NCVA eREPORTER - February 28, 2006

The National Congress of Vietnamese Americans' NCVA eReporter is a regular email newsletter containing information on grant/funding opportunities, events/forums/conferences, available internships and news items pertinent to the Vietnamese American and Asian Pacific American communities.

In this NCVA eReporter:

EVENTS

• Celebrate  the Vietnamese American Journey – March 24, 2006
• Advocating for Social Change: The Lobbying and Election Rules for Nonprofits – April 18, 2006
• Workforce Innovations 2006 – July 11-13, 2006

FUNDING OPPORTUNITIES

• State Farm’s Third Annual Embrace Life Awards
• Starbucks Coffee Launches California Giving Program
• SIA Foundation Seeks Applications From Indiana Nonprofit Organizations
• Blue Cross/Blue Shield of Minnesota Launches Health Improvement Initiative
• Global Call for Nominations of Innovators Using Technology to Benefit Humanity
• Social Science Research Council Seeks Applications for Transitions to College Post-doctoral Grants
• Toyota International Teacher Program
• NSF: Presidential Awards for Math and Science Teaching
• Mattel Children's Foundation Grants Target Children in Need

JOBS/INTERNSHIPS

• Secretary Elaine L. Chao Internship Program
• The Asia Foundation – Summer Associates
• Bilingual Attorney – Legal Advice Line
• Regional Project Manager – Operation Community Building

TIPS/RESOURCES

• A Long-Term View on Donor Relationships
• What Should Public and Nonprofit Organizations Learn From Business?
• Seven Steps to Create a Successful Development Plan
• The Vital Importance of Evaluation
• Management: Steps to Smart Program Evaluation
• Donors: Easy Donor Research

NEWS

• Journalism Organization Offers $136,500 in Scholarships to Asian American Students (Press Release)
• IRS: 'Disturbing' political activity by charities (Associated Press)
• Ladder of Success (Sun-Sentinel)
• Bar must address lack of diversity in law profession (Mercury News)
• Asian American Major Needed (Minnesota Daily)

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EVENTS

CELEBRATE THE VIETNAMESE AMERICAN JOURNEY

The Vietnamese American Heritage Foundation (VAHF) will  "Celebrate the Vietnamese American Journey" with authentic foods, live music, and ball room dancing at the Ocean Palace Restaurant (11215 Bellaire Blvd, Suite D, Houston, Texas) on Friday, 24 March 2005, from 7:00pm till mid-night.

At this festive event, VAHF will display a mini exhibit that portrays the 30 years history of Vietnamese American journey. Dr. James Reckner, a Vietnam war veteran and Director of the Vietnam Center at Texas Tech University will be the event's keynote speaker.

The entertainment will be provided by the top Vietnamese American musical talents like Tran Thai Hoa, Y Lan, the Xoul and band members.

The event are generously sponsored by Lee’s Sandwiches Co., the Platinum Sponsor,  and many Vietnamese American organizations like Alpha Realty, Family of Truong Vuong High School, Vietnamese Cultural and Science Association, Ngay Nay Newspaper, Viet Bao Houston Newspaper, Saigon Houston Radio, The Honorable Hubert Vo - Texas State Representative, and Attorney Vinh Tran Law Office.

Tickets are sold at $50, $75, and $100 level. The tickets can be purchased at Thien Nga book store, Phuong My book store or you can call Mrs. Quynh Hoan at (281) 596-8484 in Houston, Mrs. Tuyet Tran at (512) 619-9913 in Austin, and Mr. Trong Phan at (210) 724-7130 in San Antonio. More information about VAHF and the event can be found at www.vahf04.org

Vietnamese American Heritage Foundation (VAHF)
8610 N. Lamar Blvd, Suite 109
Austin, TX. 78758
512 844-9417 / Fax: 512-342-0521

(http://www.vahf04.org)

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ADVOCATING FOR SOCIAL CHANGE: THE LOBBYING AND ELECTION RULES FOR NONPROFITS

Center for Responsible Funding

April 18, 2006 – Philadelphia, PA

The Center for Responsible Funding presents a workshop on Advocating for Social Change: Lobbying and Election Rules for Nonprofits. During this half-day workshop, Alliance for Justice attorney-trainers will strengthen your capacity to influence public policy by teaching you the rules on advocacy. Participants will learn the legal guidelines for participating in public policy at the local, state, or federal level, as well as, permissible electioneering activities.

The workshop will be held April 18, 2006 in Philadelphia, PA.

For more information visit the website above or email Geoffrey Harden at geoffrey@responsiblefunding.org.

(http://www.responsiblefunding.org)

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WORKFORCE INNOVATIONS 2006

Plan now to attend "Workforce Innovations 2006," July 11-13, in Anaheim, California. Cosponsored by the U.S. Department of Labor's Employment and Training Administration and the American Society for Training and Development, "Workforce Innovations" is the single annual conference where local, state and national workforce leaders, and partners from industry, education, and economic development, gather to share their common experiences and challenges in building a highly skilled and adaptable workforce.

This year, "Workforce Innovations" will focus on "Regional Strategies...Global Results: Talent Driving Prosperity". You will come away equipped with the strategies, models and tools you need to develop your own regional area's capacity to meet global economic competition. More than 3,000 workforce, education, economic development, and industry partners are expected to attend and take advantage of this unprecedented opportunity; you will want to be part of the experience!

Check the conference Web site regularly at http://www.workforceinnovations.org for conference updates, as well as for information on the many appealing area attractions that are available to you before and after the conference. The southern California location makes this a great year to combine "Workforce Innovations" with your vacation plans.

Online registration will be available soon.

(http://www.workforceinnovations.org)

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FUNDING OPPORTUNITIES

STATE FARM’S THIRD ANNUAL EMBRACE LIFE AWARDS

The third annual Embrace Life Awards will honor women who inspired others and persevered after the death of their spouse. To celebrate the achievements and share the "life lessons" of these women, State Farm will honor five winners with a $10,000 cash award and recognition at the Embrace Life gala luncheon in New York City on September 14, 2006. Participants are invited to nominate a special woman submitting an essay (or no more than 1000 words) between March 1, 2006 and May 31, 2006 by going on line to the Embrace Life nomination site.

(http://www.sfembracelifeawards.com)

The site will go live Monday, March 1st. Essays may also be mailed to the addresses referenced in the press release. Participants are welcome to nominate themselves. The essays will be reviewed by an independent panel on the following four criteria:

* A brief history of the nominee and the circumstances leading up to the loss of her spouse.

* Information on how the nominee moved beyond her grief to embrace life and inspire others.

* Overview of how the experience changed her, and

* Life lessons from the nominee on what, if anything, she would do differently - and what advice, both personally and financially, she would offer others, facing a similar situation.  Individuals must be at least 13 years of age to nominate a woman for the award and the nominee must be at least 18 years of age at the time of entry.

(http://www.sfembracelifeawards.com)

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STARBUCKS COFFEE LAUNCHES CALIFORNIA GIVING PROGRAM

The Starbucks Coffee Company (http://starbucks.com), building upon its tradition of investing in communities where it does business, has announced the launch of the California Giving Program, which will showcase and support local nonprofit organizations and charitable agencies throughout the state of California by awarding grants totaling up to $1 million.

