Job Announcement – Director of Development

SF CARD
San Francisco Community Agencies Responding to Disaster

Organization Mission: To ensure that nonprofit and faith-based organizations serving San Francisco’s vulnerable populations are prepared for a disaster; to play a central role in the coordination of these organizations in their disaster preparedness, response and recovery efforts.

SF CARD is the “go to” organization for disaster preparedness, response and recovery operations throughout San Francisco. As the only organization devoted to the preparedness of nonprofits and faith-based organizations (collectively: “CBOs”) in the county, SF CARD fills an essential role in preparing community organizations for local emergencies and major disasters.

SF CARD is a small organization filling major roles. Currently staffing at 2.5 FTE, our plans for growth will more than double our size. Our obligations include acting as the San Francisco VOAD (Voluntary Organizations Active in Disaster), San Francisco Human Services Agency Department Operations Liaison and City and County of San Francisco Emergency Operations Center support.

We train and support San Francisco CBOs through Continuity of Operations Plans (COOP), ICS training and staff preparedness training. Our target clients are direct service nonprofits and congregations of all faiths.

We license Bay Area CAN (Coordinated Assistance Network) and are responsible as system operators for the system. Bay Area CAN is a shared disaster client and resource database, which is deployed in 10 counties around the Bay Area. Its primary function is to allow member organizations to collaborate with shared, real-time information in a disaster recovery.

Director of Development
San Francisco CARD is seeking a Director of Development to strategically lead the organization’s fund development initiative to meet its current goal of approximately $360,000 in annual support, and to increase its long-term support to $1mm annually.

JOB DESCRIPTION:
The Director of Development will oversee and manage all individual, corporate, foundation and special project fundraising activities for SF CARD. This person will also be a strategic partner in the development and refinement of training and programs that SF CARD delivers. This person will report directly to the Executive Director.

Duties and Responsibilities:

Fundraising

• Lead and oversee SF CARD’s development efforts to raise funds that meet the annual operating budget.
• Ensure that all fundraising activities are well organized, well executed and lay the foundation for future increases in funding.
• Lead and participate in the identification, cultivation and solicitation of major donors and potential donors in order to grow, strengthen and nurture SF CARD’s donor base.
• Lead and oversee all grant funding proposals, donor requests, solicitations, letters of inquiry, interim and final reports.
• Lead and participate in the identification, cultivation and solicitation of potential board members for SF CARD.
• Involve the Executive Director, board members and other SF CARD staff in the above fundraising activities as appropriate.
• Integrate all fundraising activities with SF CARD’s website and social media.
• Establish and oversee development of gift policies, systems and procedures with an emphasis on ethical standards for soliciting and reporting.
• Keep up with trends in the philanthropic field to keep SF CARD on the leading edge of acquiring donor support in the future.
• Staff and provide leadership for the Board of Directors’ fundraising efforts.

Public Awareness

• Oversee public outreach activities, including advertising and media campaigns, related to fundraising or promoting awareness about SF CARD and its impact on preparedness.
• Make public presentations and appeals to prospective corporate, foundation, individual and congregational funders.
• Represent SF CARD at community functions as appropriate.

Organizational Support

• Develop and manage the annual fundraising budget and work plan, tracking and reporting results to the E.D. and the board.
• Support future growth efforts of the organization by participating in strategic planning activities and providing fundraising campaign analysis to the E.D. and the board.
• Participate on the management team to provide leadership and direction for SF CARD’s programs and operations.
• Work with the E.D. and members of the board to secure in-kind donations and pro bono services as needed.
  

Qualifications

• Bachelor’s degree required. Advance degree in related field or prior experience preferred.
• An organized and strategic approach to fundraising with experience in managing, developing and coordinating successful fundraising efforts.
• A minimum of five years experience in fundraising with progressive experience in multifaceted development work.
• Demonstrated success in major gift cultivation, solicitation and stewardship, grant-writing, foundation, government and corporate funding.
• Thorough understanding of all components of a diversified funding base including developing and managing budgets.
• Proven abilities in donor development, strong nonprofit fundraising skills and a record of setting and meeting fundraising goals.
• A track record as an effective communicator who is articulate and persuasive in written and verbal communications; adept at crafting proposals, donor correspondence and other kinds of materials and making presentations to a variety of audiences.
• Demonstrated ability to think strategically and a thorough understanding of strategic development and partnership-building.
• Demonstrated commitment to accountability, measuring outcomes and results-oriented culture.
• Proven ability to create and maintain a collegial and positive work environment with high moral, professional standards and productivity.
• Ability to work and interact well with individuals from a variety of socioeconomic backgrounds in a culturally diverse environment.
• Ability to work under pressure and adapt easily.
• Sound judgment, professionalism and a positive attitude.

