, strategic, and generative governance is essential for successful boards.
It is not enough that board members are present at board meetings. Presence ensures neither engagement nor that the right work is taking place.
It is imperative that boards are doing their work and working in all three modes, moving seamlessly from one to the other as the work demands.
Many boards operate only in the fiduciary mode, a mode of governance that, essentially, ensures compliance, that boxes are checked: we have the necessary policies, we are reviewing the performance of the executive director; we are approving the budget and looking at financials throughout the year, and so on. When done right, fiduciary mode ensures the status quo, nothing more.
Strategic governance, a mode too few boards employ, allows for the path forward. The strategic thinking boards may engage in during strategic planning is not strategic governance. Strategic governance is needed throughout the year, and moves the thinking from the simple question of “do we have x?” (fiduciary) to “is X the best way to do Y?”
Generative governance takes things a step further and opens the door for innovation, moving from “is X the best way to do Y?” to “is Y really the right end goal?” If ever there were a time for generative governance, it is now.
Unfortunately, a board does not move from operating in one mode to operating in all three overnight. There must be intentional recruitment of board members capable of working in at least two of these three modes and leadership that facilitates board and committee meetings that facilitate the use of the modes that are most needed for each situation. Boards must create a culture that understands and values the contributions and strengths of each mode. This is what makes the difference between being present and being engaged and leaning in.
As you move to bring on new board members, be mindful of their ability and interest in working in these three modes.
Boards must have a culture of philanthropy.
There is board member giving and there is a board culture of philanthropy — successful organizations have the latter.
Philanthropy is a philosophy of life and not a measure of one’s wealth. Philanthropy — giving/caring that incurs some degree of sacrifice on the part of the giver — is an understanding, a way of life, a core value for many.
Philanthropists join boards with the desire to share with that organization their time, talents, and treasure, and are surprised when that isn’t the expectation of them and everyone else.
As with any value, it cannot be legislated, so we must look for it in board candidates. Finding it can be as simple as asking questions that explore their understanding of what philanthropy is, their family experience with philanthropy, their approach to philanthropy. As with anything, what is not said is as informative as what is said.
It is imperative that board members deeply understand the work of the organization.
Board members can’t help, no matter how much they are trying to lean in, if they don’t truly understand the work of the organization and understand how the mission promises are translated into action. This understanding requires more than reading about it or being told about it. It requires witnessing it.
Like many of the items above, witnessing it doesn’t happen overnight, but rather over time. It begins with board candidates witnessing the mission in action, some or all, depending upon the nature of an organization.
It continues with regular witnessing of the mission. Think “Take a Board Member to Work” day, or even half day, along with opportunities to interact with clients — that’s intentionally plural.
But no matter how engaged they are, how well they can jump from generative to fiduciary to strategic, how good board leadership is, and how philanthropic they are, all efforts will easily go astray if they are not grounded in a deep understanding of the work and culture of the organization.
A board must lead the organization as it works on DEI.
As the top of the organizational chart, a board must model the behavior it expects of the rest of the organization and live the values of the organization. Nowhere is this more important than with diversity, equity, and inclusion. This was exceedingly important before the killing of George Floyd, and now it is an absolute imperative.
It has always been a best practice that a board be reflective of the constituency it serves, a constituency that is rarely monolithic.
Becoming an inclusive organization is not as simple as recruiting people who are “different,” it requires active work to make sure that the organization, and in this case, the board culture, is truly open to and ready to embrace different ideas, philosophies, ways of thinking, and doing things.
This requires that the board take a hard look in the mirror and consider how well it handles new ideas, change, and difference of opinions and perspective. Boards are best served by a civil clash of ideas than acquiescing to follow the leader or the loudest voice.
In addition, the culture must be free of structural impediments that prevent others from joining. For example, would the giving expectation preclude some people from joining the board? Would the expectation a person know and be in close relationships with wealthy people preclude people from joining the board? Would meeting times make it difficult for a someone employed or a single parent or a parent of young children to attend meetings? Would getting to the meeting location be a challenge for someone dependent upon public transportation?
Once a board is sure its culture will be inclusive, it must then make sure its recruitment process is inclusive. Instead of looking in current board members’ phones for potential new board members, the board must look in new places, and use new ways, such as tabling at events in the community the organization serves or reaching out to the communities’ civic and faith leaders, or advertising in media outlets that reach different populations. The options are quite plentiful once the importance of doing things differently is recognized.
With the possibility of the first item on this list, none of this is a new “ah, ha!”
It may feel new to some because the pandemic and protests brought them out of the shadows. Now that they are called out and named and the pandemic and protests have made visible a clear path forward, it is time to get to work so that your organization can benefit from the best board possible, in good times as well as bad.
Laura Otten, a Dodge Technical Assistance faculty member, is executive director at The Nonprofit Center at LaSalle University.
As our worlds keep changing, as we grieve what once was, and as uncomfortable truths are revealed and continue to be experienced, there is hope because our shared humanity is being activated.