The focus of the program is to support and fund programs, services, or projects that allow children the opportunity to grow and flourish. Besides the cash grants, Starbucks is committed to the long-term support of the program's grant recipients through the volunteer efforts of the company's more than 28,000 partners based in California. Each grantee will be teamed with a Starbucks partner who serves as an ambassador for the organization -- driving enthusiasm, support, and volunteer hours for the grantees among Starbucks partners, customers, and the local community.

To be considered for a grant, applicant organizations must be California-based 501(c)(3) nonprofit organizations with programs, services, or projects that focus on creating better futures for children.

Complete grant program information is available at all California Starbucks retail locations as well as at the program's Web site. Visit the Web site to apply. (Only online applications will be accepted.)

(http://www.starbuckscalgiving.com)

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SAI FOUNDATION SEEKS APPLICATIONS FROM INDIANA NONPROFIT ORGANIZATIONS

The SIA Foundation (http://www.siafoundation.org), a giving vehicle of Subaru of Indiana Automotive, Inc. (http://www.subaru-sia.com), is committed to making gifts to qualifying organizations or entities within Indiana that work to improve the quality of life and help meet the needs of the residents of the state. The foundation achieves this mission through cash grants  that are used to support the funding of specific capital projects in the areas of arts and culture, education, and health and welfare.

To be considered eligible, grant requests must be for $1,000 or more, with a maximum requested amount of $10,000. Funding must be used for investments in facilities, equipment, or real estate (non-operation funding). Applying organizations must be either: 1) tax-exempt under Section 501(c) of the Internal Revenue Code with a chapter or office in Indiana; 2) an education institution located in Indiana; or 3) an Indiana governmental or quasi-governmental entity.

(http://www.siafoundation.org/)

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BLUE CROSS/BLUE SHIELD OF MINNESOTA LAUNCHES HEALTH IMPROVEMENT INITIATIVE

Blue Cross and Blue Shield of Minnesota (http://www.bluecrossmn.com) has announced the launch of Prevention Minnesota (http://preventionminnesota.com), a long-term health improvement initiative designed to tackle the root causes -- tobacco use, physical inactivity, and poor nutrition -- of the most preventable and costliest diseases.

Prevention Minnesota is supported with $241 million in funds from Blue Cross' lawsuit against the tobacco companies. As part of the settlement, Blue Cross committed to using the funds for the benefit of all Minnesotans, not just Blue Cross members.

Prevention Minnesota's long-term goals include the reduction of smoking rates by 50 percent; the reduction of exposure to secondhand smoke by 90 percent; a 50 percent increase in physical activity; and a 100 percent increase in healthy eating.

As part of this effort, Blue Cross has issued a Request for Proposals for "Physical Activity Community Funding: Communities on the Move," to help communities promote increased physical activity among residents. To that end, Blue Cross and Blue Shield of Minnesota invites proposals from qualified applicants who are working in their communities to increase the physical activity levels of sedentary and insufficiently active adult Minnesotans by enhancing access to and social support for physical activity.

Eligible applicants include local nonprofit organizations, local government agencies, employers, and coalitions. In 2006, approximately fifty to eight applicants across the state of Minnesota will be funded on a contract basis to support this work.

There will be two levels of contract funding: funding amounts for large proposals will range from $5,000 to $35,000; funding amounts for small proposals will range from $2,000 to $4,999.

Proposals must be postmarked between March 1, 2006, and September 29, 2006. Potential applicants should complete and mail the Intent to Apply form (available at the program's Web site) at least thirty days before a proposal is submitted.

(http://www.preventionminnesota.com/community_funding_detail.cfm?oid=4778)

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GLOBAL CALL FOR NOMINATIONS OF INNOVATORS USING TECHNOLOGY TO BENEFIT HUMANITY

The Tech Museum Awards program honors and awards innovators from around the world who use technology to benefit humanity in the categories of education, equality, economic development, environment, and health. The awards are a program of the Tech Museum of Innovation (http://www.thetech.org) in San Jose, California.

Individuals, nonprofit organizations, and companies are eligible to enter the competition, and self-nominations are accepted and encouraged.

Each year, twenty-five laureates are honored at a gala dinner, invited to participate in press and media coverage, and introduced to a network of influential advisors. The awards celebration will be held at the Tech Museum of Innovation on November 15, 2006. One laureate in each category will be granted a $50,000 cash prize.

(http://www.techawards.org/)

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SOCIAL SCIENCE RESEARCH COUNCIL SEEKS APPLICATIONS FOR TRANSITIONS TO COLLEGE POST-DOCTORAL GRANTS

The Transitions to College Program of the Social Science Research Council (http://www.ssrc.org) has announced the availability of three postdoctoral awards for new research related to transitions to college. The fellowship is funded by the Lumina Foundation for Education (http://www.luminafoundation.org). Three grants of $9,000 will be awarded.

This research is part of the ongoing work of the Transitions to College program at SSRC. Over the last two years, with funding from Lumina, a multi-disciplinary working group of social scientists has been examining the state of knowledge about the factors that promote or impede successful transitions to college, especially for disadvantaged youth.

In the second phase of the project, the program is seeking to increase knowledge about key questions relating to transitions to college. The postdoctoral grants are designed to stimulate new work on transitions that is innovative in its approach to the topic or in its methodology. These grants will complement three commissioned studies on questions of stratification, gender, and English-language learners.

Applicants should have received a Ph.D. in one of the social sciences (including history) within the last five years and should be employed at a U.S. university, college, or research institution.

Applicants are advised to consult the Transitions to College program Web site (http://edtransitions.ssrc.org) to familiarize themselves with the activities of the project to date as well as the report "Questions That Matter" for a summary of areas and types of research that are lacking.

(http://www.luminafoundation.org)

(http://www.ssrc.org/programs/knowledge/K12_ed/transitions/TransitionsFellowship.page)

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TOYOTA INTERNATIONAL TEACHER PROGRAM

Toyota Motor Sales, U.S.A. (http://www.toyota.com/community) is launching a new chapter of its Toyota International Teacher Program with  a fully funded ten-day study tour for twenty teachers to the Galapagos Islands, Oct. 27-Nov. 8, 2006.

The program is administered by the Institute of International Education (http://www.iie.org) in Washington, D.C. Toyota's first international program, a two-week cultural and educational study tour in Japan, is being offered this year as well.

Applications are currently being accepted from full-time secondary classroom teachers (grades 7-12) who work in Arizona, California, Florida, Georgia, Illinois, New Jersey, New Mexico, New York, Texas, and Washington, D.C. Teachers must be American citizens at the time of application. The program is open to classroom teachers of all subjects.

Toyota will cover all expenses associated with the trip, including transportation, meals, lodging, and program materials. To help defray the cost of a teacher's absence, Toyota will also provide $500 to be used at the discretion of the school, either to help pay for a substitute teacher or purchase materials.

