Susan Kiely

By:Susan Kiely Issue: Collaborative Leadership Section: Advisory Board

Deputy Director, Massachusetts Business Rountable

Susan Kiely

Contact Susan Kiley

1620 Little Raven, #602 Denver, CO 80202 T: 303.675.0405 [email protected] www.womenwithacause.com Armed with a background in design and retail, public speaking and a willing heart, Susan Kiely has spent the last three years developing Women With A Cause. The organization is dedicated to providing economic development programs that focus on education and skills training for women, enabling them to be lifted out of poverty and to lead them to self-sufficiency while earning a sustainable income. Through Women With A Cause, Kiely has been able to provide a living wage to women in India by teaching them how to sew. Once these women learn this trade and become employed, the change in their income enables them to move into a small apartment and even send their children to school. While Kiely spends much of her time trying to ensure a better living for these Indian women, she also works on similar projects in Thailand, Ethiopia, and Ghana.

Women With A Cause remains involved on a local level as well. Because the fastest-growing group of homeless people in the U.S is composed of single women with children and because the number of homeless female veterans has doubled over the past 10 years, Women With A Cause will launch the WE Initiative in early 2011, which creates a path to self-sufficiency for homeless families headed by single mothers and returning female veterans through healthcare education and career opportunities. The WE Initiative will select, support, and educate eligible homeless females through a multi-year commitment to their education and ultimate job placement. The organization, through this program, will provide housing, counseling, and case management for selected women and their children.

Susan has raised funds for a myriad of charitable causes in the many cities where she and her family have resided. She has a heart for the disadvantaged. Kiely’s gift of giving, her self-deprecating sense of humor, creativity, willingness to roll up her shirt sleeves to work hard and an ability to share her vision with others to get them involved has transcended to this project. She has mobilized American seamstresses to join her to teach the women of India how to read patterns, cut fabric, use sewing machines and carefully produce stylish apparel. Kiely’s ability to mobilize volunteers for causes is a life-long talent.

She has received many national awards for her charitable work including Who’s Who in American Colleges and Universities, the National Charity League Lifetime Achievement Award, Volunteers of America American Spirit Award and the United Way International Leadership Award. In Denver, she has been honored with the Denver Broncos Quarterback Award, the Saavy Award, the Heart of Gold Award, and she has been named a Girl Scout Woman of Distinction. Kiely and her husband of 40 years share the distinction of being awarded the University of Denver’s International Bridge Builders Award from the Korbel International School.

JD Chesloff

By:JD Chesloff Issue: Collaborative Leadership Section: Advisory Board

Deputy Director, Massachusetts Business Rountable

JD Chesloff

Contact JD Chesloff

141 Tremont Street Boston, MA  02111 T: 617.728.0881 [email protected] www.maroundtable.com As Deputy Director, Chesloff is responsible for developing and implementing the strategic framework and direction for Massachusetts Business Roundtable (MBR) in partnership with the Chair, Executive Committee and Board of Directors. He works with MBR Task Forces and MBR leadership to develop its agenda on public policy matters – particularly in the areas of health care, education, transportation and infrastructure, corporate social responsibility, and fiscal policy – and convey those ideas to opinion leaders and policy makers to help inform their deliberations. The Massachusetts Business Roundtable is a statewide public affairs organization of chief executive officers and area executives of the state's leading companies representing a full range of Massachusetts industry and business enterprise.

Chesloff has worked in and around Beacon Hill for more than 20 years. In the Legislature, he was the Chief of Staff to the House Committee on Commerce and Labor, and was the education issues analyst and Deputy Budget Director for the House Committee on Ways and Means. After working as both a budget analyst and Assistant to the President at the University of Massachusetts, Chesloff worked as the Legislative Director for State Treasurer Shannon O’Brien and then as Issues Director for the O’Brien-Gabrieli gubernatorial campaign in 2002.

He joined MBR after serving as Legislative/Issues Director for the Early Education for All (EEA) Campaign, where he was responsible for developing and driving legislative support for EEA’s legislation and agenda which included the creation of the Massachusetts Department of Early Education and Care. He currently serves on the Department’s Board of Directors as Chairman.

In addition, Chesloff serves on the Boards of Teachers 21 where he serves as Treasurer, the Massachusetts Business Alliance for Education, and the New England Healthcare EDI Network (NEHEN). He also is a member of the Governor’s STEM Advisory Committee, and serves on the Executive Committee of the state’s Health Care Quality and Cost Council Advisory Committee.

Chesloff holds a Masters in Public Affairs from the McCormack Institute of Public Affairs at the University of Massachusetts Boston, and has a Bachelor’s Degree in Law and Public Policy and Telecommunications Writing from Syracuse University. He lives in Arlington, MA with his wife Lori and his two daughters, Sadie and Tessa.

Kelly Brough

By:Kelly Brough Issue: Collaborative Leadership Section: Advisory Board

President, Denver Metro Chamber of Commerce

Kelly Brough

Contact Kelly Brough

1445 Market St #400

Denver, CO 80202-1790

T: 303.534.8500

www.denverchamber.org

Kelly Brough is the President and CEO of the Denver Metro Chamber of Commerce. The Chamber represents more than 3,000 businesses with 300,000 employees in Colorado. At the Chamber, Brough is responsible for connecting and building the business community across Colorado, acting as conduit between the business community and the public sector, educating public officials about how to build a strong economy for Coloradans.

Prior to joining the Chamber in 2009, Brough served as Chief of Staff for the City of Denver and Mayor John Hickenlooper overseeing a general fund of $857 million. She also served as Deputy Chief of Staff and Director of the Denver Office of Accountability and Reform. In this role, Brough’s key responsibilities were to implement the 3-1-1 customer service system – which allows residents and businesses to reach a live person who can answer their questions or route them inside the city organization for assistance. This project has resulted in the reduction of non-emergency calls to 9-1-1 and has provided assistance and answers to more than 460,000 callers every year since its inception.

Further, Brough was tasked with creating an organizational culture which embraced performance management and continuous improvement. She continues to cultivate such an environment today at the Denver Metro Chamber.

Brough was the first female Director of Human Resources for the City of Denver. She successfully moved the human resource department from an authoritarian culture to one based on service delivery and focused on outcomes. During her two years in this role, she led significant reforms including moving the city to a full pay for performance system and establishing the city’s first bonus plan program.

Brough also directed an internationally recognized leadership program at the University of Colorado at Denver—the Rocky Mountain Program. She served as a consultant to many local governments facilitating decisions, managing large public processes and comprehensive planning efforts, mediating disputes, and providing strategies to build stronger public/private partnerships. This work took her to Hungary (working with 50 local mayors) and allowed her to work with a number of local governments throughout Colorado and the West.

Her travels have continued at the Denver Metro Chamber, taking her to Canada, Dubai, Japan, and Turkey as an ambassador of Colorado business.

A Montana native, Brough earned a Master’s of Business Administration degree from the University of Colorado at Denver in 1989 and a Bachelor’s of Science degree in Sociology, Criminal Justice from Montana State University in 1986. She currently serves on the Metro Denver Sports Commission, the Denver Metro Chamber Leadership Foundation, VisitDenver, the Denver Public Schools Foundation Board, and as a member of the Women’s Forum and The Chamber 100 with the U.S. Chamber of Commerce.

She was recently named one of Denver’s most influential people by 5280 magazine. Brough has attended a number of leadership programs including the JFK School of Government’s program at Harvard for state and local public officials. She was also named an American Marshall Memorial Fellow in 2001.

In her spare time, Brough is an avid cyclist. She also can be found cheering on her two daughters at soccer games and debate tournaments.

Angel Tuccy

By:Angel Tuccy Issue: Collaborative Leadership Section: Advisory Board

Experience Pros

Angel Tuccy

Contact Angel Tuccy

T: 720.344.2446

www.ExperiencePros.com

When Angel Tuccy was in high school, she participated in a radio show vocal tryout. Her public speaking teacher told her that she would never have a career in radio. For that matter, Tuccy never imagined that she would have a career speaking in public, period. But today this business-owning, best-selling author, professional public speaker, and yes, radio show host, is not only gaining attention for what she does, but also for how she brings business people together.

Tuccy is on a mission to start a revolution in the way people treat each other in business. Her inspiration came as a result of what she perceived as an obvious gap in the way traditional business is accomplished, and how it could be done in an experience-based, relational manner. For ten years she was the accommodations coordinator for the players and their families at the PGA’s International Golf Tournament at Castle Pines, where she learned “extreme customer service.” She believes that this kind of service is accomplished when parties work toward a common goal—doing what is best for the customer.

She is leading the extreme service revolution by bringing businesses from across the country together on her Denver-based call-in radio show. The Experience Pros Radio Show airs live every weekday morning on AM 560 KLZ Radio and offers listeners an opportunity to connect with industry leaders from every conceivable background. “The synergy that is created when we bring people together on a common topic is dynamic,” says Tuccy. “People connecting with other people is what we’re all about—and to see it happen in real time, with guests who come from coast to coast, is very exciting.” By using radio, Tuccy has established a central location where experts of every discipline connect with each other, share insights and information, and offer advice to listeners. The common thread of every conversation—extreme customer service. She says, “No matter what business you’re in, you’re in the relationship business. If you don’t learn to put your customers first and foremost, you don’t have a business; you have an expensive hobby.”

Business people from around the country agree. Microsoft Senior Vice President Toby Richards sought out The Experience Pros Radio Show to discuss how his company, despite mistakes made during the early phases of the social media revolution, has embraced a customer-led forum of service and support. “Like it or not, there’s a conversation going on about service, and it’s being led by our customers. It wasn’t difficult for us to realize that in order for Microsoft to ever hope to affect the conversation, we had to join it and we had to listen,” said Richards.

Through her company’s yearlong business development course called Experience Pros University (EPU), Tuccy trains groups of business owners, managers and sales people, encouraging them to work together in the spirit of “coopetition.” Students enrolled in EPU learn right out of the gate that, as they help other students succeed, they too succeed because corporately they become greater than the sum of their parts. Tuccy refers to this collaborative effort as “creating a grass fire” among participants. “As we learn to leverage our FRANC Circle (Friends, Relatives, Associates, Networks/Neighbors and Customers), we discover that – even better than the six degrees of separation – there are literally three degrees of connection,” says Tuccy. “Right now, I believe that you are connected to everyone you ever need to know in order to not only develop your own business to whatever level you desire, but to help others develop theirs as well."

To further develop the concepts that she teaches her clients, Tuccy co-authored her second best-selling book, Lists That Saved My Business. In the book, she lauds the benefits of developing solid relationships with others in business, and discourages what she refers to as the “transaction mentality.” She encourages readers to develop their personal brand by connecting with like-minded people in business. In this manner, genuine relationships are developed and there is no pretense to the growth of commerce. Furthermore, once those relationships are established, Tuccy argues that an exponential element enters into the equation as independent spheres of influence converge. She is also the founder of Ladies Who Lunch, a group of over 250 professional women in Denver who gather once a month to encourage each other professionally as well as personally. “Bringing people together, in this case women, is what truly energizes me,” says Tuccy. And she is obviously very good at doing just that.

The Cowboy Way

By:Jan Mazotti Issue: Collaborative Leadership Section: Letter From The Editor Cowboy

Recently I attended the 2010 Colorado Performance Excellence Quest for Excellence where I heard Baldrige Recipient Dr. Mike Sather, the Director of the VA Cooperative Studies Program present the “Code of the West: Ethics the Cowboy Way.” It made me draw parallels about the theme of this issue—Collaborative Leadership During Tough Times and I wondered what it takes to succeed in America, and what the definition of success really is.

As I listened, Sather discussed the requisite behaviors of ethical “cowboy” leadership—of doing the right thing, of being a good citizen, of putting in a good day’s work, of having a creed to live by. He reminded the audience that, “rules can be bent, but principles cannot.” Sather highlighted the 10 principles of the “Code of the West” as drawn from the 2004 book Cowboy Ethics by James Owens. He described how timeless, universal cowboy values are still relevant today and how his organization, the VA, incorporated the Code of the West to bring a workforce of largely disengaged employees to one that is considered world-class in leadership, teamwork, continuous learning, safety, and customer service.

The principles rang true when I thought of each of the stories in this issue.