The pandemic has laid bare racial health disparities in our systems and policies, leaving behind those without access to funding and aid as a result of geography, race, status, or their intentionally designed invisibility in our institutions. As the protests over the police killing of George Floyd in Minneapolis began to mount, calling for justice for Black lives, many organizations, including the Geraldine R. Dodge Foundation, made statements condemning racism and white supremacy. For us, it was time for Dodge to take a public, unified, and explicit stand to commit to becoming an anti-racist organization. We are embracing this opportunity to imagine a new future as we live up to this commitment.
The pandemic has exacerbated longstanding structural inequities in the systems that we all rely on for basic human needs, including food, shelter, healthcare, and education. With curiosity and humility, and in collaboration with community leaders, we seek to understand the intersections of these systemic challenges that perpetuate structural social, racial, and economic injustices. In so doing, we are also determining what role we should play, and how we can share our resources and power to make the greatest impact toward an equitable recovery.
The pandemic has required us to communicate, engage, and work in new ways — an unexpected bright spot. The inability to be together in person has allowed us to make time to meet and get to know new partners, strengthen relationships, and to think beyond boundaries of past practices and norms. The desire for basic human connection and the permission to check in and ask how people are doing has, in many ways, accelerated relationship building. Our Zoom check-ins with our nonprofit partners and philanthropic peers, affinity group meetings, and webinars have also had a direct impact on how we are responding to the pandemic.
Below are some highlights of our COVID-19 response grants and upcoming programming as we continue to center our work on equity.
We are focusing immediate cash resources supporting immigrants and undocumented people as well as Black and Latinx people in Newark and beyond burdened by the greatest risk and giving voice and power through storytelling:
We made a $200,000 grant to the New Jersey Pandemic Relief Fund to provide cash assistance for undocumented and immigrant individuals and families in New Jersey. While immigrants are big drivers of New Jersey’s economy and many are essential workers, a disproportionate number of immigrant families have not received any federal stimulus support during the COVID-19 crisis and find themselves at higher risk for income, housing, and food insecurity. Given Dodge’s mission to serve people and communities of color, it was imperative that we provide support during this perilous time. It is also an opportunity for Dodge to learn and collaborate with trusted community leaders and organizations that advocate for immigrant and undocumented rights.
A $25,000 grant supports the Center for Migration and the Global City at Rutgers-Newark. The Center’sprojects provide tools, training, media, production, and platforms for Newark residents and community organizations to share their own stories, conduct their own community-based projects, and to share Newark’s history through digital media projects. In April, the Center launched Stories from the Pandemic, chronicling the nuanced lives of young people in Newark and beyond under quarantine; how our families, friends, and neighborhoods are being impacted by the pandemic; and how our stories can connect us across the globe. The project is a collaboration between Newest Americans, the Center’s storytelling project about migration and identity, and Newark Board of Education created in partnership with Talking Eyes Media. Based in Newark, a city shaped by migration and home to the most diverse university in the nation, the Center’s projects afford a glimpse into the worlds of the newest Americans and a vision of our demographic future.
We are investing in two collaborative funds serving the arts and local news and information ecosystems:
A $200,000 grant to the newly formed New Jersey Arts and Culture Recovery Fund at the Princeton Area Community Foundationsupportscash assistance to New Jersey artists and arts organizations for short-term recovery and long-term sustainability. The mission of the New Jersey Arts and Culture Recovery Fund is to ensure the survival and strength of the state’s arts and culture sector during and after the COVID-19 pandemic. The Fund was developed collaboratively by a coalition of arts funders across the state, including the Dodge Foundation, Grunin Foundation, Prudential Foundation, and New Jersey State Council on the Arts. The Fund recognizes that the more than 30,000 arts and culture workers and hundreds of arts organizations in New Jersey, who together generate more than $600 million in annual revenue to the state’s economy, are experiencing catastrophic financial losses as a result of the pandemic, yet are still using their entrepreneurial and innovation skills to play a critical role in the economic recovery in the state.
A $50,000 grant to the New Jersey Local News Lab Fund at the Community Foundation of New Jerseyprovides strategic support for journalists of color and people of color media organizations in response to the pandemic. The New Jersey Local News Lab Fund is a collaborative fund that supports people and organizations working to build a more connected, collaborative, and sustainable local news and information ecosystem in New Jersey. The Fund is locally led and is managed by an advisory group made up of local stakeholders, the Dodge Foundation, and Democracy Fund. It is housed at the Community Foundation of New Jersey. In its third year, the New Jersey Local News Lab Fund is focusing its resources to support people of color media organizations and nonprofit organizations whose work tells untold stories and shapes new narratives through a racial lens to bring voice and visibility to communities of color.
We are also proud to support Sustainable Jersey and Foundation for Education Administration to address the growing mental health crisis and technology gaps in our schools and communities.
