Location: Los Angeles, CA
Website: nomadicdivision.org
LAND (Los Angeles Nomadic Division) is a non-profit organization founded in 2009 committed to curating site-specific public art exhibitions in Los Angeles and beyond. LAND believes that all people deserve the opportunity to experience innovative contemporary art in their everyday existence, to enhance their quality of life and ways of thinking about their community. In turn, artists deserve the opportunity to realize projects in the public realm, unsupported through traditional institutions. LAND brings contemporary art outside of the walls of museums and galleries, into our shared public spaces and unique sites, in Los Angeles and beyond.
LAND supports dynamic and unconventional artistic practices using a tripartite approach:
Commissioning public projects of site- and situation-specific works with national and international contemporary artist
Collaborating with a variety of institutions and organizations, such as universities, museums, and theaters as well as other types of spaces, industries, and entities
Offering additional programs such as performances, workshops, residencies, discussions, educational opportunities, and publications
LAND’s innovative exhibitions and programming structure features three main types, or scales, of programming:
Large-scale, multi-site, multi-artist exhibitions (group thematic shows that exist over time and space)
Monographic exhibitions or discrete group exhibitions
One-night ephemeral performances and durational events
Showing posts with label Non-profit. Show all posts
Showing posts with label Non-profit. Show all posts
Wednesday, May 18, 2016
Saturday, March 5, 2016
Neighborhhod Assistance Corporation of America
Location: Nationwide
Website: naca.com
The Neighborhood Assistance Corporation of America ("NACA") is a non-profit, community advocacy and homeownership organization. NACA’s primary goal is to build strong, healthy neighborhoods in urban and rural areas nationwide through affordable homeownership.
NACA has made the dream of homeownership a reality for thousands of working people by counseling them honestly and effectively, enabling even those with poor credit to purchase a home or modify their predatory loan with far better terms than those provided even in the prime market.
The NACA homeownership program is our answer to the huge subprime and predatory lending industry. NACA has conclusively shown that when working people get the benefit of a prime rate loan, they can resolve their financial problems, make their mortgage payments and become prime borrowers.
NACA’s track record of helping people who have credit problems become homeowners or modify their predatory loan debunks the myth that high rates and fees are necessary to compensate for their "credit risk.
Started in 1988, NACA has a tremendous track record of successful advocacy against predatory and discriminatory lenders as well as providing the best mortgage program in America with $10 billion in funding commitments.
NACA is the largest housing services organization in the country and is rapidly expanding by growing its existing 30+ offices headquartered in Boston, MA,opening many new offices nationwide and expanding the services it offers its membership. NACA’s confrontational community organizing and unprecedented mortgage program have set the national standard for assisting low- and moderate-income people to achieve the dream of homeownership.
Website: naca.com
The Neighborhood Assistance Corporation of America ("NACA") is a non-profit, community advocacy and homeownership organization. NACA’s primary goal is to build strong, healthy neighborhoods in urban and rural areas nationwide through affordable homeownership.
NACA has made the dream of homeownership a reality for thousands of working people by counseling them honestly and effectively, enabling even those with poor credit to purchase a home or modify their predatory loan with far better terms than those provided even in the prime market.
The NACA homeownership program is our answer to the huge subprime and predatory lending industry. NACA has conclusively shown that when working people get the benefit of a prime rate loan, they can resolve their financial problems, make their mortgage payments and become prime borrowers.
NACA’s track record of helping people who have credit problems become homeowners or modify their predatory loan debunks the myth that high rates and fees are necessary to compensate for their "credit risk.
Started in 1988, NACA has a tremendous track record of successful advocacy against predatory and discriminatory lenders as well as providing the best mortgage program in America with $10 billion in funding commitments.
NACA is the largest housing services organization in the country and is rapidly expanding by growing its existing 30+ offices headquartered in Boston, MA,opening many new offices nationwide and expanding the services it offers its membership. NACA’s confrontational community organizing and unprecedented mortgage program have set the national standard for assisting low- and moderate-income people to achieve the dream of homeownership.
