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Inquilinos Boricuas en Acción
Organizational Restructuring Propasal
1995
Submitted to: The Boston Foundation
Inquilinos Boricuas en Acción (IBA) 405 Shawmut Avenue Boston, MA 02118
March 15, 1995
Contact Person: Alleather Touré, Director of Development Phone: (617) 262-1342 .., f ,I: < ~ ~ V9I~ INQUILINOS BORICUAS EN ACCION ~BA
~ ~ March 15, 1995 Angel Bermudez, Program Officer The Boston Foundation One Boston Place, 24th Floor Boston, MA 02108
Dear Mr. Bermudez:
Pursuant to your recent meeting with Alleather Toure, Inquilinos Boricuas en Acci6n (IBA) is pleased to submit the enclosed proposal to the Boston Foundation. Specifically, we are requesting a total of $100,000 over the next two years ($50,000 for 1995, and $50,000 for 1996). This multi-year grant will enable Inquilinos Boricuas en Acci6n (IBA) to reorganize its structure to incorporate a currently affiliated property management company, ETC Developers, Inc., into the organization. We anticipate completing this process over the next three years.
IBA has been a leader in the field of community-based development for over a quarter century. Over the last several years it has become apparent that IBA's effectiveness was being hampered by an outmoded and unwieldy organizational structure. Today, IBA is poised to take a tremendous step forward as it confronts the challenge of restructuring the relationship between itself and EIC.
For the Latino communities in Boston and throughout Massachusetts, the restructuring demonstrates the ongoing commitment of community leaders to act on behalf of the best interests of the community. It, reaffirms the goal of realizing the dream of Villa Victoria as a model urban neighborhood and a center for Latino community and family life.
The restructuring also has important implications for the community development movement locally, regionally and nationally. Increasing numbers of CDCs are seeking to place greater emphasis on community organizing and base-building. The restructured IBA/ETC organization will reflect these emerging goals, combining an array of services that includes real estate development, property management, community organizing, social services, and cultural and arts programming. These capabilities will place the new organization in a leadership position among Massachusetts CDCs, and will enhance IBA's standing as one of the top few Latino CDCs nationally.
s~nrerely, i\Jv&JIl~~ Nelson Merced ~ Chief Executive Officer
PEOPLE WORKING TOGETHER FOR A BETTER FUTURE IN VILLA VICTORIA • TRABAJAMOS JUNTOS POR UN FUTURO MEJOR EN VILLA VICTORIA 405 Shawmut Ave. Boston, Massachusetts 02118 U.S.A. Tel. (617) 262-1342 Fax (617) 536-5816 Inquilinos Boricuas en Acci6n Organizational Restructuring
I. EXECUTIVE SOMMARY For almost three decades, Inquilinos Boricuas en Acción has been a leader in the field of community-based development. Our many successes have be en a source of pride for the area's growing Latino population and a motivation for other grassroots groups. Over the years, however, IBA's effectiveness has been impeded by a cumbersome organizational and governance structure. The segmentation of IBA and ETC Developers, Inc., our property management affiliate, has compromised IBA's ability to articulate and realize a unified vision for Villa victoria. As part of the Villa victoria 2000 Initiative, a community revitalization effort, IBA is confronting the challenge of restructuring the relationship between the two organizations. An IBA/ETC Task Force, composed of board members and key staff, with input from community residents, staff, agency supporters, and corporate advisers, built a consensus for creating a consolidated organization and agreed upon a framework for the restructuring. The Task Force proposed and the community enthusiastically ratified a consolidated organization to be governed by a single, 20-member board of directors and administered by a single Chief Executive Officer. The CEO will oversee IBA's property management component along with the cultural, development, and human services components. The creation of a single, consolidated organization to coordinate and oversee needed services in the Villa victoria community will contribute to the empowerment of community residents. The transition we face over these next few years is a crucial one for both the residents of villa Victoria and the many community groups which look to IBA for leadership. By accepting the challenge of restructuring our organization, we hope to develop new capabilities that will allow us to continue to build on our record of success.
II. RARRATIVE
1. Mission Inquilinos Boricuas en Acción is a community-based organization created to develop and empower the Villa victoria community in Boston's South End. IBA is dedicated to (a) fostering the human, social and economic well-being of Villa victoria residents of all backgrounds, (b) promoting and advocating for Latinos citywide, and (c) perpetuating the rich Latino cultural and artistic heritage. • !
IBA' s Proposal to The Boston Foundation« Page 2
2. Histo~ and Current Programa
Established in 1968, IBA fought -- and won -- the difficult battle of preserving valuable South End property from the threat of widespread displacement by the city's Urban Renewal Program, and secured its designation as developer of the site. Hence the development of Villa Victoria, an 895-unit low and moderate income, mixed-use community which today houses more than 3,000 residents. IBA knew that in order to create a strong viable community, more than shelter was needed. Hence, a comprehensive service delivery model to meet the community's social and economic needs was developed. These services emanate from four departments:
Community Development: creates and preserves valuable affordable housing.
HUJDan Services: provides programs for youth, families, adults, and the elderly.
Arte y CUltura: promotes pride in, and understanding of, Latin American heritage through its cultural awareness programming.
Community Planning works with residents to create and and Organizing maintain a community based plan for the development of Villa victoria and neighboring areas.
3. Characteristics of Constituenqy
* Predominantly Latino community. * Approximately 46% of the population is under 18 years of age. * Single mothers head 75% of the households. * 99% of residents receive public assistance (HUD subsidies). * Average gross family income is $10,975 (approximately 60% less than the average household income of the surrounding South End community) . * Dropout rate for Latino students approaches 40% citywide.
4. Staff and Board Structure
IBA carries out its multi-faceted programming with the help of an experienced and capable staff of 32 (30 FT and 2 PT). Staffing is divided up into IBA's four departments: Community Development (1 FT), , • I ~ • {
lBA's Propasal to The Boston Foundation. page 3
Human Services (11 FT, 1 PT), Arte y Cultura (5 FT, 1 PT), and Planning and Organizing (4 FT). Adrninistration employs a staff of six (6 FT), which includes the Chief Executive Officer, the Comptroller, the Director of Development, Associate Director of Development, Office Manager and Adrninistrative Assistant. Two secretaries and a receptionist provide adrninistrative support. The paid staff's work is supplemented by the efforts of a dedicated group of volunteers, who are most helpful with human service and cultural activities. As one of the largest minority-run community organizations in New England, IBA is deeply committed to affirmative action. More than 90% of the staff consists of people of color.
Board: IBA is controlled by a 20 member Board of Directors. Twelve of the 20 seats are reserved for Villa Victoria residents elected by their neighbors and peers. The remaining eight seats are reserved for ll IIresource members , professionals and other non-residents appointed by resident board members. Fourteen out of IBA's 20 Board members (70%) are minorities.
Resident board members are elected on a rotating basis (four per year) and serve three-year terms, with no limit on the number of terms a member can serve. Board officers (President, Vice President, Clerk, and Treasurer) are elected for one-year terms at the first board meeting of the calendar year. Only members of IBA -- Villa victoria residents who pay the $1 annual dues -- are allowed to vote in board elections.
5. Size and Scale of IBA Qperations
The agency budget for FY 1995 is $1,710,000. This budget covers the breadth of the agency's programs. Overhead expenses are covered by approximately 15% of this budget. We are proud to accomplish all that we do, and to reach as many people as we do, with such a modest budget.
6. Boston Foundation Funding Bistoxy
IBA's relationship with the Boston Foundation began as early as 1974, when the Foundation helped to support the creation of what is now Villa victoria, in the process establishing IBA as one of this country's most important community development corporations. Since that time, the Boston Foundation has supported our: renovation of the All Saints Church into the Jorge Hernandez Cultural Center in 1981, executive search in 1986, general operations 1984-88, Villa Victoria 2000 Initiative 1991-94 and our Areyto Program through the Arts in Community Initiative in 1994 and 1995.
111. STATEMERT OF DED
Over the last several years, IBA has become acutely aware of some of the problems involved in our current organizational structure, • I ~!,.
IBA' s Propasal to The Boston Foundation« page 4
particularly as they relate to the stewardship of the housing we have developed. The various assessments that took place as part of IBA's involvement in the Neighborhood Development Support Collaborative highlighted the contradictions between our productivity as a community based developer and social service provider and our cumbersome decision making system for managing IBA's properties.
