“The way anger dwells in a man / Who studies the history of his nation”

Posted on by Dodge Poetry

On Tuesday, 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.”

Jericho Brown reads his poem “I Am a Virus” for Dodge Poetry’s “Whose Body?” project, March 2018.
Lucille Clifton reads “What Haunts Him” and “Sorrows” at the 2008 Dodge Poetry Festival.
Rita Dove reads her poems “Canary,” “Teach Us to Number Our Days,” “Cholera,” and “The Spring Cricket” at the 2014 Dodge Poetry Festival.

Posted in Poetry, Poetry Archives, Poets, Tidbits | Leave a comment

We cannot be silent: Dodge’s commitment to anti-racism

Posted on by Tanuja Dehne

We cannot be silent, and we will not stand on the sidelines. 

The Geraldine R. Dodge Foundation stands for racial justice, social change, and equity. We condemn violence and oppression in all forms, especially racism and white supremacy.

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. 

For anyone 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.

Over the 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 equity journey.

We know 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.

Thank you.


Posted in equity, President's Message | Leave a comment

Dodge TA: Implementing diversity, inclusion, and equity during a pandemic

Posted on by Beth Zemsky
Definitions of Diversity, Inclusion, and Equity

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.”

Danger and Opportunity
Chinese character for Crisis meaning 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).

Posted in COVID19, Diversity, equity, inclusion, Technical Assistance | Leave a comment

Remembering Eavan Boland

Posted on by Dodge Poetry

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. 

Read her memoirs, A Journey with Two Maps: Becoming a Woman Poet and Object Lessons: The Life of the Woman and the Poet in Our Time to understand that this gentleness toward others came from a place of hard-earned strength. In poetry collections like Domestic ViolenceAgainst Love PoetryIn a Time of Violence, and A Woman Without a Country, she looked with unwavering intensity at the troubles of her homeland and of our times.

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.

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Dodge TA: Fiscal and operational strength through COVID-19

Posted on by Hilda Polanco

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 position,
  • Identify implications to revenue and expenses, and
  • 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 expenses

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 organization qualifies.

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.

Posted in COVID19, Technical Assistance | Leave a comment

Newark needs info: A digital conversation

Posted on by Guest Blogger

By Brit Harley, WBGO and Mike Rispoli, Free Press

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: bharley@wbgo.org or Mike Rispoli: mrispoli@freepress.net

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.

Posted in Community Building, Community Engagement, Informed Communities, News & Announcements | Leave a comment

Announcing our first round and COVID-19 relief and response grants

Posted on by Dodge
Photo courtesy Roxey Ballet

At their first meeting of the year, Geraldine R. Dodge Foundation Trustees approved $4 million in grants to support New Jersey’s nonprofit sector, including $1 million in COVID-19 relief and response.

The Board met virtually to approve the first of the Foundation’s typical three grant cycles on March 30, weeks after the first case of the coronavirus was announced in New Jersey, a state of emergency was declared days later, and schools, businesses, and organizations, including Dodge, rapidly began shuttering offices and canceling events as new social distancing procedures were enacted to curb the spread of the novel disease.

“With crisis comes risk and opportunity, and since the realities of the COVID-19 public health crisis have unfolded, Dodge has been focused on opportunity,” Dodge President & CEO Tanuja Dehne said. “We have the opportunity to act swiftly and decisively to provide immediate funding for COVID-19-specific relief, to stabilize the non-profit sectors and systems we helped build, to shape the recovery and close the widening gap of social disparities that this pandemic has shined a glaring light on.”

Dodge Trustees approved 134 grants totaling $4,012,500. A full list of First Round Grants is here.

The Board approved more than $3 million in grants to support nonprofit organizations in Dodge’s arts, education, environment, informed communities, and other program areas. The grants include 36 totaling $1,060,000 in Arts, 12 totaling $387,500 in Education, 23 in $1,055,000 in Environment, three in $125,000 in Informed Communities, and nine totaling $360,000 in other areas.

The majority of grantees were part of Dodge’s regular March grants cycle, and these also included grants to organizations in later cycles that primarily work with and serve people and communities of color and are often at a disadvantage due to historical, institutional, and structural impediments that may be exacerbated because of COVID-19.

COVID-19 Relief and Response grants

The Board approved an additional $1 million in COVID-19 relief and response using funds from the Foundation’s administrative, operating, and unallocated grants budgets specifically to address the public health crisis.

A total of $600,000 was awarded to five pooled funds to support relief efforts aimed at issues and sectors outside of the Foundation’s program areas of focus, such as medical supplies and food and housing insecurity. In making these grants, the Foundation prioritized funds focused on immediate relief, those that have an equity frame that center the most vulnerable and are explicit about their definition, and that include trusted partners with expertise and deep relationships in the geographies and communities they are serving.