Friday, June 26, 2015
Cape Town Partnership
Location: Cape Town, South Africa
Website: capetownpartnership.co.za
We’re a non-profit organisation that brings people together around common goals for Cape Town’s transformation. We’re connectors, facilitators and translators, working to help people find a common language and a shared set of priorities specific to projects that can make a positive impact in people’s lives. We do this kind of work across an incredible diversity of projects. Most of it is in the Table Bay district – our mandated area, that stretches from Camps Bay to the Foreshore, the east city to Observatory, Salt River to Langa – and we try, as far as possible, to do work that can have a much wider impact across the metropole. The work of the Cape Town Partnership, since its beginning as a non-profit organisation in 1999 (founded, at the time, by the City of Cape Town, the South African Property Owners Association and the Cape Town Regional Chamber of Commerce and Industry) has been about helping make the city work. And yet this work – what we do, where we do it and who we do it with – has transformed over the years. In 14 years of existence, we’ve had to make our own path, not only through the city, but also in our understanding of what a city is and what makes it work. Here’s the short version of this journey of transformation.
When we were founded in 1999, it was in response to the state of Cape Town’s central business district. The area was in crisis: businesses were moving out (or threatening to) and the streets weren’t safe. At the time, the way we thought about cities was very much as economic engines, places driven by investment. Together with our core partners, the Central City Improvement District, we were single-minded in ensuring the city centre was clean and safe so that it was attractive to business. We spent a lot of time acting as a translator between the public and private sector (specifically property developers and owners), working to ensure business stayed in the central business district. Within a decade, Cape Town’s downtown area had undergone a total turnaround, becoming one of the cleanest and safest in the country, and business was booming.
2008-2012: Cities are for people
Nearly ten years later, in 2008, we began collaborating with the City of Cape Town on a shared ten-year vision and workable plan for the turnaround of Cape Town’s broader central city – the area from Salt River to Green Point, the mountain to the sea. The process of defining the Central City Development Strategymforced us to look at more than just business and urban management, and think of the role that events, the knowledge and creative economy, and popular history and memory could play in the area’s development. Over this time, we came to see the city as an interconnected system – of transport, infrastructure, business, services – of which people were the users. The goal was to make the space more user-friendly. With the 2010 World Cup, we were able to fast-track a number of urban developments: Public spaces were upgraded, public transport rollout was fast-tracked, pedestrian corridors were created. The city became more user-friendly seemingly overnight, thanks to urban design. On the back of that experience, we started driving Cape Town’s successful World Design Capital bid.
2012-2018: People make places
At the Cape Town Partnership, we’re an excitable group of people with a future-forward, positive approach. But there have been unintended consequences to our exuberance and the rate of our success. We never saw ourselves as agents of gentrification, or thought of development as a tool for displacement. And yet that is how our work has been seen, and criticised, in some quarters. Looking back, part of our learning has been not to get so caught up in things – in urban upgrades, cycle lanes, cranes on the skyline, the idea of design, pursuit of titles like “world-class city” – that you forget about people. In trying to pave a road to our future, at times we lost sight of our past: parts of Cape Town might’ve transformed in the last few years. But others are still living out apartheid-era realities of a life divided and disconnected. Thinking of a city as an economic engine or an interconnected system had us thinking of people more as users or consumers of a city than creators of it. Today, we’ve come to think of cities as places of “concentrated humanity”, networks of human connections, places created and sustained by people. That’s why, for the next five years of the Cape Town Partnership and the remaining term of the Central City Development Strategy, our focus is on putting people first; on participation and people-based placemaking, not destination marketing. On dialogue and debate, not one-way conversation. At the heart of a city is people. And for it to work, its people, our people, have to work together.
The vision that keep us going is of a place and a people no longer defined by apartheid divides.
We believe that Cape Town is capable of becoming a truly liveable African city that’s true to its people and where they come from, but can also create new spaces, communities and patterns of behaviour that will serve future generations. We don’t know exactly what this city looks like – urbanisation is changing cities and human settlements all over the world at unprecedented rates, and no one knows for sure what the future holds.