Code #1: Be tough, but fair

is one of the fundamental messages of the Partnership for a New American Economy as they wade through the nuances of immigration reform in this country.

Code #2: Talk less; say more

is one of those mantras that resonate throughout the Economic Building Blocks story by Brendan Landry where he tells how a successful public-private partnership was formed to help citizens affected by the current economic downturn. The Peace Corps is really the epitome of

Code #3: Ride for the brand.

Every day, the organization lives the mission by engaging the expertise of over 8,500 worldwide volunteers.

Code #4: Live each day with courage

is seen in the story of ARZU Studio Hope where 700 Afghani women are developing self-sustaining economic activity in a country where their roles are relatively predefined.

Code #5: Always finish what you start,

Code #6: Do what has to be done and

Code #7: When you make a promise, keep it

are the foundational codes of the work that is being done with the redevelopment of the World Trade Center in New York. Plagued by uncertainties, the Port Authority committed itself to creating a sense of collaboration where the mission of reconstruction of the buildings and creating a fitting memorial to the lives lost, are central to every activity on the construction site.

The Paradigm Project’s work of reducing environmental degradation, improving the health of women and children, and increasing economic stability by offering families clean cook stove technologies embodies

Code #8: Take pride in your work.

Code #9: Know where to draw the line

is seen in the collaborative case study of Tom Boasberg and the Denver Public Schools. Pushing hard for school reform, managing significant budget cuts, and still seeing strong and steady growth in student achievement is a theme throughout this story. Boasberg has drawn the line and has seen progress. But that isn’t enough—there is more to come—making sure that every graduating student is prepared for college or a career.

And finally, our story on Rotary International demonstrates the lesson of Code #10: Remember that some things aren’t for sale. For 100 years, Rotary in Colorado has accomplished great things by improving communities locally and around the world. Motivated by good, and with determination, Colorado Rotarians recount the success of the 2010 Centennial Project that will bring high-speed Internet capabilities to every school district in the state. Whether you can personally relate to a cowboy or not, perhaps there is a little cowboy in all of us. Whether we live our lives by one, five, or all ten of the “codes,” at the end of the day, character is all we have. Should we stand up for what is right, even if we are standing alone?

Perhaps.

That is what the organizations in this issue are doing.

Have you found your “cowboy?”

- Jan Mazotti

We Are Overdue For "Do"

By:Gayle Dendinger Issue: Collaborative Leadership Section: Letter From The Publisher We Are Overdue

In the inaugural issue of ICOSA back in September/October, 2008 I reminisced about a pastoral drawing that my daughter created for me when she was an optimistic teenager. On it read Margaret Mead’s famous quote, “Remember that a handful of people dedicated to a cause can change the world.” To my dismay this stationary was found on September 11, 2001. I have dedicated my life to make a positive change in this world through connection and collaboration, not only for us but for our children and grandchildren.

As recent guests of the Partnership for New York City, both Jan Mazotti, ICOSA editor and myself were given the opportunity to interact with some of the country’s top leaders and witness "people dedicated to a cause" who are changing the world. Such leaders included Mayor Michael Bloomberg, the Mayor of New York City, and Rupert Murdoch, the Founder, Chairman and CEO of News Corp. Another motivational leader was Lenny Mendonca from McKinsey & Company. During his data driven presentation, he discussed the monumental crisis that this country is facing and it made me start to ponder: How bad does it have to get before we can work together? Concern can be an important catalyst to help us rise to the occasion to work collaboratively. I was inspired by these people who not only had great ideas, but who were acting upon them. I believe that by using the same methodology we too can work towards solving major issues. The Biennial of the Americas event made great strides in getting communications started between countries to work together more collaboratively.

There is real power in connection and collaboration. The success stories of the leaders in this issue and previous issues of this magazine prove it. With the recent momentum coming off the Partnership for New York City event and the energy of the Biennial of the Americas, we must not slow down or lose momentum; therefore, we are exploring the idea of a Do Tank.

The purpose of the Do Tank is to provide a neutral venue where motivated and collaborative leaders can meet to not only exchange ideas, but work on action plans and assignments that will literally make the world a better place. The Do Tank will focus on how to align vision, strategy, and resources in a collaborative manner, so that people can not only make a difference in the short run, but can actually make long term sustainable differences. I believe that many of the solutions are already out there. What is missing is the understanding of how to implement the solution strategies in a more universal way, creating economies of scale. And, because we live in a global and networked world, we must provide appropriate solutions.

By working together at the Do Tank, my dream is that we can take the best solutions to key issues and standardize, replicate, and scale them so that they apply uniformly to a multiple of sectors and geographies.

The famous author of How To Win Friends and Influence People, Dale Carnegie, once said, “Inaction breeds doubt and fear. Action breeds confidence and courage. If you want to conquer fear, do not sit home and think about it. Get out and get busy.” We already have a network of some of the best ideas and people like you! So I challenge you to join me in being that “handful of people dedicated to a cause to change the world.”

If you are interested in becoming involved in the Do Tank and want to join in on the conversation, please sign up at www.thedenverdotank.com.

- Gayle Dendinger

So What If There Are No Answers

By:Rebecca Saltman and Dr. Kasie Crisp Issue: Collaborative Leadership Section: Opinion

Lead by Asking, Not Telling.

Rikka ZimmermanDain HeerGary Douglas

Imagine living in a world that doesn’t demand you to have “the answer,” but instead nurtures your awareness of multiple opportunities - possibilities that can be greater than you previously imagined. This different world does not insist that you follow any one leader or doctrine - this world is about the questions that you can ask, creating possibilities which lead to greater choices in life.

What if successful leadership, both in work and in life, was strictly concerned with thinking about and asking yourself, questions first?

Interested?

Skeptical?

John F. Kennedy said, "The problems of the world cannot possibly be solved by skeptics or cynics whose horizons are limited by the obvious realities.  We need men who can dream of things that never were and ask "Why not?"

Leadership is generally thought to be well understood. As with so many definitions in today’s world, it is bandied about with little or no concern as to an accurate portrayal of what effective leadership really is.

Being a leader in the 21st century means reconsidering preconceptions. The current business and social climate is so complex and rapidly changing that it is no longer possible for any one person to have fixed knowledge regarding the factors affecting their enterprise. The CEO or elected official doesn’t know, or have to know, everything. Such a perspective traps the leader and those being led into limited possibilities. How much easier is it to ask a question than to be pressured into producing the “right” answer? How much of a burden is being by having to know “the answer”?

Again, we arrive at questions. Many of the world’s greatest leaders utilized questions that were fundamental to their individual philosophies. They were not afraid to make the final decision but arriving there was ultimately the work of questioning or valuing a stance which emphasized “being in the question.”

Creativity is the number one “leadership competency” required today and for the future, according to 1,500 top CEOs surveyed by IBM and reported by Newsweek in the July 19, 2010 issue. Yet, scientific measures of creativity in America are declining, just as IQ scores are going up. What if giving your business and your life the creative edge it needs could be as easy as just asking questions? You know...the talent of a preschooler that was abandoned by middle school.

Albert Einstein: "To raise new questions, new possibilities, to regard old problems from a new angle, requires creative imagination and marks real advance in science."

 

Although we asked our parents 100 questions a day as small children, most of us lost the art of asking questions because “the right answer” was so emphasized in school. Conformity at some level is of course necessary to the functioning of any organization, and is established through modern society’s primary schooling facilities. For teachers to convey concepts ranging from the basic (mathematics, the sciences) to the complicated (philosophy, religion, civics) there has to be a level of rote performance. Sadly, this very emphasis on “answer” is killing our ability to ask questions and our creative and leadership potential along with it.

By using questions, you can re-awaken your own creativity and bring back your own leadership and creative edge. “What are the possibilities of... (fill in your desired outcome)?” is an open-ended question that can be used in negotiations of all kinds, as well as in meetings with friends, staff and clients.

One of Douglas’s clients was involved in a three-year-long, highly political zoning dispute with the city where her office was located. She needed additional time to meet their demands, and her opponents were not especially disposed to grant her any favors. She risked asking a question. On a Friday afternoon she asked, “What are the possibilities I could have another fourweeks to meet these requirements?” The city called back Monday with a three-week extension on her project.

Deceptively simple questions can yield remarkable results—perhaps because their use is so unusual. Might that be the leadership model you are looking for?

Dr. Dain Heer was consulting with a healthcare practitioner who was not really happy or successful in her practice. He suggested the question, “What would an ideal practice that would be joyful and bring me lots of money be?” She ended up creating a multi-disciplinary center which allowed her to focus on what she loved doing, while tripling the practice income within 12 months.

Gloria Steinem: "God may be in the details, but the goddess is in the questions.  Once we begin to ask them, there's no turning back."

 

The open-ended quality of questions can sometimes produce surprising results. An acupuncturist Dr. Heer worked with asked, “What would it take to love coming to work and make lots of money doing it?” She is now selling real estate and happy doing it.

When working from a sales perspective in our occupations and lives, how often do people assume they know what their customer, friend, sibling or spouse wants and needs? These assumptions can be made with the best interests of the other person at heart, based on the “salesperson's” more extensive product knowledge. Even these assumptions are judgments, however, and like all judgments, they can blind us from giving the other person what they really desire.

 

One of the greatest challenges of collaborative leadership is that there are many obstacles.

 

 

Rikka Zimmerman, Access Consciousness Facilitator, asks, “What would it take to have tools that actually work to change the world?” She employs interrogatives like, “What contribution can I make that would actually change the world?” and “What would it take for us to empower millions of people to be who they really are?” These questions are open-ended and invite even greater possibilities to engage.

Just asking questions invites new perspectives, creativity and true leadership. It’s an invitation to step "out of the box" and look at things in a new way.

This approach essentially manufactures opportunities to create possibilities which are less linear and more creative than merely asking “How can I get this or do this?” As questions go, those that start with “how” tend to de-emphasize the creative possibilities around you, because they force you into linear thinking. “Step A, then Step B, then Step C” is not the “aha!” state that creativity is made of.

A question that can turbo-charge your business’ climb to the top and turn around what may appear to be adverse developments is, “What’s right about this that I’m not getting?” Anyone who has ever suffered a business or personal setback of any kind, only to discover it was really a gift five or 10 years later, can see the value of this question.

Consider using “How does it get even better than this?” to identify colleagues, friends and potential employees who are unable or unwilling to be creative.

 

One woman used this question when she was stopped for speeding by a Texas Ranger. When she asked the question, he dropped the speed at which he’d clocked her by 10 miles per hour and saved her $100

 

The less creative types will not ask how things can get better, but, will declare, “This is as good as it gets!” Or, they might simply say, “It doesn’t exist.” There may be a place for these noncreative types in your organization, doing repetitive jobs. Putting them in sales, customer relations, or departments involved in innovation may not be in your best interest.

In this issue of ICOSA, I’d like for all of you collaborative leaders to consider using the concept of questions. Since it is the holiday season, and sometimes holidays can be stressful, use these tools to not only change your holiday for the better, but change the world one question at a time.

 

 

A project aimed at taking leadership and consciousness even further recently had its worldwide debut in Denver, spearheaded by Dr. Heer and Zimmerman. Information, including downloadable lectures, on the latest developments can be found at the website, www.leadersforaconsciousworld.com. To get a free MP3 or learn more, please log on to www.accessconsciousness.com

Rebecca Saltman is a social entrepreneur and the President and Founder of an independent collaboration building firm designed to bridge business, government, nonprofits and academia. www.foot-in-door.com.

Dr. Kacie Crisp is a relationship and business coach who has been facilitating the tools of Access Consciousness since 2002.  Her website is www.howtostaymarriedandhappy.com

Transforming America's Schools

By:Allan Jones Issue: Collaborative Leadership Section: Academics School

In 1597, Sir Francis Bacon told the world that, “Knowledge is power.” Nations have risen and have tumbled drastically based on the cumulative knowledge of its people. America is no different. While we have spent many years at the top in innovation and the subsequent power that followed, our time may be ending if we do not address the problems of our K-12 public school system. Collectively, three Discovery and Innovation schools at the Tracy Learning Center (TLC) in Tracy, California are doing exactly that.

What are Schools of Discovery and Innovation?