(http://www.toyota.com/community)

(http://www.iie.org/Template.cfm?&Template=/programs/toyota/default.htm)

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NSF: PRESIDENTIAL AWARDS FOR MATH AND SCIENCE TEACHERS

The Presidential Awards for Mathematics and Science Teaching, administered for the White House by the National Science Foundation, recognizes outstanding K-12 mathematics and science teachers from across the U.S. for their contributions in the classroom and to their profession. In 2006 the awards will be given to K-6 elementary teachers. (Secondary teachers will be recognized in 2007.) Eligible teachers should have at least five years of mathematics and/or science teaching experience prior to application. Teachers must be nominated before completing an application, and once nominated, a teacher must complete an application by May 1, 2006 to be considered for the award. Principals, teachers, students, parents, members of the community, or the general public, may nominate a teacher, preferably by April 1, 2006.

(http://www.paemst.org)

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MATTEL CHILDREN’S FOUNDATION GRANTS TARGET CHILDREN IN NEED

The Mattel Children's Foundation's mission is to better the lives of children in need. Through the Domestic Grants Program, nonprofit organizations throughout the U.S. that directly serve children in need will be eligible for grants in amounts of $5,000 to $25,000. Organizations that align with Mattel's philanthropic priorities listed below receive priority: 1) Supporting the health of children, with particular emphasis on promoting active lifestyles. 2) Increasing access to education for underserved children and supporting innovative strategies to promote literacy. 3) Promoting the self-esteem of girls through age 12. Preference will be given to organizations that have an annual operating budget of less than $1,000,000 and are not affiliated with a national organization, and organizations that have at least two years of experience. In 2006, applications will be accepted from January 1 through April 7 and July 1 through September 30.

(http://www.mattel.com/About_Us/Philanthropy/ci_mcf_philanthropy_grantmaking.asp)

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JOBS/INTERNSHIPS

SECRETARY ELAINE L. CHAO INTERNSHIP PROGRAM

Students can participate in weekly brown bag lunch discussions, attend agency presentations, and work on projects assigned to them by their agency. Previous interns have had opportunities to work in a variety of areas including public affairs, speechwriting, and outreach programs. Students will also be delegated general administrative duties, and should have strong writing and research skills.

Completed application materials must be submitted to Melissa Naudin, DOL Intern Coordinator, prior to the following deadlines:

Summer 2006 — Turn in applications by March 1, 2006
(Candidates notified around early April 2006.)

Please contact:
Melissa Naudin
Internship Director
naudin.melissa@dol.gov
202-693-6490 — Phone
202-693-6144 — Fax

(http://www.dol.gov/_sec/media/internprogram.htm)

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THE ASIA FOUNDATION – SUMMER ASSOCIATES

The Asia Foundation is a non-profit, non-governmental organization committed to the development of a peaceful, prosperous, and open Asia-Pacific region.  The Foundation supports programs in Asia that help improve governance and law, women’s empowerment, economic reform and development, and international relations.  Drawing on 50 years of experience in Asia, the Foundation collaborates with private and public partners to support leadership and institutional development, exchanges, and policy research.  With a network of 18 field offices in Asia, an office in Washington, D.C., and its headquarters in San Francisco, the Foundation addresses these issues on both a country and regional level.  For more information about the Foundation, visit www.asiafoundation.org.

Associate Qualifications
Positions for the summer are expected to be very competitive.  We are seeking talented, high-energy individuals who will benefit from their affiliation with the Foundation and contribute to the organization as well.  On Junior Associates position is available in Washington, D.C., and 2-3 Junior Associates positions are available in San Francisco.

Candidates should have the following:
* Graduate student status or recent graduate degree
* Graduate studies in Asia-related areas; international relations; international development; public administration; public policy; and law, political science, economics, or sociology with work experience in Asia
* Strong written and verbal communication skills
* Good organizational skills
* Good computer skills

To apply, provide the following:
Application Form (download from website, www.asiafoundation.org)
** Cover letter describing interests and skills
** Resume
** Official transcript
** Writing sample (3-5 pages)
** Sealed recommendation letters from two faculty members and, if applicable, one employment supervisor

Please submit by April 1, 2006 to:
Human Resources Department
The Asia Foundation
465 California Street, 9th Floor
San Francisco, CA 94104

(Phone inquiries will not be accepted)

(http://www.asiafoundation.org)

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BILINGUAL ATTORNEY - LEGAL ADVICE LINE

BAY AREA LEGAL AID, Oakland

Bay Area Legal Aid (“BayLegal”), the largest legal aid program in the Bay Area, is currently accepting applications for a Mandarin-Speaking, Cantonese-Speaking, Vietnamese Speaking, or  Spanish-Speaking Attorney position in its Legal Advice Line (“LAL”).   There is only one job opening.

The Organization: Bay Legal (www.baylegal.org.) is the Legal Services Corporation funded, civil legal services provider for low-income residents of Alameda, Contra Costa, Marin, Napa, San Mateo, San Francisco and Santa Clara counties. We assist clients in the areas of housing, family law/domestic violence, access to health care and public benefits and the transition from welfare to employment. Our mission is to provide high quality legal assistance to our clients regardless of their location, language or disability.

The Office:  Our LAL Oakland office is located in downtown Oakland. The Legal Advice Line serves clients in all BayLegal counties.

The Legal Advice Line, is the only group in the Bay Area providing real-time on the phone counsel and advice to eligible clients in four areas of law. LAL is a team of multi-lingual cross-trained specialists that determine eligibility for our seven counties, and provide on the spot counsel and advice for cases that meet eligibility criteria.  Contact with clients is exclusively over the phone. The staff at the LAL work with all of our regional offices and are trained in our four primary areas of work. Our work environment is client focused and fast paced. LAL staff participates in all of our substantive regional meetings and work groups.

LAL is hiring for an energetic, confident, culturally sensitive attorney to provide direct legal services to low income persons across the bay.  This attorney will assist in day to day management of the team, and will assist in the supervision and evaluation of LAL. The attorney will also assist in fostering relationships with other groups serving the same client population and will work closely with our Pro Bono Director.

Job Description: The duties listed below explain the specific responsibilities of a LAL Attorney. In addition to intake responsibilities, the person will perform a number of other critical tasks. Attorneys spend roughly 80% of their time on intake and advice, and 20% on other LAL functions.  The Attorney will work as part of a team in the intake, advice, and placement of clients.

Intake Responsibilities:
*  Interview clients in English, and Mandarin, Cantonese, Vietnamese, or Spanish
*  Determine client eligibility
*  Refer ineligible callers to alternative providers.
*  Provide counsel and advice, under the supervision of managing attorney, to eligible clients, including walk-in clients calling from the local offices, in all BayLegal priority areas:
*  Screen for domestic violence survivors and disability
*  Enter client information and case notes into case management database
*  Send clients written materials
*  Schedule eligible clients meeting case acceptance guidelines to the appropriate local office.

