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Table of Contents
IV. New Projects, Problems
VIII. Media Exposure
The Short Grant Proposal
Writing The Grant Proposal
Do’s and Don’ts of Grant Writing
Attachments to Include
STRATEGIC PLANNING AND THE ART OF GRANT WRITING
Winning a grant takes more than an idea and a funding source. It takes an organization
that is well managed, that understands its purpose, and one that utilizes its staff and board
efficiently. A successful grant program requires the organization to identify its long and
short term goals, the priorities of the proposed project, and the strengths and limitations
of its staff and their procedures. A short list of important topics and questions that the
organization should address are described below.
Long Term Goals.
-What are the long-term goals of your organization?
-Write down a realistic set of long-term goals.
-How do these goals relate to those outlined in the Articles of Incorporation?
-Do the Articles of Incorporation goals include Permanency Planning, the
Prevention of Abuse Through Early Detection and Monitoring, Community Education,
Training and Recruitment of Volunteers?
-Can you think of any other goals which should be included in the Articles of
Incorporation? Should the Articles of Incorporation be amended?
Short-Term Objectives: The implementation of the long-term goals.
-What procedures, programs, staff, and funds are required to implement the long-
-Establish your short-term priorities? List the three most important things you would
like to accomplish within three months, six months, and one year.
Defining the Direction of Your Organization: Who Are You, and Where Do You
Want to Go, and How Do You Get There?
-What population do you serve?
-How do you serve this population?
-Who are the other organizations that you interact with, and how do they impact on
your ability to meet your goals?
The Executive Director
-Describe the skills and weakness of the executive director. Is he/she best suited as a
fund raiser, supervisor of volunteers, accountant, or supervisor of training?
-What if the executive director lacks the skills to be a fund raiser or grant writer?
-Can the executive director delegate authority or does he/she attempt to control all
activities of the organization?
The CASA Staff
-Critically evaluate each staff person's strengths and weaknesses.
-Does the staff have the ability to serve the population, train and supervise volunteers,
develop a fund raising program, and meet the short and long term goals of the
organization? -What should the executive director and the staff do to resolve any staffing
-Will additional staff improve the efficiency of the organization?
-Describe the group dynamics of the staff. Is there a dysfunctional individual which
prevents the group from functioning well? If so, how can the talents of this individual
best be used to improve the daily operations of CASA? The Board of Directors.
-Describe the role of the individual members that comprise the board. What role should
the board have? Active or passive?
-Do the board members donate money to CASA; make contacts, and/or help in fund
-Are board members involved in strategic planning?
-Is there a fund raising committee?
-Is there an individual or grant writing committee that could develop a list of potential
organizations that might support CASA, write grant proposals, etc.?
-Is there a committee to plan a large fund raiser?
-Is there an individual or committee that organizes, writes, and prints a quarterly
newsletter highlighting the activities of CASA?
THE SHORT GRANT PROPOSAL
The short grant proposal can be used by itself to solicit individual, corporate, church, or
foundation funding. It can also be used as an introduction to a larger, more detailed non-
public grant proposal. However, this type of grant proposal should not be sent to a
Federal or governmental agency since they normally have their own grant proposal
The information in the short proposal should be broken into short paragraphs, so the
reader can easily pick out key ideas and statistics. This will also allow the reader to easily
refer back to important parts of the proposal.
The short proposal should be modified to address the particular needs and goals of the
funding organization. A standard form may be easy, but it lacks the punch of a letter
directed to the specific requirements of the funding organization.
A general outline of the topics to be included in the short proposal are presented below.
-Immediately identify the funding organization, your city, the amount requested, the
funding period, and name of your organization.
-Define what permanency planning, your CASA program does, and how the funds
will enhance the delivery of this service . -Cite national statistics to indicate the severity
of child abuse and neglect problem.
-Present city-specific statistics to illustrate the scope of the problem on a local level.