On the one hand, Villa victoria boasts an enviable record of community-based management. Over the years, IBA and ETC have disproved the maxim that nonprofit organizations are not capable of self management. Measured in years of experience and in the number of units we oversee, our managerial knowledge exceeds that of any other CDC in Massachusetts.
On the other hand, in spite of sporadic efforts to better coordinate the work of IBA and ETC, we have been hindered by a system that one of our consultants has called "complicated, unwieldy, and un productive." This system is the result of a series of legal and financial requirements that existed at the time IBA and ETC were founded. Most of these requirements have since been lifted¡ however, the structure and decision-making process have not adapted to these new conditions.
As a result, the responsibilities of ownership are divided and unclear. This has impeded our efforts at effective long-range planning and made sound financial management difficult. In areas such as capital improvements, ETC functions as the property owner¡ in other areas, such as restructuring ownership entities for particular properties, IBA takes the lead. In sorne instances, the lack of coordination between the two entities has allowed important tasks to fall between the cracks -- for instance, generating a comprehensive strategy to deal with security issues, long-range planning for troubled projects, long-term financial planning, etc.
Even more importantly, the fragmented structure has seriously compromised our ability to articulate and realize a shared vision for Villa Victoria, a unique community which was created through exceptional leadership and strong resident support.
Ironing out the organizational relationship between IBA and ETC is essential in order to solidify IBA's relationship with the community. The outreach performed as part of the Villa Victoria 2000 Initiative has repeatedly brought to our attention the fact that resident frustrations with the way property management services are delivered undermine the community's trust in IBA and impede our efforts to organize campaigns around important community issues. Tenant frustrations with the management of the property have be en directed primarily at IBA, even though under the current structure, IBA has little control over ETC. IBA must have the authority to address resident frustrations, and facilitate community involvement in the development of rules and regulations. In addition, clear delineation of responsibilities is necessary to ensure that issues related to long-term planning for IBA ..J
IBA' s Proposal to The Baston Foundation. Page 5
and the Villa victoria community are resolved. Thus, the clarification of and coordination of roles to be shared by IBA and ETC and the establishment of clear lines of accountability are essential to the success of the Villa victoria 2000 Initiative.
IV. GOALS AlID OBJECTIVES
Our goal is to establish strong leadership and management structures for the newly consolidated organization through a smooth and participatory transition process. Specific objectives include: In 1995 we will: * recruit and hire two additional senior management: Chief Operating Officer, and Chief Financial Officer¡ * create a single budgeting and financial reporting system for the combined entity¡
* select a single auditor for the human services and property management components of the agency¡
* improve communication among the various components and develop opportunities for collaboration and improvement of service delivery¡ * restructure the Youth Programs so that all youth program directors report to a Youth Programs Manager who in turn reports to the Director of Human Services¡ and * To provide more opportunities for grassroots community participation in the life of IBA and Villa Victoria through outreach, community meetings, and leadership trainings.
V. KEY ACHIEVEMElITS
The IBA/ETC restructuring is unfolding in several stages. Significant changes which occurred in 1994 include: * the selection of a new Chief Executive Officer¡ * a series of leadership training sessions for residents interested in serving on the new joint board of IBA/ETC.
* the election of a single 20 member board of directors to govern the new combined organization of IBA and ETC¡ and
* creation of the Community Planning and Organizing Department IBA's Proposal to The Baston Foundation. page 6
1. CEO Search and Selection We successfully completed the CEO selection process. After a thorough and well-organized search process, the CEO Search Cornmittee submitted its recornmendation for two finalists to the IBA board in early March. Unfortunately, shortly before their final interviews with the board, both candidates withdrew¡ one person was unable to relocate to Boston owing to the illness of a close family member, and the other candidate decided to remain with his current employer. To draw recruits from the strongest possible field, the board decided to reopen a full search. After a national advertising and outreach effort, the Search Cornmittee conducted a series of interviews, then facilitated interactive meetings with the cornmunity before presenting the finalists to the board in July. The joint board selected Boston's own Nelson Merced to serve as IBA's Chief Executive Officer. He assumed this position in September. Nelson brings to the position a combination of proven leadership, management skills, and cornmitment to cornmunity development. On the job for approximately six months now, Nelson is expeditiously implementing many of the recornmendations made by the IBA/ETC Task Force working groups.
2. Leadership training and board elections During May 1994, IBA sponsored a weekly series of leadership training sessions for residents. These sessions were well received, with attendance of up to 18 persons. Most attenders were interested in serving on the new joint board of IBA/ETC. Topics covered included meeting regulations and democratic decision-making, property regulations and administration, cultural diversity and conflict resolution, and the role of residents in the mission and vision of villa Victoria. Persons interested in running for the Board of Directors filled out an application and secured 25 signatures from Villa victoria residents. The cornmunity was informed of the candidates running for office in the July issue of El Correo de la Villa, the Villa victoria cornmunity newspaper. Candidates engaged in very active campaigns, sorne distributing campaign literature right up to and including election day. Voter turnout on July 13 was tremendous. Twelve of the 14 candidates were elected, with votes counted outdoors in the Plaza Betances by cornmunity volunteers, with a crowd of candidates and residents watching. The remaining eight resource board members have be en appointed by the 12 elected resident members.
3. COBmunity Planning and Organizing Although newly formed, this department is quickly making more systematic many of the previously independent efforts engaged in by IBA WHAT STAFF MEMBERS LlKED ABOUT THE REPORT ON THE RESTRUCTURING PRESENTED ON 4/28/93
What do you Iike about the preIiminary report: * we're going to work for the community * the community is involved in the issues * guiding principIes * unite the force * work together * only one governing body * detail * considering employees by not jumping to layoffs * finally both agencies have begun to communicate * good to report to both agencies * concise/clear * good to bilingual * everyone basically agreed with what was said today * it was short, concise and to the point * #9 supervision and accounting * something to Iikeabout everything * good introduction to the matter * good orientation for the empIoyees to know what's going on * I agree with whatever decision they make, I only care about not Iosing my job * services should improve and keep on improving * going back to our roots - in the old days there was only one Board - this could be well coordinated * getting over history of conflict between ETC and IBA * a new beginning - the chance to go forward * need for a change - sense that things are not working well, and we need a new approach To: IBA and ETC Staff Members From: Restructuring Task Force Re: Responses to Notes From Small Groups of Staff Members at April 28, 1993 Meeting Date: May 10, 1993 Thank you very much for your participation in the staff meeting on April 28, especially for the comments noted by the small groups in which you participated. We look forward to the next meeting with the staff, which is scheduled for Wednesday, May 26, 1993 at the Centro Cultural. We have prepared these responses to issues, concerns and suggestions noted on the small group reports.
Issue #1 - Invite community residents to futura meatinqs/the Committae shou1d do more community outraach. The Task Force held a meeting for Villa Victoria residents on the evening of April 29. The content of the meeting was the same as for the staff meeting. About 30 residents were invited, with invitees selected to represent each of the streets in the Villa. Seven of the invitees attended. Those that attended expressed support for the directions the Task Force is taking. Another meeting with residents is scheduled for the evening of Thursday, May 27. More community residents are being invited.
Issue #2 - The process for choosinq tha personne1 shou1d be fair. The process for selecting all senior personnel for the restructured organization will be an open, competitive process that will be based on clear, complete position descriptions and qualifications statements.
Issue #3 - The Task Force shou1d inc1ude emp1oyees. The responsibility for restructuring the Boards and the top management rests with the Boards of oirectors. The Task Force has been following a process by which the perspectives of staff are gathered and summarized and given a great deal of attention. The staff meeting on May 26 is part of that process. The Task Force
-1- will continue to have interchanges with the staff as the process proceeds. ' Once the new Board and top management structures are in place, there will be additional staff ~nvolvement in defining the specifics of the structure at the middle and direct service delivery levels. The Task Force members appreciate the concerns that staff has about the restructuring. The members have a good understanding of these concerns based on the staff's participation in the focus groups and meetings to date. The Task Force members are not prepared to change the composition of the Task Force at this stage because the process is well underway and because the staff's concerns' have been expressed clearly and, we believe, are well understood.
Issue #4 - Who makes the final decision?/the community should make the decisions. The final decision on the restructuring rests with the IBA Board of Directors, which is the parent body for ETC. The IBA Board has involved the ETC Board in the TaskForce. The decision on what to recommend to the IBA Board rests with the full Task Force. The Task Force will continue to meet with Villa victoria residents as the process proceeds and will continue inforrning all residents about the restructuring. The IBA Board, the majoritr of which is elected by the community, is empowered to make decis~ons about the restructuring under the IBA by-Iaws.