What we do have to guide us is a ten-year strategy for the central city’s development and transformation – which is more like a very good compass than a map to the future – and the conviction that Cape Town’s people, working together for the common good, will find the solutions that can serve this generation, as well as the next. After all, the work of transforming a city, and ensuring it works for everyone, is never done. Like the horizon line, the closer you get to it, the further it moves away.
Website: capetownpartnership.co.za
We’re a non-profit organisation that brings people together around common goals for Cape Town’s transformation. We’re connectors, facilitators and translators, working to help people find a common language and a shared set of priorities specific to projects that can make a positive impact in people’s lives. We do this kind of work across an incredible diversity of projects. Most of it is in the Table Bay district – our mandated area, that stretches from Camps Bay to the Foreshore, the east city to Observatory, Salt River to Langa – and we try, as far as possible, to do work that can have a much wider impact across the metropole. The work of the Cape Town Partnership, since its beginning as a non-profit organisation in 1999 (founded, at the time, by the City of Cape Town, the South African Property Owners Association and the Cape Town Regional Chamber of Commerce and Industry) has been about helping make the city work. And yet this work – what we do, where we do it and who we do it with – has transformed over the years. In 14 years of existence, we’ve had to make our own path, not only through the city, but also in our understanding of what a city is and what makes it work. Here’s the short version of this journey of transformation.
When we were founded in 1999, it was in response to the state of Cape Town’s central business district. The area was in crisis: businesses were moving out (or threatening to) and the streets weren’t safe. At the time, the way we thought about cities was very much as economic engines, places driven by investment. Together with our core partners, the Central City Improvement District, we were single-minded in ensuring the city centre was clean and safe so that it was attractive to business. We spent a lot of time acting as a translator between the public and private sector (specifically property developers and owners), working to ensure business stayed in the central business district. Within a decade, Cape Town’s downtown area had undergone a total turnaround, becoming one of the cleanest and safest in the country, and business was booming.
2008-2012: Cities are for people
Nearly ten years later, in 2008, we began collaborating with the City of Cape Town on a shared ten-year vision and workable plan for the turnaround of Cape Town’s broader central city – the area from Salt River to Green Point, the mountain to the sea. The process of defining the Central City Development Strategymforced us to look at more than just business and urban management, and think of the role that events, the knowledge and creative economy, and popular history and memory could play in the area’s development. Over this time, we came to see the city as an interconnected system – of transport, infrastructure, business, services – of which people were the users. The goal was to make the space more user-friendly. With the 2010 World Cup, we were able to fast-track a number of urban developments: Public spaces were upgraded, public transport rollout was fast-tracked, pedestrian corridors were created. The city became more user-friendly seemingly overnight, thanks to urban design. On the back of that experience, we started driving Cape Town’s successful World Design Capital bid.
2012-2018: People make places
At the Cape Town Partnership, we’re an excitable group of people with a future-forward, positive approach. But there have been unintended consequences to our exuberance and the rate of our success. We never saw ourselves as agents of gentrification, or thought of development as a tool for displacement. And yet that is how our work has been seen, and criticised, in some quarters. Looking back, part of our learning has been not to get so caught up in things – in urban upgrades, cycle lanes, cranes on the skyline, the idea of design, pursuit of titles like “world-class city” – that you forget about people. In trying to pave a road to our future, at times we lost sight of our past: parts of Cape Town might’ve transformed in the last few years. But others are still living out apartheid-era realities of a life divided and disconnected. Thinking of a city as an economic engine or an interconnected system had us thinking of people more as users or consumers of a city than creators of it. Today, we’ve come to think of cities as places of “concentrated humanity”, networks of human connections, places created and sustained by people. That’s why, for the next five years of the Cape Town Partnership and the remaining term of the Central City Development Strategy, our focus is on putting people first; on participation and people-based placemaking, not destination marketing. On dialogue and debate, not one-way conversation. At the heart of a city is people. And for it to work, its people, our people, have to work together.
