Category: Professional Development - C4NPR

Innovation - What Is It?

11/2/2018

When organizations can figure out what needs to happen to foster innovation it can be a game changer. Greater impact. Attention and rewards from investors. A more inclusive, collaborative workplace.

In this short video, our subject matter expert Patricia Moten Marshall helps us understand what innovation is (and is not) as well as identifying the factors that influence whether innovation increases or decreases.

If you want to dive into the topic of Innovation, register for Patricia's workshop on November 8, 2018.. The hours from this workshop count towards your Certificate in Nonprofit Management and eligible for CFRE credits.

Alumni Alert

10/11/2018

Our colleague was awarded the Certificate in Nonprofit Management. Please join us in congratulating Dorothy on her accomplishment.

Welcome to the C4NPR alumni community!

Dorothy Mockensturm
Good Grief of Northwest Ohio

Alumni Alert

8/10/2018

Our colleague was awarded the Certificate in Nonprofit Management. Please join us in congratulating Anna on her accomplishment.

Welcome to the C4NPR alumni community!

Anna Toney
Leadership Toledo

Three New On-Demand Fundraising Videos Added to the 101 Series

7/26/2018

We added three new on-demand training videos to the Nonprofit 101 Fundamental series.to help you in the area of grants. This collection will give you a great knowledge base on this topic.

The Center is offering a workshop Creating a Grant-Ready Budget on September 5, 2018. Click here for more details.

Applications Now Being Accepted For Fall 2018 C4NPR Nonprofit LEAN Six Sigma Green Belt Certification Program©

7/17/2018

This program specifically focuses on LEAN Six Sigma (LSS) work in nonprofits and enables you to complete a LSS process improvement project from start to finish. Green Belts carry more recognition and can deliver measurable, sustainable improvements by finding the root causes of problems and streamlining processes.

Program Brochure
Click here

Click here to apply now!

The online application closes August 17, 2018 @ 11:59 pm

Visit www.c4npr.org to learn more about LEAN Six Sigma solutions offered through The Center.

Questions? Contact Heather Bradley at 419-241-9513 or heather@c4npr.org.

Guest Bloggers - Sarah Barekzai & Diego Abente Take Control of the Wheel: Begin Your Cross-Cultural Communications Journey Today

7/12/2018

Imagine you are in a car. Your vehicle is – unsurprisingly – on the right hand side of the road. Suddenly, you see an oncoming vehicle in your lane. In the wrong lane! Your mind is racing, what should you do? Feelings of fear, anger, and your survival instinct cause you to change lanes. As you cross paths, you lay on the horn to demonstrate your disgust with the other driver. They do the same. Neither driver stops to ask of the other why they were on that side of the road, no one questions if they may have been on the wrong side. You both drive on.

Now, what if I told you the other driver was from Mauritius, where the ‘right side’ of the road is the left. If you had just stopped to ask why they were driving as they were, you would have quickly learned that, and been able to help them learn the rules of ‘our roads’. Alternatively, what if I told you that you were driving in Mauritius and therefore, you were in the wrong lane. If the oncoming driver had stopped to talk to you, you would have quickly adjusted.

Our cultural identity, much like the road rules, paves a logical path for people within a community to follow. In context, and absent of other cultures, you can travel easily along life’s path. However, in our increasingly globalized world, different paths cross more and more often. These interactions are, like in the story, inevitable. The question is if you will be prepared to stop and learn something from them, or as in the case of our imaginary drivers, just drive on.

The first step in learning about cross-cultural communications is to learn about yourself and your culture. Only then can you accurately identify that which is different. Only then will you know if you are driving in the US or Mauritius.

The second step is to learn how to communicate about your culture, and then ask, and learn about others. It is how to engage once you have stopped the car.

Finally, cross-cultural communications is a life-long journey. You have to keep driving and you will encounter different drivers in oncoming traffic. At each crossing, you have an opportunity to learn something new and further your cross-cultural communications journey.

Think of our Cross Cultural Communications workshop offered by The Center like the driver’s education of cross-cultural communications. We will provide you with the tools to be a good driver on our globalized roads. With our tools and your practice, you will become a better driver. We encourage you to take the wheel and begin your cross-cultural communications journey today!

Alumni Alert

6/6/2018

Two of our colleagues were recognized for completing the Nonprofit Management certificate program. Please join us in congratulating both of them on this accomplishment.

Welcome to the C4NPR alumni community!