In addition to intake responsibilities listed above, the person will work in one or more of the following areas depending on the LAL’s needs and the Advocate’s skills and ability:

Research and writing:
*  Conduct legal research, both for specific cases, and for the LAL knowledge base
*  Develop and update LAL scripts, checklists and referral lists for the various counties
*  Gather and develop brochures of legal information for client mailers, create client resource sheets summarizing available services in non-legal areas of law in the seven different counties Bay Legal serves
*  Draft client letters to include with brochures
*  Develop information in other languages, develop relationships with interpreters
*  Assist in implementing an outreach plan to announce the creation of the new LAL

Training:
*  Assist in training new and volunteer staff on handling calls, proper case management and LAL procedures
*  Develop/update training curriculum and materials, and handbook
*  Train staff on new information/policies

Quality Control:
*  This attorney position will assist the Managing Attorney review LAL cases for quality and adequacy of advice and counsel provided
*  Canvas staff for new information learned on calls and update materials appropriately
*  Follow-up on cases routed back by LAL manager, or other staff
*  Periodic file review with LAL manager
*  Periodic outcomes surveys of clients assisted through LAL and other offices
*  Periodic analysis of intake statistics, including gathering of data and information for review with team

Administrative:
*  Draft/maintain staff schedule
*  Draft weekly meeting minutes
*  Design/update and document office procedures
*  Monitor cases and samples of cases for compliance with program requirements and funder requirements

Grant writing and compliance:
*  Assist manager in compiling statistics and other information for reports
*  Aid in drafting grant applications
*  Update materials regarding new grant requirements

Technical (training will be provided):
*  Design/update the “recorded scripts” on legal information
*  Make basic modifications to the phone system
*  Trouble-shoot LAL room equipment issues, liaise with BayLegal Technology Director
*  Maintain LAL room computer and telephonic equipment

Requirements:  Applicants must be active members of the California Bar, with a minimum of two years’ relevant legal experience. Excellent oral and written communications skills; demonstrated ability to manage multiple projects and deadlines; and a commitment to serving vulnerable and diverse communities required.  All applicants must be comfortable interviewing clients over the phone in English and one of the preferred languages. Preference will be given to applicants with at least two (2) years of legal services experience and/or a demonstrated working knowledge of areas of law in which BayLegal provides services. Additional bi-lingual ability in Mandarin, Vietnamese, Cantonese, Spanish, or Vietnamese, is required. Ability to read and write in one of those languages is also highly desirable.  All applicants must demonstrate good listening skills, and an excellent ability to communicate verbally and orally with a diverse client population.

Compensation and Benefits: Compensation based upon experience.  Generous benefits package includes health care, loan repayment, retirement and bilingual differential.

Applications:  Bay Area Legal Aid is an equal opportunity employer.  Please email cover letter, resume, references and writing sample to:  Rose Marie Figueroa, Human Resources Manager.  rfigueroa@baylegal.org

Note: These job responsibilities are consistent with the "Advocate" job description included in the Bay Area Legal Aid & Bay Area Legal Aid Workers Collective Bargaining Agreement 11/29/01-11/28/04.

(http://www.baylegal.org)

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REGIONAL PROJECT MANAGER - OPERATION COMMUNITY BUILDING

The Project Manager is responsible for the overall implementation of Operation Community Building in areas impacted by Katrina.  The operation seeks to assist Vietnamese displaced families rebuild their lives and community by (1) conducting comprehensive education campaign to increase community awareness about the programs and resources available to victims of Katrina; (2) providing bilingual and bicultural services to link Vietnamese refugee families to public and private resources to rebuild their home, business and employment, (3) organizing Vietnamese refugees to actively involve in city-wide community rebuilding planning process, and (4) providing training and technical assistance to build organizational capacity of local community-based organizations to better meet their community needs in the long run.  The Project Manager will be working in 2 heavily impacted areas, New Orleans and Biloxi.

The Project Manager works closely with NAVASA’s senior consultant and under the supervision of the Executive Director. 

Responsibilities:
* Management:  Manage the day-to-day operations of the project to ensure that project be implemented successfully.
* Supervision:  Assist Dan Than Fellows to develop yearly workplans; ensure their workplans are carried out timely and accordingly; and provide supervision and support to Fellows’ work and professional development.
* Community Organizing:  Supervise and train the Fellows to conduct outreach to neighborhood residents, involve residents in community rebuilding planning process, identify issues, analyze the power structure in the target communities, and develop strategies to build power for community residents and to improve the quality of life of low and moderate income residents of these communities.
* Capacity Building:  Work with NAVASA consultants to coordinate training and technical assistance to community members and community based organizations to increase their knowledge and skills in various community development strategies, basic non-profit structure, and assist them in organizing non-profit organizations to sustain rebuilding efforts.
* Program reporting, evaluation & fundraising:  Work closely with NAVASA’s senior consultant to prepare programmatic reports to funders; Assist NAVASA’s senior consultant to identify funding opportunities, develop grant proposals and submit proposals as required by funders.

Requirements:
* Community organizing experience.
* Ability to analyze community power structures, to identify issues that will lead to successful organizing strategies.
* Ability to network and advocate for the organization and community.
* Excellent interpersonal skills necessary to work effectively with a wide variety of people and organizations; ability to inspire trust and to motivate staff and partners.
* Understanding of issues of diversity required, including race, class, and gender, and the ability to assist others to develop similar understanding.
* Capable to negotiate and facilitate issues with diverse populations in multicultural, contentious settings.
* Able to work both independently and as part of a team.
* Demonstrate skills in writing proposals and reports.

**Fluency in Vietnamese, experience in disaster relief work, and knowledge of Katrina impacted areas are highly desirable.

Additional Qualifications:
* Entrepreneurial, creative, and solution-oriented approach to issues.
* Skilled facilitating relationships within and among various sectors
* Ability to manage multiple agendas and programs effectively.
* Demonstrated management experience, including staff development and financial management.
* A strong belief and commitment in working with disadvantaged communities.

Terms of Condition:
* Bachelor’s degree in a related field or equivalent experience.
* Minimum 3 years of demonstrated leadership experience in the field of community development, human service or business management including supervisory responsibilities.
* NAVASA is an Equal Opportunity Employer.

(http://www.navasa.org)

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TIPS/RESOURCES

A LONG-TERM VIEW ON DONOR RELATIONSHIPS

By Scott Kimbro

If someone were to ask you, "What is the main purpose of fundraising?" the answer seems pretty self-evident. You need to raise money in order to sustain the mission of your organization. However, in order to accomplish that feat, one first has to identify and gain the support of numerous individuals and businesses that want to help the cause. With this in mind, you could say that the main purpose of fundraising is to establish and cultivate relationships with those who will support your cause.

No one said that it's easy to foster relationships. It takes an investment in time, energy and money to build meaningful relationships -- especially if we are to establish any level of trust. It takes this and more to cultivate relationships with those we interact with every day. And fundraisers have to use similar principles to establish and cultivate relationships with their donors.

This notion is difficult for many fundraisers because you cannot always break a relationship down into a financial projection or return on investment calculation. You have to understand that you reap what you sow, and by nature, people respond in a positive manner when they are appreciated for what they are doing. In short, people remember.