A grant of $50,000 to Sustainable Jersey supports its new Digital Schools Program, a partnership with the New Jersey Department of Education and New Jersey School Boards Association, to provide best practices, technical support, and a certification framework for schools to address the digital divide.
A $25,000 grant to Foundation for Education Administration supports the Trauma Informed ACES Collaborative for Schools initiative in partnership with the Burke Foundation and the Turrell Fund.
We also continue to advance our equity work in other Dodge program areas, including Poetry and Technical Assistance programs.
As previously announced, the 2020 Dodge Poetry Festival will be virtual. The Dodge Poetry Festival has always celebrated the great diversity of voices that make up contemporary poetry. A virtual festival allows us to reimagine the Dodge Poetry Festival, expand the Festival community and provide greater access to contemporary poetry and poets to audiences across the globe. We will continue to support diverse poets by also providing relief for COVID-19’s impact on nonprofit organizations that support poets of color, the LGBTQ community, and poets with disabilities.
Dodge Technical Assistance is designing a “Putting Racial Equity at the Center” capacity building series that will begin with a summer/fall communal reading and three-part discussion of Ibram X. Kendi’s book Stamped from the Beginning. This reading circle will be followed by a sequential five-month anti-racism and anti-oppression learning, adaptation, and applied practice training. Organizational teams will be invited to participate in a learning community focused on understanding structural racism, building empathy through facilitated discourse, and developing action plans for an organizational shift.
In addition,Dodge created an Equity Framework as a tool to help deepen and facilitate conversations with grantees on how well their work is achieving overall equity and how well that work furthers the equity goals of the Foundation. Over the next few months, the Dodge staff will host a series of webinars to share the Equity Framework with various key stakeholders, including grantees and funding partners.
While we have made progress on our equity journey, we know we will not be able to undo racism and deeply entrenched systemic and structural impediments in our state and country by ourselves.
We will continue to listen, learn, engage, and act with partners and communities and to imagine a new way of leveraging and sharing our resources and power. We also know that by leaning into and living our core values, we will be able to imagine a new future and help build an equitable New Jersey.
Will you join us?
Tanuja Dehne is the President & CEO of the Geraldine R. Dodge Foundation. Established in 1974, the Dodge Foundation has distributed nearly $500 million in grants and technical support to New Jersey nonprofits, with a focus on the arts, education, the environment, informed communities, and poetry. As a former Dodge Trustee, Tanuja helped shape the foundation’s new strategy, which envisions an equitable New Jersey through creative, engaged, and sustainable communities.
We are pleased to announce the appointment of Eleanor Horne to the Geraldine R. Dodge Foundation’s Board of Trustees to a four-year term.
“I am delighted to join the Dodge Board of Trustees because of its focus on New Jersey, its long-standing commitment to creative, sustainable, and engaged communities, and its focus on equity and inclusion,” Eleanor said.
Eleanor, of Lawrenceville, serves on several boards, including the Princeton Area Community Foundation, The College of New Jersey, D&R Greenway, and the Lawrence Hopewell Trail. She retired from a 41-year career at Educational Testing Service in 2010, when she was vice president of the company’s Social Investment Fund, which provides financial support to charitable activities in communities in which ETS has offices.
“Eleanor is a well-respected and much-admired community volunteer and leader with extensive governance expertise and demonstrated commitment to New Jersey,” said Preston Pinkett III, board chair.
Eleanor has been lauded by the National Urban League, who presented her with its highest honor, the Donald H. McGannon Award, and she received Princeton YWCA’s Tribute to Women in Industry Achievement Award, among others. She graduated from Howard University with a bachelor’s degree in sociology and has completed course work for a doctorate in educational anthropology at Rutgers University.
“We are thrilled that Eleanor has joined the Board at this important time in Dodge’s history,” said Tanuja Dehne, Dodge president and CEO. “Each trustee brings new voices, perspectives, and a shared commitment to an equitable New Jersey.”
Every other year since 1986, the Geraldine R. Dodge Poetry Festival has often gone off with hardly a discernible hitch. But life, of course, has its twists and turns, and the Festival has prevailed through some really unexpected ones.
Who could forget the Festival in 2004, when a deluge of rain turned the grounds at Duke Farms into a muddy poetry wonderland?
And you might recall that during our last Festival in 2018, an underground transformer fire in downtown Newark caused the entire Festival footprint to lose power on Saturday evening. We cancelled our programming that night, but resumed first thing Sunday morning!
Now, in the 2020 Festival year, we find ourselves in the midst of a global pandemic that makes large gatherings like our Festival potentially dangerous for the people we care about so much: our audiences, Festival Poets, Dodge personnel, New Jersey Performing Arts Center staff, and Newark residents who support us as volunteers and site crew.
So, how are we
adapting to this unexpected turn of events?
This year, we’re going virtual.
A fully-online 2020 Dodge Poetry Festival will stream into homes around the globe this fall. We’ll share readings and conversations, panel talks, performances, and opportunities for you to interact with Festival Poets and other attendees.