Leeann Beach
Heartbeat of Toledo

Emily Nunn
Rescue Mental Health & Addiction Services

Guest Blogger - Sarah Cohn Managing up, Managing Down

6/1/2018

When friction is reduced between the Board of Directors and the Executive Director, nonprofits honor their mission and deepen the impact.

Nonprofits produce their most effective work when leaders on the board, within the staff, and within the community are connected and communicating well. Keeping these relationships fluid and open is important. This is easier said than done, however.

Like those dinner parties when there are too many cooks in the kitchen all trying to craft their own menus, Boards and EDs may run into communication, structural, or relational barriers as they work to achieve the best for their nonprofit. If approached with intentionality, honesty, and interest in developing a collaborative relationship, EDs and Board Chairs can work together to align their structural processes and practices with their strategies and tactics to move the organization forward.

TIPS
Though we know that “form follows function,” we also know that when we step into a pre-existing leadership role, be it as a board or staff member, we must respond to the structures and systems within which that role exists. It is important to:

Identify and discuss the historical, political, and social pressures that may play into how boards and organizations are structured
Understand how boards and staff communicate and interact
Understand how a board chair and an ED approach the board-nonprofit roles and responsibilities.

The relationship between Board Chair and Executive Director is critically important for setting the tone of how the board and staff will work together to advance the nonprofit. Beginning with open conversations, consider discussing why each person is working and advocating for the organization, what work styles they prefer, and establish clear expectations of each other regarding communication and areas of leadership and responsibility. From deepening the relationship to revisiting board functions and structures, board chairs and ED’s can find ways to effectively communicate and thrive.

Guest Blogger - Sarah Cohn Understanding Your Stakeholders

5/30/2018

Nonprofits are, at their core, champions for the best in their communities. To best assess how well they are advancing their missions, reaching target audiences, or enacting social and community change efforts, nonprofits need to gather focused and targeted data from engaged stakeholders and from those community members they seek to serve.
How you go about gathering information about or feedback from your stakeholders (participants, audience or community members, donors, or other people who are or may become connected to your nonprofit) will be specific to your organization. Your efforts should be focused on your mission, your programs, and the communities you seek to serve.
Starting with your nonprofit’s mission and vision, or the intended outcomes of a particular program, consider what questions you have that only your stakeholders can answer. Here are a few big-picture questions you might ask:

How aligned is our internal understanding of and our community’s understanding of our brand, mission or purpose?
- How does our community think about us, about what we are here for, and about who we serve?
How aligned is our intended audience and our actual audience?
- What sectors of our community are we actually serving vs who we want to serve?
How well are we achieving the different aspects of our mission?
- How are our participants, board members, and other community stakeholders participating in or connecting with our mission?

Starting with big questions such as these will allow your evaluation efforts to focus on gathering the critical information you do not yet have about how well you are serving your community and your mission. Non-profits exist to advance community-grounded efforts, provide necessary services, and to, ultimately, provide a positive social good for individuals, groups, or the entirety of our communities. By integrating practices that allow us to gather information from and about those we serve, or seek to serve, our non-profits can continuously refine our programs, practices, and engagement efforts to make a meaningful difference in our communities.

Guest Blogger Amy Eisenstein The Major Gift Challenge

5/4/2018

What is a Major Gift?

A major gift is different at every organization and to every donor. My career in fundraising illustrates this point.I started my career in fundraising at the battered women’s shelter. We rarely received gifts over $1,000. Our first $10,000 gift was cause for major celebration! That was a MAJOR Gift. Any personal gift over $1,000 was a major gift there.

Rutgers University was my next stop. There a major gift was $25,000 or more. Just down the road was Princeton University where Major Gifts didn’t start until $100,000 or more. I’m certain it’s $1 million or more now.

If you’re at a small organization, just getting started with personal giving and major gifts is enough of a challenge. It would be ridiculous to hold you to the standards of Princeton University.

Let’s set some parameters for determining the size of major gifts at your organization.

3 Reasons Why Size Matters

There are three important reasons for knowing how much a major gift is at your organization.

1. Donor Recognition
Special Donors get special recognition. Setting the Major Gift amount focuses your recognition efforts.
Knowing what a major gift is determines who gets recognition on things like Donor Walls.

Major Donors get personal recognition, like calls from a board member and a handwritten note from the executive director.
It’s nice to think that every single donor to your organization will receive a personal call and a handwritten note, but sometimes that’s simply not practical or even possible. Knowing your major gift levels will help you determine who must get the royal treatment.
You’ll want to acknowledge all donors, of course, but your major donors should always get VIP treatment.