Grants to pooled funds include:

  • $300,000 to the New Jersey Pandemic Relief Fund
  • $100,000 to Newark United Way
  • $100,000 to the South Jersey Response Fund at the Community Foundation of South Jersey
  • $75,000 to support Trenton initiatives awarded through the Princeton Area Community Foundation
  • $25,000 to support New Jersey dancers through the Coronavirus Dance Relief Fund of Dance NYC

Finally, a total of $400,000 in rapid response and systems impact grants of $5,000 and $10,000, including one $25,000 grant, were awarded to 56 nonprofit organizations to help stabilize their operations, adapt their programming, and respond to the needs of their communities. In making these grants, the Foundation prioritized organizations that are most vulnerable to economic instability, advancing equity, or stewarding a unique cultural asset as well as critical intermediaries and membership, network-support, and advocacy organizations.

Nonprofit organizations that received rapid response and systems impact grants include: 

  • Art Pride New Jersey Foundation, Artworks, Association of New Jersey Environmental Commissions, Bayshore Center at Bivalve, Camden City Garden Club, Camden Repertory Theater Community Development Group, Cape May Stage, Center for Community Arts, Center for Environmental Transformation, Center for Nonprofits, Chalkbeat Newark, City Green, Clean Water Fund, coLAB Arts, Nourish NJ, Conservatory of Music and Performing Arts Society, Creative New Jersey, Education Law Center, Foodshed Alliance, Gallery Aferro, GlassRoots, Greater Newark Conservancy, Institute of Music for Children, Ironbound Community Corporation, Isles, Jazz House Kids, Leadership Newark, Lincoln Park Coast Cultural District, Luna Stage, Movement Alliance Project, Millville Development Corporation, Montclair State University Center for Cooperative Media, Morristown Neighborhood House, Nai-Ni Chen Dance Company, Shelterforce, New City Kids, New Jersey Policy Perspective, New Jersey Theatre Alliance, New Jersey Tree Foundation, Newark Arts Council, Newark Arts Council for the Newark Arts Education Roundtable, Newark Public Radio, Newark School of the Arts, Newark Trust for Education, Passage Theatre Company, Paterson Education Fund, Sharron Miller’s Academy for the Performing Arts, Sister Cities Girlchoir, Stories of Atlantic City, Sustainable Jersey, Teach for America, Trenton Children’s Chorus, Trenton Music Makers, Union City Music Project, Urban League of Essex County, and Wharton Institute for the Performing Arts

In following a pledge of action related to COVID-19, the Foundation expedited its processes and made recommendations through its new equity framework designed with the principle of “Nothing About Us Without Us,” which states that those most affected by and experienced in working on a problem are the best at creating solutions. Dodge has long been committed to providing flexible, general operating support and simplifying its application and reporting requirements. The Foundation also applies a three-year rolling average of the endowment value to determine spending each year so funding in one year doesn’t fall off a cliff.

“The goal of this initial phase of our response is to provide emergency aid to the most vulnerable communities in our state, including people and communities of color,” Dehne said. “The immediate steps we share above are just the beginning of our response. Drawing upon the lessons learned during Superstorm Sandy and best practices in the Disaster Philanthropy Playbook, we have started to strategize on our second and third phase of grantmaking to pivot from relief to an equitable long-term recovery.”  

Posted in Arts, COVID19, Education, Environment, Informed Communities, News & Announcements | Leave a comment

Creative NJ hosts weekly statewide conversations to connect communities in time of crisis

Posted on by Creative New Jersey

At Creative New Jersey, we know the power of keeping networks strong and connected, and we want to help everyone to advance a dialogue around the critical issues facing our communities right now, as well as share timely and accurate information.

There is no more pressing issue in our communities than COVID-19, which in a matter of months has illuminated the many ways that we are all connected and reminds us we still have much work to do to ensure the most marginalized in our communities do not continue to shoulder the brunt of inequities.

That’s why we are supporting each other by connecting virtually and we invite all to join us for Creative NJ Statewide Conversations on Wednesday mornings.

Join these weekly video statewide briefings to connect, support and learn from colleagues in communities around the state:
• Schedule: Every Wednesday from 10am to 11am (through April and May)
• Registration is necessary: Register for the Wednesday ZOOM calls at 10 am

Topics range from economic stimulus relief for nonprofits and small businesses to education challenges to resources and special concerns for people with disabilities, among other topics.

These are not webinars — these are video conversations with a diverse group of people from all parts of the state. Our featured guest speakers deliver a 10-minute briefing which is then followed by a Q&A with our participants.

On Wednesday, April 15 at 10 a.m., we are joined by Miriam Axel-Lute of Shelterforce, Brit Harley of Newark Public Radio/WBGO, and Stefanie Murray of the Center for Cooperative Media to learn more about local media’s role in informing community, fostering equity, and tips for uncovering local stories in this time of crisis.