In the name of access and equity, live streaming of the 2020 Geraldine R. Dodge Poetry Festival will be offered online at no charge. Performances on-demand will be available to the general public for a nominal subscription fee. Schools and teachers that register in advance will have free full access. We will continue to support diverse poets by also providing relief for COVID-19’s impact on nonprofit organizations that support poets of color, the LGBTQ community, and poets with disabilities.
Representatives from the NJPAC Box Office will be reaching out to current ticket holders in the next few days to issue them a full refund.
Over the years, each time a big curveball has come our way, we’ve watched as Festival Poets and attendees, venue partners, and volunteers have responded with graciousness, good humor, and dedication to making something beautiful out of the change in plans. Without a doubt, the poetry community is remarkably resilient and kind.
We’re sad that we won’t all be together in-person this year, and disappointed that our 10-year anniversary of hosting the Festival in Newark won’t take place physically in Newark.
But we’re also excited to expand the Dodge Poetry Festival community and provide greater access to contemporary poetry and poets. As we design the virtual Festival, we will keep at its core everything that makes the Dodge Poetry Festival so special: poetry, community, connection, and heart.
Thanks for making the Festival so special for over 30 years. We can’t wait to see you online this fall.
Dodge’s board and staff recently celebrated Elizabeth Duffy’s 16 years as a Foundation trustee at its virtual June meeting.
The meeting marked the transition for Liz from trustee to trustee emerita, a four-year term at Dodge in which trustees continue to be engaged in the work of the Foundation.
Liz joined the Board in 2004 and led it in refreshing its governance structures and policies, most notably establishing term limits, and developing a robust board recruitment strategy.
“I am retiring from the board because I feel strongly that we need to model good governance,” said Liz, president of International Schools Services, an international nonprofit specializing in starting schools, teacher recruitment, leadership searches, and school supply. “I’m sorry that I’ve reached my term limit because Dodge is on an exciting path forward with a real commitment to creating an equitable New Jersey. It has been a privilege to serve on Dodge’s Board over the past 16 years and to see the impact it’s had by supporting nonprofits throughout the state and helping to build coalitions and programs committed to arts education, sustainability, creativity and the arts, local media, and poetry.”
A lifelong learner with deep experience in education, Liz for many years chaired Dodge’s Education Committee, focusing the Foundation’s attention and funding on arts education. She recently served on the Board’s strategic planning and equity committees.
“Throughout her tenure, we have benefited from Liz’s insightful, intuitive questions and her ability to bring a breadth of perspective — both global and local—to the conversation, which helped the team find solutions in a complex and changing environment,” said Preston Pinkett III, board chair. “Liz consistently brought a clear sense of how Dodge could leverage its relationships, networks, and financial assets to make life better for the people of New Jersey, challenging us — respectfully and with good humor — to be better philanthropists.”
Wendy Liscow, education and technical assistance
program director, credited Liz with being both a visionary and tactical thinker.
“Liz fulfilled many of the attributes of great board members, such as her commitment to Dodge’s mission and areas of giving, her skill sets including her background in philanthropy, the nonprofit sector, and education; her willingness to allocate her time and talent to the organization, even while running a school or schools across the globe,” Liscow said. “She is a leader and a follower, enjoys learning new things, she is also a great listener and strong mediator of group discussions, which made her a strong consensus builder.”
Tanuja Dehne, Dodge president and CEO, thanked Liz for her sharing her leadership, integrity, humor, and curiosity which helped pave the way for Dodge to continue its equity journey and commitment to becoming actively anti-racist.
“This is a bittersweet moment for us,” Tanuja said. “We are grateful for Liz’s integrity and leadership that helped pave the way for the next phase of Dodge’s equity journey.”
Tanuja Dehne, Dodge president and CEO, thanked Liz for her friendship, humor and curiosity which allowed us to navigate through challenging and courageous conversations.
“This is a bittersweet moment for us,” Tanuja said. “We are grateful for Liz’s integrity and leadership that helped pave the way for the next phase of Dodge’s equity journey and becoming actively anti-racist.”
The Dodge Q&A series is designed to share what Geraldine R. Dodge Foundation staff are learning and thinking about as they engage with social sector leaders from throughout the state. They’ll also reveal a few things about themselves you might not have known.
Today we talk to Sharnita Johnson, Arts program director, about the impact of the pandemic on the arts in New Jersey.
Before we jump into the conversation, how are you navigating the multiple crises we’re experiencing, namely the COVID-19 pandemic and community uprisings demanding justice?
It depends on the day and time. I think we are all experiencing a broad spectrum of emotions these days. As a Black woman, I vacillate between feelings of deep sadness, anger, and sometimes helplessness as I watch my community ravished by COVID19, systemic racism, and oppression. But then I remember I am my ancestors’ wildest dreams, and I get up to do what I can to contribute to the change.
What is your perspective on how the coronavirus is affecting the arts in New Jersey?