Personal Characteristics

• Someone committed to and enthusiastic about the mission and vision of SF CARD.
• A strategist who is adept at planning, prioritizing, organizing and following through.
• A superior communicator.
• Outgoing, straightforward, creative, and self-motivated.
• A facilitator, collaborator, and coordinator with outstanding leadership abilities and interpersonal skills.
• An individual with credibility, good judgment, honesty, integrity, trust, and the ability to motivate others in a similar vein.
• One who shares information readily, listens as well as gives advice and respects the abilities of others.
• Team-focused, must enjoy and be successful at working on teams and able to roll up one’s sleeves and make things happen as an individual.
• A person who presents a high degree of maturity, sophistication, self-confidence, and flexibility.

Salary and Benefits:
To obtain details on salary and benefits contact Alessa Adamo at the address below.

To apply for this position please send a cover letter detailing your interest and your track record as a development professional along with a resume:

Director of Development Search
Alessa Adamo
SF CARD
1675 California Street
San Francisco, CA 94109
Fax: 415-982-0890
Info@sfcard.org

SF CARD is an equal opportunity employer

What will you drink if you get thirsty enough? Cont'd

Pathogens, pathogens, pathogens . . .

Waterborne disease	Causative organism	Source of organism in water	Symptom
Gastroenteritis	Salmonella (bacteria)	Animal or human feces	Acute diarrhea and vomiting
Typhoid	Salmonella typhosa (bacteria)	Human feces	Inflamed intestine, enlarged spleen, high temperature; can be fatal
Dysentery	Vibrio cholerae (bacteria)	Human feces	Diarrhea: rarely fatal
Cholera	Vibrio cholerae (bacteria)	Human feces	Vomiting, severe diarrhea, rapid dehydration, mineral loss: often fatal
Infectious hepatitis	Virus	Human feces, shellfish grown in polluted waters	Yellowed skin, enlarged liver, abdominal pain: lasts up to 4 months, seldom fatal
Amebic dysentery	Entamoeba histolytica(protozoa)	Human feces	Mild diarrhea, chronic dysentery
Giardiasis	Giardia lamblia (protozoa)	Animal or human feces	Diarrhea, cramps, nausea and general weakness; lasts 1 week to 30 weeks, not fatal

Source: Reprinted by permission from Introduction to Water Treatment: Principles and Practices of Water Supply Operations, vol. 2, p. 284. Copyright 1984, American Water Works Association.

Giardiasis, the last condition on the chart, is caused by the most common pathogenic parasite in the United States (Levine and Craun 1990). Link http://www.waterandhealth.org/drinkingwater/12749.html

What else?

There are quite a few diseases that are of concern in a disaster situation, but we are concentrating on the water supply, post disaster threats. So, here are some other potential water borne risks . . .

1. Poliomyelitis (polio): With the use of an aggressive vaccine program and outbreak surveillance program, poliomyelitis has been radically controlled, but it could opportunistically make a come back if the water treatment system failed due to an earthquake. Poliomyelitis is caused by a waterborne viral infection. The virus lives in the throat and intestinal tract. It is most often spread through person-to-person contact with the stool of an infected person and may also be spread through oral/nasal secretions. Link http://www.waterandhealth.org/drinkingwater/12749.html

Polio can be imported from other countries by infected people. In the event of an earthquake, recent immigrants or visitors living in the poor sanitary conditions post disaster could be the mechanism of transmission and an outbreak of polio. From 1980 through 1999, there were 152 confirmed cases of paralytic polio cases reported in the US. While many of these cases were attributed to the use of live vaccines, eight of the 152 cases were acquired outside the United States and imported. Link http://www.cdc.gov/vaccines/vpd-vac/polio/dis-faqs.htm