The vision that keep us going is of a place and a people no longer defined by apartheid divides.
We believe that Cape Town is capable of becoming a truly liveable African city that’s true to its people and where they come from, but can also create new spaces, communities and patterns of behaviour that will serve future generations. We don’t know exactly what this city looks like – urbanisation is changing cities and human settlements all over the world at unprecedented rates, and no one knows for sure what the future holds.
What we do have to guide us is a ten-year strategy for the central city’s development and transformation – which is more like a very good compass than a map to the future – and the conviction that Cape Town’s people, working together for the common good, will find the solutions that can serve this generation, as well as the next. After all, the work of transforming a city, and ensuring it works for everyone, is never done. Like the horizon line, the closer you get to it, the further it moves away.
Thursday, May 21, 2015
Non-Profit Quarterly
Location: Nationwide
Website: www.nonprofitquarterly.org
NPQ was launched as a national print journal in the winter of 1999 and was designed to fill a gap by providing credible, research based articles for nonprofits about management and governance. Soon after it began it also started to cover issues related to the operating environment for nonprofits, specifically public policy and philanthropy. The quarterly print journal soon became known as "The Harvard Business Review for the nonprofit sector."
In April 2006 NPQ spun off from its original parent and became an independent nonprofit. NPQ added an active online publishing component virtually overnight stemming from a realization that its readers needed a constant stream of well analyzed and contextualized information to stay abreast of an environment full of both unprecedented opportunity and unforeseeable peril, and so it started a daily send out of news and features. This material is designed to help nonprofit practitioners negotiate their rapidly changing landscape. NPQ’s budget did not expand as a result of the shift but instead it eventually began to call upon its readers to act as regular correspondents . This required a complete redesign of our revenue and publishing models.
This engagement of our readership in collaborative journalism model has expanded NPQ’s intelligence and its capacity to gather and analyze the news in real time and from a variety of perspectives. It is highly innovative, however, and one of many experimental models in the field of digital publishing. NPQ partners actively with many other groups to make sure that its readership and community is continuously expanding; and that it reflects the mix of organizational sizes and types in the civil sector. NPQ is a nonprofit based in Boston. It has six staff members and a board of directors;but what really fuels it and provides it its credibility are its community of volunteer content contributors/readers and cash contributors.
NPQ has always been known for its rigor and grounded understanding of nonprofits and philanthropy and it has always depended upon its readership to guide its editorial agenda. This is what keeps it relevant and a trusted source for hundreds of thousands of practitioners across the country and beyond. NPQ’s guiding philosophy is that an active and engaged and sometimes disruptive civil sector is critical to a healthy democracy in the same way that a free and independent press is.
NPQ is striving to be the authoritative independent news source for civil society and we will only get there with your involvement.
Website: www.nonprofitquarterly.org
NPQ was launched as a national print journal in the winter of 1999 and was designed to fill a gap by providing credible, research based articles for nonprofits about management and governance. Soon after it began it also started to cover issues related to the operating environment for nonprofits, specifically public policy and philanthropy. The quarterly print journal soon became known as "The Harvard Business Review for the nonprofit sector."
In April 2006 NPQ spun off from its original parent and became an independent nonprofit. NPQ added an active online publishing component virtually overnight stemming from a realization that its readers needed a constant stream of well analyzed and contextualized information to stay abreast of an environment full of both unprecedented opportunity and unforeseeable peril, and so it started a daily send out of news and features. This material is designed to help nonprofit practitioners negotiate their rapidly changing landscape. NPQ’s budget did not expand as a result of the shift but instead it eventually began to call upon its readers to act as regular correspondents . This required a complete redesign of our revenue and publishing models.
This engagement of our readership in collaborative journalism model has expanded NPQ’s intelligence and its capacity to gather and analyze the news in real time and from a variety of perspectives. It is highly innovative, however, and one of many experimental models in the field of digital publishing. NPQ partners actively with many other groups to make sure that its readership and community is continuously expanding; and that it reflects the mix of organizational sizes and types in the civil sector. NPQ is a nonprofit based in Boston. It has six staff members and a board of directors;but what really fuels it and provides it its credibility are its community of volunteer content contributors/readers and cash contributors.