2. Time Management
Setting a major gift size helps you manage your time. If it makes sense to go meet with a donor to ask them for $1,000, then that’s a major gift at your organization.
If you’re thinking, “No way!” then how about $10,000?
It’s a matter of time management. I don’t know many development directors who wouldn’t make time to visit with a donor to ask for $10,000.

Leadership level gift managers spend their time focused on donors who could give $1M or more, but we’re not quite there yet.

3. Accountability
The third reason for setting a major gift size is for accountability and tracking metrics. If your major gift levels start at $10,000, then you will be able to easily track how many $10,000 plus gifts you received this year.

So How Big is a Major Gift for You?

Now that we know some benefits of setting a major gift size, let’s determine what works at your organization.

Remember, gifts don’t have to be over six figures to be considered major, and they aren’t only for capital campaigns. There’s no better way to skyrocket your annual fund than to infuse it with some major gift power.

This week’s action item will help you determine what constitutes a major gift at your organization.

Challenge Yourself Action Item

Step 1: Run a list of your top donors.The simplest way to determine a major gift level is to run a list of your top 10 donors for the last 12 months. Exclude any foundations or corporations on the list. Let me say that again — you’ll want to eliminate any foundations or corporations from the list. (However, if you have donors who give from their family foundations without grant applications, it’s fine to include them.)

Also, exclude any extreme outliers or one-time gifts. In other words, if you received $100,000 from a bequest or in honor of someone, but it’s unlikely you’ll receive another gift of that level this year, don’t include it in your top 10.
Total up the donations from the top 10 donors (they may have given multiple times throughout the year – use their total giving in your calculation). Now divide by 10.

Step 2: Average your top 10.Take the average of the top ten donor’s totals from last year. Now round up to the nearest $5,000. If your average major gift level is $8,500, then round up to $10,000.

Remember, fundraising is an art and a science. In this case, there are no hard rules to determining what you consider a major gift at your organization.

Be realistic yet optimistic when picking an amount. Be optimistic, because you’re growing your major gift program and you don’t want to play it too safe or small. Consider where you want to be 3 years from now, not simply where you are today. However, if you’ve never received a gift of over $1,000, then $25,000 is probably too high. Start with a more realistic number like $5,000.

This post was originally published on AmyEisenstein.com in 2018.

Alumni Alert

5/1/2018

Our colleague was awarded the Certificate in Nonprofit Management. Please join us in congratulating LuCynthia on her accomplishment.

Welcome to the C4NPR alumni community!

LuCynthia Jones
Leading Families Home

Alumni Alert

4/13/2018

Our colleague was awarded the Certificate in Nonprofit Management. Please join us in congratulating Gary on his accomplishment.

Welcome to the C4NPR alumni community!

Gary Wiegand
DECA Health

Article - 13 Leadership Skills You Didn't Need A Decade Ago

3/23/2018

Leadership skills aren't stagnant. Different generations moving in and out of the workforce dictate changes to the ways people lead. If you're wondering what skills have come into play lately for the modern leader, click here for insights from 13 professional coaches of Forbes Coaches Council.

Case Study - LEAN Six Sigma in the Nonprofit Sector

3/12/2018

Featured below is a success story from the nonprofit sector demonstrating how the LSS approach helped one organizations increase services to the Homeless. Click here to watch the short video. A transcript of the video and the slides are also available by scrolling down the page.

Our training partner Go Lean Six Sigma has many tools and resources on their website. www.goleansixsigma.com

Applications Now Being Accepted For 2018 C4NPR Nonprofit LEAN Six Sigma Green Belt Certification Program©

2/23/2018

This program specifically focuses on LSS work in nonprofits and enables you to complete a LEAN Six Sigma process improvement project from start to finish. Green Belts carry more recognition and can deliver measurable, sustainable improvements by finding the root causes of problems and streamlining processes.

Program Brochure
Click here

Click here to apply now!

The online application closes March 16 at 11:59 pm

Visit www.c4npr.org to learn more about LEAN Six Sigma solutions offered through The Center.

Questions? Contact Heather Bradley at 419-241-9513 or heather@c4npr.org.

Guest Blogger- Gretchen Upholt Myth Busting – Your Path to Financial Sustainability

2/21/2018

If your organization believes any of the three myths below, you may be struggling financially but you don’t know why.