Issue #5 What is the "Dream of Villa victoria" - This should be the driving force not only for the restructuring, but for all the work done by the restructured organization. It refers to building a model community in Villa Victoria, where residents and their families have decent, safe, affordable housing, opportunities for economic success, and excellent social and other services. It also refers to a community in which residents are actively involved, which receives just levels of services from ~ublic sector agencies, and which is an important focal po~nt for Boston's Puerto Rican community.
Issue #5 Guidinq principIe #7 should also include the Board - The principIe reads as follows, " Realizing the dream of villa victoria requires excellence in leadership at the highest level of staff".
-2- This statement is intended to emphasize the role that top staff must play in providing leadership. The followin~ statement, #8, reads as follows: " Board members must be the dr1ving force in aChieving the kind of change that is needed." Statement #8 is intended to emphasize the role of the Bóard. That statement will be changed to read, "Board members must provide excellent leadership and must be the driving force in achieving the kind of change that is needed".
Issue #6 - More specific explanation is needed of why the change is necessary, including reasons. - The following excerpt from the "Request for Proposals" for consulting services related to the restructuring offers a rationale for the restructuring. "Especially as a result of the various assessments which have taken place through IBAIs involvement since 1988 in the Neighborhood Oevelopment Support Collaborative, we have become ~ acutely aware of some of the paradoxes of our organizational history and current structure, particularly as they relate to the stewardship of the housing we have developed. On the one hand, we have an enviable record of community-based management. Measured by years of experience and number of units managed, we have far more experience than any other COCo Over the years, IBA and ETC have disproved the maxim that non-profit organizations are not capable of self-management. That is the good news. The bad news is that, in spite of some initiatives over the last few years to better coordinate the efforts of IBA and ETC, we remain hampered br a system that one of our consultants has called "complicated, unw1eldy, and un-productive." The responsibilities of ownership are divided and unclear. In some areas (e.g., capital needs), ETC functions as the property owner; in other areas (e.g., ownership restructuring), IBA does. In some instances, because of the lack of coordination between the two entities, things have fallen between the cracks - e.g., generating a comprehensive strategy to deal with security issues, long-range planning around troubled projects, long-term financial planning, etc. "
Issue #7 - More clarification of principle #10 is needed • . PrincipIe #10 reads as follows: "The vast majority of the services provided dar-to-day by people who are currently IBA and ETC employees w1ll be needed under whatever structure emerges. Thus layoffs are not intended" The overall purpose of this restructuring is to improve the quality of services the community receives and to address the problems identified in the response to issues #6, aboye. Thus the purpose of the restructuring is not to save money br eliminating staff. While there can be no "guarantee" of job secur1ty for staff at any level, it is anticipated that any staffing changes that occur as a result of the restructuring will be at the senior management level.
-3- Issue • 8 - Board members absolutely must attend these types o.f meetinqs. Board members have made the commitment to be present at all meetin9s of staff and community residents that will be held as part of th1s restructuring process.
Issue • 9 - ETC and IBA need to come toqether to communicate about who we are and what we do. Some of that type of communication has already begun as a result of the restructuring process, and more structured opportunities for these important discussions will occur in the early stages of implementing the new structure.
Issue '10 - We still don't know where we fit in - In terms of the restructuring process, staff's role is to provide input to the task force and to participate in meetings and discussions about the restructuring.
Issue '11 - Needs to be more accountability on the part of the Board. The Board members are aware of their responsibilities in terms of the restructuring and the leadership if both Boards are commited to doing what is necessary for the restructuring to be successful.
Issue '12 - We do not know what will be the benefit for both orqanizations when this merge occurs - Among the benefits are: clear lines of authority with respect to the "owners responsibility" for the housing, improved communication and coordination of service delivery, a single philosophy of service and mission, and higher productivity. There should be an additional benefit in the fundraising realm. The restructured organization should be well positioned to secure grant support related to implementing the restructuring.
Issue '13 - The information should be distributed ahead of the meetinq - This information is being distributed one day in advance of the meeting scheduled for Wed., 5/26. It was not possible to distribute it earlier since the Task Forcels consultant has been out of town on business.
Issue '14 - Too much hand-holdinq, we had the paper and it was read aqain/we were treated like kids and underestimated - The reason for reading the list of principIes was to be sure everyone had the same understanding of these important points. The group that offered these comments has been asked for suggestions for the format for the next staff meeting and we will make every effort to use all suggestions that are offered.
-4- Issue #15 - The intention is qood, the problem is the execution/if this is a reflection of the manaqement style then we are in trouble - It is assumed that this comment refers also to the fact that some of the materials were read at the last meeting. The management philosophy that has been used in this restructuring process over the ~ast two - three months has been one which emphasizes commun~cation with staff and many opportunities for staff input and suggestions, such as focus groups, questionnaires, small group activit~es at the last meeting.
Issue #16 - We need new blood in the Task Force/too much of the same I?eople always/include new people (the "little people") Build~ng a community base is an ongoing process. This will continue to be a high priority under the restructured organization. As for the current composition of the Task Force, it reflects the membership of the Boards which are elected and empowered to make the kind of decisions the Task Force is working on. AIso, the Task Force is sponsoring meetings of community residents to discuss the restructuring.
Issue #17 - We want to hear trom other people in villa victoria and at the aqency level - The result of group and individual discussions with residents is a near consensus that the community is not being well served by the current structure and that change is called foro It is not clear what is meant by "people at the agency level". However, interviews have been conducted with funders and agency representatives. The result is the same near consensus that the community is not being well served by the current structure and that change is called foro
Issue #18 Make it as efficient a process as possible -One of the results of the planning process now underway will be an "implementation plan" with a clear definition of the steps to be taken to implement the restructuring, assigned responsibilities and timelines. The intention is to have the process go as efficiently as possible.
Issue #19 - Include two seats in the overall vote, one for the community and one tor the employees - As stated above, the final authority for deciding upon the restructuring rests with the IBA Board. There will be continuing meetings with community residents and with staff as the process proceeds.
Issue #20 - Keep the intormation tlowing - It is the Task Force's intention and plan to keep information flowing as the process proceeds.
-5- Issue 121 - The time line does not seem realisticjextend to the end ot summer - Although the actual restructuring is planned to occur July 1, the implementation of the changes in the Board, executive staffing, accounting system, etc., will occur over a period of several months following July l.
-6- To: ETC and IBA Staff Members From: Mark Levine, Consultant to the Restructuring Task Force Re: Follow-up to Last Staff Meeting on the Restructuring Date: May 25, 1993 At the combined staff meeting on April 28, small groups of staff discussed the material presented about the restructuring and prepared lists of what they liked about the report, what they did not like, and what advice they had for the Task Force. Enclosed for your review are two documents. The first is a compilation of the points listed by staff in response to the question, "what do you like about the report". The second is a list of questions and concerns raised by staff, together with responses from the Task Force. The agenda for the meeting on 5/26 will include an opportunity to briefly discuss this material. We have not yet had the opportunity to translate the enclosed materials into Spanish, since Mark just returned from a business trip. We will make every effort to have translations available for the staff meeting. Thank you, and I look forward to seeing everyone at the staff meeting. IBA/ETC MEMORANDUM
TO: Miriam
FROM: Nelson Merced, CEO
DATE: September 14, 1995
RE: Board responce to Staff Petition cc:
The Board voted not to meet with the staff but to instuct Gene Boehne to draft a responce directing petitioners to use the grievance process. Staff should put in writing their issues and direct it to me. I will respond to this grievance in writing. If they are not satisfied with this responce they can appeal to a grievance committee of the Board. Please let Rocio know. IBA/ETC MEMORANDUM
TO: Jenny / Maria
FROM: Nelson Merced, CEO
DATE: September 14, 1995
RE: Board responce to Staff Petition cc: Miriam
Gene Boehne will draft a responce from the board on the staff petition that has circulated. It is very important that listed staff receive this responce as soon as possible on Friday September 15th. As soon as you get it please make sure petitioning staff get it.