NPQ has always been known for its rigor and grounded understanding of nonprofits and philanthropy and it has always depended upon its readership to guide its editorial agenda. This is what keeps it relevant and a trusted source for hundreds of thousands of practitioners across the country and beyond. NPQ’s guiding philosophy is that an active and engaged and sometimes disruptive civil sector is critical to a healthy democracy in the same way that a free and independent press is.
NPQ is striving to be the authoritative independent news source for civil society and we will only get there with your involvement.
Wednesday, March 27, 2013
Positively Paseo
Location: Oklahoma City, OK
Website:
www.positivelypaseo.org
Positively Paseo is a 501 (c) (3) non-profit community housing development organization, or CHDO, working to revitalize the Paseo Historic District and Classen Ten Penn neighborhoods in Oklahoma City, Oklahoma.
Our mission is to increase homeownership by providing families and individuals with low-to-moderate income levels the opportunity to purchase a rehabilitated, restored, or newly constructed home that is affordable and of good quality.
Like other inner-city Oklahoma City neighborhoods, Paseo and Classen Ten Penn suffered in the 1970′s and 80′s when development began in the suburbs and drew families away from the center of the city.
This suburban flight led to urban blight – leaving behind large swaths of vacant, boarded up blocks. Homes deteriorated and crime moved in. The economic recession of the 1980′s led to further deterioration with the end result being a nearly abandoned inner city.
With some of the homes dating back to the Land Run of 1889 and neighborhoods designed by G.A. Nichols in the early 1900′s, it is important to save these historic buildings and make these neighborhoods safe again for families.
So began the work of Positively Paseo…
In the mid 1980′s residents of Paseo and surrounding historic neighborhoods joined forces with area church officials, non-profit community associations, local bankers, and commercial property owners to set in place a plan to revitalize the Paseo neighborhood.
Backed by an endorsement from a study by the Urban Land Institute in Washington D.C., Positively Paseo was formed to lead the way in housing rehabilitation. With a focus on owner-occupancy, staff and volunteers began to renovate deteriorated single-family homes and build new homes on long vacant lots. Initial funding sources included bank loans and federal grants administered by the City of Oklahoma City.
This work began more than 20 years ago and because of patience and perseverance, the Paseo Historic District (as it is now known) has undergone a renaissance. Property values have stabilized, criminal activity has all but vanished, and a strong neighborhood association continues to unite neighbors.
It is because of this success that Positively Paseo has joined forces with Classen Ten Penn residents in order to model the work that has been done in Paseo in another deteriorated inner-city Oklahoma City neighborhood.
The Classen Ten Penn neighborhood has a long history and, by some accounts, served as a home for at least one famous writer – Ralph Ellison. Today, the neighborhood boasts another famous resident, Wayne Coyne, of the band The Flaming Lips, and his wife and photographer, Michelle Martin-Coyne. A thriving commercial and arts district – The Plaza District – serves as the heart of the neighborhood.
All locally-owned, the district is home to four restaurants, a winery, a beauty salon, art galleries, a dance studio, an interior design studio, a floral designer, a tattoo parlor, retro and vintage shops, and The Lyric Theatre, Oklahoma’s only professional year-round musical theatre company. On the second Friday of each month, LIVE on the Plaza hosts a family-friendly event.
Classen Ten Penn is undoubtedly an ethnically and economically diverse hub of Oklahoma City and certainly a neighborhood to watch – maybe even a place to call your next home…
Website:
www.positivelypaseo.org
Positively Paseo is a 501 (c) (3) non-profit community housing development organization, or CHDO, working to revitalize the Paseo Historic District and Classen Ten Penn neighborhoods in Oklahoma City, Oklahoma.
Our mission is to increase homeownership by providing families and individuals with low-to-moderate income levels the opportunity to purchase a rehabilitated, restored, or newly constructed home that is affordable and of good quality.
