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V O L . X X V I I N O. X X I G I V I N G G U I D E 2 0 2 1 – 2 0 2 2 10 GIVING GUIDE W hat would you do if you won the lottery? What if you won a lottery, but you had to spend the money in two years and it came with spending restrictions? Well, Maine counties are facing this quandary right now, and community nonprofits are offering recommendations to advance the common good. On March 11, President Joe Biden signed the American Rescue Plan Act of 2021 into law. According to the Maine Center for Economic Policy, Maine counties are estimated to receive $262 million, munici- palities $118 million and public land counties $115 million. e amounts vary by population, ranging from Cumber- land County ($57 million) to Piscataquis County ($3.2 million). ese funds must be used by Dec. 31, 2024 and have limited eligible uses: f Support public health expenditures f Address negative economic impact to workers, households, small busi- nesses and affected industries f Replace lost public sector revenue for government services f Provide premium pay for essential workers f Invest in water, sewer, and broad- band infrastructure. Maine counties have important decisions ahead. Partnering with Maine's nonprofits will allow counties to dis- tribute funding effectively and leverage relationships. Nonprofits are driven by their charitable missions and hold deep knowledge of community needs, par- ticularly in low-income or hard-to-reach populations. Counties should balance investment in water, sewers and broadband with human capital and community well- being. People are still hurting. Now is the time to invest in social needs as people try to find their place in this new economy. Counties may wish to explore how these federal funds can support both the development of affordable housing as well as the establishment of social ser- vices. Guidance from the U.S. Treasury encourages local counties to support "populations, households, or geographic areas disproportionately impacted by the pandemic," which would include com- munities with deep poverty census tracts and communities of color. Human change and better health do not happen in a vacuum but through human connections. Maine nonprof- its are suited to offer social services and direct care to disproportionately impacted households, including com- munity health workers, home aides, case managers, system navigators, employ- ment support specialists, crisis response services, prevention services for sub- stance use disorders or child neglect, supportive housing programs, financial assistance for childcare, food distribution programs, and mobile health teams. County commissioners must also weigh other factors: f How will the money be spent to ben- efit rural towns and not just urban or suburban centers? f Will these funds prioritize economic development for local business owners? f If large contracts are issued for infra- structure projects, will the county ask contractors about their recruitment of persons with disabilities, women, persons of color, veterans, youth, and persons re-entering community life after incarceration? f Will this time-limited funding be used in a way to seed or launch new programs that will be able to show positive outcomes (based on evalu- ations) or sustain their projects after the funding goes away? f Are their ways to leverage these funds to accomplish regional (multi-county) economic development goals? is offers our local leaders a once- in-a-generation opportunity to make strategic investments to improve the health and well-being of all commu- nities. Maine nonprofits have always been at the forefront of community reforms and are ready to assist in this effort. Let's get back to work! R i c h H o o k s Wa y m a n i s president and CEO of Volunteers of America Northern New England. I n today's competitive hiring market, employers are looking for ways to stand out. Job seekers want opportu- nities that allow them to grow pro- fessionally while also contributing to their communities; they look closely at the values and practices of potential employers, including corporate com- munity involvement. Research shows that rising genera- tions are most satisfied in workplaces that provide opportunities to learn and practice leadership skills, engage in work that advances the common good, and expand their professional networks. Here are three practices to consider when prioritizing community engage- ment as part of your recruitment messaging. Provide time to volunteer Staff volunteer projects are a valuable team-building strategy that can benefit the community at the same time. When companies build staff volunteer days into their calendar, it sends a powerful message that making a difference in the community is a priority. However, these team opportunities are usually limited to benefiting one organization. Another creative way to enhance your employee benefits packages is to provide employ- ees with paid time off each quarter or year, so that they can choose an orga- nization of their choice whose work they're passionate about. Encourage community leadership Companies that provide opportunities for employees to grow as leaders have an edge in employee attraction, satisfac- tion and retention. Nonprofit boards and committees can be a rewarding way for employees to expand their networks, learn about their communities, and build practical leadership skills. Mean- while, employees who serve on boards build awareness of your company, model the company's commitment to commu- nity, and bring new leadership capacity back to their work. Employers can support employees to engage in board service by offer- ing "lunch and learns" about what it means to be on a board (contact MANP about hosting a session!), inviting employees to shadow col- leagues who serve on boards, offering schedule flexibility to attend board meetings, and providing recognition or financial support for their ser- vice and accomplishments. MANP's new Board Explorer service (www. NonprofitMaine.org/BoardExplorer) is a low-barrier tool employers can promote to their employees who are interested in sharing their time and talents, but who aren't sure where to find opportunities. Engage staff in giving back Maine is lucky to have such a generous business community that supports local nonprofits through contributions and sponsorships. In turn, there are many ways to engage your company's employ- ees in those decisions and relationships. Do you look to your employees for ideas on which causes to support? Would your employees enjoy "lunch and learns" that feature nonprofit partners? Do you offer an easy way to make chari- table gifts via payroll deduction? What about a donation match program, where the company sets aside funds to match employee giving? e relationship between nonprofits and the people who partner with them is often highly fulfilling and mutually beneficial. As you recruit talented pro- fessionals in this competitive market, think creatively about providing unique opportunities for staff to get involved with the community groups they care about. Together, we can ensure that our communities and Maine's enviable qual- ity of life have what's needed to thrive. K e l l y M c C o r m a c k i s d e ve l o p m e n t a n d m a r k e t i n g m a n a g e r f o r t h e M a i n e A s s o c i a t i o n o f N o n p r o f i t s . S h e c a n b e r e a c h e d a t kmccormack@nonprofitmaine.org B Y R I C H H O O K S W AY M A N B Y R I C H H O O K S W AY M A N B Y K E L LY M C C O R M A C K B Y K E L LY M C C O R M A C K How counties and nonprofits are queuing up for federal stimulus funding Make community engagement part of employee retention efforts C O M M E N TA RY H OW TO Staff volunteer projects are a valuable team-building strategy that can benefit the community at the same time.