Recent panelists included Linda Czipo from The Center for Nonprofits, Joe Palazzolo from NJ Community Capital, and Craig Weinrich from Council of New Jersey Grantmakers.

Video recordings, resources and summaries of each call available on our COVID-19 Response page.
Download April 1 summary & resource links here (recording coming soon).
Download April summary & resources links here and view the video recording below.

We know this is a super busy and stressful time for everyone. Please don’t hesitate to reach out to us with your ideas on how we can continue to foster a more creative, collaborative and inclusive New Jersey during this time of crisis.

We stand in solidarity with you.

Creative New Jersey fosters collaboration, community inclusion and creative thinking by convening highly-diverse groups of people with varied cross-sector skills, viewpoints, backgrounds, and lived-experiences, in order to advance a community dialogue around critical issues, build and strengthen diverse community networks, encourage cross-sector and multi-cultural partnerships, and foster equitable community-based solutions.

Posted in Collaboration, Community Building, COVID19, Creative NJ, Events & Workshops, Informed Communities | Leave a comment

Sustainable Jersey: Towns helping towns

Posted on by Sustainable Jersey

South Jersey Sustainability Mentoring

The COVID-19 crisis reminds us that, unfortunately, sometimes warnings from experts about potential disasters come true. It reminds us that making preparations today to ensure our future wellbeing is time well spent. So much of what we do at Sustainable Jersey is working today to invest in the future by taking steps to build our strength and avoid future disasters.

Currently, we are working with municipal and school green teams and elected officials to connect and share resources virtually. In South Jersey, a group of dedicated volunteers have already been working on strengthening their sustainability network. In 2019, the Tri-County Sustainability Alliance (TriCSA) jumpstarted a program to mentor towns in Burlington, Camden and Gloucester counties that have not achieved Sustainable Jersey certification or have lapsed in their certification.

True to their slogan, “great people implement great ideas,” David Steinberg, a member of the TriCSA, developed the TriCSA Resource Guide that includes a list of what volunteer mentors need to know, common challenges and the local resources available to support sustainability programs. Using the guide, four mentor volunteers from green teams worked with eight muncipalities. The pilot was a success as six muncipalities (Audubon Borough, Chesterfield Township, Gloucester City, Maple Shade Township, Medford Township and Runnemede Borough) were bronze certified in 2019.

Audubon Borough even received the 2019 Sustainable Jersey Rookie of the Year award recognizing their dedication to sustainability efforts. Audubon Mayor John Ward said the borough was pleased for the recognition, and noted, “Special thanks should go to the members of Sustainable Audubon which is a group of dedicated residents pursuing environmental awareness and sustainability within Audubon Borough. Through the hard work of achieving Sustainable Jersey certification, the Borough of Audubon will become a healthy and sustainable community for future generations to enjoy.”

Edward Cohen serves on the Mount Laurel Green Team and is the chair of TriCSA. He explained, “TriCSA is a tremendous group of active community leaders, each of whom are involved in a variety of green efforts. They have always generously shared ideas and resources. It’s a natural extension to help towns new to Sustainable Jersey. When the idea of helping people outside our TriCSA group was presented, many members signed up immediately. Sustainability extends past our town’s borders, or our friend’s town’s borders. Everyone needs to work together to make the needed changes.”

Now with 12 volunteer coaches, whose towns are certified, the TriCSA group is targeting 21 more towns for bronze-level certification, and three municipalities for silver-level certification in their efforts to promote sustainability. In addition to volunteer coaching, TriCSA provides a list of resources to assist local green teams. One list has contact information for the local subject matter experts who are ready to help. The list includes people who specialize in everything from backyard chickens, to urban and community forestry, to energy grid modernization. In addition to individual experts, TriCSA has a comprehensive list of organizations that can assist local green teams in specific areas.

David Steinberg served on Sustainable Haddon Heights and is now working with the Runnemede Green Team. He has a long record of impressive achievements in the sustainability arena; he is a 2018 Nobel Peace Prize Nominee by the International Writers and Artists Association and the recipient of the 2019 Changemaker Award granted by the New Jersey League of Conservation Voters. David said, “I reflected on ways that I could make a difference and it was clear that mentoring Sustainable Jersey municipalities was a good place to make an impact.” He added, “As a group, TriCSA decided that we could strengthen sustainability initiatives in our region if we collaborated. When we share resources, we keep costs down and reduce environmental degradation. I look forward to the ripple effect as these new sustainable towns will continue to do innovative work. We can learn from them and partner on future projects.”