Like other inner-city Oklahoma City neighborhoods, Paseo and Classen Ten Penn suffered in the 1970′s and 80′s when development began in the suburbs and drew families away from the center of the city.
This suburban flight led to urban blight – leaving behind large swaths of vacant, boarded up blocks. Homes deteriorated and crime moved in. The economic recession of the 1980′s led to further deterioration with the end result being a nearly abandoned inner city.
With some of the homes dating back to the Land Run of 1889 and neighborhoods designed by G.A. Nichols in the early 1900′s, it is important to save these historic buildings and make these neighborhoods safe again for families.
So began the work of Positively Paseo…
In the mid 1980′s residents of Paseo and surrounding historic neighborhoods joined forces with area church officials, non-profit community associations, local bankers, and commercial property owners to set in place a plan to revitalize the Paseo neighborhood.
Backed by an endorsement from a study by the Urban Land Institute in Washington D.C., Positively Paseo was formed to lead the way in housing rehabilitation. With a focus on owner-occupancy, staff and volunteers began to renovate deteriorated single-family homes and build new homes on long vacant lots. Initial funding sources included bank loans and federal grants administered by the City of Oklahoma City.
This work began more than 20 years ago and because of patience and perseverance, the Paseo Historic District (as it is now known) has undergone a renaissance. Property values have stabilized, criminal activity has all but vanished, and a strong neighborhood association continues to unite neighbors.
It is because of this success that Positively Paseo has joined forces with Classen Ten Penn residents in order to model the work that has been done in Paseo in another deteriorated inner-city Oklahoma City neighborhood.
The Classen Ten Penn neighborhood has a long history and, by some accounts, served as a home for at least one famous writer – Ralph Ellison. Today, the neighborhood boasts another famous resident, Wayne Coyne, of the band The Flaming Lips, and his wife and photographer, Michelle Martin-Coyne. A thriving commercial and arts district – The Plaza District – serves as the heart of the neighborhood.
All locally-owned, the district is home to four restaurants, a winery, a beauty salon, art galleries, a dance studio, an interior design studio, a floral designer, a tattoo parlor, retro and vintage shops, and The Lyric Theatre, Oklahoma’s only professional year-round musical theatre company. On the second Friday of each month, LIVE on the Plaza hosts a family-friendly event.
Classen Ten Penn is undoubtedly an ethnically and economically diverse hub of Oklahoma City and certainly a neighborhood to watch – maybe even a place to call your next home…
Thursday, March 21, 2013
The International Coalition of Art Deco Societies
Location: International
Website:
www.icads.info
The International Coalition of Art Deco Societies (ICADS) is a voluntary alliance of societies from around the world which strive to inform and educate the public on the important contributions made by artists, designers and architects of this period.
Members assist each other with support during battles for the preservation of architecture from the period. ICADS conducts a bi-annual World Congress on Art Deco in cities where a member society nominates itself as a host. The next World Congress will be held in Havana, the last two weeks of March 2013.
lCADS consists of not-for-profit, independent and member-based societies from cities and regions around the world, called ‘sponsors’. In addition, it includes ‘key contacts’ from other cities and regions where no Art Deco society exists.
ICADS meets formally every two years at the World Congress. Sponsor societies are eligible to vote on issues.
ICADS appoints a facilitator for a period of two years (generally the President of the Society that has hosted a previous World Congress).
The facilitator is responsible for coordinating the work of ICADS, chairing the meeting at the World Congress, ensuring the implementation of resolutions, disseminating information and preservation alerts, maintaining the ICADS mailing list and website, and encouraging the formation of new Art Deco societies.
A three-member Advisory Committee has been established to help and advise the facilitator.
Sponsor societies and key contacts pay an annual fee to belong to ICADS and accounts are managed by an appointed Treasurer. Due to the international nature of the organization,
ICADS is not incorporated. It operates under a Platform which describes the consensus upon which the Coalition currently exists. The Platform can be amended at the bi-annual formal ICADS meeting. Sponsors and key contacts agree to conform to the joining criteria and the rules that govern the operations of ICADS.