In a similar vein, the term "lifetime value" is often used to express the amount of money an organization might receive from a donor throughout the duration of the relationship. I believe there's a need to embrace a more humanistic equation that treats a member's "worth" as "generosity." This encourages fundraisers to view each donor as more than a mere statistic. By adopting such an approach, everyone involved in the fundraising process can make decisions that place the donor in a much warmer, favorable light. This is especially vital now, when donors are more deliberate about which organizations receive their money. After all, there are well over 1,000,000 charitable organizations competing for the charitable dollar.

So, what can you do to make your organization or cause distinctive when so many are soliciting for charitable dollars? You may have heard the adage, "It's highly unlikely to bring about substantial change by doing things the same old way." To that, I might add that, "Nothing becomes dynamic, until it becomes specific." As fundraisers, we should plan and outline specific ways to communicate the uniqueness of our cause. Correspondingly, we must be equally precise about the activities and methods we use to establish more meaningful relationships with our donors.

And we must do it continuously, even when the returns aren't quickly and easily quantifiable. Because down the road, they will be - in every meaningful way.

Scott Kimbro serves as Vice President at The Grizzard Agency, where he oversees all direct response marketing programs for numerous State Sheriffs' Associations across the U.S.

You may contact Scott at Scott.Kimbro@Grizzard.com

(http://www.onphilanthropy.com/bestpract/bp2006-02-17.html)

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WHAT SHOULD PUBLIC AND NONPROFIT ORGANIZATIONS LEARN FROM BUSINESS?

Here are some lessons that many business leaders have learned to their advantage and that should also serve nonprofit leaders well in a competitive marketplace:

* Know your business better than anyone else does does.

* Have a realistic image of your organization and its environment.

* Protect your organization's comparative advantages, recognizing that it is highly unlikely it will ever be all things to all people.

* Recognize that the continued existence of your organization is a privilege to be earned, not a right to be protected.

* Try to see your organization through the eyes of the consumers and other important stakeholders, not just from your own professional perspective.

* Set tangible performance targets for your organization, and hold your employees and yourself accountable for their attainment.

* Create perceptions of your organization, and continually reinforce them.

* Understand that competition is a fact of life.


What Business Cannot Teach You

* Operational constraints will always distinguish nonprofit organizations from their counterparts in the business world. Beyond operational issues, there are these important philosophical differences to keep in mind:

* To think of citizens only as customers is to degrade their central role in a representative democracy.

* Public servants' roles are much larger and more complex than those of business executives.

* Managing external constituencies is essential to organizational success.

Source: Private Sector Strategies for Social Sector Success, by Kevin Kearns. Jossey-Bass, 2000.

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SEVEN STEPS TO CREATE A SUCCESSFUL DEVELOPMENT PLAN

Creating a good development plan is as easy as following seven steps, according to Ann Fritschner, ACFRE, a nonprofit consultant and coach who created Raising Funds Effectively™, a system for fundraising. She outlined the plan at a recent fundraising conference.

Step 1: What do you want to accomplish?

Step 2: Who are you going to ask?

Step 3: What are you going to ask for?

Step 4: What form will the ask take?

Step 5: When are you asking for it?

Step 6: Who is going to do the asking?

Step 7: What communications are needed?

For Step 1: "To me, those are the essential questions," Fritschner states. "First of all, you need to know what you want to accomplish, if for no other reason than you get to celebrate success when you accomplish what you want to accomplish."

She adds that other questions to ask in Step 1 include: What are the goals for this year? What are the tentative goals for the following year? These goals come from the organization's strategic plan; they are the board and executive director's shared vision for the future of the organization.

"Get concrete and get specific," Fritschner says. "Raising more than last year is not a goal. Raising as much money as you can is not a goal. We all want to raise more than we did last year. We all want to raise as much as we can. But, if that's your goal, you don't get to celebrate success, because how do you know when you hit it?"

For Step 2: Who are you going to ask? Fritschner explains that there are only three direct sources of philanthropic income: individuals, foundations, and businesses or corporations. According to the Giving USA Foundation, individuals are still the single largest source of philanthropic dollars (75.6 percent of contributions in 2004). When soliciting gifts, it follows, then, to ask individuals first.

"Start at the top and work your way down," Fritschner recommends. "Start with your previous donors. They already like you, and it is cheaper for you to get a current donor to increase his or her gift next year than for you to find a new donor. Your return investment is much higher. Then work your way out to natural market segments—people or organizations that have given to similar types of organizations, then people or organizations that have given large gifts in your community, but not necessarily to your type of organization."

For Step 3: What are you going to ask for? This is a great place to be creative, Fritschner comments. What you ask for can take a variety of forms. For example, cash, a three-year pledge, a bequest, a trust, a new computer, etc. You can always ask donors for three names of friends you can talk to about your organization.

"I want you to have five options to give [potential donors] if you possibly can, because they're not likely to say no," Fritschner instructs. "A great way for you to engage your engineer, CPA or other 'exact thinker' types is for them to come up with giving mechanisms for you, methods of how to get the gift. You also want to ask them what they want to use the gift for. Unrestricted cash is always what we want number one, then program or project options, and then endowment gifts. Why does endowment come third? They're usually the largest gifts, [and] they can be harder to get. Also, who cares about you in perpetuity if they don't care about you today?"

For Step 4: What form will the ask take? Check with the donor first, Fritschner suggests. Foundations and corporate donors are specific about what form the ask will take. Follow directions. Individuals, on the other hand, are not so easy. Use the most intimate form of asking with the most important donors and prospects.

"Part of the face-to-face is finding out when donors like to be solicited [and] how they like to be solicited," Fritschner remarks. "That's one of those discussions I need to be having with my donors to find out what they like. I'm going to do whatever they want, because I'm going to be donor-focused in my asks."

For Step 5: When are you going to ask for gifts? If you are going to apply for grants, get those deadlines on the calendar first, Fritschner says. Include on this calendar all research, writing, and approval processes. If you have major signature organization or fundraising events that occur at the same time every year, get those on the calendar. Likewise, if there are months or dates that you have "blacked out" for any reason, do that next. Grant writing time is busy, so don't plan all your face-to-face solicitations during the same period.

For Step 6: Who is going to do the asking? Fritschner recommends that the board and key volunteers should be trained by someone who is knowledgeable and enthusiastic about soliciting. A knowledgeable staff person should be in on every face-to-face ask to help provide facts for the ask. The top solicitation team is usually the organization's CEO and the board chair.

"Noah sent everybody two by two," Fritschner said. "We do not send single fundraisers out. Paid solicitors—which is what we are in many ways if we are paid fundraising executives—do not have as strong a story to tell as a volunteer, because that gift is going to pay our salary. The natural lead solicitation pair is the chairman or president of your board and the executive director of your organization. If we're doing peer-to-peer fundraising, by position, those are the two highest people who would go to your highest prospects. Occasionally, there are reasons why those folks shouldn't be the team, but when you're beginning to match them up, that's who you're looking for."