-The statistics should be oriented to the type of program (i.e., the "funding needs")
the funding organization has historically supported. For example: If the funding group
supports mental health projects, the statistics should emphasize the relationship of child
abuse and dysfunctional social behavior.
-Present a short history of CASA: the birth, growth, and development of the CASA
-State the number of volunteers you have now, how this volunteer group has grown
over the past years, and your goal for expanding the number of volunteers.
-State the number of clients (i.e., the number of parents and children) that your
organization has represented during the last fiscal year.
-Describe how the volunteer is trained and the responsibilities of the volunteer in
relationship to your goals of permanency planning.
-Summarize the dollar amount of your annual budget and the amount of the grant
request in relationship to this budget.
-Include a short list of individuals, corporations, churches, foundations, or
government agencies which have recently funded your program. Include dollar amounts.
-Attach to the cover letter, the IRS Tax Exempt 501C3 Status Letter, and any
promotional materials or publicity concerning your program.
-Thank the reader for considering your grant proposal.
WRITING THE GRANT PROPOSAL
When talking to the funding source "contact person", ask the following questions to
determine the practices of the funding group:
-What type of programs and projects does the funding organization normally
-What are the eligibility requirement for the grant-in-aid and is CASA eligible?
-Does the organization require a preliminary proposal? If so, what are the
requirements for preliminary proposals? -What are the smallest and largest grants
awarded by the funding organization?
-What is the evaluation process and criteria by which the grant proposals are
-In the evaluation process, what weight (i.e., the number of points) is given to each
section of the grant narrative? [The point value assigned to each section serves as a guide
to the length of that section. For example, a section worth ten points should be about
twice as long as one worth five points.]
-What are the guidelines for the grant proposal?
If your project meets the criteria of the funding body (i.e., if your project
complements the organization's funding goals and needs), ask yourself the following
-Can you meet the deadlines?
-Does your budget fit the range of previous grants?
Make an appointment with the "contact person" to personally discuss your project and get
some informal suggestions from this representative. The "contact person" is often eager
to help mold an effective program that will meet the funding goals of their organization.
Almost all public granting bodies and some private ones ask for a short preliminary
proposal due a month or so prior to deadline date of the final proposal. The preliminary
proposal, which rarely exceeds one page, describes the concept of the your project. The
purpose of the preliminary proposal is to determine if your project qualifies for
consideration. If the proposal interests the funding body, they will ask for a complete
proposal and may suggest ways to strengthen your project.
WRITING THE GRANT PROPOSAL
-The title should reflect the essence of the project, and how the project relates to the
"needs" of the funding organization.
-Choose your title carefully. It will appear at the beginning of your proposal and in all
reports and publicity from the granting body.
-The title should be short, direct, and catchy.
-Always begin your proposal with a summary of your project.
should be less than a page;
should explain who you are;
should define the need and the scope of the project;
should include the estimated cost of the project;
should be written last so as to accurately reflect the proposal.
-The summary is important because some grants go through a multilevel system of
evaluation. On the first round, evaluators often consider only a project summary.
Introduction: Explain how CASA and the proposed project meet the "needs" of the
-Define permanency planning.
-Describe CASA and what the CASA staff and volunteers do to implement
-Provide statistics about child abuse and neglect in the United States and your state to
illustrate the magnitude of the problem. Statistics concerning your city are presented in
the Needs Assessment section.
-What "population" does CASA serve? How does the CASA program and proposed
project serve this population?
-"Cost Per Client" is the annual cost to provide service to your clients. The CASA cost
per client should be compared to the average cost of foster care. These figures illustrate
the cost-benefit efficiency of your program as compared to foster care. The cost per client
estimates are derived in the budget section of the grant. Refer the grant reader to the
-Establish the viability of your CASA program. Mention successful grant projects,
financial statements, testimonials, honors, commitment and support letters. Include these
documents in the List of Attachments and refer the grant reader to the Appendix.