David said, “Now that everyone is working remotely, the need for help and resources is amplified. I spoke to an elected official and he was practically jumping through the telephone line he was so excited to get some help. This year our target is 21 towns to achieve bronze-level Sustainable Jersey certification and for two towns to achieve silver-level certification.” In addition to compiling a list of available grants that green teams can apply for while they are working remotely, David is also hoping to add elected officials to his list of volunteers. He said, “My newest idea is the creation of the E-ORB or the Elected Official Resource Bank. This would include a list of elected officials who are available to reach out to their peers to provide background and encouragement for the towns considering sustainability programs.”

TriCSA is one of ten regional Sustainable Jersey Hubs. Regional Hubs have formed across New Jersey and are comprised of municipal and school green team and environmental commission members, municipal and county representatives and business, community and nonprofit leaders.

If you are interested in getting involved, reach out to one of the active Sustainable Jersey Regional Hubs:

· Atlantic-Cape May Counties Hub

· Sustainable Bergen County Hub

· Sustainable Essex Alliance

· Hunterdon Sustainability Team

· Mercer County Sustainability Coalition

· Monmouth County Hub

· Ocean County Sustainability Hub

· Somerset County Green Leadership Hub

· Tri-County Sustainability Alliance (Camden, Burlington, Gloucester)

· Union County Hub

For more about Sustainable Jersey: Website Facebook Twitter Instagram

Posted in COVID19, Sustainable Jersey | Leave a comment

Dodge TA: We’re offering new capacity-building opportunities for grantees

Posted on by Judy Kim

We know it is difficult to figure out where to turn for answers to questions during a crisis, especially one with unprecedented challenges like the COVID-19 pandemic. The Dodge Foundation would like to invite all of our grantees to take advantage of free access to our Just In Time consulting with our pool of nonprofit experts to address urgent strategic and organizational practice needs.

Just In Time consulting is designed to provide free, timely guidance about a specific question or issue that can be reasonably addressed in an one-hour conversation with an assigned consultant from our Dodge Board Leaderships series faculty or our partners.

The types of consulting needed might include questions around human resources, financial/operations management, fundraising, sustainability, crisis management, communications, organizational change, navigating CARE Act opportunities, staff or board care, etc.

If you have any of the above or other needs, click on this Request for Just In Time consulting link to find out more details and to submit a request.

Please note the Just In Time consulting resources are limited so we will give preference to those organizations with less access to professional consultants. Please know, however, we are actively working on lining up additional consulting services from our nonprofit and grantee partners.

If you have project needs or issues that require a greater time commitment, please consider the following resources:

We also realize that many of you may have found your technology not ready for virtual working and communication. If your organization is in need of increased access to a virtual platform (e.g. a paid Zoom account), please fill out this short COVID-19 technology need form.

We are still developing resources for technology support, but in the meantime, we suggest you look at Tech Soup for their comprehensive free tech support tools and courses.

Other key nonprofit resources related to COVID-19/CARES Act can be found here on the Dodge Foundation website: https://www.grdodge.org/covid-19-nonprofit-resources/

Additional opportunities

Free Loan Clinics and resources from Fiscal Management Associates (FMA)

1) Private clinics for Dodge grantees: We offered two financial clinics for Dodge grantees the week of April 6. In the clinics, a team of FMA staff provides any updates from the previous 24 hours and orients attendees to the CARES Act Paycheck Protection Program by attending to key aspects of the application process. FMA will then open the floor to a Q&A, with their consultants answering questions in written form and verbally as needed. Recordings from the first session on 4/7 and the second session on 4/9 will be shared with participants. Stay tuned for future opportunities.

2) Tools and resources: This will include helping grantees address any additional needs they will have upon successful application under the PPP program, assessing whether to accept the funds, planning for what to do with them, and preparing for the forgiveness process. See their current tools at https://fmaonline.net/ppptoolbox.

3) Access and delivery of FMA public clinics through April 15, which are also open to grantees on a first-come, first-served basis.

If you have any other questions, please feel free to reach out to us.

Wendy Liscow, Education Program Director
Judy Ha Kim, Technical Assistance Manager

Posted in COVID19, Technical Assistance | Leave a comment

Dodge TA: FMA CARE Act clinics open to Dodge grantees

Posted on by Dodge

Nonprofit organizations have been included in the CARE Act federal stimulus package. We know many of you have questions about the Paycheck Protection Program, your eligibility, and how to complete the application. Nobody is certain how long funds will be available for allocation to applicants to the program.

We know time is of the essence, so we have partnered with Fiscal Management Associates (FMA) to provide free access for you to attend a private virtual clinic on Tuesday, April 7 at 3 p.m. EST and Thursday, April 9th at 2 p.m. EST in which a team of experts will answer questions and offer guidance as you move through the application process. These clinics are limited to Dodge Foundation grantees.

We believe the loans offered by the Paycheck Protection Program offer an efficient and substantive way to invest in the nonprofit workforce and cover operational costs in the short term. We also believe most 501(c)(3) nonprofits with 500 or fewer employees will be eligible – with the possibility of in part or whole loan forgiveness.