Thanks @> (Vl0-J..lu-, ~ CI)kR~r'~ owtu ~ . 3 7'2- 'f. 5 l/IA-~ CCl.Ad-o
~ ~~~- (JIG -p ~ &y-
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6175248528 09/27/1995 11:54 6175248528 LIBBY EICHLER PAGE 01
To: Laura Buxbaum
Fax: 536~5816
From: - Pat Libby
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Date~ September 26) 1995
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Dear Laura:
Enclosed please find t\VO documents that may be useful in helping you and other ISA staff think about ho\v togo about resolving your internal conflicts. I hope they resonate with you.
I will look forward to getting your agenda tomorrow and talking about it with you on Friday morning. 1 would be happy to meet vvith others as well at that time. You may want to invite some of the leaders who have been less enthusiastic about attending the meeting on October 5th.
Good-luck) Lf'~
From the d~sl< at ...
Pat Libby
9 Martinv.o::.d Rd. Jamaica Plain. MA 02 130
(617) 514·8528 Fax: (6/7) S2~-852e · .' .. .~ . . ..
09/ 27/1995 11:45 5175248528 LIBBY EICHLER PAGE 01
conflict ManagementJ A methodology /0' resolving conflicts within nonprojlts
Common Sources of COPtlict
The first step toward resolving conflicts within an organizatl0n is to work with the staff (and board, if applicable) to detennine the source of the conflict. 2 Generally conflicts arise due to one or more of the following six reasons:
1) Disagreements with overarching policies regarding how the organization is governed or poHcies concerning rules for serving clients;
2) Problems that arise because of lack of information or, because of the way that infonnation is disseminated (for example, it arrives too late to be useful, is presented in a harsh tone, is incomplete or~ disseminated in a piece meal manner.)
3) Personality clashes;
4) Disagreements about who is allowed to make what kinds of decisions within the organization and/or with the process by which decisions are made;
5) Working conditions are perceived to be unfair and/or the stafl' perceives it is not being g;ven adequate resources with which to do its job~
6) A perception that employees are not being treated equally.
1n order to address these problems. it is critical to obtain as much agreement as possible from as many parties as possible as to the source of the conflict.
'This outline was developed by Pat Libby. a Management Consultant, June; 1995. She has 17 years experience working with nonprofits on issues of organizational deve1opment.
2Please note: this document pertains solely to conflicts that exist within a given organization. A separate set of criteria must be used to assess and address conflicts that exist between an organization and the broader community. 617524:3528 LIBBI.( EICHLER PAGE 03
GeUjoa to tbe..Root Qttbc Problem
The most important element in resolving a conflict is identifying its origin. This is often a harder task than it may first appear because while it's relatively easy for people to ta1k about the problem(s) they are experiencing. his often more difficult for them to identif);. the problem exists.
For example, statTmight say that they are unhappy with a recent policy decision when in actuality ~ they may be equally or more unhappy with the process that was used to make that deci~ion. In thl~ in~tance) resolving the issue ofhmY the organization sets policy is paramount. The decision is a symptom of trouble, not necessarily its cause. Addressing the immediate conflict only t would be like trying to rid yourself of a recurring back ache by takini aspirin ~- it wi11 work for a short while, but .t is obviously much hetter if you figure out that your pain can he eliminated by sleeping on a different mattress.
The single most important step in resolving a conflict is to identify and reach consensus among as large a group of people as possible as to its true source. People won't be able to agree-upon a solution if they can't agree upon the problem.
Fiodjna Common Ground: LocltluK the Source of coonlet and Identifyjol JI Solution
When a conflict rises to the surface in an organization~ it's genera11y because a number of people are pointing to a common issue they are unable to resolve. Frequently though, concurrence as to the nature of the problem is divided along lines of authority or roles within the organization. In other words, management may see things one way and staff another; support staff'may have a vie\v that differs greatly from project staff; policy makers may be at odds with implementers. Everyone may agree that there is a problem, they just don't agree on its cause, Emotlons run high. Deciphering the validity of the arguments made by each type of group is critical to ident.ifying the real origin of any given conflict. For this rea.~on, it's often best to bring in an outside facilitator to help resolve internal disagreements.
Using an impartjal eye and a confidential tone, a facilitator can more easily identify the source of a conflict. It's important for that person to begin the problem solving process by meeting with aU parties involved to explain the methodology that will be used to identify and address the problem. That methodology should consist of the following:
t. A group meeting wtth all parties to explain the problem identification and problem solving methodology;
2. A confidential group meeting with representatives of each party that holds a differing viewpoint;
2 PAGE 04 ~9/27/1995 11:54 6175248528 LIBBY EICHLER
3. Confiden'tial one-on--one meetings with employee volunteers and/or individuals selected by the facilitator who can otTer a more in depth explanation of the conflict;
4, A presentation by the faciHtator as to the true source of the conflict, at which time al1 parties will be asked to agree upon the facilitator's findings or, reach another consensus as to the source of the problem;
5. A presentation by the facilitator as to a proposal or series of options for addressing the conflict. The group and facilitator then agree to a plan for resolving the conflict~
6. Three to four follow-up meetings at three-week intervals during which time the facilitator can meet with both individuals and groups to assess whether the resolution plan 1S working effectively. During this time, the facilitator can provide individual counselling and make additional recommendations to the group about how the plan can work most effectively.
MedjatiDK One-Oo-One ConOh:ts for. Win-Win SQlutlDD
There are times when the source of a conflict Jies principally with a key individual or, centers on a personality clash between two individuals. When this is the case) it is important for the faci1itator to be adept at mediating a resolution that win fairly address the problem. These solutions, must be both legal and practical and sensitive to aU parties involved. They can range from a clarification of roles and responsibilities, to a shift in ro1es or reporting structure, to suggested course work in supervisory skins, to tennination. It is up to the facilitator to gain the trust of all parties involved in order to negotiate an agreement that addresses the best needs of the organization.
Some Final Ibouahts
In order for a facilitator to work most effectively, slhemust gain the trust of all of the parties involved in the conflict. If the facilitator is brought in at the urging of either management or staff~ that party must agree to abide by the facilitator'S effort to reach group consensus as to the source of and solution to the identified problem. Tn the event that any party feels the facilitator is b;ased toward a given indiv1dual or group, the findings will be ineffective. Impartiality and fairness are key ingredients to addressing conflict.
3 PAGE 05 ~ 09/27/1995 11:54 6175248528 L.IBBY EICHLER
Sample Work Plan for StrenabenjoK IDA
This IS a work plan that I developed for an agency with a similar set ofprobJems. It is based upon my very brief conversation with Laura Buxbaum and would be modified after hearing about your needs in greater detail. I am sending it along because it represents one approach to this type of situation.
SUlMJ4O' oJGaals:
To strengthen [BA's operating environment through a process of building staff cohesion, improving administrative structures, strengthening the board's (nvolvement with the agency, and developing and implementing ways of improving programs.
We will heJp recommit the staff and board to the lBA by:
* Fostering an environment where an staff feel valued;
* Fully educating an staff and hoard as to how rSA operates both programmatically and administratively across all departments;
... Creating mechanisms for the staff to have input into decision-making on key poJicy and program issues and for identifying new prO!,7fam areas~
• Better educating the board on how the organization functions and the issues it faces, and \vorking with them 'to understand how they can best support rSA work~
* Provjding speciftc support to the Executive Director on issues concerning human resource management;
• Creating lasting systems that \vill strengthen the cOlnmilmt:nt and accountability of staff and board to IBA.
Proposed SCQH tdServices;
1. The consultant wilt meet with the Executive Director and, ifhe wishes, a subset of staff members, to agree upon the goals of this contract.
2. A meeting will be held with tBA's managetnent team to discuss and agree upon the goals of this contract and the approach the consultant win use to achieve those goals. We will also use the meeting to define ajoint vision for our work. This meeting is expected to take 1/2 day
3. The consultant will meet with the hoard to describe the goals of this contract and the methodology to be used to achieve those goals.
4. The consultant will hold a series of two· three individual group meetings by department. All
9 MARTINWOOO ROAD , JAMAICA PLAIN , MA 02130 - 09/27/1995 11:54 6175248528 LIBBY EICHLER PAGE 06
staff,vlll be asked to attend these meetings and only staff wi 11 be invited initially (i.e .• board members or agency staff from other departments will not be invited initially but may be asked to attend subsequent group meetings). It is suggested that some departments be combined so that no more than five separate groups are convened. These meetings, which are expected to last two hours each, will be a forum for discussing; - a) Administrative and management issues identi fled by the staff as well as suggestions for improvement; b) Programmatic issues identified by the staff as wen as ~ sug8cstions for improvement; c) How the budget and staffing pattern of each department is detennined. d) Who among the group will be selected to represent it at agency .. wide steering committee meetings.