An organisation seeking to become a sponsor of ICADS completes an application which is submitted to the formal bi-annual meeting.
The mission of ICADS is :
• To encourage co-operation among Art Deco Societies and other organisations and individuals actively concerned with preservation of buildings from the Art Deco era;
• To offer mutual support through a variety of means;
• To explore new ways to work together to promote the understanding, appreciation and preservation of Art Deco.
Website:
www.icads.info
The International Coalition of Art Deco Societies (ICADS) is a voluntary alliance of societies from around the world which strive to inform and educate the public on the important contributions made by artists, designers and architects of this period.
Members assist each other with support during battles for the preservation of architecture from the period. ICADS conducts a bi-annual World Congress on Art Deco in cities where a member society nominates itself as a host. The next World Congress will be held in Havana, the last two weeks of March 2013.
lCADS consists of not-for-profit, independent and member-based societies from cities and regions around the world, called ‘sponsors’. In addition, it includes ‘key contacts’ from other cities and regions where no Art Deco society exists.
ICADS meets formally every two years at the World Congress. Sponsor societies are eligible to vote on issues.
ICADS appoints a facilitator for a period of two years (generally the President of the Society that has hosted a previous World Congress).
The facilitator is responsible for coordinating the work of ICADS, chairing the meeting at the World Congress, ensuring the implementation of resolutions, disseminating information and preservation alerts, maintaining the ICADS mailing list and website, and encouraging the formation of new Art Deco societies.
A three-member Advisory Committee has been established to help and advise the facilitator.
Sponsor societies and key contacts pay an annual fee to belong to ICADS and accounts are managed by an appointed Treasurer. Due to the international nature of the organization,
ICADS is not incorporated. It operates under a Platform which describes the consensus upon which the Coalition currently exists. The Platform can be amended at the bi-annual formal ICADS meeting. Sponsors and key contacts agree to conform to the joining criteria and the rules that govern the operations of ICADS.
An organisation seeking to become a sponsor of ICADS completes an application which is submitted to the formal bi-annual meeting.
The mission of ICADS is :
• To encourage co-operation among Art Deco Societies and other organisations and individuals actively concerned with preservation of buildings from the Art Deco era;
• To offer mutual support through a variety of means;
• To explore new ways to work together to promote the understanding, appreciation and preservation of Art Deco.
Friday, January 18, 2013
The Citistates Group
Location: Nationwide
Website: www.citistates.com
The Citistates Group is America's only journalist team focused first and foremost on metropolitan regions and how they position themselves to cope with the demanding economic, environmental, social challenges of the 21st century.
Neal Peirce and Curtis Johnson have written written "Citistates" Reports on strategic issue sets facing 26 U.S. metros, the results published in over 50 newspapers from the 1980s onward.
The Citistates Group, managed by Farley Peters, the group's organizer and strategist, includes a collegial network of Associates with parallel interests and achievements. Many are public speakers and authors of cutting-edge research and writing in the field.
Recently the Group created Citiwire.net -- a weekly news service -- and Citiscope.org, a non-profit focused on 21st century connections and learning among cities and metro regions, in the United States but also worldwide as the urban agenda of our time turns global.
Website: www.citistates.com
The Citistates Group is America's only journalist team focused first and foremost on metropolitan regions and how they position themselves to cope with the demanding economic, environmental, social challenges of the 21st century.
Neal Peirce and Curtis Johnson have written written "Citistates" Reports on strategic issue sets facing 26 U.S. metros, the results published in over 50 newspapers from the 1980s onward.
The Citistates Group, managed by Farley Peters, the group's organizer and strategist, includes a collegial network of Associates with parallel interests and achievements. Many are public speakers and authors of cutting-edge research and writing in the field.
Recently the Group created Citiwire.net -- a weekly news service -- and Citiscope.org, a non-profit focused on 21st century connections and learning among cities and metro regions, in the United States but also worldwide as the urban agenda of our time turns global.
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