If you have not learned about this program yet, we urge you to review FMA’s PPP Toolbox immediately and in advance of attending any clinics so you can come ready with questions.

Space is limited, register now for your preferred date and time. Please pick one or the other:

Tuesday, April 7 at 3 p.m. EST
Thursday, April 9 at 2 p.m. EST

If you are unable to attend or capacity is exceeded or are not a current Dodge grantee, you may also attend FMA’s public clinics from 4 to 5 p.m. EST. Click here to register for a public clinic.

Posted in COVID19, Technical Assistance | Leave a comment

President’s Message: Dodge’s COVID-19 initial response

Posted on by Tanuja Dehne

COVID-19 has infiltrated all of our lives and will have far-reaching implications for decades. As we all are living through this unprecedented time, we are coming to terms with the fact that the proverbial “rainy day” is indeed here.  

This moment is testing us — testing how we live, how we lead, who we are, and what we stand for.  Like others, we at Dodge have had to reimagine many of our plans for 2020.  Our strategic planning over the past five years — our new mission, vision, values, definition of equity, theories of change, and new equity framework, our challenges and discomfort — have led us to this moment and how we live in it now.   

With that in mind, today we share with you how we are responding in the initial relief and response phase of the COVID-19 public health crisis, as well as our plans towards shaping an equitable recovery and closing the widening gap of social disparities that this pandemic has shined a glaring light on.  

These are the immediate actions Dodge has taken:  

  • We made $3 million in grants to support the non-profit sector and our grantee partners in our arts, education, environment, informed communities, and other program areas. The majority of these grantees were part of our regular March grants cycle, and we also made grants to organizations in later grant cycles, prioritizing those working with and serving people and communities of color, who are often at a disadvantage due to historical, institutional, and structural impediments that may be exacerbated because of COVID-19. 
  • We allocated $1 million in COVID-19 response grants using funds from our administrative, operating, and unallocated grants budgets to invest in COVID-19-specific pooled funds and to make rapid-response grants to our most vulnerable grantee partners and to membership, network, and advocacy organizations.  
  • We signed a pledge of action alongside other funders and the Council on Foundations to act with “fierce urgency to support our nonprofit partners as well as the people and communities hit hardest by the impacts of COVID-19.” Many of the commitments reflect our values and processes as a foundation, such as providing flexible general operating support and streamlining our application and reporting processes. 
  • We are providing added capacity support to our grantee partners from our Technical Assistance faculty members, including free virtual clinics and just-in-time consulting to help nonprofits apply for federal and state programs, including Small Business Administration loans. Check out our COVID-19 nonprofit resources page on our website for helpful information and opportunities.  

Our approach  

Our COVID-19 response is guided by lessons learned in our 45 years of ups and downs but especially our new equity vision and the principle of “Nothing About Us Without Us,” which states that those most affected by and experienced in working on a problem are the best at creating solutions. 

The goal of this phase of our response is to provide emergency aid to the most vulnerable communities in our state, including people and communities of color, and to help our grantee partners stabilize their operations and respond to the needs of their communities, prioritizing those organizations that are most vulnerable to economic instability, advancing equity, or stewarding a unique cultural asset in our state.    

Therefore, we developed the following principles that we share as a partner in the field to guide our COVID-19 response: 

  • We will stand with and support the nonprofit sector and our grantee partners. 
  • We will work with trusted philanthropic partners to support the emergency needs of communities. 
  • We will intensify our commitment to equity.   
  • We will steward our financials for the long-term benefit of an equitable New Jersey.  
  • We will tailor our responses based on phases of the disaster life cycle model and work toward an equitable recovery.  
  • We will be respectful of and flexible to the needs of our nonprofit partners. 

What we are thinking as we envision an equitable recovery  

The immediate steps we share above are just the beginning of our response. Drawing upon the lessons learned during Superstorm Sandy and best practices in the Disaster Philanthropy Playbook, we have started to strategize  on our  second and third phase of grantmaking to pivot from relief to an equitable long-term recovery.   

We know there will be a significant federal stimulus and an infusion of dollars to meet the needs of businesses, communities, and individuals, and the state will likely have flexibility in administering these funds. State government infrastructure, however, is quickly approaching its own capacity to handle the crisis while having to design relief and long-term recovery programs. The nonprofit sector and most impacted communities will be essential to providing expertise, knowledge, and relationships with community stakeholders to help get these decisions right.   

