Saying Goodbye to Tucson

We completed our fifth day of the Community Driven Institute immersion class. We have worked through the three phases of community impact planning, starting with the vision, followed by the conditions that need to be present to achieve the vision, the values that will guide actions, and finally how to create organizational wellness for “thrivability.” We have discussed in depth how we can do a better job as consultants to facilitate our clients’ reaching their greatest potential.

As a reward for all our hard work, over lunch on this final day of class we celebrated all we have learned from our extraordinary teachers Hildy and Dimitri and then we celebrated what we learned from and about each other. We ended our day, and this week that has enriched our lives so very much, at the Sonora Desert together watching the sun set behind the mountains. As we drove away from the beautiful red/orange sky, we knew this was not an end but the beginning of our work “off campus,” with our own clients, our partners in making the world a better place.

Thursday’s Musings from Tucson

It was another stimulating day at the Community Driven Institute. One lesson that stuck in my head – maybe because I was a communication major in college – is that our choice of language can keep us from achieving our vision. “Barriers,” “blocks,” “obstacles,” “threats,” “weaknesses,” “challenges” and “if only” are just of few of the terms that we commonly use, even intentionally invoke, when planning for our futures. The rationale is that by identifying such factors we will know how best to proceed. However, these terms are insidious in that they strip us of power. They plant the seed that our vision is unrealistic if not impossible to achieve.

In truth, what we typically identify as items standing in the way of our success are merely conditions that exist. Conditions we can expect to come across on our journey toward creating an amazing community. Conditions devoid of connotation – negative or positive. Conditions we are fully capable of successfully confronting head-on or avoiding altogether.

When we slip and start talking about impediments to our moving forward we need to stop ourselves and ask, “So, we would want to see what?” This will keep us from becoming mired in the mud and refocus us on the firm path before us.

More news from Tucson

As Terrie wrote in her blog yesterday, we are taking part in an incredible five-day immersion class taught by the brilliant Hildy Gottlieb and Dimitri Petropolis of the Community Driven Institute. Today was day three. Each day is building so naturally upon the one before, it is easy to lose track of the huge amount of information we are packing into our little brains. Until, that is, we take a few minutes to reflect at the end of the day about what has stood out for us. Then, we begin to understand the depth of the concepts we are processing and the changes we are seeing in ourselves.

Today, we took the vision and values exercises we did yesterday and applied them. We learned how to better help organizations use these vision/value discussions to anchor them as they move toward creating their best potential, their dream community. Among the many things I learned today is the "means" to better guide these discussions to the highest "ends," and in so doing to always Trust the Process, and Trust the [people in the] Room.

It continues to astound all of us how Hildy has distilled a lifetime of work into this amazing Community Driven Institute. This immersion course is taking us as consultants to the next level so we can better do our part to create the healthy, compassionate, vibrant world we seek. I for one am thrilled to be on the journey and can't wait to see what I will be packing into my head tomorrow. Stay tuned!

Random Thoughts from Tucson – Tuesday

Gail Meltzer and I are In Tucson this week, taking part in the Community Driven Institute. The brainchild of Hildy Gottlieb and Dimitri Petropolis, the Institute evolved out of Hildy’s book, The Pollyanna Principles, and focuses on governing for what matters, instilling a “culture of can” and engaging the community in creating amazing futures where organizations actually achieve their visions.

The class is small – there are only five participants – so we are able to explore issues in depth. It is also incredibly intense. We are meeting from 8:30am to 5:15pm everyday for a full week. We walk out of the Institute each evening with our brains overflowing with new ideas for helping our clients dramatically move their organizations forward. While you will be hearing more from us about the concepts we are exploring as time goes by, Gail and I want to share some of our excitement with you now. Therefore, we’ll be blogging the rest of the week.

The focus today was on vision and values. If you have ever worked with me, you know that I am a firm believer in the power of vision and values and that they should guide every decision you make. However, in the future, be assured that these two elements will take an even more hallowed position in the work that we do. There is a saying that when you reach for the stars you may not quite get one but you won't come up with a handful of mud either. By embracing vision and values you can change the community in ways you never thought possible. In today’s environment, where violence, pollution, hunger, poverty, drugs, illness and other issues cloud our future, it is incumbent upon us to fulfill our promises to the community. And, it is doable merely by keeping our eyes on what is important and working backwards from there!

DO’S AND DON’TS OF CHOOSING A GRANT WRITER

Q: We are looking for a grant writer. A few people on the board suggested different individuals they knew from other organizations, but they seem expensive and only one said she’d be willing to work on a contingency basis. While most of us wanted to go with her, someone on the board said we can’t. The rest of us don’t really understand why not. And, if that’s true, we definitely don’t have the money to make a mistake. How do we know who to choose? We agreed to write you and go along with what you said.


