Evan Samlin Has a Track Record of Offering Prompt Support in Response to Natural Disasters

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Evan Samlin has a track record of offering prompt support and donations in response to abrupt and severe natural disasters. In the early stages of the COVID-19 shutdowns in 2020, proactive steps were taken, including the purchase of 200,000 masks to assist small businesses during the pandemic.

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 Evan Samlin, a visionary entrepreneur and the driving
force behind REIL Capital, has reshaped the landscape of
Equipment Financing solutions.
 Serving as the Founder and President of REIL Capital, he
brings a distinctive blend of expertise and innovation to
the industry.
 Under Evan’s leadership, REIL Capital has become a
symbol of reliability for businesses in search of
equipment financing.
 The company's client-centric approach prioritizes
transparency and collaboration, ensuring that each
client's distinct needs are addressed with precision.

 Evan has a track record of offering prompt support and
donations in response to abrupt and severe natural
disasters.
 In the early stages of the COVID-19 shutdowns in 2020,
proactive steps were taken, including the purchase of
200,000 masks to assist small businesses during the
pandemic.
 Furthermore, their food donation in one of the most
severely affected regions had a profoundly positive
impact, showcasing their dedication to making a
difference in times of crisis.

 Evan Samlin passionately promotes the support of small
businesses, acknowledging their crucial role in the
foundation of the economy.
 Through his company, he has forged partnerships with
charitable organizations, actively contributing to the
strengthening and prosperity of local enterprises.

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Strategic Collaboration for Lasting Impact: Foundation funding represents more than just financial aid; it embodies a strategic partnership aimed at driving meaningful change. By aligning their funding priorities with the most pressing needs of the pandemic, foundations empower nonprofits to address urgent challenges and create lasting impact in their communities. Whether supporting healthcare initiatives, economic recovery programs, or social justice efforts, foundations play a pivotal role in catalyzing collaborative solutions and fostering positive change amidst crisis. Fostering Adaptation and Innovation: Crisis demands adaptability and innovation from nonprofits to meet evolving community needs. Recognizing this imperative, foundations provide support enabling nonprofits to pivot their strategies and develop innovative solutions to pandemic challenges. From funding for technology upgrades to capacity-building initiatives and programmatic support, foundations empower nonprofits to embrace change, foster resilience, and thrive amidst adversity. Conclusion As the COVID-19 pandemic continues to unfold, foundation support remains indispensable for nonprofit resilience and sustainability. Through strategic collaboration, innovation, and resource provision, foundations empower nonprofits to navigate crisis uncertainties and continue serving communities in need. Together, nonprofits and foundations can overcome pandemic challenges, drive positive change, and build a stronger, more resilient future for all. #fundraisingstrategy #charitablegrants #nonprofitfundraisingstrategies #usfoundations

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Social entrepreneurs go mainstream Never let a crisis go to waste. Social entrepreneurs take this economic upheaval to be a blessing, providing a chance for business to transition from an anonymous, complex system to one that is direct and transparent. Andrew Tolve | March 2009 issue Oxford’s Saïd Business School student Claire Williams co-founded Hope Runs in Kenya to use running to empower AIDS orphans. Social entrepreneurship is “about creating sustainable businesses that work for the benefit of both the social good and the bottom line,” she says. Photo: J. Carrier In the wake of the 2008 financial flameout, most business people are, to put it mildly, downbeat. Banks aren't lending, consumers aren't spending and the prospects for the rest of the year seem grim. All of which makes social entrepreneurs, well, intensely—even passionately—optimistic. "This is a slam dunk," says Willy Foote, the founder of Root Capital, which provides loans to rural businesses in Latin America, Africa and Asia. "The Wall Street meltdown provides a chance to think about how we transition from a financial system that is complex, opaque and anonymous to one that is direct and transparent." The world seems ready for such a change. In the middle of one of the farthest-reaching financial collapses in history, U.S. President Barack Obama came into office faced with the challenge of delivering on his promise of change. People are tired of business as usual. The exasperation is palpable, but so is the hope that this time, we can and will do things differently. Social entrepreneurs have always believed this, and for many, it's their moment to shine. "In a world where change is escalating exponentially, the only way we'll make it is if everyone has the mindset of a social entrepreneur," says Bill Drayton, a pioneer in the field and founder ofAshoka, which sponsors international leaders in philanthropic business. "The current upheaval is a great opportunity to flip the switch. We need to make everyone a change-maker." That will require a lot of change. According to Kevin Lynch and Julius Walls, Jr., authors of Mission Inc.: The Practitioner's Guide to Social Enterprise (see excerpt on following page), "A social enterprise is a business whose purpose is to change the world for the common good." That's a tall order, but those at the vanguard of the movement are well placed to make it happen. The field is "a response to the failure of both business and government to deliver on their promise to society," says Lance Henderson, vice-president of programs and impact at the Skoll Foundation, which, like Ashoka, nurtures transformation around the world. "Social entrepreneurs are very good at innovation and integrating sustainability into society." Consider reading glasses. People start to lose their eyesight around age 40. In the North, we fix the problem easily at the local drugstore. But in the South, where glasses are far more difficult to find or afford, the problem is.

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