We believe investments in the following will be crucial to ensure an equitable recovery from COVID-19:  

  • Nonprofit advocacy, community organizing, and litigation will play a critical role in ensuring the nonprofit sector and most impacted communities are included in decisions regarding federal and state aid, and in exposing potential racial and economic bias and inequities. 
  • Trusted local news and information partners, and especially people of color news organizations and journalists working in close relationship with communities of color and low-income communities, will be essential in helping people make decisions for their health and safety, recording the truth of what is happening, inspiring hope, building community power, and exposing vulnerabilities  and inequities. 
  • The arts, creativity, and community storytelling have and will continue to provide outlets for expression, shared experiences, and stories of resilience that will reinforce social cohesion and support mental health and community healing. 
  • Convenings and connections matter, and philanthropy can pull together stakeholders to share information, best practices, and strengthen relationships. 

I am confident that we at Dodge are well-positioned to be strategically responsive and responsible in this crisis now and over the long-term with trust, transparency, and compassion for each other and our community. 

Although we are not accepting letters of inquiry or unsolicited proposals, you can contact us with your ideas and questions at listening@grdodge.org or reach out to any of our program directors – Sharnita JohnsonWendy LiscowMeghan Van Dyk, or Margaret Waldock.  

On behalf of all of us at Dodge, we thank you for all you have done and are doing to serve your communities.  

Posted in Community Building, COVID19, equity, Philanthropy, President's Message | Tagged , , | Leave a comment

Talkin’ ‘bout my generation: How do different generations approach their charitable giving?

Posted on by Allison Trimarco, Dodge Board Leadership Series Facilitator

The differences between generations has been a popular topic in recent years – and with good reason. The five adult generations currently living in America (yep, it’s five – people born in 1996 are now adults, so we’ve added Generation Z to the mix) have had significantly different life experiences, and this has influenced their values, behavior, and preferences.

Since 2010, The Blackbaud Institute has periodically produced The Next Generation of American Giving, a report that looks at how different generations approach philanthropy. When we offer fundraising training sessions at the Dodge Board Leadership Series, this topic always generates heated discussion. Why do the fundraising strategies that have worked well for Matures and Baby Boomers seem to leave Generation X and Millennials cold? Is it better to ask people through email or printed letters or social media? Is it appropriate to text a donor, or send them an Instagram Direct Message?

The answers to these questions vary widely depending on someone’s age. If you’re interested in the details on this topic, you can download the entire Next Generation of American Giving report for free. For me, the most useful data illustrates how different generations are currently participating in philanthropy, and predicts how that might change five or ten years from now.

  • Baby Boomers (born between 1946 and 1964) remain the most generous generation today: 75% of them report making charitable gifts, with an average total of $1,062 a year. Overall, the average American donor is 64 years old, which is right in the middle of the Baby Boomer group. While this group will likely power significant philanthropy for another five years at least, we anticipate a decline in their giving power beyond 2025; more of them will be 70 or older, and likely face rising health care costs.
  • While we sometimes see criticism in the media about the lack of Millennial giving, the truth of the matter is that adults in this age group do give…but not at the rate of other generations. Statistics vary, but Millennials (born between 1981 and 1995) represent about 25% of the population, and their gifts account for about 14% of individual giving. Their often-strained financial circumstances (e.g. student loan debt, stagnant wages, high housing costs) means that they are not moving up the donor pyramid (see image below) and becoming larger donors in the way nonprofits might hope. Many organizations have invested strongly in attracting the attention of this generation, and this can be good for advocacy and event attendance. But it could be a very long while before Millennials begin to give at the rate we see from older generations.

Donor Pyramid

Is there any good news? Absolutely!

  • I am a proud member of the oft-forgotten Generation X (born between 1965 and 1980), and I am truly thrilled to tell you that statistics indicate that we are the immediate future of philanthropy! We are approaching our prime giving years, and it shows – the average amount given to charity by a Gen X-er was $732 in 2013, but it’s up to $921 in 2018. More than half of us give every year, and we are also increasingly likely to volunteer. While conventional wisdom has said that Gen X is too small to make a difference, the Census reports that there are only two million more Millennials than Gen X-ers…and there are already 7 million more Gen X donors. If you’re thinking about the donors who will power your organization five to fifteen years from now, place your attention squarely on people in their 40s and 50s today.
  • There is also good news about the youngest adults in America. The oldest members of Generation Z (those born since 1996) are now adults. They are still a small cohort of adults, of course, but 44% of them are already giving, creating more than $3 billion a year of philanthropy. It looks like our sector’s efforts to encourage young people to be involved in volunteerism from a young age is paying dividends, creating a generation of adults who care about their communities and aren’t afraid to act on that.

So what should we do with this information? As ever, your best strategy is always dependent on your individual circumstances, but most nonprofits can use these generational trends to sharpen their fundraising approach.