A: While I can’t promise to help you make the “right” choice, I can help ensure that you make a better choice.

Let’s start with the easy part of your question – the contingency fee. Whoever on your board said you should steer clear of this person was offering good advice. On the surface, such a “guarantee” of success seems like the most prudent approach to take. The grant writer appears confident enough of her ability to obtain the grant on your behalf that she is willing to risk her time and energy on the chance of a return. That seems to imply that this person is more competent than the others. On top of that, you don’t have to put any money out until you have money in your pocket. However, there are several reasons why the seemingly smart move is the wrong move in this case. Let me share just two here.

First, every professional organization to which a fund raiser in general and a grant writer in specific might belong forbids contingency fees in their codes of ethics. While we could debate the validity of the reasons for this, that is not at the heart of your question. I think it is enough to say that if this person is going against what is deemed standard ethical behavior in the field, either she is not as familiar with the field as she thinks, she’s new and feels that this is a good way to break in, or she is knowingly ignoring the standard and then you have to question what other ethical standards she might ignore while representing your organization.

Second, most grant guidelines clearly state that any costs associated with writing the grant proposal cannot come out of the grant. This means that she is going to have to hide her payment in the proposal. It also means that you will have to play with the books in order to maintain the charade when, if you get the grant, you report back to the funder – as required – on the use of the funds. I trust you don’t want to take that road. If you do and your antics are discovered, you may not only have to pay back the money, but you stand a chance of never getting another grant.

So, if you’re going to bite the bullet and pay for your grant writing services upfront, how do you make the best choice? You took a good first step by asking board members who they have successfully worked with in the past. A strong track record is an excellent indicator. Ask for the percentage of grants each person has gotten funded. You might also want to find out the average size of each grant. Someone might have a great success rate, but only have experience, for instance, with grants under $35,000 when you are looking to go after a several million dollar grant.

I would ask each of these individuals about the mission areas in which they specialize. Most grant writers tend to focus on one or two. Someone who already works in your mission area will know who the funders are, what they are looking for and how they like their proposals written. In addition, they will know where to find many of the relevant demographics and other statistics to be included.

I would see what each requires of your organization. Grant writing is a partnership. The grant writer cannot do the job on his/her own. An experienced grant writer will be able to tell you exactly what the organization’s role in the process will be and what materials the organization will have to produce.

Assess the chemistry. Again, this is a partnership. You will be working closely together and often on short deadlines that can test the best relationships. You need to feel comfortable with this person.

Ask to see writing samples. While the person should not be giving you another organization’s grant proposal without having previously obtained permission, or at least redacting all identifying information, you can look at almost any writing sample to determine if the person writes coherently and is attentive to spelling, grammar and basic layout.

Finally, there is now national certification for professional grant writers. The lack of such certification does not mean that someone is a bad grant writer. This certification has only been available for a relatively short while, so few have had the opportunity to work through the process. And, some grant writers who have been working successfully for a long time and have a loyal clientele may never feel the need to go through the process. Besides, the possession of certification does not guarantee someone is a star. However, the rigorous process does rightly grant you some assurance that the person has had several years of experience in the field and has demonstrated a high level of knowledge about it. You can find the names of those who have obtained certification by going to http://grantcredential.org/gpc-certification/credentialed-grant-professionals.aspx.

Just remember, you can find the best grant writer in the world but you should still not expect grants to be the primary source of your funding. You need a diversified funding stream – especially today when grants funding is down significantly.

Your Annual Report Should Rock!

If you are not yet creating an annual report that shares with donors and other supporters what you have achieved in the past year through their generosity and commitment to your important work....WHY NOT? If you are already producing an annual report but are not using it to help raise awareness and funds, WHY NOT? Your annual report gives you a unique opportunity to do so much more than disclose your financials for the year. It can also be a compelling marketing piece to be used all year long. Here are 10 things to think about to take your annual report to the next level.

1. Select a theme for the report, something that runs through your organization's past 12 months. Have you had unprecedented growth in challenging times? Have your exhibits drawn huge crowds? Have you begun to attract a whole new demographic/age group/type of student? You may even want to have the whole report written from the point of view of one of your clients, students, visitors.

2. Tell stories that illustrate how you have changed someone's life or made a dramatic difference in your community. Focus on people. Even if your organization is an animal or environmental protection group, talk about how people are affected by what you do.

3. Use dramatic photos. Make them big, perhaps even an entire page. Avoid small, group photos that are ordinary and boring. If you have some in your file that are appropriate, all the better, but if you have to take new ones, don't pinch pennies in this regard. Have them professionally done. You may also want to think about what "cut lines" you want to have BEFORE you decide what photos to use. Then you can take the photo you need.