For Step 7: What communications are needed? According to Fritschner, the most frequent complaint donors have is that they only hear from an organization when it needs money. She discusses a solicitation cycle that includes awareness, education, cultivation, conviction, solicitation, action, commitment, and stewardship. The goal is to be the "buzz of society" (as you define it), so that people are communicating your message for you.

(http://www.nptimes.com/enews/feb06/news-0202_1.html)

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THE VITAL IMPORTANCE OF EVALUATION

Many people think of evaluation as taking a snapshot of outcomes at the end of a program to prove to a funder that the program worked. Some people don’t hold evaluation in much regard; they believe they are getting too little information too late in the day, especially if their program fell short of expectations or made no difference at all. However, evaluation can, and should, be used as an ongoing management and learning tool to improve an organization’s effectiveness.

Well-run organizations and effective programs are those that demonstrate the achievement of results. Results are derived from good management. Good management is based on good decision making. Good decision making depends on good information. Good information requires good data and careful analysis of the data. These are all critical elements of evaluation.

Evaluation refers to a periodic process of gathering data and then analyzing it in such a way that the resulting information can be used to determine whether your organization or program is effectively carrying out planned activities. An evaluation can also illustrate the extent to which your organization or program is achieving its stated objectives and anticipated results.

Managers can and should conduct internal evaluations to get information about their programs so that they can make sound decisions about the implementation of those programs. Internal evaluations should be conducted on an ongoing basis and applied conscientiously by managers at every level of an organization in all program areas. In addition, all of the program's participants (managers, staff, and beneficiaries) should be involved in the evaluation process in appropriate ways. This collaboration helps ensure that the evaluation is fully participatory and builds commitment on the part of all involved to use the results to make critical program improvements.

Although most evaluations are done internally, conducted by and for program managers and staff, there is still a need for large, external evaluations conducted periodically by individuals from outside the program or organization. Most often these external evaluations are required for funding purposes or to answer questions about the program's long-term impact by looking at changes in demographic indicators such as graduation rates or poverty level. In addition, a manager may occasionally request an external evaluation to assess programmatic or operating problems that have been identified but that cannot be fully diagnosed or resolved through the findings of internal evaluations.

Program evaluation, conducted on a regular basis, can greatly improve the management and effectiveness of your organization and its programs. To do so requires understanding the differences between monitoring and evaluation, making evaluation an integral part of regular program planning and implementation, and collecting the different types of information needed by managers at different levels of the organization.

An excellent source of information on conducting nonprofit evaluations has been developed by the W.K. Kellogg Foundation. The information is available in English, Spanish, and Portuguese.

Source: Cathy Martinez is the lead evaluation consultant for CenterPoint Institute, a consulting firm serving the nonprofit sector since 1988.

(http://www.wkkf.org/default.aspx?tabid=75&CID=281&NID=61&LanguageID=0)

(http://www.industrymailout.com/Industry/LandingPage.aspx?id=48635&p=1)

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MANAGEMENT: STEPS TO SMART PROGRAM EVALUATION

Program evaluation, the process of studying the effects of program activity on client populations, can be helpful to planning because of the wide variety of information it can provide.

Although many organizations speak highly of the need for program evaluation, not all of them utilize such an approach, especially if they consider themselves to be in straitened circumstances.

Program evaluation can be seen as a form of investment, and, like any investment, requires care in order to make it as effective as possible. Any evaluation involves learning, and that can take a great deal of time. It can be time well spent, however.

There are benefits to program evaluation, however, and they can be applied in different ways.

* Program evaluation results can be used for program design and management and to inform program manager performance evaluation. When multiple models are available for delivering service, program evaluation can help identify those that are most effective.

* Claims of quality service can be compelling to funders, clients and community, and program evaluation can provide valid measures of performance that chan enhance ability to secure funding, especially in a competitive environment.

* Inside an organization, the results of program evaluation can guide resource and allocation by indicating which programs are showing (or not showing) desired results.

* Without program evaluation, program designers and manager are less informed and therefore potentially less effective

(http://www.nptimes.com/enews/tips/management.html)

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DONORS: EASY DONOR RESEARCH

One of the key ingredients in successful fundraising is effective prospecting. In their book Essential Principles for Fundraising Success, G. Douglas Alexander and Kristina J. Carlson offer a few tips about resource and prospect research:

* To get an estimate of someone’s salary range, try http://ga0.org/ct/g1LR_tE15RQm/. On the home page, pick a category and ZIP code. Then define the job title and "Create Basic Salary Report."

* To find other career information, try using a news archive such as http://ga0.org/ct/t7LR_tE15RQu/. This allows you to search many newspaper archives at one time.

* If the person you are researching is a lawyer or doctor, try http://ga0.org/ct/tdLR_tE15RQ7/ or http://ga0.org/ct/5dLR_tE15RQ6/.

* More and more property records are online. Usually the information available includes the name of the property owner, the address of the property, the address of the property owner if different, the assessed value, the year of assessment and possibly the appraised or market value.

* For individuals with public companies, one of the best places to look is the company’s proxy statement.

* If you are interested in seeing if your prospect is an active political contributor, check http://ga0.org/ct/tpLR_tE15RQj/.

* Ownership of airplanes might be a good indicator of wealth. One free site is http://ga0.org/ct/t1LR_tE15RQI/, and one for-pay site is http://ga0.org/ct/5pLR_tE15RQW/.

* Be sure to check with a local library to see whit kind of resources it has.

(http://www.nptimes.com/enews/tips/donors.html)

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NEWS

February 23, 2006

JOURNALISM ORGANIZATION OFFERS $136,500 IN SCHOLARSHIPS TO ASIAN AMERICAN STUDENTS
Two New Scholarships Among AAJA's 2006 Programs

SAN FRANCISCO -- The Asian American Journalists Association is awarding the largest amount of student scholarships in its history.

"We are grateful that these major media companies and supporters recognize the need to diversify newsrooms by encouraging young people to become journalists," said AAJA executive director Rene Astudillo. "By increasing the number of Asian American and Pacific Islander representation in the media, we can be assured that our communities are being fairly and accurately covered."

The deadline for all scholarship applications is March 10, 2006. Applications are available on the organization's web site at http://www.aaja.org.

AAJA's 2006 scholarship program features:

AAJA-CNN 25 Scholar Program

In commemoration of CNN's 25th anniversary in 2005 and AAJA's 25th anniversary this year, this new program will award the largest scholarships in AAJA history. Over the next three years from 2006-2008, a total of 12 graduating high school students will be given four-year scholarships of $25,000 each toward broadcast and online college majors.

Vincent Chin Memorial Scholarship

Since his death in 1982, Vincent Chin has become one of the icons for Asian American civil rights and intolerance of hate crimes. Through this new scholarship made possible by Texas philanthropist Felix Chen, AAJA will award $5,000 a year in 2006, 2007 and 2008 to a journalism student committed to keeping Vincent Chin's memory alive.

AAJA/Cox Foundation Scholarship

In partnership with the Cox Foundation, AAJA continues to support students pursuing careers in print, broadcast or photo journalism with awards of up to $2,500.