The consultant win Mite up minutes from each of these meetings (that contain content only-· i.e .. no comments ,viII be attributed to anyone individual), which will be availab1e to any agency staff or board member who wishes to see them.
4. The entire staff wilt reconvene to hear an overview of each group's findings. In addition, all statTwil1 receive a detailed training on IBA's budget and programs. Members of the agency wide steering committee win be announced. The committee win comprise one representative from each group, the Executive Director and two board members. This meeting is expected to take a full day.
5. The steerini committee will meet in five, two hour sessions to develop new administrative systems that incorporate staff ideas and to Similarly identify ways in which existing programs can improve their operations. They will also make recommendations as to new program directions. A report of their findings will be written by the consultant and distributed to staff and board members.
6. These findings will be presented to the full staff and board (at separate meetings) for their approval and fine tuning. A time frame for implementation will be established.
7. The consultant wilJ help with the implementation process as required. For example, she will provide training to staff and managers on individual goal setting and coaching techniques, and ''lark with the board on developing a board-driven fundraising strategy for a ponion of the agency's work. A separate scope of services win be developed for the implementation phase of the project.
8. Throughout this process~ the consultant win meet on a bi-weekly basis will the Executive Director to provide him with support for daily Inanagement issues as weI) as to advise him on the progress of this contact. zation. "Setting the ture' that the ual translates Michael Blinick; in New York around the office more often than Yet, very few motivation through profit world lags:behirid und~~dmghowto~uL~~~~ !~~ . No~profits believe' .. h ... ir'rv¥t.ftl ..,~ "Many times when clarity isn't ented an:d will wQrk they are being ignored. " to work for an an _attempt to empower a per- 1t$O;rF(lOtlfCf
July 1995 The NonProfit Times 21 What is workplace ment~g? Managing Workplace mentoring involves t~ entire staff helping to develop each other's capacity and, as a result, the capacity of the organization as 4 through whole. The experience may not be the same as that special relationship with our personal mentoring mentor, but it's a relationship that can urge us on to greater accomplishments. At -first blush, workplace mentoring might be A mentor relationship seen merely as an altruistic, "New Age" form of management designed simply to empower offers a useful model individuals in the workplace. Someone for managing schooled in traditional management might think, "That sounds very nice and cozy, but my a nonprofit organization bottom line is to maximize our productivity. At this place, we're always in a rush to meet By Pat Libby deadlines and if I spend time as a mentor, I'll never get anything accomplished." My greatest mentor was a visionary thinker This may be true for short-term assign who could inspire and mobilize people with ments-after all, the quickest way to get a job her ideas. She taught me many invaluable done "right" is to do it yourself. Ho,vever. by lessons that still gUide my work each day. embracing a philosophy of working with others She was also the worst manager I have ever so they can take on more and more responsibil known. ity, you are in fact creating a highly productive Her weakness was that she gave little system. This occurs because the staffs skills are thought to recognizing and fostering her enhanced, decision-making becomes more staffs considerable strengths. As a result, decentralized and rapid, and independent when she left the organization after a dozen thinking is fostered, all of which benefits the years, it quickly lost its vision and floundered. organization as a whole. The objective is to create an environment It was sad but not surprising because the organization garnered its strength from her where individuals are encouraged to do their best and to take responsibility for helping the alone rather than from its staff, board and organization meet its goals. Mentoring also community. empowers people, who feel more commitment I learned much from this experience, but to an organization that is clearly committed to above all, I learned that to create stable their personal growth. nonprofit institutions, we must develop work Six principles can guide you as you de\'elop environments that are centered on much more this approach: than a single personality and vision. One way to build upon the many talents that exist Deflne workplace mentoring as your within an organization is a management 1organizational philosophy and value approach that I call workplace mentoring. system. Not only is mentoring an effective way to Envision this as your personal mission manage people, I think it is also a way to statement which acts as a compass to guide the overcome the tremendous resistance to man organization. agement that seems to typify many cause This process consists of three steps: oriented organizations. Many of us are so • Establishing mentoring as a norm of the devoted to our cause that we forget to pay organization. attention to how we manage our organiza • Creating a culture where people feel they "By illvesting tions, especial~y how we manage our greatest are respected. the time to resource: our people. • Examining the language you use to e nsure . work witb that these values are reinforced . otbers so lbey can take OIl • Establish melltoring as a norm: more and In organizational literature, "norms" are the more respon assumptions that underlie day-to-day beha\'ior sibility, ),Oll in an organization. Ed Schein of MIT's Sloan are infact School of Management describes it as an creating a Pat Libby is the executive director of the Massa organization's "culture." Whatever the te rm. th~ higbly jJro chusetts Association of Community Development idea is that every organization has a valu e ductive Corporations. She wrote this article while serving system that guides how individuals conduct system. " as a Public Service Fellow at Tu}ts UniversiZy. themselves. Generally, these values are estab-
10 .. , .,
lished by an organization's leaders and perme office takes the few minutes necessary to make ate all its activities. sure that all feel welcome. This behavior sets a You can think of it as peer pressure-those tone for our organization and sends a message things that are more clearly read between the to our staff that each one is highly valued lines. For example, if everyone eats lunch at regardless of position. their desk so they can work without interrup tion, that is a norm of the organization. In that • Recognize language as an empowerment setting, it would be counter-cultural to go out tooL· for a break even though there was no written Using language that reinforces a philosophy rule against it. of respect is another way to help staff feel they There are many ways to incorporate are a valued part of a team. For instance, when mentoring into an organization. Some organiza I introduce our staff-which I do to everyone tions formally assign mentors to a few individu we meet when together-I place that staff als and make sure their managers are mentored. person in the context of our work. In greeting a I prefer a system that involves every staff person new visitor to our office, I might say, "I'd like and think it works best when mentoring is you to meet Jackie, our Office Manager," or, viewed as a norm. This way, people expect to "Jackie, our Office Manager, has been working mentor and to be mentored every day as a with me on this project." By using the words natural course of the work environment. "our" and "with," I am defining jackie's role in Not surprisingly, at times I have encountered the organization and recognizing her contribu resistance to this notion. The resistance doesn't tion. It has a vastly different tone than "I'll have come from people who don't want to be my secretary get back to your secretary about mentored-most of us love to be taken under a setting up the meeting date," as if that person is supervisor's wing where we become privy to a tool. new information. Rather, it stems from a Recently, I was asked to look at the person reluctance to mentor others. Perhaps people are nel policies and job descriptions of a national insecure about their abilities to teach and need nonprofit organization. I was appalled to find reassurance. However, the more common that the organization was officially divided into reaction is: "It'll take too much time," or "She'll two categories-professional staff and support never be able to learn that." Somehow, people staff. My response was: "I consider all staff to be ha ve an easier time envisioning their own professional; don't you expect them to act that growth than that of others. way?" Even worse, language in job descriptions You must challenge that referred to the supervised perception and instill a belief staff as "subordinates," and that everyone can grow if the personnel policy called given guidance and encour for separate benefits for the agement. To accomplish this, "Every organization two classes of staff. the leaders need to express has a value system In defending this policy, confidence in each the executives replied that individual's abilities usually established by the support staff left at 5 pm mentors as well as those on the dot and, in general, being mentored. its leader-that guides did not have the same commitment to the organiza • Set the tone for respect: how individuals tion as did the "professional" To build a supportive staff. I know that I would environment for mentoring, conduct themselves. " have less commitment if the manager must articulate someone referred to me as a and act according to a subordinate. This shows philosophy that respects how an organization's people. For instance, we language can reflect a have a rule that everyone philosophy that undermines who comes in contact with some of the staff. The our office is treated with equally high regard. In "professional" staff had low expectations of the practice this means, for example, that visitors support staff, who naturally felt unimportant are always offered a beverage in a ceramic mug and less committed to the organization. Ulti "Sornehow, or water glass regardless of their role vis-a-vis mately, it was hurting the group's productivity. people bave the organization. Moreover, that beverage is as Language is an important but often neglected an easier time likely to be served by the Executive Director as tool. Examine how your organization uses envisioning by the Office Assistant. The copier repair man is language in both written documents and in the their own not relegated to sipping water from a dixie cup workplace. As you build an organization that is growth tban while a foundation officer enjoys hot coffee centered on mentoring, use words that are that of with fresh cream from a mug. Everyone in our inclusive, empowering and respectful. others. "
11 ·, .,