Needs Assessment: Documenting the Need for the Grant Project.
-If you cannot establish need, the grant will not get funded!
-Describe why permanency planning is needed in your city.
-Prove to the grant reader that CASA is uniquely qualified to provide permanency
-Provide statistics about child abuse and neglect in your city to illustrate the magnitude
of the problem.
-Documenting need requires specific statements, precise facts, and statistics, not
abstract concepts of universal need.
-Use statistics wisely; do not overkill. Statistics should not be included in the grant
proposal unless they describe the scope of child abuse in your city and how the proposed
CASA project will provide and improve permanency planning.
Goals: The expected results of the project.
-The goals section describes how the project will solve the need and presents the
expected results of the project.
-From the granting organization's point of view, the results of the project are what
-Define and list the results you expect from the project.
Level of Effort
-This section presents a short history of CASA: the birth, growth, and development of
-List the goals of CASA as stated in the Articles of Incorporation and describe what
CASA has done to achieve these goals. Be concrete!
-Permanency Planning and Monitoring:
-State the number of volunteers actively involved in your program. How has this group
grown over the past years. For example: During the 1984-1985 period, the number of
volunteers has increased from twenty-five to seventy-five. Or, the number of volunteers
has increased three fold between 1984 and 1985.
-State the number of volunteer hours that have been donated during the last year.
-State the number of clients (children and parents) that CASA has served during the
last year and discuss the growth of this client group.
-State the number of speeches and appearances in the community that you have made
during the last year. Include a list of these groups in the List of Attachments.
-Estimate the number of people your community education program has reached
during the past year.
-Training and Recruiting:
-Describe how CASA volunteers are recruited, selected, and trained?
-Describe the various facets and length of the training program.
-Are professionals outside of your organization involved in the training program?
Describe their role in the training program and their qualifications.
-How has your training program grown and improved?
Methods: How you intend to implement the goals of the project.
-Provide a detailed list of what the CASA staff and the CASA volunteers will do to
implement permanency planning and accomplish the other stated goals of CASA. Be
-Describe the Juvenile Court system, the 24-hour Emergency Hearing, the Show Case
Hearing, and any other technical facts that the grant reader would need to know to
understand CASA and the proposed project.
-Include a glossary of technical and legal terms in the Appendix. A glossary allows the
grant reader to easily reference a phrase without having to find the original definition in
the grant narrative.
-Include a project organization chart, showing the lines of authority for the project in
the List of Attachments.
-Explain how all personnel to be hired for the proposed project will be selected.
-Provide a detailed job description for each major position in the proposed project.
-Explain how CASA volunteers will be recruited and trained. This information may be
put in the Appendix to shorten the grant narrative.
-Include a one-paragraph description of the key personnel. This list should include the
Qualifications and professional degrees Talents Training Professional experience
-In the List of Attachments, provide a detailed resume for each important member of
the CASA staff. If the resumes are not required by the granting agency, make them
available upon request.
-Describe the office space, equipment, and staff necessary to support the proposed
-Read the grant guidelines carefully! Do not include any of the above "methods"
information unless it is specified by the grant guidelines. If there are no grant guidelines,
talk to the "contact person" to determine the practices and requirements of the funding
-Include the Training Program Evaluation Sheets in the List of Attachments.
-The body of the grant and the proposed budget are interactive documents. The budget
should substantiate and complement the grant narrative. The figures derived in the budget
should be incorporated into the narrative to "tell the story" of the proposed project.
-The proposed budget should include all expected cash costs and all "in-kind"
donations (i.e., contributions other than money: hypothetical rent, for example).
-The proposed budget should break down the project costs into the following
Staff Salaries and Benefits, Program-Specific Costs, Overhead Costs, and
-All expense categories should be defined and each line item justified.
-Describe how all estimated expenses were derived.
-The budget should begin with a summary of the project cost categories and the
percentage of each relative to the total project budget.