AAJA/S.I. Newhouse Foundation Scholarships

In partnership with the S.I. Newhouse Foundation, AAJA offers awards of up to $5,000 each to college students pursuing careers in print journalism. While the scholarship is open to all students, AAJA especially encourages applicants from historically underrepresented Asian American and Pacific Islander groups, including Vietnamese, Cambodians, Hmong and other Southeast Asians, South Asians and Pacific Islanders. S.I. Newhouse scholarship winners will be eligible for summer internships with a Newhouse publication. Last year, the program awarded a total of $25,000.

Minoru Yasui Memorial Scholarship

AAJA offers $2,000 to a promising Asian American male broadcaster. A civil rights advocate and attorney, Minoru Yasui was one of three Nisei who challenged the internment of Japanese Americans during World War II.

Mary Moy Quan Ing Memorial Scholarship

AAJA offers $2,000 to a graduating high school senior who is enrolling in college and pursuing a journalism career. This award was established by a retired Washington Post editor who named this scholarship in honor of her late mother.

Since its founding in 1981, AAJA has awarded more than $1 million in scholarships and internships to more than 500 students pursuing a career in journalism. AAJA is a non-profit professional development and educational organization with more than 2,000 members today. AAJA's mission is to promote fair and accurate news coverage of Asian Americans and Pacific Islanders (AAPIs), encourage young people to enter journalism as a career, and provide professional development training to support AAPIs in news management. AAJA, a partner organization of UNITY: Journalists of Color, is committed to diversity.

The application for AAJA student scholarships is available at http://www.aaja.org in the Student Programs section. AAJA is a resource for thousands of students each year, as the organization continuously announces scholarships from media companies. For more information about AAJA student scholarships or programs, contact Brandon Sugiyama, student programs coordinator, at (415) 346-2051 x102 or e-mail BrandonS@aaja.org.

First Call Analyst: FCMN Contact:

(http://www.aaja.org)

(http://sev.prnewswire.com/publishing-information-services/20060223/SFTH07623022006-1.html)

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February 24, 2006

IRS: 'DISTURBING' POLOTICAL ACTIVITY BY CHARITIES
3 out of 4 churches, charities, civic groups suspected of violating restraints

WASHINGTON - IRS exams found nearly three out of four churches, charities and other civic groups suspected of having violated restraints on political activity in the 2004 election actually did so, the agency said Friday.

Most of the examinations that have concluded found only a single, isolated incidence of prohibited campaign activity.

In three cases, however, the IRS uncovered violations egregious enough to recommend revoking the groups’ tax-exempt status.

The vast majority of charities and churches followed the law, but the examinations found a “disturbing” amount of political intervention in the 2004 elections, IRS Commissioner Mark Everson said.

“It’s disturbing not because it’s pervasive, but because it has the potential to really grow and have a very bad impact on the integrity of charities and churches,” Everson said in an interview.

The tax agency looked only at charities, churches and other tax-exempt organizations referred to the IRS for potentially violating laws that bar them from participating in or intervening in elections, including advocating for or against any candidate.

Those referred to the IRS represent a tiny fraction of more than 1 million tax-exempt organizations organized under section 501(c)(3) of the tax law.

The IRS examined 110 organizations referred to the tax agency for potentially violations, and 28 cases remain open.

Among the 82 closed cases, the IRS found prohibited politicking and sent a written warning to 55 organizations and assessed a penalty tax against one group. Those organizations included 37 churches and 19 other organizations.

In the three additional cases in which the IRS recommended revoking tax-exempt status, none of the organizations were churches. The agency did not identify the three.

The IRS found tax violations unrelated to politics in five cases. Examinations of the 18 remaining groups did not turn up any wrongdoing.

In some cases, the IRS found flagrant violations of the law. In others, charities did not understand their obligations. Many activities fall into an ambiguous area that requires closer scrutiny of context and timing.

“There are very few places where you can draw bright lines,” Everson said. “People have to think about this.”

Among the prohibited activities, the examiners found that charities and churches had distributed printed material supporting a preferred candidate and assembled improper voter guides or candidate ratings.

Religious leaders had used the pulpit to endorse or oppose a particular candidate, and some groups had shown preferential treatment to candidates by letting them speak at functions.

Other charities and churches had made improper cash contributions to a candidate’s political campaign.

The IRS said the cases covered “the full spectrum” of political viewpoints.

The tax agency set up a task force in 2004 to review allegations of improper political activity. The special procedures, revealed shortly before the election, drew criticism from some tax-exempt groups.

An audit by Treasury Department inspectors found nothing inappropriate in the examinations, but it faulted the IRS for creating the appearance of political motivations by waiting too long to announce the project and contact organizations.

The IRS said it plans to continue using the task force, and its speedier procedures, for this year’s election and in the future. It also released detailed guidance to charities and churches about the prohibitions against political activities.

(http://www.msnbc.msn.com/id/11542858)

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February 26, 2006

LADDER OF SUCCESS
Vietnamese find nail-tech jobs serve as doorway to U.S. living.

By Macollvie Jean-François
South Florida Sun-Sentinel

Binh "Vern" Pham fled his central-Vietnam province in 1979, leaving behind his welding business. He didn't find things easy in America.

He worked many odd jobs before settling in Garden Grove, Calif., in the 1980s to work in an electronics factory.

When the factory began cutting salaries and benefits in 1995, the father of two needed a side job. He saw friends working in nail salons and took the certification course. A year later, he visited a cousin in Boca Raton. Within a week, he was planning to relocate.

"I fell in love," said Pham, of Boynton Beach. "The weather here is very close to the weather at home."

The owner of Delray Nails & Spa on South Federal Highway, Pham, 50, is an example of a phenomenon in the nail-care industry.

Florida has the second-largest concentration of Vietnamese nail technicians and nail salon owners in the country, according to the Vietnamese Nail Care Professional Association in Modesto, Calif.

Vietnamese-Americans in 2005 owned 1,152 of the 1,868 nail salons registered in Florida, or about 62 percent, according to the association. Hundreds are in Palm Beach, Broward and Miami-Dade counties. Nationwide, Vietnamese make up 38 percent of the 380,635 licensed nail technicians working in the $6.43 billion industry, according to a 2005 survey by trade publication Nails.

"What started out as small family businesses just kept on growing," said Cyndy Drummey, Nails publisher. "It just sort of snowballed."

Yip Vo, who lives in Wellington, left Georgia in 1996 to open Nails Supplies International in Lauderdale Lakes in Broward County.

Success does not come easily. Vo, 43, who also owns three nail salons in Palm Beach and Broward counties, said he works up to 16 hours a day.

"It's a lot of hours," he said. "But ... over here there are a lot of opportunities."

Many Vietnamese who came to the United States in the mid-1970s landed jobs in nail salons because language is not a barrier, said Tin Nguyen, president of the Vietnamese Nail Care Professional Association.

About 20 years ago, a well-liked tech might earn about $60,000 annually, Nguyen said. The average now is $35,000 and about $25,000 for newcomers. The U.S. Bureau of Labor Statistics estimated the median income of nail technicians in 2004, the latest numbers available, to be $18,500.