The magnitude of financial loss experienced by individual artists and arts organizations continue to grow and are becoming economically unsustainable. The financial devastation is likely to cause irreversible damage to many artists and arts organizations.
A March 2020 survey of New Jersey artists and arts organizations by the New Jersey Council on the Arts (NJSCA) to assess the need for funding support over a 30, 60, 90-day period, revealed individual artists estimated losses of between $2 to $5 million if shutdown lasted 90 days. And arts organizations estimate losses between $12 to $25 million in 90 days. Organizations’ earned income capacity has been devastated with upwards of 50-90 percent of their revenue-generating programming decimated. The pandemic has more than underscored the vulnerabilities of the sector and society. Some organizations will close as a result of the pandemic, and what goes away will not come back.
How are arts organizations you are speaking with through your virtual travels, meetings, conversations adapting?
Despite the challenges, New Jersey arts and culture organizations remain resilient and innovative. Our grantees are moving content online, communicating with constituents and donors differently, getting noticed by people they have never reached before, using technology in new ways and providing education programs for youth and adults.
Many organizations are prioritizing people over institutions by delaying layoffs, paying out contracts, and in some cases, management at the highest-level are taking pay cuts.
What’s important to keep in mind right now?
We need to inspire people’s generosity and community spirit. Even during the devastation of the pandemic, the thousands of lives lost, the majority of whom are Black and Brown people, our creative community serves as the documentarians, witnesses, storytellers, and futurists.
We know people are consuming the arts at an increased rate during stay-at-home orders. If you have binge-watched anything, danced in your living room at one of DJ D-Nice’s Club Quarantine regular dance parties or logged onto your favorite national or local dance, theater or music organization’s website to watch a production on the internet, you will know people are deeply engaged with the arts.
Throughout the state, COVID-19 is requiring arts organizations to get out of their institutions and to become more relevant and accessible to communities. Now is our opportunity to stop thinking about the arts in a narrow frame as we rethink broken systems. This is an opportunity for artists to help us reimagine how we rebuild. They should be at the table to help us engage community, inform how we think about the environment, education and economic recovery.
What are some of the questions you’re asking yourself or talking about with others?
Some of the questions that keep coming up again and again and for which the field continues to grapple:
How can technology be maximized to reach new audiences, and how can organizations monetize its offerings?
How do we support organizations to merge or close gracefully, preserve their legacy, and make their work available to the public?
Where can we turn for additional legal support and consulting?
What innovative solutions or partnerships can we forge, perhaps with colleges and universities or libraries, to digitize and/or archive materials and ephemera, video, etc. for continued engagement and for posterity?
How do we center equity in the sector recovery?
How do we rebuild a system that is better able to support the sector in times of deep crisis and beyond?
What are opportunities are you excited by right now?
Several successful funder convenings by the Council of New Jersey Grantmakers Culture Funders Affinity Group, which I co-chair, resulted in the establishment of the New Jersey Arts and Culture Recovery Fund to support artists and arts organizations impacted by COVID-19.
The Fund was developed by a steering committee that includes representatives from the Grunin Foundation, NJSCA, The Prudential Foundation, and Dodge. The Grunin Foundation made a lead gift of $250,000. I am proud the Dodge Foundation is making a $200,000 investment.
We hope the New Jersey Arts and Culture Recovery Fund will provide resources to the arts community now and in the future, as we aspire for it to eventually become an enduring fund that will grow over time.
What are you reading right now?
In this episode of Grantmakers in the Arts podcast series Coronavirus Response: Into the Weeds Ruby Lopez Harper, Senior Director, Local Arts Advancement, Americans for the Arts; Brian McGuigan, Program Director, Artist Trust; and Trella Walker, Director, Advisory Services, Head of Social Innovation and Equity Council, Nonprofit Finance Fund, discuss funding practices that center equity and reframe the recovery.
In a conversation Linda Harrison, president of the Newark Museum, hosted for funders in April, she said the museum that closed as a result of the pandemic won’t be the museum that opens after. That resonated with me, the profound realization that arts organizations, particularly large, mainstream institutions will have to change at an even more rapid pace to remain relevant. She is interviewed in this Christie’s Magazine article with three other museum leaders about the future of museums post pandemic.
I was honored to be part of the Grantmakers in the Arts2020 Webinar Series as a panelist on this webinar Coronavirus Response: Building a Future that Reimagines Systems for Justicewith colleagues Randy Engstrom, Director, Seattle Office of Arts & Culture, Dana Kawaoka-Chen, Executive Director, Justice Funders and Justin Laing, Principal Consultant, Hillombo, LLC. We discussed funders flexibility and trust in response to the pandemic. Funders are more nimble with limited to no requirements for applications, repurposing current grant project awards to general operating support, increasing payouts above the 5% minimum, and centering the experiences of their grantees. This webinar explored what is necessary to re-imagine systems, power and practice as a result of the pandemic and the ongoing crisis of racial inequality.