-The project cost categories should include all cash and 'in-kind" contributions.
-The form of the detailed project budget is as follows:
Staff Salaries and Benefits
Less "In-Kind" Contributions
Projected Cash Cost
-The math for all estimated expense items and the table totals should always be double
-"Cost Per Client", the annual cost to provide service to CASA clients, is derived by
dividing the total budget by the number of clients that the project will serve over the life
of the grant. The CASA cost per client should be compared to the average cost of foster
care. These figure should be included in the introduction section of the grant to illustrate
the cost-benefit efficiency of your program.
-The budget should specify the number of professional and clerical employees, the
annual salaries for each category, the total cost of the entire staff, and the percent that
each staff category to the annual salary cost.
-Overhead Cost should include all costs such as rent, office supplies, etc.
-Do not skimp on the budget. Include any cost your organization will have to bear: new
equipment, consulting fees for outside experts, health and liability insurance, and travel.
-An appraisal section is normally required in federal grants. Foundation and corporate
grant guidelines are not usually as strict.
-Describe the appraisal procedures that your organization will use to evaluate and
review the progress of the project; and how you plan to evaluate the success of the
-"Ongoing" appraisals. Ongoing appraisals serve to keep the project on target and help
the organization recognize and correct any flaws in the program. Such appraisals are
made during the life of the project either by the organization's key personnel or board or
by outside evaluators.
-"End" appraisals. A comprehensive review of the project and a set of reports may be
required by the funding organization when the project is over. The end appraisal can be
conducted either by the project personnel or by external evaluators.
-Specify progress and final report dates, if required.
-Without effective appraisal procedures no grant will receive federal funding!
LIST OF ATTACHMENTS
The following documents should be included at the end of the grant in a section called the
Appendix. The documents in the List of Attachments should match the guidelines of the
grant. Be careful not to include extraneous material. Never deviate from the grant
-Table of Contents, which lists all the attachments and their page numbers, should be
included near the beginning of the grant.
-Include resumes of key personnel involved in the overall program and the proposed
project, if required. Make them available to the funding organization upon request.
-Provide a copy of the IRS Tax Exempt 501C3 Status Letter.
-Include a Project Budget. Explain how the estimated expense items were derived.
Provide a detailed break down of exactly how money will be spent. Include an annual
Operating Budget, a Balance Sheet, and Income Statement for the current fiscal year.
-JUDGES COMMITMENT LETTERS. These letters specify the commitment of the
Juvenile Justices to working with and to use CASA on an on-going basis. The letter
should specify that the CASA program is an integral part of their efforts to help children.
These letters are mandatory for most grants!
-SOCIAL SERVICE ORGANIZATION COMMITMENT LETTERS. These letters
describe the commitment of the local Protective Service to work with the CASA. These
letters are mandatory for most grants!
-Provide three or four support letters which are written by community leaders and
board members to describe their commitment to CASA and the importance of the CASA
program to the community.
-Include an Audit, if available. An audit makes CASA look more professional. Many
granting agencies will accept the organization's latest tax return as an audit substitute. Get
permission from granting agency to make this substitution.
-Enclose promotional materials such as newspaper articles and publicity which
illustrate the success and community recognition of your program. Copy and reduce all
promotional materials to letter or legal sized paper.
-Provide a list of the organization's Executive and Advisory Boards. Include the titles
and responsibilities of the key board members. In your files, have a brief biographical
sketch of each board member to illustrate the quality of your board. Make the
biographical sketches available to the funding organization upon request.
-Include a Glossary of Legal and CASA Related Terms.
-Enclose an organizational flow chart of the court system and how the CASA program
and proposed project fit into the court system structure.
-Provide an organization chart of your organization, showing the lines of authority.
-Include a list of the groups that you have spoken to during the last year, and. estimate
the number of people your community education program has reached during the last
-Include the Articles of Incorporation, if requested.