History: Polio was one of the most dreaded childhood diseases of the 20th Century in the United States. There were usually about 13,000 to 20,000 cases of paralytic polio reported each year in the US before the introduction of the Salk inactivated polio vaccine (IPV) in 1955. Polio peaked in 1952 when there were more than 21,000 reported cases. The last cases of naturally occurring paralytic polio in the United States were in 1979, when an outbreak occurred among the Amish in several Midwestern states. Link http://www.waterandhealth.org/drinkingwater/12749.html

2. Cryptosporidium parvum: Cryptosporidium parvum is a parasitic protozoa transmitted through water. I mention this particular disease because it has caused problems in swimming pools through indirect person-to-person transmission. This is especially important as it has been suggested that the standard chlorination treatments used are insufficient against these durable and tiny oocytes. Link http://www.who.int/water_sanitation_health/dwq/en/admicrob5.pdf

3. Legionnaires hemophile: Although the "traditional" bacterial diseases of cholera and typhoid have largely been brought under control in this country, other microorganisms are constantly being identified and connected to waterborne illness. For example, the Legionnaires hemophile bacteria--the cause of legionnaires' disease-has recently been found in community water supplies (Stout et al. 1992), and tiny waterborne rotaviruses have been shown to be a major cause of acute gastroenteritis in infants and young children (Craun 1986). Link http://www.waterandhealth.org/drinkingwater/12749.html.

This list goes on, but I want to focus on the big names. So, changing gears let’s talk about water treatment.

Water treatment

Having said that, how much chlorine does it take to effectively disinfect drinking water? If you are prepared to treat drinking water in a disaster, 72Hours.org instructs you to – “Strain any large particles of dirt by pouring the water through layers of paper towels or clean cloth. Next, purify the water one of two ways:

• Boil – bring to a rolling boil and maintain for 3-5 minutes. After the water cools, pour it back and forth between two clean containers to add oxygen back; this will improve its taste.
• Disinfect – If the water is clear, add 8 drops (1/8 teaspoon) of bleach per gallon of water. If it is cloudy, add 16 drops (1/4 teaspoon) per gallon. Make sure you are using regular bleach— 5.25% percent sodium hypochlorite— rather than the “ultra” or “color safe” bleaches. Shake or stir, then let stand 30 minutes. A slight chlorine taste and smell is normal.” Link to 72Hours.org: http://72hours.org/water.html

So, what do water districts do? “The effectiveness of the chlorination process depends upon a variety of factors: chlorine concentration, contact time, water temperature, pH value, and level of turbidity (AWWA 1984). Disinfectant concentrations and contact times used by different water utilities vary widely, usually depending on the characteristics of the water being treated. Several states and advisory groups suggest minimum requirements or recommendations for these parameters, but there are no federal standards for them (Hoff and Akin 1986).” Link http://www.waterandhealth.org/drinkingwater/12749.html “Most municipal drinking water supplies maintain chlorine levels such that the concentrations of chloroform in the systems range from 0.02 to 0.05 milligrams per liter (Wilson 1980), well below the standard of 0.10 milligrams per liter that the EPA has set as a safe level for ingestion of Trihalomethane, (THM).” Link http://www.waterandhealth.org/drinkingwater/12749.html. Let’s say that you have a physical therapy swimming pool at your clinic as your only source of drinking water. What then? The same steps apply for this water source. No more than the EPA of 0.10 milligrams per liter or treat it by the gallon per the 72hours.org website. Here are some basic guidelines for pool treatment.

Basic Guidelines for Pool Treatment

Carefully read and follow the manufacture’s instructions printed on the chlorine treatment package. Test the water regularly – it’s a simple process to use a test kit. You want to maintain water balance by measuring:

• Free available chlorine (FAC), which should never fall below 1.0 ppm (parts per million)

• Monitor the total chlorine, to assure that combined available chlorine (CAC) levels are less than 0.2 ppm

• Monitor the pH level pH is to be kept between 7.2 and 7.8, indicating that the chlorine is working effectively

• Monitor the total alkalinity to make sure that pH levels stay steady

• Monitor the calcium hardness of the water to protect pool surfaces from corrosion.

How Much of What?

The guidelines set by the National Spa and Pool Institute are widely used, but to be certain, you should also check the health codes of the jurisdiction where you live. The chemicals a pool needs to maintain the required standards differ from pool to pool – and day to day. Keeping records to "get to know" a pool can help you interpret its characteristics and perform the correct task.