Myth One: Endowments are the best route to financial sustainability.
Endowments are typically seen as a safe solution for nonprofits looking to bolster financial sustainability. Funds in an endowment are permanently restricted and invested to produce an ongoing income stream for an organization —

Critical Concept
As a general rule of thumb, an endowment only has a meaningful impact if the income from investments is large enough to provide at least 5 percent of an organization’s annual operating budget. This requires a hefty-sized endowment, usually an amount that is at least equal to the budget size of the organization.

It may be difficult—if not impossible—for the average community-based nonprofit to raise the funds necessary to generate the required income on an annual basis. There is a better way.

Alternative strategy
For most small to midsize nonprofits a more realistic and attainable way to boost financial sustainability may be prioritizing the growth of operating reserves. Operating reserves are liquid and unrestricted net assets currently available for nonprofit use.

These funds can be put in the same accounts and earn the same interest as endowment funds but these types of resources provide more flexibility, which is critical for leaders of ever-changing organizations. Rather than raised in a full scale capital campaign, operating reserves are either built up slowly over time—by generating modest operating surpluses each year—or, increasingly, the result of foundation grants targeted for the purpose of building a reserve.

Myth Two: Nonprofits can’t make a profit
We meet many nonprofit leaders who subscribe to the general sentiment that nonprofits should never make a “profit” on the services they provide. Not only can nonprofits take in more money than they spend, they must do so to be sustainable over time.

Critical Concept
Without a surplus—some excess in revenue above your actual cost of providing services—there is virtually no way to generate reserves that can carry you over rough patches in funding or help launch new programmatic initiatives.

The first step toward building a financial reserve is to create an organizational culture that accepts and strives to generate operating surpluses.

Alternative Strategy
Nonprofits can be transparent in their plans to establish reserves by developing a long-term plan that outlines financial goals and clear policies regarding how reserves will be used to strengthen the agency and better achieve its mission.

Myth Three: Building reserves is not a priority for organizations with chronic cash challenges.
For organizations facing chronic cash flow shortages, building an operating reserve can feel not only daunting, but perhaps even unrealistic.

Critical Concept
It is the organizations faced with chronic cash challenges that stand to benefit the most from a culture of financial management oriented towards long-term stability.

It is possible for a cash-strapped organization to come to an understanding of what needs to be done to restore stability and commit to a rigorous financial fitness plan.

Alternative Strategy
Though it may be a slow and incremental process, it is possible for any organization to embark on the path of building financial reserves. What matters most is having the long-term vision, commitment, and tenacity to build and maintain operating reserves, even in the face of other obligations and distractions.

Operating reserves — liquid savings readily available for opportunities and emergencies alike — can be a game changer for nonprofit organizations.

Join Gretchen for one or both of her upcoming workshops on March 6, Telling Your Organization's Financial Story (9:30am-4:30pm) and March 7. Operational Excellence (9:30am-12:30pm). Visit c4npr.org to learn more!

Gretchen Upholt, an experienced staff and program manager, has expertise in training, capacity building, research, and program and volunteer management. Before joining the FMA team, Gretchen served as the head of the Volunteer Department at the Thabyay Education Network in Thailand. In that role Gretchen developed a strategic plan to improve monitoring and evaluation and program management in her department. Gretchen holds a Masters of Public Administration in Public and Nonprofit Management from NYU’s Wagner School of Public Service, where she was a Head Teaching Colleague for the core finance and management classes.

Nonprofit Fundamentals 101 Series

1/24/2018

On-demand Digital Resources
Training on core concepts
available when you need it

In its entirety, the 101 Series provides an essential body of knowledge for nonprofit professionals who want to strengthen core competencies.

Benefits:

no-cost training
on-demand 24/7
great refresher for the seasoned nonprofit professional
content supports six competency tracks in the Nonprofit Management Certificate program:
- Board Governance
- Financial Management
- Fundraising
- Leadership & Human Resources
- Marketing & Media
- Operational Management

Click here to start your training now.

C4NPR Announcement 2018 Programming Schedule

1/12/2018

We are excited to announce the C4NPR 2018 Programming schedule. In this short video, Associate Director Toni Shoola provides an overview of the opportunities Click here to download the schedule one-pager and/or the full course catalog.

