Portuguese American Leadership Council of the US, Inc.

"Working today for our community's tomorrow."

aka PALCUS   |   Manassas, VA   |  http://www.palcus.org

Mission

The mission of the Portuguese-American Leadership Council of the United States is to be the national voice that advocates for and promotes the advancement of the Portuguese-American community economically, professionally, culturally and politically.

Ruling year info

1992

Chair of the Board of Directors

Angela Costa Simoes

Managing Director

Marie R. Fraley

Main address

9255 Center St., Suite 404

Manassas, VA 20110 USA

Show more contact info

EIN

52-1739459

NTEE code info

Student Services and Organizations (B80)

Arts, Cultural Organizations - Multipurpose (A20)

Civil Rights, Advocacy for Specific Groups (R20)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

PALCUS was founded in 1991 by a forward-thinking group of Portuguese Americans with the mission of providing a singular voice for the Portuguese-American community nationwide. Approx. 1,372,141 U.S. residents claim Portuguese ancestry (2011-2015 American Community Survey, U.S. Census) representing multi-generational waves of immigration as early as American colonial times. The Portuguese have a proud history of contributions to the multi-cultural fabric of the United States in public service, medicine, education, scholarship, social justice, law, science and the media yet are often rendered invisible in the national landscape. PALCUS works to raise the profile of Portuguese Americans through its advocacy efforts locally, nationally and even internationally by promoting bi-lateral relations with Portugal . It strives to support the community's advancement socially, professionally, culturally and politically but requires a defined national agenda and community solidarity to do so.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

All PALCUS Programs

Our programs include: Young Portuguese-American Programs (Summer Internship program with Study in Portugal Network and PALCUS National Scholarship Program); Government Relations (Annual Congressional Reception and Meetings, PALITICUS podcasts, Elected and Appointed Officials Database); Community Relations (Informational Webinars, Professional Mixers, National and regional conferences); Annual Leadership Awards Gala to recognize outstanding Portuguese-Americans; National Gateway Database; Promotion of Portuguese language and culture; Professional exchanges between Portugal and the United States; National Mentoring Program; Communications include LUSUS Monthly E-Newsletter and Special Alerts, Weekly News RoundUp, Social Media (Facebook, Twitter, Instagram), Website.

Population(s) Served
Adults

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

PALCUS' goals are based on the four pillars of the organization's strategic plan plus institutional advancement. The goals are established with the vision of creating social, political and cultural capital for the community.

1) Government Relations:
To identify, engage and dialogue with local, state and federal elected and appointed officials in order to inform and educate them about the needs and attitudes of Portuguese Americans.

2) Community Relations:
To identify and engage with Portuguese-American civic, social, faith-based, academic, business and professional groups providing a conduit of information that will promote interaction among them.

3) Education and Culture:
To promote the language, culture and history of Portugal within the Portuguese-American cultural experience, to promote Portuguese Language Education and to provide scholarship and internship opportunities for young Portuguese Americans.

4) International Relations:
To support and encourage the relationship between Portuguese Americans and Portugal

5) Institutional Advancement:
To continue to build the base through vigorous membership recruitment and engagement and to build capacity through enhanced stewardship.

The strategies that serve to work towards attaining our goals often cut across more than one strategic area. This serves to integrate rather than silo the pillars of the strategic plan. Examples are the PALCUS Index National Survey, the National Portuguese-American Conference, the databases, webinars and podcasts.

1) Government Relations:
- PALCUS Index National Survey (Biennial):
- National Portuguese-American Conference and the resulting Plan of Action
- Congressional Reception and Meetings on the Hill (Biennial)
- National Elected Officials Database (ongoing)
- PALITICUS podcasts and interviews with elected and appointed officials (19 to date)
- Government Relations Ad Hoc Committee

2) Community Relations:
- Make Portuguese Count™ in the 2020 U.S. Census Campaign
- National Portuguese-American Conference and the resulting Plan of Action
- Gateway Database of Portuguese American civic, social, academic, faith-based, business and professional entities
- Informational Webinars on issues such as Dual Taxation Treaty, Visa Waiver Program, SiPN Study Abroad opportunities
- Contact with directors of the board by state representation
- Annual Leadership Awards Gala to recognize accomplishments and service of outstanding Portuguese Americans
- Frequent communication: Weekly News Roundup, Monthly LUSUS E-newsletter, Special Issues, Social Media posts
- Professional Portuguese Mixers hosted by each Director

3) Education and Culture:
- National Portuguese-American Conference and the resulting Plan of Action
- Spotlight on community cultural events
- Adopt-A-School Program
- Scholarship Ad Hoc Committee: PALCUS National Scholarship Program / Alexandre Antonio DaCosta Simoes Memorial Scholarship for college students
- Study in Portugal Network (FLAD) study abroad/internship programs
- PALCUS internships in professional, consular and congressional offices

4) International Relations:
- National Portuguese-American Conference and the resulting Plan of Action
- Meetings, invitations and receptions with the Embassy of Portugal
- Meetings, invitations and receptions with the Regional Government with the Azores
- Biennial Elected Officials Meeting with the Embassy of Portugal
- Lusitanian Forum Series

5) Institutional Advancement:
- Utilize and upgrade Memberplanet membership platform
- Members Only targeted emails and invitations
- Bylaws Ad Hoc Committee to update bylaws and revise membership levels
- Revamp technology capability with streamlined and less expensive products for non-profit organizations
- Improve stewardship activities
- Expand capacity for raising unrestricted funds
- Explore grant opportunities for program support
- Financial Review Standing Committee
- Strategic Planning Retreat (Biennial)

PALCUS has developed a number of resources built upon the cultivation of relationships over 28 years in existence.