Develop clear and mutually agreed Training the new person to manage the 2 upon job descriptions for all staff and project is a mentoring process that empowers discuss a vision of how each position could both individuals by allowing them to develop expand given the individual's potential and new skills. It also can renew the organization's the organization's needs. energy and allow for expansion. The previous In addition to describing work responsibili project manager can now pursue a new interest. ties, job descriptions should discuss short-and expanding the organization's capacity or taking long-term goals for each staff member. I try to over a management task or project of yet give everyone a vision of where I think their job another staff person. This produces tremendous could evolve so that each person strives to momentum within an organization as people reach his or her fullest feel that their professional potential. By articulating this growth is contributing to the growth vision when some organization's growth. one is hired, you convey a UBy regularly thinking If people take on a message that this place cares significant new task, you about its staff and organiza about a staff person's should update their job tional development. Opti description and possibly mally, those objectives are growth, you can help change their title. mutual. By regularly thinking ensure that each Encourage problem about a staff person's person feels 3 solving. growth, you can help ensure This is critical to establish that each person feels challenged, which is ing an internal mentoring challenged, which is critical. system. But for those of us Satisfied employees will be critical. II who are not teachers by committed to the organiza training, developing problem tion and will help other staff solving skills in others often grow as well. The key is contradicts our instinct to matching the individual's immediately answer ques growth with the tions. organization's needs. In his book Images of Organization, Gareth Discuss each staff person's goals at least once Morgan explains how to foster a problem a year, preferably during an annual evaluation. solving culture within organizations. "First. (I also do this after the first three months of encourage and value an openness and employment.) Our evaluation form asks which reflectivity that accepts error and uncertainty as skills the employee would like to develop and an inevitable feature of life in complex and allows the supervisor to also make suggestions. changing environments." He suggests that the Each year, new areas of growth are identified manager fight against conditions that would for each individual and a plan is developed to "lead employees to hide or deny errors and to pursue those areas. The plan might involve avoid asking problematic questions." Instead he sending someone to a training session or having suggests promoting "a philosophy that it is them work closely with another staff member to admissible to write off legitimate error against learn a new task. experience ... as a source of knowledge and Anticipating and fostering growth opportuni wisdom of great practical value." ties is how the mentoring process also benefits To teach a person how to solve problems. the organization. For example, during the first teach them how to think through options. course of an annual evaluation, you might This is especially important when a staff person determine that the Office Manager would like to has been given new responsibilities. Often. their increase her skills in a particular area and could first reaction will be to go to someone for do this by assisting another staff person with advice. A supervisor/ mentor might hold back, one of his projects. Eventually, the Office instead answering the question with a question Manager might take over that project-freeing such as: "What do you think we should do)" If "A rnanager the original project manager from that responsi the person is stymied, then the mentor could shouLd fig bl bility and allowing him room to grow in outline a series of options and discuss the pros cOllditions another area. and cons of each. In this way, you teach that wouLd This process usually works well. The experi someone to examine a problem from different lead empLoy enced project manager is often eager to hand angles so that they learn to determine the best ees to hide or solution. deny errors over a project that he or she has been managing {Ind avoid for some time because it is no longer challeng Teaching a person in this way obviously asking ing. The new project manager is excited about takes more time. But in the long run you sa\'e problematic the fresh challenge and often brings innovative time by fostering staff who are able to soh'e questions. " ideas to the task. problems without your assistance. In addition,
12 , •
by going through the problem-solving exercise people are afraid to fail. To make it easier, you with staff, you are teaching someone how the can break down the task into components and organization thinks. If saving money is a priority ask them to take charge of portions of the new over producing a high-quality document, for assignment, gradually building up their confi example, you convey this preference by demon dence to tackle the whole. You can also work strating which option you would choose. beside them to show them how the job is done. Don't assign a new task that is too far Problem solving by example beyond the skills of the staff person because You can also teach problem solving by you do not want anyone to feel they can't take example. For instance, you and a staff person on new things. And it's crucial that you give the agree that she needs better negotiation skills for person the training and information they need her newly expanded job responsibilities. to do the new job. Nothing undermines delega Coincidentally, the office needs a new photo tion quicker than failing to provide enough copier, the purchase of which is her job. She is guidance, especially about your expectations. eager to learn how to negotiate this important At the 3M company, where "executive purchase and prove that she can perform well champions" are assigned to coach aspiring in her new role, yet she feels somewhat inse young product developers, they have a homily cure about making a decision involving thou that says: "the captain bites his tongue until it sands of dollars by herself. After some prelimi bleeds." Thomas Peters and Robert Waterman nary investigation, she feels deluged with translate this phrase in their book In Search of information and wants to know how to sort it Excellence. They say, "It's a naval expression out. and it refers to a junior officer bringing a big One approach would be to help her plan for ship alongside the dock for the first time. At 3M , (and subsequently join her at) an initial meeting it refers to the agonizing process of delegating with a sales representative. During the meeting to the [younger staff] the all-important activity of she can ask the questions that you prepared nurturing new products. The executive cham together and you can provide additional input if pion at 3M is not a 'boss.' He is a coach, a necessary. Afterward, you can comment on her mentor. He is paid for his patience and his skill performance, which can also reassure her of in developing other champions." your confidence in her ability to make this Lett.ing go is one of the most difficult aspects decision. Conversely, you may decide she is not of mentoring and it may take awhile to master. equipped to make this decision, in which case It might take months to teach someone how to you can stay more involved. write a funding proposal Chances are that she will be and they may be discour able to handle it by herself. aged at the constant editing. Your preliminary coaching Persevere. You are making and reassurance is all she an investment in that person needs. that will reap benefits for the organization in the not Let go. too distant future. 4 The person you are mentoring probably won't do • The success factor as good a job at a new task Often, successful as you would simply because mentoring will lead indi they are ne\\: to it. They viduals to take on tasks that might also surprise you and are much greater than they bring a whole new perspec thought possible. Some tive and skill level to the old times, this makes it hard to task, but it is important to let go for a very different give the person room to reason: the person does so grow without hovering over well and begins to get so them and dotting "i's". -Pat Libby much attention that you If the individual is having have to evaluate your "ElIcourage feelings about power and control. trouble, you can assist them in several ways. the person to The most important is to encourage the person For instance, our organization's assistant feel comfort- to feel comfortable asking for help, which you director became so knowledgeable about a able asking offer when it is asked for. Refrain from jumping particular area that she was asked to chair a for help. And in to provide a quick answer or advice unless committee on that topic for the attorney gen refrain from you think that things are headed for a disaster. eral. She was frequently asked to speak on the jUllljJing in to ' People are often both excited about and subject and respond to press inquiries. As provide a afraid of taking on new responsibilities. The executive director I had to ask myself whether I quick answer new task can seem overwhelming and most (continued on page 20) or advice. "
13 . . •
Managing by mentoring ... people know that it's healthy to ask for input on their own projects. (from page 13) was comfortable having her in this prominent Capturing the spirit public position. My answer was a clear yes. I I make several assumptions in arguing for was proud of her accomplishments and felt that workplace mentoring: her outspokenness on the issue reflected well • Power and deCision-making must be on our organization. shared within an organization; • When people are given a chance to learn Give positive reinforcement when a job and grow, the organization grows; 5 is well done. • An organization will This is such a basic concept, r----~------...... enhance its chances of long yet all too often we forget to term viability by fostering a remark on the quality of culture that lessens its someone's work. Recognition dependence upon anyone for a job well done is worth "Nothing undermines key player. its weight in gold. If possible, delegation quicker than Before embarking on this acknowledge someone's process, think carefully accomplishments in front of failing to provide about your values. Are you others, perhaps at a' staff committed to a ""ork envi meeting. enough guidance, ronment where everyone feels equal and ",'here "Are you especially about your people are encouraged to committed to Treat others as you ask questions? Are you a work expectations. 11 6 would like to be willing to engage in the environ ment treated. process of imparting prob- where people This final rule relates back to lem-solving skills? \X1 ill you are encour establish learning goals for aged to ask my initial discussion concern ing organizational norms. If, all staff members? Do you questions? have confidence in the staff Areyou as a leader, you would like your staff to pitch in and are you willing to give them positive willing to when times are hectic, then you need to return reinforcement? Are you committed to spending spend the the favor. Spending a few minutes folding and time it takes stuffing envelopes to get out an urgent mailing the time it takes to establish a mentoring culture to establish a sends a message that all jobs are important to within your organization? mentorillg the organization's mission. Reorienting an organizational culture is not culture ll'itlJill Asking for feedback from the staff on key an easy task. However, if YOll are successful, . , YOU1· org{l1li public relations materials gives them a role in the rewards will be treme ndolls. zatioll?" helping shape the agency's image-it also lets
Center for Community Change No npro fit Org. 1000 \\ ~ isconsin Avenue NW C .S. Po stage Washington, DC 20007 PAID Permit ",560 (202) 342-0519 I W a:-;hingron, D .C.