The TLC is a collection of three schools, elementary, middle and high school, with a combined enrollment of roughly 1,200 students. Children are encouraged to start at the elementary level to ensure that their natural curiosity and genetic need to learn are nurtured from an early age. TLC has implemented a comprehensive set of integrated best-practices called the Discovery Learning System (DLS). The DLS program provides a subscription service to transform existing K-12 public schools into Discovery and Innovation schools.

It is a transformation model using existing facilities and a retrained staff, not a takeover and manage model.

There are about 133,000 K-12 schools in America; over 100,000 of them are public schools. In the United States, public schools are part of the rich fabric of our culture, so replacing all public schools with charter schools is not an option. And while the DLS model can be implemented in either a public or a charter school, it is our existing public schools that we must transform. In the DLS model, the neighborhood school is restored to its historic central role in the community; it becomes the academic, athletic, social, healthcare, cultural, and economic hub.

Rather than select a few best practices, DLS designed a totally transformed system that integrates all of the student-centered and proven organizational research-based best practices into a comprehensive subscription service. From its inception, a fundamental design criterion was that the system must be transformational and scalable.

The K-12 DLS model empowers teachers to run the school and customize learning for every child in a multidisciplinary project-based, small-group learning environment. As a result, the two major national teachers’ unions have indicated that they support the model for transforming schools. Science, technology, engineering, and math (STEM) concepts are integrated into every project, beginning in elementary school. The three schools operate on a longer school day and school year allowing the high school to require 200 hours of community service for graduation. The longer schedule also enables students to take college courses while still in high school and to participate in internships.

Technology infrastructure is also a key component of the model. DLS is working with AT&T to design, deliver, manage, maintain and support a comprehensive district-wide technology infrastructure that connects to a national broadband backbone. Home access will be provided to disadvantaged students, and as a result, the DLS program can provide a level of digital equity long dreamed of, but never achieved. And finally, this access to resources will be instrumental since school days and school years are now longer. It is critical that all students have equal access to all of the learning resources, from teachers to technology.

While this customized education model allows all students to achieve at the peak of their ability, it also allows them to prepare for college, other professions, or trades. Because the students become empowered learners, they are confident that they can learn whatever they need in order to be successful. The school has been in operation for over eight years with a current total enrollment of about 1,200 students. Because the curriculum and learning model are engaging, and because teachers do not “teach to the test,” they have eliminated student boredom and teacher burnout. As a result, there have been zero dropouts and zero teacher defections so far.

DLS has developed a plan for transforming every school in the country. The goal is to provide the model for transformation, prove that the transformation can occur, and that the results will be remarkable. DLS hopes to transform 1,350 schools in the next five years; at that point, they believe the market will step in and assist in transforming the rest of the schools. They believe the remaining 100,000 schools will be transformed over the following ten years. In addition to preparing America’s future workforce, the implementation of the program will create over a million new private-sector, non-exportable, skilled jobs across the country, because the subscription service coordinates and delivers a wide-range of outsourced services from technology infrastructure to primary healthcare services.

Currently, DLS is working with a nonprofit called the Power of Us Foundation to achieve the transformation. The foundation is dedicated to transforming K-12 education and has selected the DLS model as its first effort. The program will begin by extending the Tracy DLS program across the state of California to at least 100 schools. As funding and other resources become available, the Power of Us will continue to assist in growing support for transforming more schools with the goal of transforming 1,350 schools across the country.

To be clear, DLS is not simply mass-producing widgets; they are transforming schools. So reaching the tipping point in this model does not imply that they can greatly reduce the cost or time it takes to lead a school district through the transformation process. In this model the tipping point is a psychological point, where the demand for transforming additional schools and/or districts rises exponentially. The foundation is cooperating with the Commission to Transform K-12 Education to generate funding to cover the costs of these 1,350 transformations.

TLC is operating the program within the budget provided from federal, state, and local support. However, there is an incremental cost for the transformation. Education Secretary Arnie Duncan estimated that it would cost between $4 million and $6 million to transform a school, but the DLS transformation can be accomplished for $2 million.

The initial schools will be selected with the cooperation and insight of leaders from the various participating local, state, and national agencies with encouragement from grassroots organizations like the Power of Us. In order to receive the $2 million to pay for the transformation, every district that elects to participate must sign a binding agreement obligating them to complete the activities essential to ensure sustainable transformation. The number and location of schools comes from the following model.

In addition to demonstrating the effectiveness of the educational program, transforming the initial 1,350 schools will enable DLS to refine and improve the effectiveness of the implementation program and transformation process, as well as identify and correct any scalability issues. Furthermore, the distribution of schools based on expectations ensures that the network of transformed schools has representation across the country.

The identification of schools will be made by the Commission to Transform K-12 Education working in conjunction with the DLS research center through letters of interest submitted by school district superintendents. The Power of Us will provide resources to local grassroots organizations to assist them in their efforts. The final selection will be made based on established criteria and applied to all districts submitting a request for participation.

By implementing a comprehensive system for transformation, DLS can help retain critical creative knowledge with elementary school aged children, while re-engaging older children in a more imaginative way. DLS is a model that can and will change the way we prioritize education across the United States. Once parents, educators, and legislators see the possibilities and the improvements being made in K-12 public schools, a shift can happen, once again, establishing the United States as a leader on the world stage through education, innovation, and discovery and by bringing to light the passion and the imagination that can be reignited in the youth of our country.

Successful Education Reform Models Being Implemented Across the Country

The following are other “model” programs that are having a positive impact on children and should continue to be supported as we learn more about how they are impacting students. These programs have implemented a selected set of best practices with great rigor, strong leadership, and have achieved excellent results.

  • Green Dot - Green Dot transforms large public high schools into clusters of high-performing smaller schools with strong ties to the community. Green Dot also operates its schools with its own staff. Their graduation rate is not available on their website.
  • KIPP – KIPP is a charter school program focused on college preparatory students and starts in the fifth grade with an average dropout rate of about 10% per year. KIPP does not transform existing schools; they open new public charters. KIPP operates its schools with KIPP employees.
  • Harlem Children’s Zone (HCZ) – HCZ is a remarkable island of learning and social stability located in a neighborhood that was neither of those. The combination of learning and social programs provided to the students is achieving excellent results, but it is also being heavily subsidized with foundation and federal grant money. This latter fact makes it hard to consider as a scalable model for transformation. On the other hand, it is a wonderful place to test and demonstrate what is possible.

 

Allocation of Demonstration School Sites
Category/Selection Criteria for Demo School Sites Quantity of Schools
2 for every senator 100
2 for every representative 870
1 in every state capitol including D.C. 51
1 to every governor 50
50 to U.S. Secretary of Education 50
25 schools in Iowa 25
All public schools in Delaware 175
DoD dependent schools (400 total) 29
Total 1,350

The Broken System of Immigration

By:Kim DeCoste and Jan Mazotti Issue: Collaborative Leadership Section: Goverment

Undermining Our Economy, Slowing Our Recovery and Hurting America

IMMIGRATION.

Ok, now take a deep breath and keep reading.

Few topics inspire as much spirited debate as the topic of immigration reform and how to approach it. Most agree the system in place is not working, but consensus has yet to be found about how it can be approached and, ultimately, what successful immigration reform might look like. Enter Michael Bloomberg, Rupert Murdoch, and other notable business and political leaders.

Immigration is one of those words that evoke great emotion in most people. It can automatically make you think of the long traditions of the building of the United States to the rhetoric-driven yelling matches about illegal immigrant workers crossing the southern borders of the country in the dead of night.

While discussion on both ends of the spectrum exists, it is the competitive 21st century global economy that is the foundation for the immigration discussion of the Partnership for a New American Economy (the Partnership). The Partnership recognizes that immigration is not a Republican or Democratic issue—but an economic one. “CEOs and mayors see immigration very clearly. To keep America innovating we have to keep competing for the best and the brightest. Immigration is central to the discussion on the economy and the creation of new jobs,” said John Feinblatt, the Mayor’s Chief Policy Advisor.

Led by a bipartisan who’s who board of CEOs from Microsoft, Marriott, Boeing, Disney, and News Corporation, to influential Mayors from New York, Phoenix, Los Angeles, San Antonio, and Philadelphia, this group of committed leaders is pushing hard for immigration reform in this country. These leader’s direct companies that are extremely influential, and combined, employ nearly 600,000 people and generate approximately $210 billion in annual sales. The mayors represent some of the country’s largest cities—with a combined population of over 16 million residents.

Achieving consensus on what to do about immigration will be difficult since conservatives and liberals alike are living in the “sound-byte” of the moment creating a disconnect between reality and make believe. And, with the shift in Congress things may become even more heated. New York City Mayor Michael Bloomberg candidly argues that not addressing this issue now is “national suicide.”

So, instead of waiting for the Washington, D.C. elite to address the issue, the Partnership for a New American Economy is making the economic case for sensible immigration reform now. “We have given up on D.C. We are going to cities and employers to ask for help in building a legislative package that we will take to Washington,” said Kathryn Wylde, President & CEO of the Partnership for New York City, the city’s leading business organization. Feinblatt echoed Wylde’s thoughts and said success would be measured by this influential group through legislative outcomes. “We have to get both ends of Pennsylvania Avenue to act now. When you don’t see them acting, you see frustrated people.” And, says Wylde, “With the current political shift, it makes working from the ground up more important than ever because Congress may experience more gridlock and be more polarized.”

So act they are. Together, this unlikely collaborative of businessmen and politicians are hitting the streets and testifying in front of Congress presenting a fact-based assessment of the importance of immigration on the economy and the reform principles that they believe are necessary to make the topic a national priority, oftentimes shattering long-held myths about the subject.

With an economic downturn and high unemployment, many argue that sending immigrants back to their countries is the answer—end of story. The Partnership would argue it differently saying that this down economy should motivate us to want to solve this problem now. It is not old established companies that create jobs; it is young companies that drive the engine of our economy. Feinblatt explained that the way you keep the economy moving and expand new job creation is through private sector innovation. It is a fact that immigrants tend to be innovators and tend to have a tremendous work ethic. It is a fact that immigrants are often young and are twice as likely as others to start new businesses. Immigrants have been founders of some of the most successful companies in this country in many of the most dynamic sectors. And, says Bloomberg, “from 1980 to 2005, nearly all net job creation in the United States occurred in companies that were less than five years old.”

When asked how such an unlikely coalition of executives and politicians were able to come together, Feinblatt said, “Mayors and businessmen know that cities with the largest number of immigrant workers have had the largest, best economic growth and the best recovery.” Bloomberg recently said in Congressional testimony, “Our broken system of immigration is undermining our economy, slowing our recovery and hurting millions of Americans.”

Rhetoric aside, there are many myths about immigration in the United States.

Myth #1: Immigrants Depress Wages and Cause Unemployment.

Fact:

Immigration has been found to lead to higher wages for the majority of U.S.-born workers. In fact, a 2010 study by the Federal Reserve Bank of San Francisco found that from 1990 to 2007, immigration was associated with an increase of about $5,100 in annual income for the average U.S. worker. That same study found no evidence that immigrants hurt employment rates for U.S.-born workers.[1] When arguing that immigrants are the root cause of unemployment, it is important to consider that America needs low-skilled workers as the workforce ages and/or becomes more educated. Media sound-bytes around this myth often drift to the negative view of immigrant agricultural workers. Here are the facts. Roughly 80 percent of seasonal agriculture workers are immigrants. However, it is important to note that according to the U.S. Department of Agriculture for every on-farm job (many done by immigrants), they are supporting 3 additional jobs in better paying sectors like manufacturing and transportation.

Regarding high-skilled immigrant workers, data from the National Foundation for American Policy shows that for every H1B visa in a company, on average, 5 additional jobs are created. Think of the most common brands in U.S. business—Yahoo!, eBay, Google, and Intel, all were founded by immigrants, who in fact, are twice as likely as those born in the U.S. to start new businesses. In fact,

immigrant-founded companies have created over 450,000 new jobs in just under a decade with estimated annual sales nearing $52 billion.

And, almost 25 percent of U.S. Patents come from non-citizen immigrants. What’s more, countries are competing to attract entrepreneurs and highly-skilled workers. Chile, for example, is offering AMERICAN entrepreneurs $40,000 and a one-year visa to come there and create innovative, entrepreneurial entities.