Like so many immigrants before him, Pham accepts the struggle, envisioning a payoff.

"We are the first to come here," he said of his generation. "We work for whatever we can, clean toilets, anything. But our children, we don't want them to follow our way. [They] have to be high-tech, not ... like daddy, doing nails. That's our wish."

This article is part of a project of the American Society of Newspaper Editors and New America Media, which the Knight Foundation has supported with fellowships for the ethnic media.

Staff Researcher Jeremy Milarsky and reporter Dzung Do of Nguoi Viet, a Vietnamese daily in Westminister, Calif., contributed to this report.

Macollvie Jean-François may be reached at mjfrancois@sun-sentinel.com or 954-356-4694.


(http://www.sun-sentinel.com/news/local/palmbeach/sfl-pnails26feb26,0,1638717.story?coll=sfla-news-palm)

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February 28, 2006

BAR MUST ADDRESS LACK OF DIVERSITY IN LAW PROFESSION

By Carlos Moreno and Bruce Sewell

California is in the unique position to be a leader in addressing access and diversity issues. However, the state's legal profession has not met the challenge.

According to the State Bar of California the majority of attorneys and judges remain overwhelmingly Anglo, while the majority of California's population is comprised of racial and ethnic minorities. Over 30 percent of California is now Latino, yet Latinos comprise only 5 percent of the state's attorneys. Similar under-representation exists for Asian-Americans who comprise about 12 percent of the population and 5 percent of the Bar. African-Americans are about 8 percent of the population and 3.5 percent of the Bar.

In comparison, Anglo's make up roughly 48 percent of the state's population but almost 85 percent of the lawyers. Anglo representation in the judiciary is slightly higher.

The bar estimates that at current law school enrollment and bar passage rates, projections over the next 15 years for ethnic minority groups are unlikely to show significant, or even moderate, increases. By 2020 they tell us that only 6 percent of the lawyers will be Latino, 7.4 percent will be Asian-American and 3.9 percent will be African-American. Yet, the population will be 40 percent Latino, 14.2 percent Asian-American and 6.1 percent African-American. The demographics will keep changing, yet representation in the bar will remain largely the same.

Santa Clara County is not immune to this statewide trend. The Santa Clara County Bar Association conducted a survey of its own in 1998, finding that minorities make up a fraction of its membership -- 74 percent were white, 3.4 percent of each group identified themselves as Asian or Latino and less than 1 percent listed themselves as African-American. Sixteen percent did not provide ethnic information.

The disproportionately low numbers of minority lawyers necessarily means under-representation in law firms, corporations and public entities. Remarkably, many are still below even the representation within the state bar and well below law school graduation rates. This continued disparity will lead not only to a disconnect between attorneys and judges with the people they serve, but also will deepen the crisis of confidence many in the public feel toward our justice system even today.

In addition, the state is experiencing a boom in the number of female lawyers. Over the past 10 years law schools have been producing classes that are 50 percent women and the profession itself has reached over 33 percent women. As retirements occur, women will make up an increasing percentage of the state bar. However, they continue to encounter historic limits and glass ceilings in both private and public settings.

We will also need to examine the emerging status of gay, bisexual and transgender attorneys as they face historic limitations on their right to choose their partners and gain equal protection under the law.

Many professions have embraced this reality and have begun to change their demographics. Engineering and medicine, for example, have far outpaced lawyers in diversification efforts.

Not only is ensuring access and equality the right thing to do, but slowly, our firms and corporations are understanding that such behavior is simply good business. Corporations have gone global in Silicon Valley and none can exist anymore thinking only of the U.S. market. They cannot afford to have homogenous staffs that do not reflect or fully understand the customers they serve or their workforce. As we have seen with Wal-Mart's recent firing of 40 of its approximately 100 outside counsel for failing to meet diversity requirements, corporations are taking such concerns very seriously and those who do not will be left behind.

In addition, many Silicon Valley companies like Intel are raising the bar on law firms that want their business by setting diversity goals and demanding diversity on matters they are paying for. There are also several fledgling programs to bring more minority attorneys in house.

We have been asked to chair the Santa Clara County Bar Association's President's Blue Ribbon Commission on Diversity in the Legal Profession in Silicon Valley by bar President Christopher Arriola. Our commission, which holds its first meeting today, will review the best practices of law offices in the region and explore solutions to the diversity challenges facing our profession. We must adapt or become irrelevant to our clients and the community at large.

The first step to any meaningful change is serious self-examination. The commission's work will, at a minimum, shed light on an issue that does not always get the attention it deserves because of the sometimes benign neglect. Our society is changing and innovating, and the legal profession must begin to move to meet the demographic, business and professional demands of the future.

CARLOS MORENO is an associate justice of the California Supreme Court. BRUCE SEWELL is senior vice president and general counsel of Intel in Santa Clara. They wrote this article for the Mercury News. For a full list of members and sponsors go to www.sccba.com and click on the President's Page.

(http://www.mercurynews.com/mld/mercurynews/news/opinion/13980051.htm)

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February 28, 2006

ASIAN AMERICAN MAJOR NEEDED
Asian American students should be able to major in their own cultural studies

The Minnesota Daily

Nine percent of the University's undergraduate population identifies as Asian or Pacific Islander, 5 percent identify as black, 2 percent identify as American Indian and 2 percent as Chicano or Latino. Yet Asians ' a group that makes up the largest student minority population on campus ' are the only one of these groups that does not have a major for the study of its culture at the University.

Since 1998 many members of the University community have organized and pushed for the creation of an Asian American studies department. Those efforts saw fruition in 2003 when the Board of Regents established an Asian American studies minor and incorporated the department the following year.

Still, the Asian American studies department does not have any of its own faculty members, many courses, much funding or a major. The lack of a substantial Asian American department is simply unacceptable and a disservice to the Asian American citizens of Minnesota.

According to the 2000 U.S. census, the Twin Cities has the highest concentration of Asian Americans in the interior of the United States. Additionally, Minnesota has the highest percentage of Korean adoptees in the country. Certainly, with such a large presence in the state, Minnesota Asian Americans deserve to be served by their University.

Having an Asian American major, and ethnic studies in general, is important not only because universities should reflect the growing diversity of the United States, but also because inclusive programs teach everyone that many different racial and ethnic groups have made significant and indelible contributions to the United States. For Asian Americans, specifically having a major would empower Asian students by giving them the opportunity to learn about themselves, their culture and their history in the world and the United States.

For a group that constitutes an amazingly wide variety of identities, ethnicities and cultures on campus and in the world, this is very little to ask.

(http://www.mndaily.com/articles/2006/02/28/67357)

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About NCVA
Founded in 1986, the National Congress of Vietnamese Americans is a 501(c)(3) nonprofit community advocacy organization working to advance the cause of Vietnamese Americans in a plural but united America – e pluribus unum – by participating actively and fully as civic minded citizens engaged in the areas of education, culture and civil liberties.

Copyright material is distributed without profit or payment for research and educational purposes only, in accordance with Title 17 U.S.C. section 107