What can we do as individuals to support the arts and artists?
Buy art. Tune into your favorite arts organization’s website and pay for the offerings you want to view.
If you can, make tax-deductible donations.
Check on your artists friends. Ask them what they are working on, how the pandemic has influenced their work, what do they think they might do differently in their practice? If you know they have lost income, send a gift card to a grocery store or Zelle them some cash if you can.
Don’t stop engaging, the art is to be engaged with in real-time. So much art has resulted from the pandemic and the protests. Take it in, interrogate it, get inspired by it.
Do you have a question for Dodge staff? Leave it in the comments or send us an email at email@example.com.
our President & CEO Tanuja Dehne took to the Dodge Blog to state the
Geraldine R. Dodge Foundation’s commitment to anti-racism and condemnation of white
supremacy. You can read her full remarks here.
In addition, Dodge Poetry is sharing just a few videos from our archive that speak to the impact of centuries of systemic violence against black lives.
The title of today’s blog post comes from Jericho Brown’s poem “I am a Virus.”
We cannot be
silent, and we will not stand on the sidelines.
R. Dodge Foundation stands for racial justice, social change, and equity. We
condemn violence and oppression in all forms, especially racism and white
For more than 400 years, racism has been a pandemic that has infected our systems and institutions with purposefully designed racial inequalities and disparities. At a time when we are already challenged by the COVID-19 pandemic, we must continue to bear witness and respond to new attacks and violence against the Black community and call for justice.
who has not been paying attention or taken action, it’s time.
Justice for the families of George Floyd, Breonna Taylor, and Ahmaud Arbery – and the many other Black people who our society fails to protect the way it cares for others – is necessary but not nearly enough.
Despite the heartbreak, grief, and outrage, I am inspired and motivated to action by my colleagues, Trustees, friends, and family who have engaged in courageous conversations with loved ones about race, supported transformative organizations, and protested in cities and communities across the country and right here in our home state.
At the Dodge Foundation, we are channeling our energy and using our power, influence, and voice to publicly commit to prioritize anti-racism in our organization and in our work. Equity is a core value at Dodge, and we believe an equitable New Jersey is only possible when our systems and institutions are free from oppression and reflective of and invested in our Black, Indigenous, and people of color neighbors regardless of their gender, sexuality, religious, and cultural identities. It is clear we must reimagine and rebuild our systems and institutions to ensure that all people and communities have the resources necessary to live quality lives. The recovery from this pandemic must be equitable.
last four-plus years, we have made a lot of progress centering our work on
equity, increasing our individual and collective intercultural competency,
committing to investing a majority of our resources to support people and
communities of color, developing equity theories of change, and getting to the
point where becoming actively anti-racist is the next logical phase of our
that we have a great deal of work ahead of us – beginning with addressing
anti-racism within ourselves. This is enduring long-term work that we will approach
with commitment, humility, and transparency.
We expect that you will hold us accountable.
We believe New Jersey is resilient and that if we work to build trust in movements invested in and with organizations that have long been committed to undoing racism and that if we continue to negate dominant narratives, everyone in America will benefit.
We call on our philanthropic peers, grantee partners, and
others in the social sector in New Jersey and beyond to use their voice,
influence, and power to actively undo racism and oppression in their organizations,
communities, and the systems in which they operate.
Every journey begins with a single step, and we share below several resources that might help guide you on your own path.
There is broad acknowledgement that we are living through an unprecedented time. It is a time of crisis. For many of us and our organizations, also a time of trauma. When things are so hard, how could this possibly also be a time to focus on diversity, inclusion and equity concerns – particularly for those of us who have not previously prioritized these things?
I would argue that this is precisely the time – because we are in a time of crisis and disruption – to focus our efforts regarding diversity, inclusion, and equity. Here is why…
By definition, crises are different than problems. A problem is a situation in which we can define the issue and then utilize our existing coping strategies and previously developed methodologies to resolve the challenges we are facing. Many of us as organizational leaders are used to solving problems and might have developed robust organizational practices for doing so. However, a crisis is a situation in which our typical coping strategies are outstripped by circumstances and no longer function to help us respond to the magnitude of the situation. When the magnitude of a crisis overwhelms us, we experience trauma. Trauma creates inner fragmentation which creates a higher probability of fragmentation that can impact our organizational culture, systems and services.
A frequently used trope when discussing crisis is to invoke the Chinese word for “crisis” which is composed of the two characters signifying “danger” and “opportunity.”
In the original Chinese, the meaning of the first symbol “wēij”ī is actually best defined as “danger at a point of juncture.”
There is no doubt that the Covid-19 pandemic presents significant dangers to our collective health, our economy, and our community well-being. Stosh Cotler of Bend the Arc likens the pandemic to a tsunami. She reminds us that before a tsunami hits the coastline, all the water recedes. What once was covered, is now exposed – all the muck, the debris and the living things gasping for breath. When this happens, we can see with startling clarity what was previously obscured for those of us who had the privilege not see or to look away.