  1. Understand your current and potential donor base. Who is giving to your organization right now? Do you have a strategy for building relationships with younger donors? By “younger,” I mean people in their 40s and 50s.
  1. Differences in communication preferences between generations is one of the biggest challenges to the field today. If you have donors from multiple generations, consider how each group might prefer a different fundraising approach. As you think about this, remember: the way you prefer to receive communications may not represent your donors’ preferences. I have seen board members in their eighties object to nonprofits running social media campaigns, based solely on their own dislike of the medium. And I’ve seen board and staff members in their thirties cut direct mail programs, even though the majority of the organization’s donor base is made up of Matures and Baby Boomers who still prefer giving through direct mail. Leave your own preferences aside, and approach donors in ways that feel comfortable for them.
  1. If you don’t already have a recurring monthly giving program, now is a great time to launch one. This is our most accessible strategy for building loyalty among Gen X and Millennial donors, and will also increase your average gift size without making donors feel that they are giving beyond their means. If you’re not sure how to get started, Network for Good has an introductory guide that will help you build your strategy.

And most importantly – remember that whatever generations you find in your donor base, the most important thing is to convey the impact of their gifts. All donors want to know that their gifts were well-used and made a difference. Regardless of whether you communicate this online, in the mail, or in person, your gratitude strengthens those relationships and keep those donors close to you.

The statistics in this blog are all drawn from The Next Generation of American Giving 2018, produced by The BlackBaud Institute.

Allison Trimarco is the founder and principal of Creative Capacity (www.creativecapacity.net), a consulting firm that collaborates with nonprofits to find creative solutions to management challenges. She is also affiliated with The Nonprofit Center at La Salle University’s School of Business (www.lasallenonprofitcenter.org).


Posted in Technical Assistance | Tagged | Leave a comment

Making tough decisions with no road map

Posted on by Allison Trimarco, Dodge Technical Assistance Facilitator

Banksy Peace Love Checkup El Payo

Responding to the Current Moment

Given that most nonprofits focus on bringing people together, the rapidly changing circumstances of the coronavirus pandemic and rapid decisions being made by government, communities, and organizations, such as restricting large gatherings, go straight to the heart of our mission and goals.

So what should we do? We can’t control what may happen in the next few weeks. But we can control how we handle it.

I’m not a public health expert, and I can’t tell you what to do about cancelling events or programs. I can offer some advice about how to approach those decisions and communicate them to your supporters and participants.

As ever, start with your mission and values.

Centering your mission and core values is never the wrong choice. What do these statements – crafted during more peaceful and focused times – tell you about how you should approach the current situation? Clues about how to act can be found in the principles you have already defined.

Show your circles of support that you care about them

Nonprofits are surrounded by “circles of support” – their board members, staff, volunteers, participants, audience members, donors, funders, and partners. These people are part of your mission, and they make your work possible. Don’t become so concerned about your nonprofit that you forget to show care for the people who matter to that mission. Consider how the choices in front of you (closures, interruptions of services, postponements or cancellations of events) will affect them. Allow their points of view to inform your decisions.

We’re in this together. Say that.

What do you say to people when you have to cancel something – something that they were looking forward to, or something that might be very important to them? Be honest. Explain the reasoning behind your decision. Be kind. Acknowledge that you are disappointed, and so are they. Thank them for their past support, and ask them to stick with you during this crisis.

Offer whatever information you can.

Whether you are choosing to cancel an event or following a government recommendation for closure, people will still want to know how you are going to proceed. Will the event be rescheduled? Offered online? Outright canceled? Give people this information as soon as you know it. Uncertainty is making us all anxious. Don’t let your event be the source of someone’s anxiety.

Ask for their continued support.

This is particularly important for fundraising events that may be canceled. When this occurs, try to reach your sponsors before you make a public announcement. Ask them if they will allow you to keep their event sponsorship funds and deliver their benefits in some other way. Then, ask ticket buyers if they would be willing to convert their event tickets into a donation. Most people coming to these events are already your friends, or they are friends of your friends. Deploy your event committee members to ask people for their generosity in allowing their ticket purchase to be retained as a donation. Send thank you letters noting the 100% tax-deductibility of this gift immediately. (Tip: if your whole office will be working remotely, make sure that at least two people go home with letterhead, envelopes, stamps, and access to the donor database so these letters can be produced. You can reimburse employees for their home printer ink as well).

Inflexibility is not a good look.

If you are planning a ticketed event that is not a fundraiser, consider how you handle patron inquiries very carefully. Firmly enforcing a “no refunds, no exchanges” policy at this moment does not make you look like you care about your audiences and patrons. Remember, we’re all in this together.

Whether your event is going ahead or cancelled:

  • Be flexible in your exchange policy and offer to send people gift cards for the value of their tickets.
  • Many organizations promote turning your unused tickets into a donation instead. This was a stronger option in the past – but most typical ticket buyers no longer itemize their taxes. You can offer ticket donations as an option, but if you insist on this it will feel as though your organization is just keeping their money because you can. Don’t expect to see these ticket buyers in the future when things have settled down, and expect negative social media backlash from frustrated audience members.

