Archive for November, 2009

Transparency & Community Engagement: Part 1

The post that follows isn’t new.  But because I will be writing about the concepts in this post  this week, I thought I’d start by posting it again, as a sort of “refresher course.”  Tomorrow, I’ll post about why I am thinking so much about the concept of Community Engagement.  (Hint – it has to do with honest transparency and an authentic accountability that goes beyond balance sheets and HR policies…)

Enjoy the refresher, and I’ll see you back here tomorrow!

***


My black Lab, Hallie, owned our back yard. She would dig. She would run deep grooves into the grass. Garden after garden fell to Hallie’s exploits.

Finally, I dug up a plot next to the driveway. And I planted my vegetables in the front yard.

That was twenty years ago – two houses ago, a marriage and another dog ago. And still, my garden is in the front yard.

Tomatoes and okra and basil and zucchini in the summer; lettuce and carrots and peas and broccoli in the desert winter. All in the front yard.

Why the front yard? Because my garden makes friends.

Since moving into my current home, my front yard garden has introduced me to neighbors from many blocks away. Some ask gardening questions. Some put my house on their morning walk route to see what’s new. And some bring gifts.

That’s how I met Earl. My doorbell rang one morning, and there stood a sweet, elderly man holding a plastic baggie filled with sunflower seeds. “My wife used to love driving by your house. She always wanted to see what was new. I lost her last month.” He handed me the bag of seeds. “These are from her sunflowers.”

And every year from then on, I have planted a wall of sunflowers, swirling along the front sidewalk in honor of Earl’s love for his wife. And of course those giant flowers bring more new friends.

So why am I telling you this?

Because planting your garden in the front yard is precisely what Community Engagement is all about.

Community Engagement forms real, honest, engaged relationships between members of the community and your organization’s mission and vision.

Community Engagement is not marketing or fundraising or volunteer recruitment, but it will certainly accomplish those things. It will also help you build the most effective programs possible. It will help you further every single one of your goals. And it will help you with the biggest goal of all – building an engaged community (the same goal as my front yard garden).


But here’s the real secret – and it is what separates Community Engagement from Marketing and all those other “just for show” efforts: For engagement to work, it has to be honest; it has to be real.

If my front yard were merely a well-manicured, just-for-show row of hedges, no one would stop. No one would introduce themselves. No one would make my house a special part of their day.

My neighbors stroll by because my garden is honest, authentic. In the morning, they find me working. At dinner time, they find us harvesting. There are butterflies and ladybugs, and finches all over the sunflowers. My neighbors don’t just see the final product; they also see the sweat, the compost, the pruning, the digging. I do not have to tell my neighbors I want to engage them; my garden shows them.

And when they walk by with a friend, pointing out this or that, they do so with pride, as if some part of my garden is also theirs. Because, in part, it is.

So how about your organization? Are you gardening in the front yard? Are you sharing the inner workings of what it takes to do your work, so the world can become engaged with that work? Are you being as open and inviting as you can be? Can your community connect so deeply and easily with your work, that they feel as if it is their work, too?

Or do you feel those inner workings are meant for the back yard, only showing the world a perfectly manicured lawn and hedge? The difference is more than just metaphor. The difference is the degree to which the community feels a part of everything your organization does.

The more your community feels they are a part of your work – the more they can point with pride, as if your work is their own as well – the more effective your mission will be, in every single way.

(Photo credit: My garden’s abundance, and Earl’s Sunflowers)

Click for Part 2 of this post – applying engagement and transparency directly to our work

Meandering Thoughts on Gratitude

Desert Thanksgiving HikeInfinite gratitude for all things past
Infinite service to all things present
Infinite responsibility to all things future*

Thanksgiving is, of course, a day of gratitude.  However, as I consider the words above (which long-time readers here will recognize as the meditation that helps guide my day), I am realizing that being grateful is just a start. What may matter even more than feeling gratitude is what we do with that gratitude.

What is gratitude without service – compassionately doing for others, putting ourselves in their shoes, free from judgment? In those actions, we are, of course, creating the future.  With actions rooted in gratitude, aren’t we more likely to create the kind of future for which we would want to be held responsible?

Which brings us back to the word that is so bandied about on this day of giving thanks – gratitude.

As I consider that word in my own life, I think of it as a fill-in-the-blank, with the blanks being these:  If it weren’t for ________________, I couldn’t have done / been _______________.

If it weren’t for my ex-husband, I wouldn’t have my amazing daughter.

If it weren’t for having a bad back, I wouldn’t remember to exercise as often.

If it weren’t for my dad dying at age 61, my mom would not have moved to Tucson 20 years ago, and she wouldn’t have been such a big part of my life.

It’s easy to be grateful for the things that make life joyful. But if it weren’t for the hard things, the lousy things – I would not have the life I have now.

And so, on this Thanksgiving Day and every day, I will do my best to choose my actions and words as consciously as possible, to create the kind of future for which I would want to be held responsible.  I will do my best to choose my actions and words from a place of wisdom and compassion for everyone I encounter.

And I will do my best to ensure my actions and words reflect my deepest gratitude, bowing to everyone I encounter to say, “If it weren’t for you, I could not be me.”

* When philosopher and theologian Huston Smith asked Zen master Daisetz Suzuki, “What is zen?” the words above were his reply.