-Include the Training Program Evaluation Sheets.
-Provide a list of donors and the amounts given by each for the past three years.
DO'S AND DON’TS OF GRANT WRITING
THE CARDINAL RULE OF GRANT WRITING: NEVER DEVIATE FROM THE
-The grant narrative should be limited to the exact topics required by the grant
-The inability to follow guidelines is the major reason why grant proposals are
According to the contact person" at St. Luke's Methodist Church in Houston Texas, only
20 percent of the total grant proposals received in any funding period actually follow the
-Public and private funding organizations normally set up their guidelines as a
preliminary screening devise.
-Be careful of overkill. If the granting agency stipulates a one or two page grant
proposal, follow their request by describing your organization and project in a brief but
-By following the guidelines to the letter of the law, your will insure that your grant
proposal will pass the first hurdle and be in favorable position for funding.
Submit grant proposals only to the those organizations that have historically supported
social service projects, mental health, and child related programs (such as juvenile
delinquency prevention and criminal justice programs).
-Research into the "needs" of the funding organization is ESSENTIAL to the
successful funding of any grant proposal.
-Develop a list of funding groups in your city and in your state that support child
abuse and neglect projects.
-Develop a list of national organizations that fund child abuse and neglect projects.
Do not assume you know what the guidelines mean if they are unclear.
-Always contact funding organization if you do not understand the guidelines.
-Read the instructions carefully because every set of grant guidelines is different.
-Regardless of location, telephone the "contact" person and attempt to clarify the
-If there are no guidelines, conversations with the "contact" person will help you
determine what the agency or foundation is looking for and what it wants to support.
-If the granting body has no formal guidelines, use a format which you have used
previously and makes your proposal attractive.
-Tailor your grant proposal to the individual granting body. Never use a proposal
that was written for another organization.
Personal contact with the funding organization is often as important as the actual grant.
-Personal contact serves to introduce CASA to the "contact" person within the
organization. In addition, this introduction informs the "contact" person that you intend to
-If the organization is local, make an appointment to see the agencies "contact"
Bring a copy of the rough draft for an informal review.
Mailing the grant proposal and the "follow up."
-Always telephone the "contact person" in the funding body to inform him/her that
the grant application has been mailed.
-Always send the grant proposal by certified mail, return receipt requested.
-After receiving the certified mail receipt, telephone the "contact person to make
sure that agency has all the necessary information or if they need more. If the foundation
asks for something, get it to them immediately.
-As grant review time approaches, write a letter or personally telephone the
"contact" person to bring him/her up to date on the progress of your organization.
-If refused a grant request, write the "contact person" a note thanking him/her for
considering you. Ask the "contact person" for the deadline of the next funding period.
-If refused a grant request, telephone the "contact person" six months later. Provide
him/her with a brief update on the progress of your program.
Determine when to turn in a grant proposal.
-Categorize the grants according to deadline dates and schedule the grants according
to deadline dates, size of the grant, likelihood of funding, etc.
-Some corporations fund on a first come first serve basis. Give these proposals
-In most cases, never turn in an application before 1-month prior to deadline. Things
change, the "contact person" may quit, and your grant application may be lost.
Always define and describe technical terms. Never expect the grant reviewer to be
familiar with the judicial system.
The CASA authorizing official who signs the grant must always be familiar with the
contents of the grant proposal.
-The authorizing official is a legally liable person.
-If questions concerning the grant arise, the staff of the funding organization may
contact the authorized official who signed the proposal. If this official is unaware of the
contents of the grant, CASA comes off looking incompetent.
In the proposed budgets, always double check figures to eliminate math errors.
Never turn a grant proposal in late or incomplete!
-If the grant is incomplete, or if you lack pertinent information, don't turn it in.
-A bad grant application may create a negative reputation which you may have
difficulty overcoming in the future.
Always keep your board current as what grants are pending. You never know when a
board member may have a contact with the foundation to whom you are applying.