A local theater issued this email to their ticket holders when they had to cancel their current production, which communicates options clearly:

“Current ticketholders may:

  • Support us by converting your ticket into a tax-deductible donation
  • Exchange your tickets for our next production 
  • Put the cost of your ticket towards the cost of a 2020/21 Subscription
  • Receive a refund

We are accepting returns and waiving exchange fees for the foreseeable future. Please call our friendly Box Office team to help you through this process.

If you would like to help us mitigate the losses we may incur as a result of the virus, please consider a tax deduction.”

Note how this email is clear about options, asks for donations but does not insist on them, and offers personal service to each ticket holder. This is a good example of taking everyone’s needs into account in your communications.

Ask for help…remembering that everyone needs help right now.

This point is for all nonprofits, but is particularly relevant for cultural groups that rely on earned revenue. Your circle of supporters cares about you, and recognizes that event cancellations will be financially hard on you. You should ask for their extra help if you need it. In these early days, I am seeing the most positive reactions to this when the gift is positioned as helping the organization meet a specific need related to the crisis. For example:

  • An area ballet company has had to cancel their spring series and community dance classes, but has committed to paying their staff, dance company, and teaching artists. Supporters can offer gifts aimed at helping them meet their payroll without their ticket revenue.
  • My alma mater has opened a Student Emergency Fund so that alumnae can support sudden expenses for students who are challenged in traveling home and learning remotely for the rest of the semester. The College has not promoted this – instead, it’s been traveling through social media from alum to alum, reminding us that helping the college right now really matters. This is a great example of asking your most committed supporters to reach out to others in your circle, reminding everyone that we are connected by our shared love of the organization.

These are hard times, and there is no tried-and-true strategy for managing these challenges. Rely on what you already know – center your mission and values in your decision making. And keep your circles of support close to you. Demonstrate that you care about them, just as they care about your organization and its mission.

Stay well.

Trimarco Headshot smAllison Trimarco is an affiliated Instructor and Facilitator with The Nonprofit Center at the La Salle University School of Business. She also owns Creative Capacity, a private consulting practice. She facilitates the fundraising and strategic planning sessions in Dodge’s Board Leadership Series.


Posted in Community Building, Community Engagement, Technical Assistance | Tagged , | Leave a comment

To our partners, grantees, community: We see you, we hear you, and we value you during this time of crisis 

Posted on by Tanuja Dehne, Dodge President & CEO

Much has developed over these recent days as we – as individuals, organizations, and communities – absorb and adjust to what the coronavirus pandemic means for how we keep ourselves and our loved ones safe and how to confront this crisis as one community. 

The Dodge Foundation is no exception. Like many organizations, we are simultaneously making decisions and adapting how we work as we follow the news and gather information from each other and our grantee and philanthropic communities. It has not been easy, and we are focused on holding true to our values and vision of an equitable New Jersey. 

This virus is revealing to us our interconnectedness in a very personal way. It is showing that the health and well-being of one is bound to the health and well-being of all.  

The Dodge Foundation has implemented the following as precautionary measures for everyone involved and especially those who are most vulnerable: 

  • We are closing our offices at 14 Maple Avenue in Morristown for two weeks through at least March 27.  
  • All meetings of outside groups scheduled to be held at Dodge’s offices, including our third-floor meeting space, are suspended until May 1. 
  • Our staff is working remotely, and we are minimizing participation in in-person meetings, gatherings, public convenings, and conferences until May 1.  
  • Site visits for grants in our current cycle will be held virtually or inperson on a casebycase basis. 

As we continue our daytoday operations remotely, our program, technical assistance, poetry, and operations staff will continue to review and adapt how we will engage in these challenging times and to keep our constituents informed.  

We recognize that, like us, many organizations are prioritizing safety. We also recognize that for some of our grantee community, that the plans you described in your grant application are changing. We support you in making the programmatic and operational changes necessary for the health and well-being of your staff and the communities you serve. We stand by you during this emergency situation. 

Please feel free to reach out to your program director if you have any questions or concerns.   

Local funders are beginning conversations about how to best support the organizations that are on the front lines of addressing the impact of this pandemic. At Dodge, we are particularly interested in what philanthropy can do to focus on equity and how the needs of the most vulnerable may be met.  

In partnership with the Center for Non-Profits and the Council of New Jersey Grantmakers, we are sharing a Rapid Response COVID-19 survey to understand how New Jersey’s non-profit community is affected and to convey your needs to funders, policy makers and others. 

We encourage you to take this survey by Tuesday, March 17 to have your voice heard. Please note that the Center for Non-Profits is asking for only one response per organization, so if you already completed the survey, please do not do so again.

Thank you for all you are doing to serve your community’s needs.



Posted in Community Building, Philanthropy, President's Message | Leave a comment
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