Questions about professional
development opportunities?
Our Associate Director, Toni Shoola, can help you determine the best options available through The Center to reach your professional development goals. Email Toni or call 419-241-9513

Nonprofit Glossary

1/8/2018

Nonprofits have a language all their own. This glossary, perfect for new board and staff members or those contemplating board service, will help you navigate nonprofit language and your responsibilities.

Click here to download the nonprofit glossary provided by BoardSource

There are many more free downloadable resources and tools available in the BoardSource library.

Q&A with Regina Russell (MEL Alumnua)

12/11/2017

Q: Why did you choose to participate in The Center’s Certificate of Minority Executive Leadership?
A: "The CEO of the Area Office on Aging, Northwest Ohio strongly recommended and supported me for the certificate.Two other colleagues have participated and at least one acquaintance outside of work also attended."

Q: How has completing the Certificate of Minority Executive Leadership impacted you professionally?
A: "Professionally, it has provided exposure in the community and increased awareness of community agencies who are working hard at restoring trust in the Toledo community. I’ve been encouraged to further my education and to accept new and different responsibilities in my work world. The breakout lunch sessions with community leaders were instrumental in providing validation of goals and career direction. Because of the Minority Executive Leadership Certificate program, I am more aware of and have had more involvement with minority business leaders in the community. It underscores the importance of mentoring and sponsorship of emerging minority leaders in our community."

Q: What would you tell someone considering the Certificate of Minority Executive Leadership?
A: "Do it! Emphatically, yes? thumbs up! I’ve been spreading the word about The Center and about this certificate program."
_____________
To learn more about the Certificate of Minority Executive Leadership program visit http://www.c4npr.org/main/certificate-of-minority-executive-leadership/.
_____________
Regina Russell held the position of Waiver Services Coordinator Supervisor/HomeChoice at the Area Office on Aging while in the 2017 cohort. Since completing the Certificate of Minority Executive Leadership she has transitioned within the organization to the Performance Management Lead.

Q&A with Mary Price (MEL Mentor)

12/8/2017

Q: Why did you want to be a mentor with the Certificate of Minority Executive Leadership program?
A: "Sharing knowledge supports the pathway for advancement. For over 20 years, mentors have assisted with my personal growth in the various roles of my being such as a parent, professional, and daughter. I understand the importance of exchanging knowledge and helping others on their pathway toward aspirations. Since the inception of the program, I wanted to share my experiences and help guide others through a self-awareness process of how to address challenges, achieve goals, and gain bold confidence to lead their best life. Fellowship and conversation in a trusting environment is valuable especially when discussing the influences on opportunities to impactfully lead others."

Q: What did you gain by being a Certificate of Minority Executive Leadership mentor?
A: "As I hunger for knowledge, the shared stories of others help me understand different perspectives and experiences while embracing lessons learned from those stories. The exchange of knowledge helps to sharpen my mind, perspectives, and humility."

Q: What would you tell someone considering mentoring for the Certificate of Minority Executive Leadership program?
A: "Pay it forward and share your knowledge as knowledge has been shared with you."

Q: What would you tell someone considering the Certificate of Minority Executive Leadership?
A: "As the academic and skill development area of executive leadership is explored through the program, mentorship supports participants with applying gained information toward experiences. Mentors invest in your success by sharing the realities of situations, constructive feedback to increase self-awareness, professional networks and resources, and knowledge gained from experiences with encouragement to stimulate personal and professional growth. Invest in yourself and others will invest in you, where collectively we can uplift people and communities."
_____________
To learn more about the Certificate of Minority Executive Leadership program visit http://www.c4npr.org/main/certificate-of-minority-executive-leadership/.
_____________
Mary Price is the Director of Basic Needs at Wayne Metropolitan Community Action Agency (Wayne Metro). She has been mentoring with the Certificate of Minority Executive Leadership program since it's inception in 2012.

Alumni Alert

12/8/2017

Two of our colleagues were recognized for completing the Minority Executive Leadership Program. Please join us in congratulating them on their accomplishment.

Welcome to the C4NPR alumni community!

Kendra Smith
Preferred Properties, Inc.

Regina Russell
Area Office on Aging

Alumni Alert

10/4/2017

Two of our colleagues were recognized for completing the Nonprofit Management certificate program. Please join us in congratulating both of them on this accomplishment.

Welcome to the C4NPR alumni community!