Address Correction Requested
rc:cycled paper SENIOR STAFF RETREAT DRAFT AGENDA
Statement of Purpose:
This senior staff retreat will help the agency to effectively coordinate its different functions as represented by each one of uso By the end of the retreat, we will have accomplished the following:
1) Shared our ideas about IBAlETC's mission; 2) Based on our shared understanding of the mission, developed a set of organizational goals and objectives that we as managers can playa role in implementing; 3) Identified current strengths and weaknesses of the organization and strategies to address the weaknesses; 4) Prioritized these strategies; 5) Had fun and a delicious lunch.
1. Ground Rules of retreat: Brainstorm and agreement
Discussion of agency miss ion: Each participant writes hislher personal idea of the mission. Share statements, then compare to identify areas of agreement and difference. Discuss process (with Board, other staff) for reaching agreement on overall mission statement.
Goals and Objectives: Based on shared understanding ofthe mission, brainstorm agency goals and objectives that we as managers can playa role in implementing. As a group, prioritize goals and choose top 5-10.
~I~ LUNCH BREAK ~ ~~ 4. Asssets' and. Barriers: Each participant writes the three most important assets for achieving the goals and objectives and then the top three barriers to success on index cards. Cards are stuck on wall, reviewed by all; discussion.
5. Strategies: On index cards, each participant writes three strategies to address barriers. Cards are stuck on wall, reviewed by all.
6. Working Together: Prioritize strategies and take responsibility
7. Evaluation
THAT'S ALL, FOLKS ~D ~/ ..• • C00u~ ~~f pn~ rYLWnoAn /I~rVl~ ~ . () . !:/ji:f - fJiJ fiJlI.J /rJ!2 _ ~ ff -t"Iju/ /lhu0/ !-i~ o - ~ n'? tlb;Jd:' ~?J tIt~ ttn;--/~ ~~~ ~:..-- ~ /ltJ I h'Yf') , /J1,~ /YJ~- ~fci'n~ _ -u ;;;;;;Uuh 4r- ~~~ ~
c..----- m~/JiU1..L ~ ETC DEVELOPERS, INC. "S OBJEC'TIVES ~~N"TI PRINCIPLES
ETC Dcvelop;r s~ Inc.: found~d ill 1970~ is a subsidiary corporation of Inquilinos Boric~las ~n A.cci6n (IBA). ETC D;\'dopers, Inc. has dual purposes:
• to acquire, iniprOY~ (through rehabilitation or lle'v\' constnlction) and tnake ayailable atTordable housing in Boston. This hOi.lsing is lnade uyailable to persons and fatuilies vvith low and n10dt;rate incOlnes without regard to race~ ~tlulicity, rdigion~ gender and nationality. • to pro\"ide professional property rnanagenlellt and security sen'ices to all residential and cOll1nl;rcial prop.;r1); dc\"eloped by IBA and its subsidiary corporations.
ETC Deyelopers. Inc. adheres to and is guid-::d bv th~ followin2 principles:
1. To maintain conununity control of housing, management, and economic development strategies through coordination with Inquilinos Boricuas en Accion (IBA) and collaboration with residents.
2. r 0 maximize profits that can be used and/or re-invested in and on behalf of the community.
3. To build t11..; highest quality housing \\'hile 111a.intaining rents atTordabl~ for lo\v and Inoderatc incolne people.
4. To rnailltain sound financiallnanag~lnent and careful financial pla1U1ing.
5. To Inonitor managem.ent seryices and to guarantee \vise tlnancial operations of the nlanagenlent company.
6. To build a COlnnltll1ity "",ith all the amenities and services possible to tnake housing successfb 1. HISTOR\" OF IBAlETC DEVELOPERS" INC.
This proposal is SUblllitt~d by ETC De~,'e1opcrs Inccrpc1rated. ETC Deye}opers, Inc. is a subsidiary of Inquilinos Boricuas en Accion (lBA.). Belo\y \V~ will describe both organizations, their tnissioll. th~ir history and the coordinated work that they perfonn.
IBA's 'IISSIO~:
Inquilinos Boricuas ~1l ~-\ccion (IB.·\) is a priyat.;~ nonprofit cCl111nunity dev.;loplnent corporation ~stablished in 1968 to deYdop the .\ ·illa 't, -ictoria con1111unity in Boston's South End. FrOln our founding \ye huyc sought to organize and elnpO\yer South End residents, especially the Latino comi11unity. IBA is dedicated ro Ca) fostering th.:-: human, social and eC('!lomic \vdl-bcing of Villa \, "ic!oria r~sidcnts: (b) pr01l1oting ane! adyocating for Latinos city-\\.ide, and Ce) peípetuating the rieh L~,tin(l cultiH"al and m1istic heritage .
History"
Established in 1968, Inquilinos Boric1Jas en A.cción (IBA.) fought -- and " 'on -- the difficult battle of preserúng yaluable South Ene! property fium rIle threat af widespread displacement by the c.ity\ Crban Rc!lcwal Program, and s~cured designation as the;; devdoper ofParcel19 in B05tún's South End. Henc~ the beginnings ofthe deyelopment of Villa Victoria, an 895-unit lo\\' and moderate income, mixe;;d-use community which today houses more rhan 3,000 residents. For legal and ted111ical reasons, IBA created several subsidiary corporatiom, in order to devdop the housing that no\\" makes up Villa \ 'ictoria.
\, -iUa \, "ictoria is the resuh of etf0l1s by tlle Hispanic community to upgrade their neighborhood and prcserve its nrban fabrie, Fonnally \'acant and abandoned rowhouses within the South End Historie District have beet1 restored. A series ofnew buildings were designed to rd1ect the architecture ofthe 19th century rowhouses \yhich surround them. Therc are play arcas for children alld pedcstrian ,ulkv';ays lcading to a Spanish-style plaza, dcsign~d for adult recrcation.
\X/h~n 'vvrestling for sitc control and deydoper designatíon of Pareel 19, the foundcrs of IBA created a companion non-profit organization - ETC Dcvelopment Corporation (ETC DC) -- in 1968 . A for-pro.fit eorpQnltion, ETC Denlopers Incorporated (ETeDI), was created in 1970 to pa11icipate as cO-2eneml partner in the development ofthe 71- unit E Te and Associates project and to provide pl'ope11y mana2ement ami residelltial security ser,ices 1'01' pl'ojects developed by IBA ami its subsidiary eorpOl'atiolls. ETC & Assoeiates c1lld ETC De\'elopers ~ Inc. have beell associated for oyer a quarter eentury.
IBA ('volved o\'el' the years to serye the cornmunity in a variety of capacities: as partíal owners of the various Yilla Victo tia denlopmellts throu2h E Te De and ETeDI, prope11y manager through ETe Developers, Ine., and pro,ider ofhousing, human and cultural senices for the '"iUa Yictoria ~ommunit~ : through several of IBA's depal1ments.