Our current juncture danger point is whether we, due to our own trauma or perhaps through the privilege we have of being on higher ground during this tsunami, translate the public health necessity for physical distance into a social distance and compassion gap that leads us to ignore the systemic disparities and inequities that the pandemic has exposed.
The data is clear that the Covid-19 pandemic is disproportionately impacting black, brown and poor communities. Decades of disinvestment in public health infrastructure and economic and community development, coupled with the warehousing of black and brown bodies in substandard housing, prisons, immigrant detention centers, and close quarter assembly lines (i.e meat packing plants) has resulted in higher infection and death rates. It should be no surprise, if we allow ourselves to see the muck that has the been exposed, that systemic inequities lead to systemic disparities.
In the face of this, the danger is that we hunker down, await a return to “normal,” and wait for the water to flow back, without attending to the things that are now right in front of us.
Conversely, the opportunity of this moment is also significant. One of the lessons I learned when working as a family psychotherapist was never to waste a crisis because opportunities for systemic change emerge in crises that might never come again. In times of crisis, systems are disrupted enough for real change to happen – for people to see and hear things that were invisible to them before, to experiment with new behaviors and ways to show up for each other, and to shift structural aspects of interactions that significantly heal and alter the system. In short, intentionally utilizing the disruptive aspects of a crisis presents an opportunity to accelerate systemic growth and change.
As organizational leaders we know that making organizational change is hard and typically takes a significant period of time to get our systems and services aligned with a new direction. However, we are not in a typical time. We are in a time of disruption that impacts every part of our organizations – where and how we work, how we interact with our constituents, our funding streams, and all of our operations.
The choice before us is stark. Do we react to this disruption by retrenching in our current organizational culture – in our “just the way we do things around here” way of operating? Or, do we seize the disruptive opportunity this crisis presents to embed our values concerning diversity, inclusion, and equity into our organizational culture and make deep systemic changes that will enable us to respond in more relevant and impactful ways to the pressing needs of our communities?
Here are a few suggested practices that can support you in making organizational shifts:
Intentionally utilize this time to develop your inclusion muscles. Focus on developing new norms for interpersonal interaction that reinforce connection and caring. Our collective health, well-being, and our lives depend on all of us seeing and experiencing how interdependent our futures are with each other.
Practice seeing and naming the disparities embedded in our own policies and practices that contribute to current inequities. We can’t make change until we can expose what was previously unseen.
Practice adapting these policies and practices to more intentionally embed diversity, inclusion, and equity into all that we do.
Below are some guiding questions to consider as you are taking your next implementation steps:
What are the differences that make a difference in our work in the current context?
Of these differences, which of our staff and who among our constituents are currently facing the most disparities and are most marginalized in the midst of this pandemic? How do we hold these staff and constituents at the center of our planning as we move forward?
Given the answers to these questions, what do we keep doing, what do we stop doing, and what do we start doing to take advantage of this crisis to more deeply implement diversity, inclusion, and equity in our organizational culture?
Keep: What has been emerging in the ways we are working now that demonstrate our care, concern, and compassion for each other and our communities? How do we plan for these practices to stick and stay as we move forward?
Stop: What practices are no longer serving us and our mission that we need to sunset during this time?
Start: How can we utilize the disruption to our organizational culture created by the pandemic as an opportunity to reinforce or launch more effective ways to address systemic disparities to achieve more equity for our staff and constituents?
We and our organizations are being challenged to work differently and adapt to urgent needs and new challenges. Let’s not waste the disruption of this crisis. Let us use it to deepen our commitment to diversity, inclusion and equity and address the disparities and systemic inequities that have been exposed by the pandemic. Together we can heal. Together we can make lasting change. For all of us.
Beth Zemsky, a Dodge Technical Assistance faculty member, is Principal at Zemsky & Associates Consulting, LLC, and a qualified administer of the Intercultural Developmental Inventory (IDI).
Eavan Boland was the dream guest for anyone managing a large poetry event. She was gracious and kind with everyone, onstage and backstage, whether signing books, participating in a panel conversation, or being driven to the airport. Whether with Dodge Poetry staff, stage managers, tech crews, students, teachers, poets, caterers, it didn’t matter. She was always the same: considerate, attentive, flexible and unflustered.
Eavan Boland will be remembered on the page as one of the great poets of our time, and remembered by all of us at Dodge Poetry as one of those great-hearted individuals we are sometimes lucky enough to encounter in our lives. We will miss her.
In these unprecedented times, nonprofit organizations are experiencing many challenges, including sudden changes in service delivery, shifting workforce configurations, and potential losses across multiple revenue streams.
Leaders attempting to navigate this new reality are finding their organization’s financial health and sustainability to be at risk. As you take stock of the situation and begin to chart the course forward for your organization, it is critical to stay mission-focused, care for your community, and ensure effective and responsive leadership. Equally important is a focus on financial management. This includes efforts to:
Understand your organization’s current financial
Identify implications to revenue and expenses,
Manage your cash flow.