1) a committed and diverse Board of Directors whose members are geographically representative of the major Portuguese-American communities in the United States, who are "trusted voices" in their communities and whose skill sets include the Law, Portuguese Language Education, Media and Marketing, Government, Non-Profit Studies, Technology, Social Services and Community Engagement;

2) close working relationship with the Embassy of Portugal and the Consulates of Portugal in the United States;

3) open channels of communication with the Portugal Desk of the U.S. Department of State, the Portuguese-American Congressional Caucus and the Friends of Portugal in the U.S. Senate;

3) an active communications network and social media presence nationally and internationally;

4) committed and capable office staff;

5) increasing network of members and contacts across the United States.

Accomplishments since 1991:
- 140 Interns placed in congressional, professional and business offices in the United Stated and through the Study in Portugal Network (FLAD) in Portugal (1994-2018)
- Established and maintains the Portuguese-American Congressional Caucus and the Friends of the Portugal in the Senate Caucus (1995)
- Facilitated the Dual Taxation Program (1996)
- Restoration of SSI Benefits to legal Portuguese residents (1997)
- Established and monitors the Visa Waiver Program in the U.S. Department of State (1999)
- Facilitated sanctions against Indonesia regarding the violence in East Timor (1999)
- 127 Leadership Awards presented (1996 2018)
- Awarded $27,500 in scholarships to 27 undergraduate and graduate Portuguese-American college students (2012-2018)
- Established the Alexandre António DaCosta Simões Memorial Scholarship Fund
- Portuguese language initiatives including the attempt to add Portuguese to the College Board’s SAT-II and Advanced Placement Curriculum (2005), the Portuguese Village at the Concordia Language Village in Minnesota (2008), support for Institute for Portuguese and Lusophone World Studies at Rhode Island College (2007)
- Biennial Portuguese-American Elected Officials Meetings
- Biennial Congressional Receptions and Meetings on the Hill
- Partnered with Portugal ReConnect for Portuguese Citizenship Services ((2016)
- PALCUS Index National Survey (2017)
- Inaugural Portuguese-American National Conference (2018)
- PALITICUS Podcasts (2016 - 2019): 19 to date
- Informational Webinars (2010 - 2019)
- Facilitated the establishment of the Portuguese-American Bar Association - PABA (2018)
- Gateway Database of Portuguese-American organizations and businesses

What's Next:
- PALCUS Index National Survey (2019) - 2nd Edition
- Proceedings of the Inaugural Portuguese-American National Conference Report and Plan of Action (Forthcoming)
- Make Portuguese Count™ in the 2020 Census Campaign
- 2019 Congressional Reception (3/27/2019) and Meetings on the Hill (3/27-28/2019) in Washington, D.C.
- Professional Mixers in New York, New Jersey, California, Massachusetts, Rhode Island, Florida, Virginia
- 28th Annual Leadership Awards Gala, Sacramento, California, October 12, 2019
- Elected and Appointed Officials Database

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Community meetings/Town halls, Suggestion box/email,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To inform the development of new programs/projects, To strengthen relationships with the people we serve,

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our community partners,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback,

Financials

Portuguese American Leadership Council of the US, Inc.
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Portuguese American Leadership Council of the US, Inc.

Board of directors
as of 2/18/2021
SOURCE: Self-reported by organization
Board co-chair

Angela Simoes

Founder, Red Roof Industries

Term: 2017 - 2021


Board co-chair

Katherine Soares

Angela Simoes

Founder, Red Roof Industries

Katherine Soares

Public Information Officer, Office of Communication and Public Information, Union County, NJ

Manuel Geraldo, Sr.

Robinson & Geraldo, Attorneys at Law

Anabela DaCruz-Melo

Attorney at Law, Law Office of Anabela Dacruz-Melo

John Bento

Principal, MJB Designs, Architecture & Design

Diniz Borges

Honorary Consul of Portugal, Tulare, CA / Director, Portuguese Without Borders Institute, Fresno State

Lisa Morris

Director, Cross Cultural Initiatives University of Massachusetts Medical School – MassAHEC Network

Laurinda Clemente

Director of Sales, NE Region Merscorp Holdings, Inc.

Daniel DaPonte

Founder, President & Chief Compliance Officer: Axis Advisors Fmr. Senator and Finance Chair, RI General Assembly

Ilidio Pereira

Financial Banking Consultant

Jordan Thomas

Chief of Staff to Raymond G. Chambers

Manny Antunes

Research Manager at Audible, Inc.

Cristina Da Silva, Esq

Law Office of Cristina Garcia Da Silva

Jack de Oliveira

Legislative Assistant for the Connecticut General Assembly Public Official for the Borough of Naugatuck

Ana R. Ferreira, Esq.

Ferreira Law

Sergio Ferreira

Chief Underwriter & Director of Rental Operations, MassHousing

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Not applicable
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable

Organizational demographics

SOURCE: Self-reported; last updated 02/18/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

The organization's co-leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 02/18/2021

Policies and practices developed in partnership with Equity in the Center, a project that works to shift mindsets, practices, and systems within the social sector to increase racial equity. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.