This post is part of TweetsGiving,  a global celebration that aims to change the world through the power of gratitude, while supporting the work of an amazing organization doing amazing work in the Tanzanian village of Arusha. Learn  here how you can participate today and every day.

Photo: Our meandering Thanksgiving Hike 2009 (This morning!)

What Management Support Orgs Make Possible

(This is the final installment in a 4-part  article. Head here to start with Part 1.)

Management Support Organizations have immense potential. Looking beyond just helping the individual organizations they serve, their highest potential is the highest potential of our communities themselves.

No one could be more interested in that potential than Gayle Valeriote and Rick Carter.

Gayle is the Manager of Training & Consultation at the Volunteer Centre of Guelph/Wellington, a Management Support Organization in Ontario, Canada.  Gayle is doing Community-Driven work from within the Volunteer Centre, and she is also working to develop a full-service Community Benefit Resource Centre in Guelph – an entity that does not yet exist.

Rick Carter is Executive Director of the Human Services Federation in Lincoln, Nebraska, USA.  Lincoln does not currently have a Management Support Organization, and Rick is hoping to help develop and perhaps even incubate such a resource.

Both Gayle and Rick have studied at the Community-Driven Institute. The following is excerpted from email and phone conversations with the two of them about this topic.

Hildy: What would be different in your community if there were a Community-Driven Resource Center?

Gayle: First, people from all walks of life would be having regular and fruitful conversations with each other about building the community they love. They would no longer be thinking about an “other” to distrust, shun, be puzzled by, ignore, discriminate against or harass.  There would be only “we.”

Rick: Exactly. I would see us having deeper cooperative efforts within and across community sectors, based upon trust.  We would be building upon the capacity and strengths of all sectors to work together and impact the way we think about and view our community.

Gayle: As part of that strength, community members would see themselves as active partners in the success of every initiative whose aim is community improvement.  Our community would be described as a model of welcoming and inclusiveness.

The community would also be regarded in a holistic manner. People would be treated like citizens who have a significant interest in the outcome of efforts to improve their community. And they would be participating in making that happen.  They would be skilled in the art of engagement and action, in service to that vision of a healthy, vibrant and joyful community. There would be substantial participation and a high degree of community “ownership” in the outcomes.

Rick: And that’s the most important – the outcomes themselves would be driven by community visioning that identifies the shared future we all want to be a part of.

Hildy: What then would be different internally for an MSO that was Community-Driven?

Rick: Currently our community’s capacity building efforts provide technical assistance, trainings, education, and other opportunities for organizations deemed “lacking” in certain areas.  I envision an MSO that highlights organizations’ strengths and builds upon those strengths.

It all comes down to whether we narrowly define organizations as “problems to be solved” or if we are reaching for a vision of what is possible.  If we’re reaching for a vision, we would ask different questions, starting with that vision.  What would our community look like if not only community benefit organizations but all sectors who care about the community had the support to make the community better?

Gayle: The vision would be that we are building a vibrant community. And I mean that literally – community-building. A Community-Driven volunteer centre would see its job as creating a deep abiding relationship between people who are helping each other.  We might stop calling them “volunteers” and start just talking about building a community where all people help each other.  Then we would figure out how to measure how much difference our work is making in the community.

Rick: I think it speaks to how we work together as well.  A truly Community-Driven MSO would cross all sectors. It would start with the vision, saying, “We can be a better community if we work together towards that end – businesses and educational institutions and chambers of commerce and governments and community organizations.”

The question is then not, “How do we build capacity for nonprofit organizations?” but “At the end of the day, if I care most about how to have a positive impact on the lives of the people in my community, what management supports need to be in place? And for whom?”

Gayle: Another key area is how and why we collaborate. Programs at a Community-Driven MSO would be built not just by the professionals at the MSO, but by everyone who would be affected by the program.  Instead of the programs being expert-driven, we would be asking, “Where is the expertise in the community? How can we learn from each other?” We would be building learning communities, rather than having only “experts” teach.

Rick: I see those learning communities as places where we all would come to the table with an open mind, to learn from one another without labels of “weak” or “strong.”

Another point about collaboration is how we actually do it.  I have seen programs that are almost entirely finished before they are presented to potential partners. And then the organization says,“We have sketched out what this program will do, and here is how we want you to collaborate with us.”  That is very different from building programs together from the beginning.

So often collaborations are based on a revenue model, rather than asking, “How will the community be better because of what we do?” the concern is more about, “Who can we partner with to make our organization stronger?” Partnering becomes a mechanism for financial or political power to build a strong organization, rather than a way of being – that we always do our work in a way that builds a strong community.

Gayle: Another place a Community-Driven MSO might differ from the standard model is that leadership would be developed at all levels of the organization.  By including and involving not just experts but everyone in the community learning together, the organization would create more opportunities for increased skills and a greater certainty regarding “representation” and “voice.” It’s again about community building, community organizing, building relationships – all focused on making our communities strong and healthy.

Rick: In the end, it’s all about learning how to leave “my agency” behind, and focus on reaching for the vision we have of “our community.”  It’s about teaching how others can do that, and modeling that in the work the MSO does itself. It’s about being the change we want to see, not just in the organizations the MSO helps, but building the community we want to live in.

*****

In virtually every community in the developed world, one finds a chamber of commerce and/or a government-sponsored economic development office.  It is time that same emphasis on infrastructure was devoted to the efforts that make our communities healthy, safe, vibrant, resilient, compassionate places to live.