Understand your organization’s
current financial position
When we say current, we mean at this moment. While having an audit from last year or even financial statements from last quarter is useful, you still need to calculate where you are now.
First understand where you are in terms of net assets, which are resources you’ve accumulated over time that are available for current and future operations. What do you own and how quickly can it be converted to cash? Are your net assets restricted or unrestricted?
The liquid portion of unrestricted net assets, i.e. Liquid Unrestricted Net Assets or “LUNA,” is the most important category to assess. LUNA is the amount of cash, receivables, and liquid investments that an organization has on hand that is not restricted as to timing or donor intent, and the most critical tool available to your organization to weather a crisis. In addition to calculating LUNA, it’s also important to understand funder expectations around restricted net assets. Are you in a position to meet those expectations? If not, is there a possibility the funder may be open to revising the terms of those agreements?
As you assess your financial position, determine the status
of any accounts receivable. Who owes your organization funds? Is it
likely they will pay you or not? Communicate with every partner and funder with
the goal of getting a realistic understanding of whether that money will be
coming in and when to expect it. Accounts payable are also key. To whom
do you owe money? Are your vendors offering extensions or forgiveness on bills
customers may not be able to pay? Communicate with your vendors, keeping in
mind that these may be long-term relationships.
Identify implications to revenue and
Revenue is either earned (e.g., tuition, program fees,
ticket sales) or contributed (e.g., donations or grants). For cultural
institutions that rely on ticket sales and other fees, understand the revenue
implications of a prolonged shutdown. Examine your sources of contributed
revenue as well. Now is the time to turn to relationships with existing donors
and understand if it’s possible for them to release restrictions on grants, or
whether they would consider an emergency grant of unrestricted funds. Think
about whether it makes sense to engage your community in new fundraising
strategies and what that might look like. In addition, various emergency relief
funds—government-funded stimulus packages as well as philanthropic efforts—have
been established. Explore how to access these funds and whether your
Workforce-related expenses, including salaries and
benefits, often comprise up to 80 percent of a nonprofit’s expense budget. Think
through the options for workforce shifts or reductions, keeping in mind any accrued
paid-time-off that may be due employees. As you consider changes to your
workforce, think strategically about retaining capacity for post-crisis and
apply an equity lens to all decisions. For goods and services other than
personnel, understand what costs are fixed over time (e.g., rent and insurance)
and which are variable (e.g., supplies and travel) and will be reduced in the
short-term as activities are curtailed or moved to virtual.
Once you’ve thought through these basic implications, gather
a team of leaders at your organization and create best, moderate and worst case
scenarios based on likely revenue. Compare each scenario to projected expenses.
If you’re not already set up with a scenario planning tool, this simple
Excel template can help you get started.
Manage your cash flow
Now is the time to make sure you’re monitoring your cash
flow as precisely as possible. We know many organizations do not have reserves
to fall back on, but all have money coming in and out. The ebb and flow of cash
projections will tell you when you’ll need to draw on your reserves—if you have
them—or when you need to start planning for contingencies. If you’re not yet projecting
cash flow, here’s a simple
template and video tutorial to get you started.
For organizations without sufficient reserves, accessing a credit
line or other financing tool is another possible route. But understand that
this is debt and you’ll need to have a plan to pay it back. In addition to
bridge loans from philanthropy and low-interest loans from community
development financial institutions, the Small Business Administration (SBA) is
also making loans—some forgivable—available to nonprofits. For information and
support related to applying for the SBA’s Paycheck Protection Program, access
this toolbox of resources.
None of us can know what direction this public health crisis
will take or how long it will last. In order to navigate through these
unprecedented times, it is critical for leaders to have a solid understanding
of their organization’s current financial position as well as a range of
scenario plans to put into action when needed.
To say that things are different right now in New Jersey is an understatement. The way we do school, food, work and community has shifted dramatically in just a few weeks.
And our communities are hurting. Many of us have lost jobs or have loved ones who have. Some of us have been struck by the coronavirus. All of us are feeling uncertain about the future.
It’s important that we have the news and information we need to stay safe and healthy. And we know there’s a lot of info coming your way and it may feel helpful, overwhelming or frustrating depending on the day or story.
Join WBGO and Free Press for a digital conversation at 3 p.m. on Tuesday, April 21. Register here.
The focus of the call will be discussing the following three questions:
1. What information do you need to stay safe and healthy in your community?
2. What questions do you need answered to stay safe and healthy?
3. What’s happening in your community right now that shows solutions, resiliency, and creativity?
Feel free to join by video or phone. And please pass this invitation on to others you know.
If you have any questions, email Brit Harley: firstname.lastname@example.org or Mike Rispoli: email@example.com
Until then, take care of yourself. Wash your hands. And find moments of joy and pleasure, either alone, six foot away from other people, or somewhere online.