NATIONAL SPA AND POOL INSTITUTE Suggested Chemical Standards for Swimming Pools
Free chlorine, ppm	1.0 - 4.0
Combined chlorine, ppm	None
pH	7.2 - 7.8 (ideal range of 7.4 - 7.6)
Total alkalinity, ppm (for liquid chlorine, cal hypo, lithium hypo)	80 - 100
(for gas chlorine, dichlor, trichlor and bromine compounds)	100 - 120
Total dissolved solids, ppm	Not to exceed 1500 greater than at pool start-up
Calcium hardness, ppm	200 - 400
Cyanuric acid, ppm	30 - 50

Link http://www.waterandhealth.org/pool_spa/POOLTREATMENT101.php3

Let’s say you did have to drink that clinic’s physical therapy pool water . . .

Some people might be inclined to add more chlorine just to be safe. What happens though if you take pool water that was presumably treated already, but you decide to treat it again just to be cautious during a disaster? Here is something else to think about. . . Studies show that chlorine causes cancer and, predictably, too much more so. Consider this . . .

Side Effects of Chlorine

There are many known carcinogenic disinfectant byproducts formed by adding chlorine to drinking water called organochlorines. Regulating chlorinated drinking water is a problematic at best because of the many public health benefits of killing waterborne pathogens. “While the EPA denies that there is "conclusive" causation linking chlorinated drinking water and health effects, the point is not reassuring. A growing number of studies have linked chlorinated drinking water to cancer and reproductive harm in humans. The most respected cancer study is a compilation of 10 separate epidemiological studies on chlorinated drinking water and cancer known as the Morris study. It found disinfection by-products in chlorinated water to be responsible for 9% of all bladder cancers and 15% of rectal cancers in the U.S. This translates into 10,000 additional deaths per year for just these two organs, a figure the Morris researchers believe to be an under-estimate. Also, a 1998 California Department of Health Study found that pregnant women with high exposure to chlorinated drinking water nearly doubled their risk of miscarriage, from a rate of 9.5% to 16%. The at-risk group drank water with greater than 75 parts per billion trihalomethanes. Link to “Cancer On Tap: The Risk of Chlorinated Water” http://www.greensense.com/Features/Action/cancer_on_tap.htm

The Big Conclusion

As so many diseases are effectively controlled through the chlorination of water, it would be disastrous not to chlorinate the drinking water supply. If you are concerned about the carcinogenic effects of over chlorinating pool water, for example, consider boiling it instead, but understand that chlorination is the accepted industry standard for safe drinking water. Another consideration, in an emergency or a disaster, is that you may not have the ability to boil water so be sure to stockpile water purification tablets or regular bleach to ensure safe drinking water.

Enjoy your next effortless glass of water although you may now decide that ignorance is bliss!!!!!

My Trip to Haiti - A Personal Story - Cont'd

Hospital Espoir is in an area of Port-au-Prince that wasn't hit quite as hard by the quake as the downtown area but still there were plenty of buildings that had collapsed or pancaked, fallen walls, twisted iron works, mounds of rubble and the occasional assault of a sickening stench. By the time we got down there on day 12, it seemed like life was going on as close to usual as possible - vendors on the streets, kids playing soccer in the square in the evening, women doing laundry. One day we were parked on a bridge spanning a wide dry creek that was lined with tin shacks and witnessed the slaughter and skinning of a big hog. Amidst all the devastation, this is probably the most violent image I bring back from the trip - yet it seemed as organic a part of life as the women walking with baskets of bananas on their heads or men hawking phone cards on the street.

Registering Patients

I spent the first few days at the hospital seeing patients who presented with minor injuries and major injuries that just weren't getting better (like grandma's hand that had sustained a crush injury and now was infected and close to necrotic). But mostly they were coming for primary care. Without resorting to generalizations, I think it's fair to say that the people are desperate for medical attention. So they came. In droves. I saw people with headaches, chest pain (no EKG machine), colds, cough (lots of dust, or maybe it's that pesky TB), vaginal infections, insomnia, abdominal and back pain. I decided early not to let anyone leave without some kind of medication, even if it was only multivitamins and even if they were going to turn around and sell it.