Always inform the local judges that you are using their commitment letters for fund
raising because a foundation may contact the judge about your program.
Be prepared to write the commitment letters for the judges and the social service
Always type grant applications. Never turn in hand written applications.
The corporate funding range is between $1,000 and $5,000. Your first request to a
corporation should never be more than $2500. Build us to the higher amount in
A grant might include a 3 year plan. Such a plan might specify the desire to hire a
Development Director or outline the number of volunteers and the number of supervisors
your organization expects to add during the coming years.
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Breaking Barriers is run by an individual Albertine Harris and volunteers, Ana Sipos,
Reinhold Antal-Weber, Zailin Abdul-Aziz, Tayab Aftab, Nasir , Lisa Stone
and Mark Pinnock. We are focused on professional outreach to
immigrants/refugees, young adults and children ages 8 and older. The program was
developed to rescue/save abused women and children, erase racism, unify families
and heighten awareness in health and wellness among the youth. Breaking
Barriers strives to resolve contemporary issues affecting the maintenance of Human
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food preparation, social and legal systems, transportation, education, community
resources, health and sexuality) to education/English as a Second Language (ESL)
tutoring/mentoring, job skills training and career/college counseling, ongoing family
tracing, where possible and cultural activities/recreation.
Youth mentors/members are Breanna Brown, Mattapan,
Mass., 617-296-5364; Tayab Aftab, Lawrenceville, GA. 30044.,
678-924-3327. Transitional housing managers and advisors are: Ms. Ana Sipos (Ana's
Personal Home Care for the elderly), 1883 Farmwood Dr., Lawrenceville , Georgia
30044, 404-484-9055 and Mrs. Roslan Zailin Abdul-Aziz (Fed Ex's, Shazlindex), 32
Lake Street. Billerica, Mass 01821, 978-987-3304 and Linda Walro of (Hidden
Spanish translators, Lisa Stone Pinewood Dr., Palm Bay, Fl 32905.,
352-942-0170 and Latonya Burnette Mattapan, Mass., ,
617-212-3513. Manager of Project Affairs, Reinhold Antal-Weber, 1883 Farmwood dr.,
Lawrenceville, Ga. 30044., 678-376-8694 and Assistant Project Affairs Coordinator,
Mark Pinnock, 1624 Pinewood Dr., Palm Bay, Fl. 32905., 321-806-0804.
Recent donors are ISSS (Islamic School) and private donors Salim , of Masjid
Jamaa of Orlando, Fl, Ibrahim, of Masjid in Boca Raton, Fl and Ramsees
of Masjid Omar-Aziz in Atlanta, GA.
Breaking Barriers has been responsible for over 100 families including unaccompanied
children. The basis of our program is to service potential victims. Breaking Barriers is
committed to reducing perpetration among women and children. Breaking Barriers
conducts a highly religious and spiritual standard. All participants are expected to share
in a brotherhood. Criminal or abusive behavior will not be tolerated and will be reported
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Breaking Barriers seeks the cooperation and efforts of staff, volunteers and consultants in
a true community. Breaking Barriers has a procedure of record keeping and applicants'
files are separated and kept confidential.
The highest level of conduct is required by its volunteers, staff, consultants and
employers. After evaluation, all members, affiliates, advisors, officers and sponsors may
assist in the development and refinement of the foundation.
Breaking Barriers has demonstrated its soundness and effectiveness, targeting poor and
undeserved communities within the U.S and abroad.
The regions in El-Salvador , Honduras , and Jamaica .