Myth #2: Immigrants Don’t Contribute Fully to the Economy or Pay Taxes.

Fact:

New immigrants mean economic growth because they spend on goods and services. In fact, studies from the Fiscal Policy Institute indicate that from 1990 to 2006, cities with the biggest increase in immigrant workers were the cities with the fastest economic growth.

Besides contributing to city-based stability and growth, immigrants pay billions of dollars in federal, state and local taxes—and not just the legal ones. Between half and three-quarters of illegal immigrants pay federal and state income tax and have contributed approximately $240 billion to the Social Security fund—a perk that they will never receive. And, because of this contribution of illegal immigrants, Social Security’s Chief Actuary has estimated that the fund has at least six more years of solvency.

Myth #3: Immigrants Cost the Government More than They Contribute.

Fact:

Not true. The National Research Council found that legal and illegal immigrants pay almost $1,800 more in taxes than they receive in benefits. And, a recent RAND study found that only 1.25 percent of government healthcare spending is used to treat illegal immigrants.

Myth #4: Ridding the Country of Illegal Immigrants is the Answer.

Fact:

Today there are approximately 11.1 million undocumented immigrants scattered across the U.S. First to mind for many, is the Latin immigrant running through the desert in the dark of night or those folks working in a field picking tomatoes. But, what is important to note is that of those 11.1 million illegals—40 percent of them are here on expired visas. The Border Patrol is addressing the issue, and in 2009 deported almost 400,000 illegal immigrants.

What’s more, mass deportation of 11 million illegal immigrants will cost billions and will cause short to intermediate-term harm to the economy, and many of the most trusted names in research agree. The Center for American Progress estimates that if a mass deportation happened today, that it would cost nearly $57 billion annually—or just over $900 in new federal taxing and spending for every U.S. man, woman, and child. According to the Cato Institute, deporting just 30 percent of illegal immigrants would cost nearly $80 billion. Or another way to look at it, mass deportation would cost the economy nearly $2.6 trillion over the next 10 years, according to the Center for American Progress.

To combat the myths with a focus on economic fact, the Partnership is pushing for an issue-based, interconnected immigration reform conversation and legislative package that includes key principles for an overall reform package. Securing our borders, by preventing illegal immigration through tougher enforcement and better use of technology, and developing a simple and secure system for employers to verify employment eligibility and hold them accountable if they are not compliant, or abuse visa programs, are two principles lauded by the Partnership. “Most employers feel that by failing to develop a market-driven approach to immigration we’ve created our own problems. That simply has to change,” said Wylde.

Increasing opportunities for immigrants to enter the United States workforce—and for foreign students to stay in the United States to work—so that we can attract and keep the best, the brightest and the hardest-working, who will strengthen our economy and creating a streamlined process by which employers can get the seasonal and permanent employees they need, when Americans aren't filling vacant jobs; are additional principles of the Partnerships platform. Feinblatt commented, “We believe in high fences with wide gates.” Bloomberg asserts that we make it much too difficult for foreign workers and students to come and stay here. This drives companies to move jobs elsewhere. And our current visa process is “torturous” such that “no one wants to endure it,” he said to the U.S. House Judiciary Committee.

The whole matter of “brain drain,” where we allow students to enter the country to be educated here in our system but do not allow them to stay, quite literally, takes the knowledge we give them and urges them to return to their home country and directly compete with us. Bloomberg said, “That just makes no sense whatsoever.”

"America is desperately in need of improving our country’s human capital,” said Rupert Murdoch, an Australian-born immigrant and Chairman, CEO, and Founder of News Corporation. He further argued that the U.S must, “bring an end to the arbitrary immigration and visa quotas that make it impossible to fill the labor and skills needs of our country.” Regardless of the public perception of jobs, the truth is that

there are many high-skilled jobs that are unfilled right now because we cannot find the workers for them.

 

Murdoch stressed, “In higher education, America needs to keep her door open to those who come here to get an advanced degree and then allow them to join the ranks of our most productive scientists, entrepreneurs, innovators, and educators. We need to make it easier for them to stay, so they can make their contributions to America.” On the opposite end of the spectrum, there are many low-wage jobs that according to Bloomberg, American workers will not fill “such as fruit pickers, groundskeepers and custodians.” And, if your personal argument is that immigrants are taking jobs that Americans don’t want, U.S. Department of Commerce analysis shows that even before the current recession, only four occupations—plaster/stucco masons, agricultural graders and sorters, personal appearance workers, and tailors—are filled by a majority of immigrants and they account for only one percent of the total U.S. workforce.[2] "We need to have the best, the brightest, and the hardest working,” said Feinblatt.

Establishing a path to legal status for the undocumented currently living in the United States with requirements such as registering with the federal government, learning English, paying taxes and following all laws is a must for the Partnership. But to do this, they argue, the U.S. must strengthen federal, state, local, and employer-sponsored programs that offer English language civics, and educational classes. “Bringing immigrants out of the shadow economy would add to our tax base,” said Murdoch. According to one study, a path to legalization would contribute an estimated $1.5 trillion to GDP over 10 years.

Considering the facts, maybe we can look at the immigrant innovator to inspire us. We hear the phrase “nation of immigrants” but many people become “Americanized” by choice or by pressure and are far from their immigrant heritage. Language ties fade. Culture is muted in the melting pot. Eventually the second or third generation forgets where their predecessors came from and the magic of being an American wears away. On the day a new citizen says the Pledge of Allegiance for the first time, the pride and sense of newness is palpable. From that day forward, the new immigrant citizen has a chance not only to “live” the American dream, but also to “create” that dream for him or herself.

Maybe it’s a shop or a restaurant. Maybe it’s a textile company or an artist’s studio. Perhaps it’s a musician or a language teacher or a computer programmer or a doctor – but whatever that new citizen sets forth to do, they will accomplish their goals with motivation and dedication. Too often others stand by the sidelines begrudging well-earned success and bemoaning “lost opportunity” when in fact they should admire the success and follow the example if what they see is something they also want for themselves. Immigrants can remind us of our potential.

Immigrant business leaders in many communities are gathering strength both in number and in spirit to direct the community debate. We see specialized Chambers of Commerce. We see business, education and leadership groups for like-minded immigrants to convene. They are still part of the American story; even if they sometimes tell the story in another language at home.

In the spirit of ICOSA we must collaborate and lead our communities and our legislators forward together to tackle the enormity of the immigration challenge. We must also look around for inspiration and look across the borders and over the seas to the competition. The world has flattened. It really is a global economy. We can and we will find the right balance but we cannot continue the polarizing emotional rhetoric that so often surrounds the immigration debate. We cannot afford the time we are squandering by not solving these problems. So, secure the borders, by all means. Build the “walls.” Build them as high as is needed, but make sure the gates are wide and that there is a reasonable process for immigrants to walk through them.

Since the beginning of this country, leaders and citizens have worried about the impact of immigrants on the vitality and security of the country. Founding father, Ben Franklin criticized German immigrants and called them “Palatine Boors.” Later, Americans worried about the influx of the Irish. Then it was the Europeans. Asians too, have seen their fair share of exclusion over the last century. And today, it is a focus on Latin cultures that is under the spotlight with a loud call to update and modernize the archaic immigration laws and requirements of this country.

Whether it’s New York City or Ponca City—the immigration debate will rage on until we can have a civil debate that leads to thoughtful reform, and The Partnership for a New American Economy is leading the discussion. “The top issue in this country is ultimately, jobs, jobs, jobs—and that’s what this debate is about. We must embrace opportunities for job creation. I can guarantee that many high-tech companies are getting their expertise from foreign-born workers,” said Feinblatt. He went on, “The facts speak for themselves. We are committed to making sure this is not an issue argued at the extremes, but that it is one that is argued from dollars and cents.” “The ultimate goal is to get an immigration and visa policy for this country that is driven by labor market needs, and that once implemented, includes an effective end to illegal immigration,” said Wylde.

No matter what your beliefs, it is important to remember that immigrants make major contributions to our economy and are good for our global competitiveness. Bloomberg says, "We have to fix our broken immigration system. I believe this is an issue where Democrats, Republicans, and Independents can find common ground. Our economy has changed; our immigration policy needs to change with it.”

 

To learn more about the Partnership for a New American Economy visit www.RenewOurEconomy.org
Kim DeCoste is the Director of Career Services for Colorado Technical University and President of DeCoste & Associates, LLC. She can be reached at: [email protected] or 303.362.2948.
[1] Giovanni Peri, “The Effect of Immigrants on U.S. Employment and Productivity” FRBSF Economic Letter August 30, 2010, available at http://www.frbsf.org/publications/economics/letter/2010/el2010-26.html.
[2] “Jobs Americans Won’t Do? A Detailed Look at Immigrant Employment by Occupation” Center for Immigration Studies Memorandum. Steven Camarota, Karen Jensenius. August 2009 http://www.cis.org/illegalimmigration-employment.

 

Partnership For A NEW AMERICAN ECONOMY
MEMBERSHIP CO-CHAIRS:
Steven A. Ballmer, CEO, Microsoft Corporation; Michael R. Bloomberg, Mayor, New York City; Julián Castro, Mayor, San Antonio; Phil Gordon, Mayor, Phoenix; Bob Iger, Chairman & CEO, Walt Disney Co.; Bill Marriott, Jr., Chairman & CEO, Marriott International; Jim McNerney, Chairman, CEO & President, Boeing; Rupert Murdoch, Chairman, CEO & Founder, News Corporation; Michael Nutter, Mayor, Philadelphia; Antonio Villaraigosa, Mayor, Los Angeles
FOUNDING MEMBERS:
Sam Adams, Mayor, Portland, Oregon; Richard Anderson, CEO, Delta Airlines; Cory Booker, Mayor, Newark, New Jersey; Ursula Burns, Chairman & CEO, Xerox Corporation; Carl Camden, President & CEO, Kelly Services Inc.; Ken Chenault, Chairman & CEO, American Express; John Cook, Mayor, El Paso, Texas; Francisco D’Souza, President & CEO, Cognizant Technology Solutions; Daniel S. Fulton, President and CEO, Weyerhaeuser; James P. Gorman, President & CEO, Morgan Stanley; Reid Hoffman, Executive Chairman and co-Founder, LinkedIn; Thomas Menino, Mayor, Boston, Massachusetts; Dennis Nixon, President & CEO, IBC Bank; Annise Parker, Mayor, Houston, Texas; Rob Speyer, President & Co-CEO, Tishman Speyer; Joe Uva, President & CEO, Univision Communications Inc.; Fred Wilpon, Chairman & Co-Founder, Sterling Equities; Deborah Wright, President & CEO, Carver Bank Jerry Yang, Co-founder and Chief Yahoo, Yahoo! Inc.; Mark Zuckerberg, Founder & CEO, Facebook; Mort Zuckerman, Chairman & Publisher, US News & World Report; NY Daily News. Learn More at www.RenewOurEconomy.org

Socially Progressive and Fiscally Pragmatic

By:Emily Haggstrom Issue: Collaborative Leadership Section: Goverment

New York City Mayor Michael Bloomberg Rejuvenated America’s City and Redefined the Term Politician

Bloomberg With an estimated net worth of $17.5 billion, an extremely productive political career, and a heart for philanthropy, Michael Bloomberg is an all American hero. The entrepreneurial business mogul and three-term Democratic mayor turned Republican turned Independent, has single-handedly changed the face of New York City in the aftermath of 9/11 and during years of the most crippling economic times to hit the United States since the Great Depression. The iconic figure spoke with ICOSA about business, politics, philanthropy and why his “bullpen” approach to life helps foster collaboration.
ICOSA: Not without opposition, you balanced the budget and turned the New York City's deficit into a surplus. How was this possible and what motivated you to take on this endeavor? With whom did you work with collaboratively to accomplish this huge feat?

Bloomberg: We’ve adopted an on-time and balanced budget every year I’ve been in office. Last year, we closed a $5 billion budget gap with no tax increases, because we cut spending nine different times since the first signs of the national economic downturn in 2007, and because during the good years, we ran surpluses and saved them.

To me, this was just smart fiscal management. Too often governments forget that the good times don’t last forever, and so they don’t save for the future. We were determined not to make that mistake. John F. Kennedy said "The time to fix the roof is when the sun is shining," and that’s the approach we took.
ICOSA: It seems that governments across the country seem to cling to their fiefdoms. How has designing a decentralized management system within the mayoral office created collaboration and increased results with city managers?