Market Day

The next few days I spent at a "mobile clinic" that we established in an area on the outskirts of town. My experience as chief of the Emergency Dept. at Kaiser enduring endless, tedious meetings developing patient flow plans actually paid off! I was the de facto "administrator" at our little clinic and was able to organize the flow process swiftly - it worked and I'm proud of that accomplishment. We set up shop in an open-air church - there were 3 docs, 3 nurses, interpreters, a few volunteers, medications, supplies and water to distribute. Word spread that the docs were in town and we saw probably 300 patients over those 2 days. (Just as a reference, in my ED in LA there are 14 doctors staffed to see about 175 patients a day). Every adult had 3-4 kids with them, all of whom had complaints of a cold, cough, rash, failure to thrive, almost none of whom were really sick. I saw an 8 day old baby whose mother said the child had epigastric pain. I advised burping after feeding and handed the mom a bag of vitamins. Again, they all got something - Children's Tylenol, creams, pills, Vicks Vaporub (good for the whole family!). When we had to quit the first day the people who had been waiting and would not get seen that day got, ahem, a bit testy - actually it got a little scary but we promised to come back the next day and we did.

One of the Orphanages

My French came in very handy but I do not speak Creole and the vast majority of patients I saw do not speak French. I wish I had had more time to learn a bit more. I got such a kick out the phonetic Creole spelling of French words: Mademoiselle in French is Demwazel in Creole. Oui is we. Duh.

Susan and I stayed at the lovely home of Gladys Thomas, the director of the hospital. It is up in the hills, away from the diesel choked air of the city, in a "gated" community (big man with big gun at the gate). Her two kids, Nina, a middle school french teacher in Memphis, and Mark, a photography student at Parsons in NYC were in town to help. Meeting this wonderful family was without a doubt the best part of my trip. There were other inspirational people, too: my new friend, Susan Partovi, a smart, personable, generous, dedicated doc and a committed activist with a giant heart; Luke, a young guy from Fullerton, who helps to run a Haitian refugee village in the Dominican Republic and who, instead of going back there in a few weeks, needs to go home to, as he said, "hug his parents;" Joel, a 20 year old Haitian kid who showed up at the clinic out of nowhere, served as an excellent translator and came back to volunteer again the next day; the German surgical team who was operating out of the hospital and have committed to a presence there until mid March; Stephanie, the Haitian psychologist who is holding group therapy sessions in the tent cities around town (how do you help a couple who lost five children grieve? There is work to do).

Another Street Scene

And then there's Gladys. She was not in Haiti at the time of the earthquake. In addition to running the hospital, 2 orphanages and a school, Gladys was in India on a medical mission. She is pretty, petite, gracious, has the most gorgeous skin I have ever seen, is calm in the chaos and fiercely dedicated to her people and her God. Her hospital, which, as I mentioned, was chiefly for woman and children, is now open to all and she is trying to find out who owns the land behind the hospital - she wants to build a rehab center there. Though I'm writing you all just to tell you the story of my trip, I feel compelled to add this shameless pitch: if you are at all interested in contributing to long term Haitian relief, please consider donating to Gladys' United States Foundation for the Children of Haiti (www.usfch.org).

While I was there, I kept wishing that I were a surgeon - these were the docs who were doing the heroic deeds and truly saving life and limb. But coming home I realize that just using whatever skills I have to help a few people through this terrible calamity is a lesson in what it means to be a doctor. It was a rich and rewarding experience.

Thank you for all your support and great feedback.

It's really good to be home.

Peace and love.

Paula J. Pearlman, M.D.


About the Author - Paula J. Pearlman, M.D.

Dr. Pearlman works at Kaiser Permanente in West Los Angeles as an Emergency Physician. She has worked as a medical doctor for over 25 years and has been Chief of the department for 6 years.

Dr. Pearlman received her BA in French from UCSB and then received her medical degree from UCLA.

In addition to her professional career, Dr. Pearlman is married with two children, tutors second year medical students through a course called "Doctoring", and volunteers at Homeboy Industries in downtown LA doing laser tattoo removal.

Dr. Pearlman is a friend of Terry Zukoski who works at Glide and is a very active participant in the SF Community of Preparedness.

Please note that Mr. Zukoski emailed the article to SF CARD staff. We loved it so much; we asked and received permission to put it in our newsletter.