Our focus it to teach entrepeneurrship. We also expect to create a fund for the children, in
hopes to unify families. Our future partnership with Mr. Bassett of Computers for
Education in Titusville, Fl., 321-631-7977 and renowned islamic scholar, Shayk Hisham
Kabbani, the founder of Kamilat, and As-Siddiq Institute in Burton, MI., will help us to
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New Projects, Problems
Breaking Barriers' envisions a day for children using some of our greatest
entertainers in efforts of affirming mental management and religion. I, Albertine Harris,
also plan to direct a pilot program for 25-30 refugees from pakistan,
unaccompanied children, and victims of abuse and a fund used for
Breaking Barriers would like to offer free literacy courses, for 20-25 children without
regard for an individuals’ ability to pay, affirming to mental management.
Meetings are held at the home of Albertine Harris and Lisa Stone on every other Sunday
morning from 9a-12p.
Breaking Barriers seeks to sponsor a fundraising event for orphaned children, all over the
globe. We hope to have musicians, actors and entertainers. They will help to offer
solutions to develop and implement health and wellness effectively to change the effects
of sexism, racism and aggression in the world, without regard to an individuals ability to
A sports activity Orphange, Breaking Barriers Fund, a pilot program for muslim refugees,
began in November, 2008. A contribution of nearly $10, 000 was recieved by islamic
organization, Masjid Omar-
Aziz in Atlanta, Ga, The Greater Muslim Welfare Association, Orlando , Fl and
Masjid , Billerica , Mass. . -What are the long-term goals of your
Inter Faith Project promoting discussion between different religious organizations.
for support to families in need, Sports program, assistance to refugees from Pakistan and
a renovated track and athletes from Jamaica , El-salvador and Honduras .
Problems are that wahabi influences.
Breanna Brown, Our fundraising efforts of seeling We are cricket sportsplayers, athletes,
basketball for a lows of gether with the IRC (International Rescue Committee), Ms.
Sipos and Mrs. Roslan will plan to open a foster care for refugees and immigrants,
particualary, from Romania and Zailin Abdul Aziz, a malaysian cook and businessowner
in Boston, Mass, was also a recruitwill plan to . Also, Khan Bui, Homeowner and also a
recruit, a elderly caretaker. owner of immigrant froAfew of those homes Ana Sipos,
a elderly care attendant in Lawrenceville , Ga recently became aware client or IRC
(International Rescue Committees', Tapin awareness and Khan Bui
For t-shirts?, cricket uniforms?, travel accomodations?, accessories?, materials?, such as
computer software, etc., passports
Breaking Barrier shows compassion to victim of crimes, orphans and immigrants. Each
team member has grown personally and spiritually over the last five years. Also, over 100
families have been effected by the progress made towards advancing human rights.
Using resources such as the As-Siddiq Inistitue and other local religious centers,
Breaking Barriers and its members have doubled. in Fenton, MI, Boston, Mass, Atlanta,
Ga, Washington, D.C., and Central Florida, and As an affiliate and student in 2001, of
As –Siddiq Institute in Burton , Michigan , I was able to travel abroad and focus
particularly on the disabled, troubled teens and uneducated in undeserved communities.
Particularly youths, from 8-21 yrs old, needed specialized attention, in which our
program was beneficial.
Housekeeper/Director and Personal Care
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Rescue and Restore Massachusetts Latina and African American
� � with Albert E. Lees III
Thursday, March 15, 2007 9022 Pinewood Drive
7: 30 PM at the Lees Community Room Palm Bay, Fl. 32905
Lees Market, 796 Main Road, Westport 352-942-0170
Please join us for a program that explores the experience of Scottish immigrants in
Westport. Albert Lees will share his ongoing research into not only his own Scottish roots,
but also those of many other Westport families, many of them such as the Boan and Smith
families closely associated with Westport�s farming traditions. There will be a special
opportunity for members of the local community with Scottish connections to share their
own family stories that might add to this little documented chapter in Westport�s history.
We welcome your participation!
Albert E. Lees III is the owner of one of Westport�s most widely recognized landmarks,
Admission is free, but donations will be gladly accepted. Refreshments will be provided.
Please call 508-636-6011 for reservations so that we can plan accordingly.