Bloomberg: I’ve always thought you should hire creative, talented people and give them a long leash to be innovative. Talented people want to be able to put their talents to use. If you don’t give them that chance, why would they come work for you?

That doesn’t mean I agree with every idea my team comes up with, but by expecting them to challenge the conventional wisdom and holding them accountable for results, we’ve been able to accomplish far more than if I tried to micro-manage every initiative.

One important way that we’ve fostered collaboration and open communication has been by turning offices into conference rooms and having everyone sit in an open room—we call it the bullpen. No walls, no gatekeepers. Anyone can walk up to anyone at anytime and ask a question. That kind of openness not only promotes collaboration, it builds trust. No one is hiding behind closed doors.
ICOSA: You’re a well documented philanthropist, and you’ve been quoted as wanting to leave a legacy in public education and poverty reduction. How can education, government, and business work together to see your legacy through?

Bloomberg: Since government cannot always spend taxpayer dollars on experimental and unproven ideas, public-private partnerships are essential to driving innovation in government. And in these tough times, public-private partnerships are especially critical, because government cannot do it alone.

In New York City, we’ve used public-private partnerships to help launch a principal training academy, anti-poverty initiatives, domestic violence services, public art installations, environmental programs – like our effort to plant one million trees by 2017. And the list goes on.


ICOSA: What made you become a devoted public servant rather than solely continuing forward in Bloomberg, L.P. and other business ventures?

Bloomberg: The idea of serving your neighbors is something that I’ve carried with me since I was a kid in the Eagle Scouts. Years later, when I was starting out on Wall Street, a friend and I opened up a small after-school program where kids could get help with their homework. We’d head up there in the evening, tutoring any kid who walked through the door. At my company, we started a program to make it possible for each and every employee to volunteer in any way they chose. And I ran for mayor because I believed that I could make a difference and leave my daughters a better city.
ICOSA: You’ve made several significant changes during your time as mayor. What has been the most memorable or most rewarding change?

Bloomberg: It’s hard to name one. But I first ran for mayor, promising to dismantle the dysfunctional old board of education and turn around a broken school system. We’ve done that. Our students have made enormous progress—graduation rates are up 27 percent. Knowing that so many more students are getting a first-rate education and learning the skills they need to pursue their dreams is a reward that’s tough to beat.

We still have a long way to go, but we’re making real progress and we’re not letting up for a second.
ICOSA: What is it that has made you successful in business and has continued to make you successful in politics?

Bloomberg: A lot of hard work – and even more luck. But also, a determination to make decisions based on data – because if you can’t measure it, you can’t manage it. In addition, there is a willingness to try new things and look for innovative new ways of approaching old problems. I believe very strongly that no matter what you do or how well you do it, there is always room for improvement.
ICOSA: As a symptom of the down economy, many nonprofits find it hard to continue to extend grants and programs. As one of the biggest individual donors in America, how important do you think it is that America’s nonprofits continue to succeed and benefit their communities? How do you propose giving throughout your community?

Bloomberg: Nonprofits provide enormously valuable services to local communities, and many of them rely on volunteers. We launched NYC Service to create more opportunities for New Yorkers to volunteer and to direct their energies to nonprofits serving high-need people and high-priority areas. Everybody has something to give – whether it’s their time, talents or financial support.
ICOSA: How has the development of the Five Borough Economic Opportunity Plan helped the City of New York?

Bloomberg: We created the Five Borough Economic Opportunity Plan in response to the national economic downturn, and we designed it to maximize job retention in the short-term and job growth in the long-term. New York, like everywhere else, has certainly felt the effects of the national recession. But the impact has been far less severe than in most other places. In fact, New York City has been responsible for one in 10 new jobs created throughout the entire country over the past year.

We’re recovering more quickly than other cities, in part, because we’ve made investments to attract and strengthen a diverse group of industries and, also, it’s important to note, because of continued immigration. Immigrants help create jobs; that’s why cities with the largest increase in immigrant workers have had the fastest economic growth. One of the best things that Congress could do to strengthen the national economy would be to fix our broken immigration system. That means both securing our borders, while also ensuring that more of the world’s best and brightest and hardest-working can come here to start companies, create jobs, and expand our tax base.

The Best is Yet To Come

By:Maria Luna and Jan Mazotti Issue: Collaborative Leadership Section:Goverment

Leadership at the Peace Corps

The Peace Corps is more relevant today than ever in a globalizing world. They continue to address global needs in education, health and HIV/AIDS, business development, environment, agriculture, and youth development. Peace Corps provides services to regions in Africa, Latin America, Eastern Europe, Asia, the Middle East, Pacific Islands, and the Caribbean. Deputy Director, Carrie Hessler-Radelet, who herself was a volunteer in Western Samoa from 1981-1983, and Kelly McCormack (Guatemala, 2007-2009), public affairs specialist for Peace Corps, took time to talk to ICOSA about the collaborative leadership models at the organization.
ICOSA: Discuss some of the collaborative relationships the Peace Corps has with others globally in academics, government, nonprofits, etc. What are the benefits and what are the drawbacks?

PEACE CORPS: Peace Corps has a variety of partnerships with a range of different organizations. One of the primary organizations, with whom we’ve collaborated since the very beginning, is universities. The principal reason was for Peace Corps volunteer training. Today, training is fulfilled through Peace Corps and now our engagement with universities focuses around two separate programs, the Masters International Program (MIP) and Fellows/USA Program. The MIP is geared towards volunteers wanting to pursue graduate work and Peace Corps experience in one program, one year graduate work, one year Peace Corps experience. The Fellows/USA Program offers scholarships or reduced tuition for graduate studies, after a student serves as a volunteer. It’s a way of enticing strong candidates who are returning Peace Corps volunteers, to the university. A majority of those who have participated in the MIP or fellowship program continue with international development and/or diplomacy work in, for example, the U.S. Department of Agriculture, the State Department, nonprofit organizations, or American private companies overseas. A return volunteer goal for Peace Corps is to have volunteers become part of organizations that support an international mission.

Other partnerships include the National Association of Community Health Centers, City Year, the Corps Network, America’s Service Commissions, and Teach for America. We also have partnerships with groups like the United Negro College Fund, the Hispanic Scholarship Fund, the Hispanic Association of Colleges and Universities, American Indian High Education Consortium, the Asian and Pacific Islander Scholarship Fund, the Council of 1890 Universities, Phelps Stokes, and the Thurgood Marshall College Fund. We have a lot of partnerships with government agencies such as Corporation for National Community Service, USAID, and the Millennium Challenge Corporation. Partnerships are important to Peace Corps. Partnerships enhance recruitment. They provide opportunities to interface with students and skilled Americans in scarce skill areas. They provide a general forum for Peace Corps—to acquaint them with our international work.

Some of the big NGO’s help us with overseas training. We have a partnership in Mali with Michigan State University. Michigan State University has a grant with USAID that provides technical support to the group in Mali. They help us provide a training package and provide additional resources to our volunteers to assist communities like providing food and security initiatives that are local and community-based.

We place volunteers in communities like Mozambique and in partnership with Columbia University to deliver antiretroviral drugs for people living with HIV. Our volunteers are outreach workers for Columbia University. They are based in the community and work closely with the health centers. They do prevention education around HIV and provide support for people living with HIV. They don’t work as employees of Columbia—they are volunteers attached to the community—but they benefit from the support that Columbia offers. The benefits that volunteers provide to Columbia are that they are the community legs on the ground to ensure the program is more sustainable and is actually implemented at the community level.

One of the most important contributions with any partnership is that Peace Corps volunteers are embedded in the community. They are members of the community—they live, work, eat, and ride public transportation. For example, the Millennium Challenge Corporation in Lesotho is building 123 health clinics. Peace Corps volunteers in the community help ensure there is a formation of a village health committee that will maintain the facility. In fact, all of the ancillary community support that is actually needed to maintain an investment of a health facility can be supported by a Peace Corps volunteer in the community. Volunteers don’t do any work on their own; they work in collaboration with community members. Partnerships take time, and there has to be something in it for both partners.

It’s just a matter of trying to identify what the benefit for each partner is and it’s an equal partnership. It works best when both partners feel they have something to offer and receive. Sometimes the process of negotiation takes a long time and there can be costs associated with partnerships, but in general, our partnerships have really enhanced both the volunteers' experience and also Peace Corps' ability to support volunteers in the field.
ICOSA: How does the Peace Corps balance the needs of developing countries, the needs of 8,566 volunteers, and the “rules” of the government, both here and abroad?

PEACE CORPS: Peace Corps only goes into countries in which it has been invited by the host government. When we receive an invitation, there is an assessment process where we discuss their development needs. Our programs are specifically designed at the request of the host country. Then, we identify whether or not it fits with the Peace Corps way of working. If we agree on the terms of our engagement, a country agreement is drawn up that specifies the rules—often diplomatic in nature. And, there are discussions as to what the host country will contribute to the Peace Corps efforts like housing, visas, and agreements of taxation of staff and volunteers. It’s a complex process. We also have a list of core expectations—10 things that we really expect of volunteers. We expect that they will learn the language, be culturally sensitive, value and respect the culture that they are entering, work hard because being a Peace Corps volunteer service is a job, and follow the law of both countries.
ICOSA: In a relatively tumultuous time politically, how does the Peace Corps work collaboratively to address the mission of promoting world peace and friendship both domestically and internationally?

PEACE CORPS: Our mission is to promote world peace and friendship and we have three goals that guide our work. Everything we do has to bind with these goals. First, we help the people of interested countries to meet their need for trained men and women. Secondly, we try to promote a better understanding of Americans on the part of peoples served. The main way to accomplish a more positive image of Americans overseas is by being there in the community. It is about taking part and living in a community and establishing strong professional and social bonds—eating together with neighbors, having fun, playing music, dancing, talking about relationships, and just getting to know people.>

Finally, Peace Corps volunteers help promote a better understanding of other countries and peoples on the part of Americans. Through their volunteer services they write home, blog, and phone their friends, while in the process they are teaching others about the country in which they are serving. They are promoting better, more positive attitudes towards people of other countries. They bring forever with them their experiences as Peace Corps volunteers, the love they felt for their community, and the positive feeling about peoples in a very different part of the world. These three goals frame everything we do.
ICOSA: Clearly the Peace Corps has developed some very influential leaders in its history. How does the Peace Corps instill leadership with its volunteers? How has that leadership training changed and/or stayed the same over the years?

PEACE CORPS: We describe Peace Corps as a life-defining leadership opportunity. We provide leadership as a component of our training. Through the Peace Corps experience, volunteers have the opportunity to grow and develop both professionally and personally.

Our training has three components. The first is a language component. We teach 250 different languages in Peace Corps. The second is a cross-cultural component which is unique to a particular country or ethnic group. In any given country, there may be dozens of different languages, so the cross-cultural training teaches volunteers what they need to know about the places they will be serving. The third is technical training, and that focuses on skills that will be required in order to provide assistance to the communities that are served. Leadership is part of all of those areas. Having the cross-cultural and the language training enables volunteers to develop leadership skills within their own community. When they become more familiar with language and culture, they are able to establish friendships in their communities and exert leadership more and more. One thing that is unique about Peace Corps is that in many cases, volunteers are the only Americans that community members ever know.

My situation was no different. When I was a Peace Corps volunteer I was 24 and I taught at a girl’s secondary school. I had no previous teaching experience, but I got excellent training from Peace Corps. Then I became a teacher for two years. That experience has benefitted me throughout my career. It has helped me learn how to work effectively with youth, feel comfortable with public speaking, and develop organizational skills. As a volunteer, my secondary project was to develop a national public awareness campaign, something I had never done before. Oftentimes Peace Corps volunteers find they step into roles that they have never played before, that are professional or personal stretch goals.
ICOSA: How has the downturn in the economy, domestically and internationally, impacted Peace Corps operations here and abroad?

