Northeast Metro Business VHEDC 2018 - Page 24

Collaboration: Shavlik Family Foundation: the “Go-To” for Nonprofit Innovation S ay you’re a Minnesota nonprofit with a “wealth of information” sitting in numerous computer files, but, you’re not seeing increased memberships, volunteers and donations. Improving your technology would mean greater efficiency and broader reach, but you don’t have extra dollars to spare. Consider a grant. The Shavlik Family Foundation, of White Bear Lake, awards approximately 15 to 20 grants each year ranging in size from $1,000 to $30,000, totaling $250,000 to $300,000 annually. The grants support innovative program initiatives or technology that improves operations, efficiency, fundraising, communications, Rebecca Shavlik, Executive Director data collection or clients’ access to opportunities. Founded by Rebecca and Mark Shavlik with part of the proceeds from the acquisition of their company Shavlik Technologies in 2011, the Foundation focuses on investing in technology for the Minnesota nonprofit community to align with the expertise of its founders. Executive Director Rebecca Shavlik says, “Our focus is on how nonprofits can use technology to improve operations, service delivery, or access for the populations they serve. Every year we receive between 100 and 150 grant applications from the entire Twin Cities Metro Area and outstate communities, such as Duluth, Detroit Lakes, Rochester, Willmar, Morton, Waite Park and Bemidji.” Partnering for Innovation Shavlik Family Foundation has granted funds for web portals, media and communication technology, learning labs, infrastructure and databases. Some 24 examples of funding include: Ecumen in Detroit Lakes for user-friendly equipment in a community business center tailored for seniors; to Dakota Wicohan in Morton for webinar capabilities used to teach language and oral histories to both Upper and Lower Sioux communities in Minnesota; to Wacosa of Waite Park for website content changes to adapt to requirements of the Americans with Disabilities Act; and to Cornerhouse of Minneapolis for a forensic interview training portal for legal professionals, protection workers and social service investigators. “Technology upgrades have allowed us to improve communications and coordinate services more effectively on behalf of our clients. We’re a fairly small organization and most staff ‘wear many hats’ on a daily basis; tools like mobile devices and electronic calendaring allow us to connect ɔͥ䁅ٽє)ɔѥɕͽɍ́Ѽ͕٥)̳t́ͅQɥ͡-ՙ)ᕍѥٔɕѽȁMɽչ)Qչѥ́Ʌѕչ́Ѽ)9ѡЁ5ɼɽ́́ݕ)1ͽɔÁQɔ]є )1Ѽչ܁ݕͥєѡ)ݽձɕ͔ݕɅѥЁͅ)ѥ̸Mٱ̰ͅq1͡ɔ)ፕѡȁ́ݥѠѡ́t+qȁ5ɥÝ!̰)ݔչɽх́%P)ɅՍɔѼЁ܁ݥɕ)٥̸Mх܁Ёѡȁϊd)ѥ٥䁥ɕѥѥѡ)ȁՉݡ)ѕȁɅ丁ͼѡ́́х)Ý!́ ͥ́ե չAɽ)ѼѥՔѼͅ٥͔ͅ)ձ́啐ѡȁQɅ)!хѥɽɅ͔́ѡх)ɔѡ䁑eЁѼѕ)݅Ѽѕȁф͕ݡɔt)=ɽЁ́ɕٕݼ)Ʌ̸%̰Mɽչ]є) ȁ1܁ݕͥє͔)ѡȁɝѥé)Mٱ̰ͅq եЁ]ɑAɕ)ݕхѼѕи%)ѥѡɝѥ͕ɍ)ѥѥM<͕ɕ)ѥ́Ѽѡͥє+q%аMɽչ݅ѕѼٔ)ѼՐ͕ͽѥ́Ѽ)ͥєхѡȁȁɕє)̃L٥ѡѥ́ȁ)͡ɥ͡ɕ̰х̰ͬݕ)̰ɕ)̸Q܁ѕ́ѡɕٕ)ɕչ䁉եЁ́ͼ!%A)Ёݡ́ɕեɕЁՔ)Ѽ͕ͥѥٔЁффɅѥ)ɽѥѕ́݅́ݥѠ)ձхи%ѥѡɝѥ)Ʌѡȁչѥͽ݅ɔ)ɕ͕ٕɅݽɭхѥ̰)ɽѽȁȁѥ́х́)ٽѕ́ݡхѕ́ݡѥ)ݥѠ́ͥєt)9єѼ9ɽ)Mٱչѥ́Ʌ)ɽ́ͅݕ9ٕȀā)Ȁ԰ȁɅ́݅ɑѡ)ݥ5ɍYͥЁѡչѥ)ݕͥєܤȁɕեɕ̸Mٱ)٥͕̰qQхЁԁٕ)ɽхѥ)Ѽ͡܁܁ݡЁԁɔͭѼ)չѥ́Ѽȁ)ͥͼӊéхЁѼ͡܁)ѡٕѵЁݥɕєɅ)ɕɸٕѵЃLѡȁȁ)ɝѥȁѡչ)͕ٔt