Cynthia Heady
Lenawee Community Foundation

Heather Bradley
The Center for Nonprofit Resources

Nonprofit Overhead - A New Perspective

7/12/2017

Curt Klotz
A Graphic Re-visioning of Nonprofit Overhead

A Blog in Pictures (and some words, too)
Most nonprofit leaders agree that we need a new way to communicate about the true costs of our programs and the vital importance of strong organizational infrastructure. But we have not yet developed a simple, consistent message when sharing our view with potential supporters and investors. We are stuck with old terms and old images.

The following series of images and descriptions is really a blog in pictures. How we visualize our understanding of nonprofit structure and programs shapes the overhead debate. It’s time to get graphic about our new ideas – to deploy fresh images to help educate ourselves, the public, and our funders.

It’s Time to Retire This Pie Chart

When nonprofits are viewed this way, no matter how hard we try to think differently, we imagine important infrastructure of our organization as taking a slice out of the pie – as diminishing the “real” work of our mission.

Strategic financial functions, good governance, and the development of key funding partnerships are vital to strong organizations. We need a new way to communicate this truth.

We Need a New Image
Rather than thinking of our investment in key infrastructure as diminishing our programs, it should be seen as valuable Core Mission Support.

Core Mission Support functions are necessary, vital, and integral.

Strong, strategic finance and accounting
Progressive human resources practices
Capable, responsive board governance
Talented and engaged development staff

Whole Organizations and True Program Costs
Each of our programs is built around, is supported by, and shares responsibility for Core Mission Support.

All of the resources we need to accomplish our programs are the True Program Costs, which include four types of expenses:

Direct Expenses: Program-Specific
Direct Expenses: Shared by Programs
Core Mission Support: Finance, HR, and Board
Core Mission Support: Fundraising & Partners

Under-Funded Programs Create a Gap at the Core
Some programs are only partially funded by contributions or by earned revenue.

When a program is only partially funded, the expenses not covered include a proportionate share of the Core Mission Support. This creates a Gap in funding for the finance, human resources, governance, and fundraising infrastructure that support the entire organization.

Line-Item Funding Creates a Gap at the Core
Some funders limit their support to only the direct expenses of program.

When funders support only direct expenses, they deny funding for Core Mission Support. This leaves a Gap at the center of our organization. Not only is one program affected, but the health of the entire organization is at risk.

Invest in the Core to Grow the Mission

The growth and effectiveness of our mission work depends on having a solid core at the center of our organizations. Investing in our infrastructure is savvy, prudent, and absolutely necessary.

Go Visual With Our New Thinking
Once we have a new way of understanding and communicating about the Core Mission Support needed by our organizations, it is our job to share our thinking with others. Our funders, supporters and investors all want us to succeed. They are partners in accomplishing our mission work. But like us, they may need help re-imagining the role strong infrastructure plays in amplifying program effectiveness. By providing a simple visual guide, we can help transform the way we talk about, picture, and ultimately fund the Core Mission Support that is at the center of all great nonprofits.

Visual Literacy - A Look Back

6/30/2017

Every day, we are bombarded with so much information that our senses – our vision in particular – exist in a state of constant overload. Being able to identify, interpret, and act upon visual information – a skill-set known in the art and communication world as visual literacy – is more crucial than ever in an increasingly competitive, complex and interconnected world.

On June 29, 2017, three community partners came together to teach visual literacy competencies to our local nonprofit community. The Center collaborating with the Toledo Museum of Art and Tom and Betsy Brady supported 26 nonprofit professionals as they moved among the world-renowned collections to land the learning. Visual literacy is the new language and participants aspire to be literate.

Didn't get the chance to join us for our Visual Literacy workshop? Curious to learn more? Check out these resources.

Looking for a Visual Literacy workshop? The Toledo Museum of Art offers a public series. Click here to learn more.

Looking for a great Primer? This book is available at the TMA gift shop and on Amazon.

Looking for videos, training and other resources? This VL website is a great place to start.

Looking for a forum for the exchange of information related to visual literacy.?
The International Visual Literacy Association (IVLA) convenes an annual conference and other activities throughout the year.

About Us

Ensuring nonprofits in northwest Ohio and southeastern Michigan have the information and resources to operate in an efficient and effective manner.

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Staff

Heather Bradley
Director
Heather is responsible for the overall management and operations of The Center, and technical assistance
supporting area nonprofits.
heather@c4npr.org
419-241-9513 Ext. 104

Lexi Haas
Associate Director
Lexi manages our signature certificate programs and all of our professional development offerings. She is also available to help answer questions about our do-it-yourself Job Center and Marketplace.
lexi@c4npr.org
419-241-9513 ext. 124