4. Write for the reader. Use a conversational tone. Picture your typical reader as you are writing. Avoid jargon, long sentences and paragraphs, boring statistics. This isn't about YOU, this is about your donors and supporters. Think about what they want to hear, not just about what you want to say.

5. Use simplified financials, a pie chart, a brief financial statement. While this is vital to the report, it is only a part of your story and should not dominate the piece.

6. List your donors and meticulously check for accuracy and typos. Celebrate them and acknolwedge their critical role in what you were able to accomplish in the last year.

7. Have the report professionally designed and printed. Don't prepare it in-house and run it off on your copy machine. Because you are going to use it all year long (see number 8), spend the money to make it look crisp, clean and graphically beautiful.

8. Print enough copies to be able to do the following:

• mail to all your donors, supporters, key stakeholders
• provide copies to your vendors and board members to put in their waiting rooms as appropriate
• include in your media kit
• send to new donors
• send/give to prospects and those who visit your facilities
• provide at your events
• send to your collaborative partners

9. Have it translated into another language if that is appropriate for your organization. You may not need to print hard copies in a second or even a third language; it may be sufficient to have them available for download from your website. And of course you will have the English version available on the website also.

10. Begin now and continue all year long to make notes about what to consider including in next year's annual report to make it even better.

Make the Founder a Permanent Board Member at Your Peril

Q: Our current executive director is the founder of our organization. While she has accomplished much over the years, the board feels it is time to find someone with a different skill set to move the organization to the next level. We expect this will be a difficult transition. The board chair suggested we make the founder a permanent board member in recognition of her vision and commitment. While I think the chair envisioned this as an honorary or advisory position, some of us know the founder well and suspect that she will expect that not only she but her family members serve as voting members on the board for generations to come. Our guts tell us this wouldn’t be wise. What are our options and how do you suggest approaching this?

A: Listen to your gut! While I appreciate what you perceive to be the founder’s desire to remain intimately connected, the organization belongs to the community, not to her. And, your responsibility as board members is to the community, not to her. Allowing her and her family to serve as permanent voting members of the board would not be wise on several levels.

As long as the founder remains on the board, the rest of the board will tend to defer to her. This will make the position of the new executive director untenable, and the entire reason you went with this change in the first place will become moot because she will remain the de facto executive director.

A clean cut would be better. To make such a cut easier, before the founder is asked to step down I would make sure that the board takes the time to review with her the mission, vision and organizational values. If she feels confident that everyone understands her vision and is committed to taking it, and the values on which the organization was founded, forward, she may be more amenable to letting her “baby” operate independent of her, knowing it won’t stray too far from “home.”

There may be arguments for allowing her family members to serve on the board, but having multiple members serve at one time is wrought with potential problems. It’s not that there aren’t some definite pros, as I enumerated in a 2000 column entitled, “Should Husbands and Wives Serve Together,” but the cons are powerful. Among them: her presence will always loom large, dictating the direction of the organization. In addition, you will be limiting your reach into the community. Families tend to share many of the same contacts. Today, when board size is shrinking, it becomes particularly important to insist on greater diversity to increase the probability of widening your organization’s circles of influence as much as possible. Of course, then there are the flip sides of the same coin where group dynamics can become dysfunctional if the family either votes as a block or is constantly fighting. In the first instance the family forgoes the critical thinking so essential to the best decision-making. In the second, others may disengage to avoid being thrust in the middle of a public argument. Of course, the founder’s desire to have family members serve in perpetuity amplifies the potential problems. What happens down the road when a grandchild or great-grandchild lacks an affinity for the organization, yet is expected to serve?

One way you might handle this challenge is to be totally honest. Play on the woman’s love for the organization and her desire to see it flourish over the long term. Suggest that you would like to add “emeritus” to her title and invite her to serve as the face of the organization as well as an honorary board member throughout her lifetime. You may further recognize her by assuring her that her name and emeritus title will remain on the organization’s collaterals in perpetuity by codifying such instructions in organizational policy documents. However, I’d think long and hard about having her come to board meetings even without a vote. If she has a voice, she may still hold sway – at least until all board members who served with her when she was executive director are gone. Understand that she may not find these terms acceptable and you will have to make some very difficult decisions.

Of course, I’d start with going back to your bylaws and articles of incorporation. There are founders that insist on some sort of perpetuity clause when drafting these documents (something with which I am very uncomfortable). If she did, unless you change the bylaws and/or articles and re-file them with the Internal Revenue Service, you are pretty much stuck by the language contained in those documents.