To lead the fight to cure and treat ALS through global cutting-edge research, and to empower people with Lou Gehrig’s Disease and their families to live fuller lives by providing them with compassionate care and support.
Donors dollars are responsible for everything we were able to accomplish over the past year, including:
1. Served more 240 local ALS patients and families- more than ever before- throughout the state, including greater New Haven and the Naugatuck Valley;
1. Experienced Development staff to significantly increase annual revenue;
2. Engage the pro-bono services of a qualified professional to work with our board of directors in the areas of professional development, board diversity, and governance;
3. Develop quatitative measurement tools to measure the effectiveness of our programs and services.
We began a process of exploring additional businessdevelopment. The chapter had invested in an extensive strategic plan in 2011 and we then created an operating plan for 2012 and 2013. The board also began to learn and understand how to expand the Board of Directors to recruit the types of professional volunteers that would allow us to attain this goal. Our National Organization provided manyresources and we began to implement a Governance Committee, something that had been explored by previous boards at our chapter and never successfully implemented.
It was clear to me as I assumed the Presidency in Septemberof 2012 that the right energy was in the organization to make the adjustment for a goal to exceed $1 million in gross annual revenues in the near future (within 3-5 years) and be able to maintain a higher level of funding. We had the right attitude. The group of us that had agreed to work on the Board of Directors all agreed with the objective. We were learning our resources and had tremendous support from our National Organization. I had spent a lot of time in the chapter on aweekly basis during the year of 2012. I felt that we had a relatively young staff, but that they were also committed to the cause of ALS and very coachable.
I also knew, as I assumed the Presidency, that we were atransitional Board of Directors. The manwho has become my right arm in this process, Neil Phillips, Vice President of my Board of Directors, also knew we were a transitional Board. In order to push the organization beyond this $1 million in annual gross revenue mark implementing repeatable processes, we were going to have to make adjustments in how we recruited both donors to theorganization and participants on our Board of Directors. Over time we knew the staff would have to grow and the organization would have to diversify its funding opportunities. Neil and I both knew we would be on a path towards burn-out and that an extended tenure would not be appropriate in our positions for this goal. We felt that we needed to create a vibrant and progressive future path as a goal, put the mechanics in place to make it happen, and then allow the organization to move past us with new leadership.
That is exactly what we’re doing.
We are in the process of a regional search for a new Executive Director using the services of a private search firm in collaboration with our National Organization.
We have an amazing interim Executive Director with years ofexperience with our National Organization as well as leadership as a retired Executive Director who is helping us revamp our procedural processes and prepare the organization for the new Executive Director.
Our staff is focused and happy. We just held our annual signature event, The Victory Ball, and the staff did a job that was noteworthy and praised by all attendees.
We have just recruited 6 new Board of Director members, allimpressive in their credentials.
Our organization is thriving. We are focused. We know what we want. Most importantly, we are using all of our available resources to create the path for the organization to meets its core belief: supporting the families who are affected by ALS in Connecticut as well as working towards a cure.
The Chapters By-Laws encourage short terms and I am a bigbeliever in that. Neil believes in it. Our Board supports it. Neil and I, as well as 3 other current Board Members, will be transitioning to advisory capacity in September of 2014. We will continue to participate as advisors and offer our opinions and support to our Chapter but nothing will make us happier than if the board and chapter grow well beyond our expectations and can’t even remember who we are 10 years from now. We will leave 3 seasoned board members in place to assume leadership with the six new board members.
ALSA-CT Board of Directors
Use of vital medical equipment, such as wheelchairs, lifts, ramps and communication devices that enhance patients' mobility, communication and quality of life.
Pay for transporation to medical appointments for ALS patients confined to wheelchairs. In 2013, we accommodated 59 wheelchair transportation trips for 28 patients. We also expanded this program to include transportation to significant family occasions such as graduations, weddings, grandson’s first Little League game.
Regular monthly meetings to share inform and educate on patient care, progress in research and disease progression as well as provide a supportive environment that encourages giving and receiving moral support from one another.
Indirect Public Support HelpIndirect public support represents revenue received through solicitation campaigns. This includes funding United Way and other federated fundraising organizations, but does not include donor designated contributions.
Earned Revenue HelpEarned revenue represents income generated in direct exchange for a product or service.Earned income includes income from government contracts.
This profile, including the financial summaries prepared and submitted by the organization based on its own independent and/or internal audit processes and regulatory submissions, has been read by the Foundation. The Community Foundation is continuing to receive information submitted by the organization and may periodically update the organization’s profile to reflect the most current financial and other information available. The organization has completed the fields required by The Community Foundation and updated their profile in the last year. To see if the organization has received a competitive grant from The Community Foundation in the last five years, please go to the General Information Tab of the profile.
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