PEACE CORPS: One would think it would increase applications, but it has not been long enough for us to monitor. We face constraints in our budgets like every other federal agency does. The biggest impact we have felt is some uncertainty about what the budget is going to bring. Peace Corps has bipartisan support and we have a lot of support on the Hill, from the White House, Democrats, and Republicans. Even in a time of economic crisis, Peace Corps has continued to have a budget growth every year.
ICOSA: How do you balance the needs and expectations of all of the various stakeholder groups within the organization?

PEACE CORPS: We are an independent U.S. government agency within the Executive Branch. Last year our budget was $400 million, and is determined annually by the Congressional Budget and Appropriations process. Our budget is usually one percent of the foreign operations budget. We have been around since 1961 when President Kennedy signed an executive order to establish the Peace Corps. Next March is our 50th anniversary and we have events going on throughout the country. Just this last October 14th was the anniversary of a speech President Kennedy gave while campaigning where he basically outlined what would become the Peace Corps. At the celebrations, we will be teaching the American public about what Peace Corps is and how we have been important over the past 50 years. Our notable volunteers always mention that they were Peace Corps volunteers. They include CEO and founder of Netflix, Reed Hastings; Samuel Gillespie, senior vice president of Exxon Mobil; Dan Carney, reporter for Business Week; Chris Mathews, host of NBC’s Hardball; and Christopher Dodd, former U.S. Senator from Connecticut.
ICOSA: What are the most critical/compelling leadership issues you have at the Peace Corps? How are you addressing them?

PEACE CORPS: Peace Corps last year conducted an agency-wide assessment to help us do a better job of managing and supporting our volunteers in the field. Based on that, we have developed a new strategic plan to help us move forward. We are going to be improving training to volunteers, using our resources more effectively, and emphasizing some of the work around our third goal—educating Americans about the rest of the world. We have very solid plans for the future with some wonderful opportunities that we are just starting to roll out. It was approved by Congress in June. There are so many benefits to Peace Corps service. It impacts volunteers, their families and host communities for the rest of their lives. It’s a life-defining leadership experience. The benefits—you just really cannot list them all—include language, cultural, and personal awareness of volunteers and Americans; it’s really wonderful. One of the most exciting things right now is our 50th anniversary. We have a new blueprint for the future. Our new strategy is very exciting. I fully expect that the Peace Corps’ best years are still to come.

Political Parties Align

By:Dafna Michaelson Issue: Collaborative Leadership Section: Goverment

A Coalition Government in the United Kingdom

first cabinet meeting As the U.S. wraps up another historically combative and negative campaign season, it is hard to imagine what it takes to lead a coalition government like the one currently in power in the U.K. With the U.K. facing a steep recession, one that mirrors the majority of the world, its citizens were not ready to elect any of the major parties to government. As it turns out, British voters demonstrated their discontent with “business as usual” by electing Conservative Prime Minister David Cameron, as well as Deputy Prime Minister and Liberal Democrat Nicholas Clegg, in May, 2010—with the full expectation of a hung parliament.

Using constitutional innovation to create a fully inclusive coalition government to address the countries staggering economic issues, Cameron and Clegg have joined together to lead the U.K. out of the recession. These two, representing historically polar ends of the United Kingdom’s political sphere, joined forces and have begun the process of setting the U.K. back on course. constitutional innovation

It is important to note, the last time there was a coalition government of significant proportion in the U.K. was in 1940—to fight the Nazi’s. It too, was a time when the U.K. needed to blur party lines to defend the country.

constitutional innovation

I visited with Kevin Lynch, British Consul General in Denver, Colorado to ask him what challenges the coalition government faces and what lessons we in the U.S. might take away. Consul Lynch, who joined the Diplomatic Corps in 1978, has served in a variety of overseas posts including Brussels, 1981-1983; Dhaka (Bangladesh), 1984-1986; Dakar (Senegal), 1990-1993; Vilnius (Lithuania), 1994-1997; Riyadh (Saudi Arabia), 1997-2000; Accra (Ghana), 2001-2004; and Ekaterinburg (Russia), May–December 2006. Lynch came to Denver as British Consul in March, 2007, and needless to say, his experience throughout the world has introduced him to the principles of many different governments.

Watching what is going on in the U.K., Lynch is proud of the collaborative leadership in the British government. He says, “Intuitively, if you are collaborating you are doing well. It’s part of this whole teamwork thing. I think we have moved away from the iconic leader who leads by directives; we had negotiations between the Liberal Democrats and the Conservatives—different opinions, different views, but for the betterment of the country—to resolve economic problems. They saw the light and said, ‘Let’s figure out a way we can come together and lead the U.K.’ ”

Today, according to Lynch, the focus of the 2010 coalition government is the global recession and getting the U.K. out of it. “It is, in my opinion, working well.” Yet, joining together such differing opinions and platform is not without conflict. Foreseeing this conflict as parties veer outside of their comfort zones, a coalition committee was formed to meet if a conflict happens between the two parties. For Lynch, this feels like an ideal way to keep the U.K. moving forward. Before the election, the parties had fundamental differences in thought as to how to resolve the country’s financial debt. Now, as a coalition government, they are beginning to understand that this coalition government could be the road to success. “Creating jobs is what we are all about at the moment. The government is very focused on the prosperity agenda, which will help us trade and invest our way out of this recession and this massive debt of £155 billion GBP,” says Lynch.

Election reform was another pre-coalition agreement between both political parties. According to Lynch, if election reform indeed occurs, it could lead to a permanent, more collaborative government going forward—should voters so choose.

What really struck Lynch through this process of collaborative leadership has been the empathy required from both sides of the coalition government to make success possible. “There were ideological differences, but collaborative working in difficult times or in good times is getting together to achieve the same objective,” said Lynch, “and the objective for the coalition government is getting us out of this recession. The lesson I would take away is this empathy thing.” That relationship includes one million jobs in the U.S. dependent on U.K. businesses, and one million jobs in the U.K. depend on U.S. businesses. It has been an ‘invisible’ collaboration which has worked. We have been in five campaigns and two world wars standing side by side.”

“I think the pragmatic side of saying we can do this, we are going to do this, we are able to do this—I think empathy is the word. To get to the common objective, we must understand where the opponent is coming from, who is not a natural bedfellow, where they are coming from and what their feelings are. We might have disagreements; we might not understand each other’s culture, but we must be collaborative and tolerant if we are to achieve the best possible objective. We must put aside our differences to get to what is good for one and all.”

Lynch could not end our meeting without sharing his appreciation for the relationship between our countries. “The U.K. and U.S. have this wonderful, special relationship at the government level, science and industry level, and so much more.

Going forward, the U.S. appears that they will stand side by side with the new coalition leadership in the U.K. With a shift in power imminently near in the U.S., perhaps we have much to learn from our British ally, with whom we have so much in common. With a jovial laugh Lynch adds, “...we even share the same language, to a point!”

Peak to Peak Collaboration

By:Karen de Bartolome Issue: Collaborative Leadership Section: Collaboration Close Up

Pavilion Project for Mental Health

Chinese Mountaineers Last spring, three climbers from Boulder, Colorado scaled a 22,000+ foot Himalayan peak—Mt. Edgar—in Sichuan Province, China. They never made it back to the U.S. But this year, as part of the International Visitor Leadership Program hosted in Denver by the Institute Of International Education, their would-be rescuers did.

Seven members of the Sichuan Mountaineering Association, the same group that had recovered the bodies of the climbers who died in the avalanche last year, were invited by the U.S. State Department to come to the U.S. to meet the climbers’ families and to exchange knowledge and techniques with mountain rescue clubs based in Boulder and Summit Counties.

While in Colorado, the representatives from Sichuan Mountaineering Association met with the Summit County Rescue Group and the Rocky Mountain Rescue Group in Boulder, one of the oldest and most expert mountain rescue organizations in the country. In China, demand for mountain activities is growing as the economy improves and gives citizens more leisure and disposable income to pursue their interests. Like in the U.S., people get into trouble by being unprepared for the high country. The Sichuan Mountaineering Association was eager to collaborate with partners in the U.S. to learn about the use of avalanche dogs, specialty equipment and training.

The Summit County rescuers conducted joint exercises with their Chinese visitors to learn new techniques, including how they used military dogs to rescue victims from the devastating May, 2009, earthquake that killed 68,000 people. The Summit County Rescue Group took the visitors mountain climbing, held a joint simulation of search and rescue operations, and arranged for one of the visitors to meet with a canine search and rescue specialist. The Chinese visitors were warmly welcomed by the numerous volunteers who work for Summit County Rescue Group.

While in Boulder, the volunteers who staff the Rocky Mountain Rescue Group provided an overview of the organization and demonstrated their custom-engineered rescue equipment. They also did a technical rock climb with the group and arranged for them to meet with the sheriff’s department. The visitors were also the guests of honor at a barbeque that included many of the friends and family of the deceased climbers. Several of these family members had flown in from out of town to be at the barbeque and welcome the Chinese visitors. The visitors were extremely touched that funding for their air travel from China had been provided by the families from the money remaining from the rescue donations.

According to State Department official Chris Mrozowski, this is the first time the U.S. government has invited “actual first responders” from a foreign country to meet with their American counterparts, reported the Summit Daily News. “It's been a tremendously successful visit,” he commented. “Hopefully we'll get these guys (from Summit) out to China at some point.”

Denver Health's

By:ICOSA Issue: Collaborative Leadership Section: Collaboration Close Up

Pavilion Project for Mental Health

Denver Health

Denver Health is home to the Rocky Mountain Regions Level 1 trauma center and treats approximately 150,000 Denver residents who seek inpatient care. With slow, but steady population growth in Denver, the hospital continues to expand and accommodate the diverse nature of its unique patient base. In addition to serving hospital visitors, Denver Health is also comprised of over 20 community health service centers that treat one third of Denver’s population annually. In spite of its numerous facilities, the hospital, as well as the state, lacks the proper space to treat children and adolescents with mental health problems. Mental health issues affect 1 in every 5 young people at any given time and according to the U.S. Department of Health and Human Services, it is estimated that two-thirds of all young people with mental health problems are not getting the help they need.

Considering these alarming statistics, Denver Health, as a state leader in public health services and a model for national public healthcare, will construct the Pavilion Project, a new 78,000-square foot pavilion funded primarily through the federal government, to create a welcoming and safe environment for youth to receive treatment and begin the healing process for their mental health issues.

To attain additional funding, the Denver Health Foundation, along with its Level One Board, have engaged the community to raise funds for the Pavilion Project—the goal being $350,000 by January 2011. The group is well on its way to achieving this monetary goal with a final APPLAUSE event—the Broadway production of “Next to Normal,” with the show’s original cast. If the group can achieve its goal, the new Child and Adolescent Psychiatric Unit at Denver Health will open its doors to a region that has been deprived of options for children suffering with mental health issues

Playing For Change

By:ICOSA Issue: Collaborative Leadership Section: Collaboration Close Up

Playing for Change The accomplishments of Playing for Change are testament to the power of connection and collaboration. Through the language of music, Playing For Change has created not only a forum for international musical collaboration, but also a framework that promotes the enrichment of local communities on an economic and artistic level. ICOSA is honored to have the opportunity to work with an organization so dedicated to improving lives both domestically and abroad. We believe that by harnessing the collaborative power of “change making” organizations like Playing For Change, we can truly make the world a better place for everyone.

Playing For Change is committed to making sure that anyone with the desire to receive a music education will have the opportunity to do so. It is their fundamental belief that peace and change are possible through the universal language of music. To learn more about the organization, please visit www.playingforchange.org.

Jobs Start 101 Launches

By:ICOSA Issue: Collaborative Leadership Section: Collaboration Close Up

Job Start

In several past issues, we have collaborated on stories with Business Roundtable. Recently, Business Roundtable and HR Policy Association announced the release of JobSTART 101: Smart Tips and Real-World Training, an online course geared to students and recent graduates, which introduces both the professional skills necessary for entry-level employees to succeed in the workplace and the challenges and expectations they will face. Accenture, a member of both organizations, provided instructional design, content and program management expertise for the course. A free, first-of-its-kind course, JobSTART 101 covers topics ranging from how to communicate and solve problems to how to develop a professional persona that helps drive a career for long-term success.

“While our nation remains focused on job creation, it’s equally important to ensure that our workforce has the skills and training to succeed in today’s economy. By building communication and analytical skills, JobSTART 101 helps prepare new employees to meet the challenges of the job market, thereby helping to create a more competitive workforce,” said William D. Green, chairman and chief executive officer of Accenture and chairman of Business Roundtable’s Education, Innovation and Workforce Initiative."

