Community Improvement, Capacity Building

Silicon Valley Council Of Nonprofits

  • San Jose, CA
  • www.svcn.org

Mission Statement

Magnify the influence and contribution of nonprofit businesses in Santa Clara County.The Silicon Valley Council of Nonprofits is a network of over 200 nonprofit health and human service organizations in Santa Clara County. SVCN magnifies the voice of nonprofit health and human service agencies.

Main Programs

  1. Programs
  2. All. In Leadership and Learning
Service Areas

Self-reported

California

Santa Clara County

ruling year

2006

Principal Officer since 2001

Self-reported

Patricia A Gardner

Keywords

Self-reported

leadership development, nonprofit advocacy, santa clara county, contract streamlining

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Also Known As

SVCN

EIN

77-0524747

 Number

8036295944

Physical Address

1400 Parkmoor #130

San Jose, 95126

Contact

Cause Area (NTEE Code)

Alliance/Advocacy Organizations (S01)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

SVCN is the catalyst in Santa Clara County for:

·         A unified voice among 200 health and human service agencies on issues that impact them.

·         Building nonprofit leaders as vocal advocates and collaborators.

·         Educating and partnering with those who influence health and human service nonprofit agencies.

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

Programs

Hands on Tech 
Health Care Policy
 
Education and Support of the Nonprofit Sector

Category

Population(s) Served

General Public/Unspecified

Budget

Program 2

All. In Leadership and Learning

All. In Leadership and Learning a training program for nonprofit leaders

Category

Professional Development & Training

Population(s) Served

Adults

None

None

Budget

Charting Impact

Self-reported by organization

Five powerful questions that require reflection about what really matters - results.

  1. What is the organization aiming to accomplish?
    We work toward the following strategic goals

    Economic strength: Increased nonprofit power and influence on budget development and funding decisions.

    Leadership development: Encourage leaders to be more proactive spokespersons for an agreed-upon nonprofit agenda.

    Public Policy strength: Increased recognition of the value and power of nonprofit agencies.

    Communication Strength: Through our SVCN research, data collection, email alerts and communication on the sector wide issues

    Alliances and Partnerships: Develop strategic alliances and partnerships
  2. What are the organization's key strategies for making this happen?
    Bringing groups of nonprofits together to impact public policy change
  3. What are the organization's capabilities for doing this?
    Our staff are trained professionals that work toward moving our strategic direction forward.
  4. How will they know if they are making progress?
    For our education and training programs we benchmark success through these indicators

    At least 80% will report

    % of attendees express that their time spent was worthwhile, and increased their understanding of the content matter.

    % of attendees report they will utilize the information they learned within the next three months

    % will share the skills and tools with their agency leadership
  5. What have and haven't they accomplished so far?
    there continually are issues in public policy needing advocacy and attention however here are some our accomplishments for FY 2015/16

    This year, we served 482 agencies, 1581 people, 24 events with outcomes that report over 90% would recommend our trainings and report increased knowledge

    We added a new summit this year-Funding Your Impact. this program will now be integrated into our overall trainings for the future. We now have 3 core Summits, Funding your Impact, Tech Connect and Health and Housing to increase our impact in nonprofit learning.


    We advocated and obtained $2,941,350 in new funding to support client services for FY 15.16. Total investment procured to help nonprofits increase funding for services in our community is $9,224.750 over three years.

Service Areas

Self-reported

California

Santa Clara County

Funding Needs

Support for All.in Training program, newsletter and special programs of SVCN

External Reviews

Source: greatnonprofits.org

The review section is powered by Great Nonprofits

Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

SILICON VALLEY COUNCIL OF NONPROFITS
Fiscal year: Jul 01-Jun 30

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Operations

The people, governance practices, and partners that make the organization tick.

Silicon Valley Council Of Nonprofits

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2015 and 2014
  • Board Chair and Board Members
  • Access to the GuideStar Community
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

Principal Officer

Patricia A Gardner

BIO

Ms. Gardner has led this organization since 2001 after being a nonprofit executive
manager for over 20 years. She believes, nonprofits are central to the fabric
of life and through her role at the Council she promotes the sector to make our
community more aware of this valuable community asset. In
March 2011, she was chosen as Woman of the Year by Assemblyman Jim Beall.
Assemblyman Beall said Patricia's
ingenuity and powerful advocacy has helped preserve our safety net in the face
of dwindling budgets, allowing us to continue vital health and social services
for families in need." In September 2011, United Way Silicon Valley named
her Community Builder of the Year, stating “ Patricia is the gladiator of
nonprofits working to preserve the safety net in our community." In 2012, SVCN
received the Community Builder Award from Community Solutions for her work to
preserve funding for services. Ms. Gardner was recognized as one of 80 Women of
Influence in Silicon Valley by the San Jose Business Journal. Ms.
Gardner has B.A. degree in Political Science from San Jose State University and
a Masters Degree in Nonprofit Public Administration from California State
University East Bay.  She
has served on a number of key policy committees. She has spoken before numerous policy makers, elected officials
and foundation leaders on nonprofit issues, governance and nonprofit
contracting. She is editor of Everybody Wins Newsletter as well as many publications related to the nonprofit sector.

STATEMENT FROM THE Principal Officer

"Nonprofits are the fabric of our community and the SVCN coalition ensures our voice is heard by local decision makers. Nonprofits can lift their voice to impact our community and improve services for clients"

Governance

BOARD CHAIR

Alette Lundeberg

Term: Sept 2015 - Sept 2017

BOARD LEADERSHIP PRACTICES

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices. Self-reported by organization

Yes

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?


ORGANIZATIONAL DEMOGRAPHICS

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

Gender
Race & Ethnicity
Sexual Orientation

This organization reports that it does not collect this information for Board Members.

Disability

This organization reports that it does not collect this information.

Diversity Strategies
Yes
We track retention of staff, board, and volunteers across demographic categories
Yes
We track income levels of staff, senior staff, and board across demographic categories
No
We track the age of staff, senior staff, and board
No
We track the diversity of vendors (e.g., consultants, professional service firms)
Yes
We have a diversity committee in place
No
We have a diversity manager in place
No
We have a diversity plan
No
We use other methods to support diversity
Diversity notes from the nonprofit
SVCN has a written diversity plan that outlines The board has stated talent & diversity is important & has dedicated time to discuss these issues The ED has stated talent & diversity is important both internally to staff & externally to stakeholders. There are financial resources set aside in the budget for leadership development. The leadership team looks at the existing talent in their organization, and analyzes, performance, future potential, and existing diversity. There is a leadership development plan that projects what positions, skills, diversity is needed for the future Specific leadership development strategies, such as mentoring, peer coaching groups, affinity groups, conferences, on-the-job coaching , stretch assignments, have been identified Diversity is given specific attention to with the plan, such as having staff-wide training, management training for staff, or mentoring/ coaching potentially marginalized staff Data is analyzed to examine # of external hires, internal promotion rates, attrition rates, by demographic rates Leadership dev. plan is monitored and leaders are recognized & rewarded & held accountable based on data. There is an org culture that deeply values learning & growth of all staff.