A student or young professional who spends 90 minutes with this course will be a more productive employee and experience greater satisfaction in his/her first job without having to undergo extensive – and expensive – coursework or training,” says Alexandra Levit, an expert on business and workplace issues and the online instructor for JobSTART 101. Six universities participated in the pilot evaluation with a majority reporting that the course engaged their interest, included useful information, and relevant examples that would help prepare them for workplace situations. The website was created through a partnership between The Springboard Project, HR Policy Association and Accenture. For more information on this free program, please visit www.JobSTART101.org.

Alfre Woodard

By:Judith B. Taylor Issue: Collaborative Leadership Section: Community

Urges Positive Community Building for Girls

Academy Award-winning actress, Alfre Woodard, delivered a stirring keynote address at the 23rd Annual Women’s Foundation of Colorado luncheon on November 4th. The accomplished actress grabbed the 1,800 member audience from the get-go with a message of support, hope, values, realities and effort toward moving women forward.

“You are going boldly,” she told the audience. “You are lights in Colorado and you are casting a safety net under this state. I’m honored to be in this village.”

Woodard thanked the supporters of the Women’s Foundation of Colorado for their ongoing work and encouraged the audience to rally like-minded friends with a like-minded mission. She spoke of the Women’s Foundation as the cornerstone for Colorado girls to rise in an upward trajectory. Yet she challenged the audience to become more involved.

Woodard, who is part of a national girls’ mentoring effort, cited startling dropout rates and the critical need for inspiring girls. She emphasized getting the facts out of “what could be.” She said, “Your presence in these young girls’ lives is just as important as your big checks.”

Woodard shared her own life experiences about her parents and teachers as role models. She highlighted, by name, those impressive teachers who had made a difference in her life. “The need for community role models to be involved with young people is vital,” Woodard said. “It is about seeing the possibilities.”

She went on, “Our paths need to cross more. We need to re-create community and understand history as a continuum.” Describing the minefields young people face today, including sex tapes and salacious imagery, Woodard said, “They need to see you so they can more easily envision themselves as the successful women you are, not as someone whose goal is to be Miss New Booty or Miss Freakalicious” Woodard’s remarks included a global perspective on the plight of women worldwide. Noting that no woman is an island, Woodard reminded the audience of the importance of working toward global economic justice, including how we do business and communicate with men.

In her closing remarks, Woodard energized the audience with her passionate message and unflinching commitment to the job at hand. “So much is said by how we treat the most vulnerable. It is a high yield investment in women. They keep the world up and running. We need to encourage, soothe and try to teach fairness and compassion. There is enough greed and neglect,” she said.

Referring to the girls the Women’s Foundation serves, Woodard told the audience, “You need to look into their eyes and let them know you are expecting something from them.”

Alfre Woodard received a standing ovation for her exhilarating message.

The event, chaired by Piper Billups, Cathy Hart and Susan McIntire raised $800,000 for the Colorado Women’s Foundation. Part of the Women’s Foundation of Colorado’s mission is to build resources and lead change so that women and girls of Colorado are full and equal participants in society. The goal is for women in Colorado to be economically self-sufficient.

Venture Philanthropy Magic in the Rocky Mountains

By:Rebecca Arno and Angelle Fouther Issue: Collaborative Leadership Section: Community

Social Venture Partners

ELK Winter Ecology

Seattle in 1997 was a pretty heady place. The dollars flowing into the tech sector were dizzying, and engineers and entrepreneurs found themselves with the resources to make choices about their futures. One such visionary was a man named Paul Brainerd, who had coined the term “desktop publishing” and created a program called Pagemaker. When his company, Aldus, merged with Adobe Systems, he was ready to step into a new life, one dedicated to the community.

Brainerd and his friends in the tech world had seen the power of venture capital in transforming businesses, growing them from promising start-ups to successful pubic companies. They wondered if that model could be applied in the nonprofit sector, where the goal wasn’t bringing a product to market, but helping address social issues like education and the environment. They brought together a group of business leaders to make highly engaged investments of money, resources, and expertise in local nonprofit organizations, with the aim of developing their capacity and sustainability. They called this group Social Venture Partners (SVP).

Paul Shoemaker, formerly a worldwide manager with Microsoft, came on staff to lead SVP Seattle in 1998. He recalls that Denver was one of the earliest cities to reach out to try and replicate the model. “I still remember the first call I got from Denver, back in 1999, after someone had read about SVP in Hemispheres magazine.” That person was Marlene Casini, then-Vice President of Advancement and Communications at The Denver Foundation. She saw the model’s promise for bringing new philanthropists into the work of nonprofits and for improving nonprofit business practices.

This year, SVP Denver celebrates its 10th anniversary, still operating as a program of The Denver Foundation, and Shoemaker marvels at their success. “Denver was the second or third city to contact us about making SVP happen in their community and here they are, 10-plus years later, going strong. Over those 10 years, we’ve added 23 cities and up to 2,000 members worldwide. Denver was one of our trailblazers.” Today, SVP International has chapters in the United States, Canada, and Japan. And Denver is still one of the stars.

SVP Denver: A model for direct involvement

So how, exactly, does SVP work? It starts with the partners. In Denver, each partner contributes a tax-deductible gift of at least $2,500. Together, they select grantee organizations to invest in each year. SVP Denver supports organizations whose missions include early childhood education, K-12 education, and youth development. Once an organization is selected, partners work with the staff and board members of the organization to increase its capacity—the key to the SVP model.

The first half of the SVP model is that the Partners make investments in their grantees that build the long-term capacity of the organizations, rather than short-term projects or programs. Capacity-building investments include cash grants, skilled volunteers, professional consultants, leadership development, and management training opportunities.

The second half of the SVP model is the mobilization of a community of lifelong, informed, and inspired philanthropists. Through engagement with grantees, personal connections, and participation in education events, partners are inspired to reinvest and make new investments in organizations associated with SVP as well as more broadly. Partners also take part in running SVP Denver itself, which has only one full-time staff person.

“I got involved because I loved the idea of coming together with like-minded individuals to use our skills to help grow nonprofits,” says Bill Ryan, one of several founding partners of SVP Denver. He likes the leverage offered through the partnership model. “I recognized that if I gave $1,000, it would not be as impactful as a partnership like SVP Denver getting 20 people together to give an organization $20,000.”

Mark Berzins, another early partner and owner of the Little Pub Company, agrees. “If all of us wrote a check to our favorite charities, it would make less of a difference. Some of the best people I know in Denver I met through SVP because they are givers and do-gooders. It’s sort of like the Justice League but we don’t wear capes or ride around in invisible airplanes.”

Over the past 10 years, SVP Denver has given $576,250 in grant awards, and offered the volunteer time and talents of 200 partners like Ryan, and Berzins, to seventeen local, innovative, youth-focused nonprofits. While Denver Foundation staff members have been instrumental in the development of the program, a full-time professional executive director oversees activities and helps the partners accomplish their work.

SVP Denver partners come from a wide range of backgrounds, representing nearly every aspect of the business community, from marketing to financial services to telecommunications. A number of partners are professional women who are now home with kids. They have connected with SVP as a way of using their knowledge and capabilities for the greater good. All SVP partners know that they have more to give than money, and the executive director helps them connect their talents and skills with nonprofits that can benefit from their help.

“The role of SVP is not one of a traditional funder where you give a grant and ask the organization what it did with the money 12 months later,” says Lisa Fasolo Frishman, previous SVP Denver executive director. “Our partners make the grant and work with the boards and staff every step of the way. "Grantees drive the process, but we are there to help and sometimes to push them past their comfort zones. This is what makes good organizations better.”

Or, as Bill Ryan says, “We not only teach them to fish, but we teach them to catch bigger fish.”

Does venture philanthropy make a difference?

To find out the impact of SVP Denver, one has only to ask the nonprofits that have received support. “We applied for a grant because we were in a growth stage and wanted help to build capacity to sustain that growth,” said Trish Thibodo, Executive Director of PlatteForum, a 2008-2009 SVP Denver grantee. Trish said that with the help of SVP partners, they developed their fundraising strategies, board, committee structures, and personnel, as well as establishing best practices. “The process matured us as an organization, and I really think that as we’ve gone through the recent downturn of the economy, our partnership with SVP has put us in a position to ride the storm and to be even more effective.”

Fasolo Frishman explains that SVPs are strong supporters of general operating grants. “We let the grantee decide how to spend the money we award, but then we hold them accountable for results. Because we are making an investment not only of financial resources, but of expertise and business practices, we help the organization to assess their needs, address them, and use the power of the Partners network to effect real change.”

Other SVP Denver grantees have included Environmental Learning for Kids, Front Range Earth Force, YouthBiz, and the Young Philanthropists Foundation.

Colorado MESA (Mathmatics, Engineering, Science, Achievement) has profited tremendously from the involvement of SVP Denver. Grants helped MESA hire a grant writer to secure more funding, which resulted in over $700,000 of additional revenue being raised. These funds have allowed MESA to hire additional staff and expand their program. SVP Denver Partners then helped MESA develop a plan to expand their program to include the health sciences.

A model for growth and expansion

SVP Denver continues to grow, even expanding partner levels, during the 2008-2010 economic downturn. One reason? Metro area businesses have chosen to sponsor SVP Denver as an excellent way to involve and train up-and-coming executives in community service.

“Community involvement is important to us as a firm and to the professional development of our staff members,” says Sarah Knight with Knight, Field & Fabry LLC, a Denver accounting firm. “We offered an SVP membership to our top managers as part of their compensation package. Both managers to whom we offered the membership jumped at the opportunity, knowing it was a launching pad for getting involved in the community and for meeting some of Denver’s best.” ReadyTalk, UMB Bank, Colorado Capital Bank, Occasions By Sandy, and Kaiser Permanente are among the businesses that also sponsor memberships for their executives.

Worldwide, SVP as an organization prides itself on helping partners develop as leaders and philanthropists even beyond their SVP activities. According to the most recent Report on Philanthropy Development Outcomes conducted by SVP International, 60% of SVP partners have increased their giving since joining, and 88% indicated that SVP significantly increased their community involvement.

This is certainly true in Denver. Several SVP Denver partners have served on grantee boards and other nonprofit boards as a result of their SVP service. Three SVP Denver partners, Mark Berzins, Sarah Bock, and Bill Ryan, are now members of The Denver Foundation’s Board of Trustees. Berzins chairs the Arts and Culture Grantmaking Committee; Bock chairs the Philanthropic Services Committee, and Ryan is slated to be Board chair in 2012.

“SVP offers its partners the opportunity to be part of a network, locally and internationally, of people who are trying to change the world,” says Fasolo Frishman. “These are the types of experiences that shape people’s lives, both personally and through the nonprofits we help. People don’t forget what they learn in SVP; they make lifelong friends and have experiences they’d never have anywhere else.”

As SVP Denver looks to its next 10 years, its volunteer leaders are more excited than ever about what lies ahead, and they invite new partners to join them. “As we hire a new executive director and consider the possibilities for the future, we know that nonprofits are hungry for what SVP can give, and volunteers are hungry for the training and involvement that only SVP can offer,” says Wes Butero, the current Chair of the SVP Denver board. “It’s our job to continue to bring the two together.”

Rebecca Arno is Vice President of Communications for The Denver Foundation. Angelle Fouther, Communications Officer of The Denver Foundation, contributed to this article.

Sharing the Light

By:Richard Male and Rebecca Arno Issue: Collaborative Leadership Section: Community

Collaborative Leadership at The Denver Foundation

Denver Foundation It’s an autumn night in a classroom at Regis University. The lights are off. A match is lit, a candlewick ignited, and one student’s face appears. Everyone looks at her. She is beautiful in the pool of light. Then she turns to the person next to her and dips her candle forward, ignites another wick. Now two people are illuminated. The process continues until all 20 students' candles flicker. The whole room glows, as if the sun has risen.





This is a story of collaborative leadership.

In 1995, The Denver Foundation was celebrating its 70th anniversary. It was created in the 1920s – much like community foundations in other cities – by a group of bankers who pooled charitable trusts and recruited a committee of local leaders to distribute the proceeds. A similar committee served as the Foundation’s Board of Trustees seventy years later. Through gifts from local residents, the Foundation had grown to steward around $50 million for to be used community good.

Concurrently, The Denver Foundation’s board saw an opportunity to set a transformed course for the future through the hiring of a new executive director. They had a unique challenge, as they wanted to find a leader who could foster both continued growth and deeper linkages with the people they served. A report by the National Committee on Responsive Philanthropy had recently found that The Denver Foundation suffered from a lack of connection to the region’s low-income communities. girl green

The leader they chose was a fifth generation Denverite named David Miller. Miller served as chief of staff for Mayor Federico Peña, helped run a strategic communications firm, and served as vice president for a private foundation. His mix of experience in the public, private, and nonprofit sectors outfitted him well for the task at hand. Because a board hungry for transformation had hired him, David could count on the board’s support to lead in fresh directions.

Today, The Denver Foundation stewards more than $500 million in charitable assets, including over 800 funds established by living donors. The Foundation has celebrated the 10th anniversary of its Strengthening Neighborhoods Program, which gives grants directly to residents in low-income communities for projects they conceive. The national Council on Foundations recently gave the Foundation a Critical Impact Award for its Inclusiveness Project, which helps nonprofits expand their connections to communities of color. Even during the recent economic downturn, donations remained strong and staff was able to galvanize a million dollar grant program to help front-line food pantries.

And, in fact the transformation that the board sought in 1995 has successfully taken place. Miller is the first to tell you that he is not the sole reason for this. Miller develops and expects leadership at all levels. Today, a board of 19 leaders, 31 staff members, and a cadre of more than 100 volunteers put the assets of the Foundation to work helping the community. To use the analogy shared in the Regis classroom, The Denver Foundation is an organization where new candles are continually lit.

Throughout the United States, organizations from all sectors struggle for sustainable success. Every day, we see the disastrous results when leaders do not foster such an environment – when there is only one candle, or perhaps a few candles in the room, while the rest of the organization orbits in darkness. Yet because collaborative leadership relies on self-reflection and sharing power, such leaders are rarely willing to elaborate their stories and strategies, certain that they personally are not the key.

As we have examined the style of leadership at work in The Denver Foundation, it is clear that David Miller and the Board of Trustees foster several key practices.

These are the elements of collaborative leadership, and they can transform organizations when practiced with thoughtfulness and care.

Learning and listening

Philosopher Eric Hoffer wrote, “In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.” Miller is continually self-reflective, asking staff, board, and volunteers for input into decision-making. There is a pervasive culture of learning, with investments in professional development for every staff member.

Besides internal learning, the organization intentionally seeks input from the communities where it works. Back in 2003, a prominent businesswoman left The Foundation a $30 million unrestricted gift through her will. Rather than making decisions about the use of these funds in a vacuum, The Foundation convened over 100 key nonprofit leaders to listen to the needs and expectations within the community. And, one of those community leaders recently said, “You asked for our advice, reported back to us, and then actually changed your practices. That doesn’t happen too often.”

Courage

Courageous leaders know when to take action and when to pause and learn. Courage requires foresight and fortitude and the trust of those who are moving forward with you. Despite significant investment losses in the recent economic downturn, The Denver Foundation’s board voted to make the same amount of dollars available through the Community Grants Program in 2009 and 2010, even if it meant dipping into the Foundation’s corpus. This was a risk, but well worth taking to meet increased community needs during the recession.

Balance

Two kinds of balance are essential in leadership: personal and organizational. While Miller works hard, he also spends a lot of time exercising and being with his family and friends. He encourages all staff to do the same. On an organizational level, a community foundation in particular must practice balance between the needs of the past and future, between political extremes, between the wide range of community needs and various possible courses of action. Practicing balance means that you will never make everyone happy, and yet, when balance is practiced well and in concert with other collaborative leadership strategies, such as listening and courage, the course of action chosen will be the right one.

Lead with values: equity, inclusiveness, accountability

In 2007, The Denver Foundation created a new strategic plan which solidified and communicated its values of leadership, equity, inclusiveness, and accountability. Equity focuses organizational efforts on those most in need. Inclusiveness requires that the voices of the people served are included, at all levels. Accountability means that the organization is transparent in explaining how decisions are made and funds are managed.

Develop leaders all around you

Denver Foundation

Collaborative leaders know, through listening and instinct, where their weaknesses are, and they do their best to hire people who supply those strengths. A key to The Denver Foundation’s success has been its ability to recruit and retain staff who have been CEOs and have led other teams, even though staff members have frequent offers for other opportunities. The Foundation also invests in leadership development for neighborhood residents and nonprofit executives, understanding that a community of leaders is a community of strength.

As organizations grow and change in the tumultuous information age, they must seek ways to bring the light of collaborative leadership to their work. When they adhere to these key practices, not only will they find the outward signs of success – profits gathered, goals achieved – but they will create organizations that are stable, sustainable, and healthy for everyone involved.

About the authors: Richard Male is an internationally-recognized leader in the fields of leadership development, fundraising, and community organizing, and serves as an adjunct professor in the Master of Nonprofit Management Program at Regis University. Rebecca Arno has served for eight years as the Vice President of Communications for The Denver Foundation and is a graduate of the Regis program.

Global Health Equity Can Now Be Imagined

By:Jan Mazotti Issue: Collaborative Leadership Section: Community

An Interview with Dr. William Foege, Senior Fellow for the Gates Foundation Global Health Program

IF YOU WANT TO GO FAST, GO ALONE. IF YOU WANT TO GO FAR, GO TOGETHER. ~ AFRICAN PROVERB Foege Bill The progress that has been made over the last decade in global health was not possible a decade ago. Major health advances have occurred in wealthy countries, yet significant gaps in basic health tools and technologies still exist in the developing world. The approach at the Bill and Melinda Gates Foundation is that, “all lives have equal value and that all people deserve the chance to have healthy, productive lives.” Living the mission, the foundation has invested more than $13 billion in global health since 1994.

As a senior fellow for the Global Health Progam, Dr. William Foege, M.D., M.P.H. advises the foundation on strategies that could be usefully pursued in global health. He has served in a variety of executive positions at the Carter Center and is senior investigator on child development at the Task Force for Child Survival and Development as well as Presidential Distinguished Professor of International Health at the Rollins School of Public Health.

By writing and lecturing extensively, Foege works to broaden public awareness of the issues of child survival and development, population, preventive medicine, and public health leadership. In 1997, he was named fellow of the London School of Tropical Medicine and Hygiene. Foege helped form the Task Force for Child Survival in 1984 to accelerate childhood immunization. In the 1970s, he worked in the successful campaign to eradicate smallpox and served as director of the U.S. Center for Disease Control. He received his medical degree from the University of Washington and his M.P.H. from Harvard University.

Dr. Foege believes that collaborators must recognize the importance of respecting one another’s expertise and work together with a clear goal in mind. We had the distinct opportunity to visit with Dr. Foege to learn more about the successes and challenges of the foundation.
ICOSA: As a senior fellow with the Global Health Program at the Gates Foundation, discuss some of the major issues facing the U.S. and other countries regarding global health issues.

FOEGE: In both the U.S. and globally, there are a series of shared problems. First is the gap between the levels of unnecessary suffering and premature death experienced compared to what could be expected if we actually applied what we already know. In the U.S., for example, about two-thirds of deaths occur earlier than they should, largely as the result of self-inflicted problems—like tobacco, diet, alcohol, and intended and unintended injuries.

Even poor countries are caught in this trap, but they also face other problems like under-nutrition and infectious diseases. A second problem in both the U.S. and other countries is the terrible health toll inflicted by social determinants, especially poverty. The poor die earlier and experience more suffering in their shortened lives. Third, for many, the idea of being "brothers' or sisters' keepers" stops at the border of a country. We are only, in recent years, seeing a slow turn around in attitude where there is a feeling of responsibility to use our capacity in research, management and health knowledge for the world as a whole.
ICOSA: Does collaborative leadership play a role in addressing these issues? If so, how?

FOEGE: Yes. Collaborative leadership certainly plays a role. There are two lessons from the smallpox program as an example. First, improvements in health never happen by chance—they are the result of deliberate action with a decision to achieve some objective and then the development of a plan to achieve that objective. Second, objectives can only be reached through coalitions. In general, coalitions around health objectives are easier than in other areas, but they are still difficult. Important however, is that coalitions are more likely to occur if countries feel at some risk—this was the case for both smallpox and polio. Increasingly, we are seeing coalitions form around disease problems that constitute no risk to rich countries like guinea worm eradication, river blindness programs and trachoma control as examples. Important to note, the best coalitions include multiple organizations, such as global agencies, governments, non-governmental organizations and service agencies, bringing their strengths to bear.
ICOSA: When going into new communities, how does the Gates Foundation balance the needs and expectations of various stakeholder groups, both here and abroad?

FOEGE: The best collaborations form around the felt needs of communities and real needs that will improve health. All parents are interested in the well-being of their children, and this interest has no correlation with wealth. Vaccines are some of the best and most cost-effective tools available in global health as they often provide protection for a lifetime at a relatively small cost. An early program of the Gates Foundation involved the support of a global program for vaccines and immunization (GAVI). Over $1.5 billion have been provided by the foundation, which has encouraged others to provide support also. But the foundation does not try to actually deliver the vaccines. Instead, GAVI provides funding to countries with low to average incomes to support the country immunization programs—but the country must demonstrate that they are actually reaching children with the basic vaccine before they qualify for support for more recent and more expensive vaccines.
ICOSA In a relatively tumultuous political time, how does the Gates Foundation work collaboratively to ensure that “all lives have equal value”?

FOEGE: This is more than a mantra. The foundation works with global and government agencies around the world. Research funds are aimed at disease problems that inflict the poor and that have not received sufficient attention through the usual programs. The Gates Global Health prize was awarded to Brazil when the government of Brazil pledged to treat all persons with HIV/AIDS, regardless of their ability to pay.
ICOSA: What are the most critical/compelling leadership issues you have at the Gates Foundation-Health Program? How are you addressing them?

FOEGE: Over the past 10 years, we have witnessed a true transformation in global health. Research into the problems of poor countries is funded and thriving. Global health educational tracks have become so popular that over 150 schools of higher education now have global health programs. Global health is supported by politicians, service organizations, church groups and pharmaceutical companies. But two major barriers are still obvious. First, the delivery programs have not kept pace with the tools to be delivered. The world abounds with managerial talent, and we have to make the solving of management and delivery problems in global health a higher priority for gifted individuals and for countries.

Second, it is still difficult to get trained personnel to return to the countries from which they came. It is no mystery why this is true. None of us would acquire skills and knowledge and then move back to a situation where we cannot use those skills or that knowledge. So the second major barrier is to find ways to level the playing field so that people can return to their own culture, where they know the language, the people, and the needs. This means going beyond training to supporting. I like to refer to this as providing a warranty with every global health degree—computer support, laboratory support, research support, income support—as part of the formula to correcting this barrier.
ICOSA: How has the downturn in the economy, domestically and internationally, impacted your operations here and abroad?

FOEGE: No matter how many resources the Gates Foundation provides to global health, it is far too small to solve the problems directly. The entire annual investment in global health by the Gates Foundation is spent on health in this country every four to five hours, and yet major health inequities persist in the U.S. Global health activities are directly affected by the economic downturn and the reduction of health activities. At the same time, the greatest determinant of illness, namely poverty, increases the numbers of people at risk. The Gates Foundation investments attempt to fund the highest leverage programs possible.

When asked about his general thoughts on global health, Dr. Foege said, “While it is easy to become discouraged over the size of the health problems in the world, the real story is that determined efforts by many people and groups have had a major impact on disease and death. Many specific problems have improved—polio is almost eliminated and smallpox has not been seen for over 30 years; measles deaths have declined by over 90 percent; infant mortality rates have declined throughout the world; guinea worm disease is approaching eradication; river blindness no longer leaves people blind and fertile farm land unusable; diarrhea deaths are declining as the result of vaccines; and malaria deaths are going down because of bed nets and new approaches to treatment. In this country, lung cancer deaths are declining, stroke and heart attack rates have fallen over the past 30 years, and we have some logical arguments against fatalism. While it is only a beginning, global health equity can now be imagined.