~ , ro"ing beyond bricks and mortal', IBA deyeloped a eomprehcllsive senire delivel')' model, a community build model, to meet rhe social and economk needs of tbis minority eornmunity, inc1uding: the pro\'ision of a rang.:-: uf social services: exposure of !hc eOmmtmily to LatÍl!o cult.u·ul ey¿)nts und artistic leaming opportullitics; and crcarion of cO:1ll11unity institutiollS such as an cld~r1y housing high-risc, a property manugement compaíl)', 80ston'5 first bilingual day car~ c~nl.;r, the Plaza Bctances Com1l1creial Ccnter, Residencia Bctanee - a special nccds SRO, Taino Towcr - a twcnty 011e unit condominium projcct, a community deydoP111¿llt ~redit uni')ll. a cable tclc\'Ísion station, c1 youth ccntcr and the Jorge Hcmandez Cultural Centcr I
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I ! Villa Victoria Festival Betances 1995 Villa Victoria
Inquilinos Boricuas en Accion oping family assets. Inquilinos Boricuas en AC4
(I.B.A.) To ensure that IBA provides the most effective and ac (I.B.A.) Agency Summary cessible programs and servi.ces for the residents of this Descripcion de la Agencia community, the Board of Directors made three major de
Inquilinos Boricuas en Acci6n is dedicated to addressing cisions during this past year. With the support of resi Inquilinos Boricuas en Acci6n (IBA) esta I the critical housing, human service and cultural needs of dents and staff. the Board voted to reorganize IBA and its atenci6n de las necesidades de vivienda. the residents of Villa Victoria, a predominately Puerto management subsidiary ETC Developers, Inc. w~ne manos y culturales de los residentes de Viii, Rican and Latino, low to moderate income community in organizing structure led by a 20 member board of direc munidad predominantemente puertorriquei Boston's South End. Established in 1968, IBA's mission is tors an~ one chief executive office1)he central mission bajos y moderados ingresos, localizada en to (a) foster the human. social and economic well-being of this decision is to ~ssure greater resident involvement South End en Boston. Estableclda en el 19 of Villa Victoria residents; (b) promote and advocate for in the leadership, direction and vision of IBA and to in de IBA es (a) fomentar el bienestar hum Latinos city-wide; and (c) perpetuate the rich Latino cul crease the accountability of IBA for our housing manage econ6mico de los residentes de Villa Victor tural and artistic heritage. IBA. its subsidiary property ment services. In September of 1994 residents and the mover y abogar por los latlnos a traves de to . management company, ETC Developers. Inc.. and its current Board selected a new CEO. Nelson Merced. Mr. y (c) perpetuar la rica herencia cultural latl Board of Directors (elected by the residents of the com Merced brings to the position a combination of proven companla subsidiaria de adminlstraci6n de munity) are working to build a safer and stronger neigh leadership. management skills. commitment to communi ETC Developers. Inc.) y su Junta de Directo borhood by providing residents with affordable housing, ty development. and a strong motivation to work for por los residentes de la comunidad) trat community leadership opportunities and capacity building the residents of Villa Victoria. creaci6n de un vecindario seguro y unido. pr programs for adults and youth alike. los residentes de vivlendas a costos accesib! Lastly. the decision was made to restructure the organi nidad de liderato comunltario, y programa: IBA provides comprehensive family-based services to zation of the youth programs and to establish the new Itacl6n tanto para adultos como para j6venes me~t the greatest social and economic needs of this com Community Planning and Organizing department. The munity. IBA delivers its comprehensive services through youth programs were reorganized to increase youth ac IBA provee una serie de servicios para atende four departments:: cess and to improve the quality of the programs offered dades sociales y econ6micas de esta comul in recognition of the important role these programs play son desarrollados mediante cuatro departa (I) the Community Development Department creates in the lives of our youth. The Community, Planning and Departamento de Desarrollo Comunitario, el and maintains housing and commercial properties in Villa Organizing Department was created to Increase resident mantlene las vlvlendas y los comercios en V Victoria while providing residents with greater oversight Involvement In planning. organizing and controlling the di Aslmismo, desarrolla en los residentes una vi~ of their housing and community (2) the Human Services rection of their community. de sus areas resldenciales; (2) Departamento I Department provides comprehensive family-oriented Humanos. provee servicios orientados a la f( programs which develop critical life and leadership skills Future plans for the Board and the agency include reno ante los cuales se desarrollan destrezas de p among residents (3) the Community Planning & vating the Jorge Hernandez Cultural Center to house ex crltico y de liderato entre los resic Organizing Department works with residents to identify panded childcare facilities for Escuelita. Villa Victoria's ) Departamento de Planificaci6n y Organizac and face problems prior to or as they occur by focusing unique bilingual day care center, youth program facilities conJuntamente con los residentes para idenl on community building strategies (4) the Arte y Cultura and facilities for the cultural events throughout the year. frentar problemas en forma proactiva y reacti' Department uses the arts to build capacity and empow el uso de estrategias de formacl6n co erment of residents by recognizing their cultural heritage Departamento de Arte y Cultura, el cual utili and strength as a predominately Latino community. para capacitar y facultar a los residentes mec Through these four departments. we are able to build conocimlento de su herencia cultural y su fl leadership and capacity in Villa Victoria by increasing fam una comun,idad predominantemente latina. t ily resiliency. promoting family empowerment and devel- tos cuatro departamentos.IBA desarrolla y ca
12 December '95 INQUILINOS BORICUAS EN ACCION/ ETC DEVELOPERS, INC. 1995 FACT SHEET
IBA/ETC's Mission nquilinos Boricuas en Acci6n (IBA), a private, nonprofit and community-based organization ~ established 27 years ago to develop and empower the Villa Victoria community in Boston's South End, is dedicated to (a) fostering the human, social and economic well-being of Villa Victoria residents, (b) promoting and advocating for Latinos citywide, and (c) perpetuating the rich Latino cultural and artistic heritage. Victoria safe and prosperous co~nity. Families and ETC Developers, Inc., a subsidiary corporation of IBA individuals receive support from ~uman Services established in 1970, is dedicated to providing Department, which ~~ograms for youth, families, professional property management and security adults, and the elde9.e Arte y Cultura services to all residential and commercial property Department promotes pride in, and understanding of, developed by I BA. Puerto Rican and Latin American heritage through its in and after-school cultural awareness program, History of the Agency performance series at the Jorge Hernandez Cultural BA was established in 1968 largely by the Puerto Center, and 9~ision training and production Rican residents of Parcel 19, a South End program. O~~ning and Organizing Department ~ community whose existence was threatened by works with resloents to create and maintain a Boston's Urban Renewal Program. Rallying to the cry, community-based plan for the physical, economic, and "No nos mudaremos de la Parcela 19" ( "We shall not social development of Villa Victoria and neighboring be moved from Parcel 19"). the residents conducted a areas. multi-year campaign that won them the right to control the redevelopment process of their community. The IR I t;lcognizing the need to work with the family as a result was the creation of Villa Victoria, an 895 Unit low unit the Human Services Department will be to moderate income neighborhood which today houses focusing on: more than 3,000 residents. Our accomplishments over • Youth Services the past quarter century have earned us widespread IBA's Youth programs serve the youth of Villa Victoria recognition as one of the most successful community through our newly created Peerleader Program, development models in the United States. Cultural Education Program, "Villa Kids Club" and Los Jovenes Program. Each program uses a holistic Current Programs & approach which includes leadership development, peer-to peer persuasion, parent involvement and the Services provision of positive alternative educational and III oday, IBA/ETC creates and preserves valuable cultural activities. Our youth counselors are also affordable housing in Boston through thfif\) available to provide critical services such as: Community Development Department!bur Supportive Counseling Crisis Intervention Property Management Department works to provide Advocacy Job Counseling management and security services, to maintain sound Information & Referrals Tutoring financial management and to build a community with all • Elderly Services the amenities and services needed to make Villa IBA's Comprehensive Eldercare Program addresses 2 IBAI ETC - 1995 Fact Sheet
Villa Victoria's elderly population's need to overcome editing and production work. The program also offers the linguistic and/or physical barriers blocking seniors program participants an opportunity to assist with the from living independently and with dignity. productiol) work of our Video Program staff such as Caseworkers provide critical translation, advocacy, recording community performances and events hosted health and other support services. by Cafe Teatro . • Family Services • Special Community Events In order to address the needs of the family as a whole Working with resident and local business committees unit we offer our family support programs - ~ IBA plans community cultural events such as Festival Luchamos, Venceremos, and Familv Advocacy Betances, a week of workshops, cultural events and provide counseling and assistance for families faced performances by local Latino artists. with problems such as unemployment, mentally ill family members, domestic violence, and chronic I0 Iur Community Development Deeartment illness. addresses the important challenge of providing dignified, affordable housing for the residents of n their work with residents and the surrounding Villa Victoria. Seeking to build the capacity of residents South End community, the Community Planning by training them to develop their own resources, this & Organizing Department must address multiple department works on: ~ Affordable Housing Preservation issue areas: • Violence & Crime Asset Management Work with the Public Safety Committee, a group of Community Economic Development residents committed to ending the incidence of crime Small Business Assistance and violence in the Villa, to organize community safety Neighborhood Infrastructure Development forums and create educational materials. • Education & Empowerment com Provide annual leadership training series for the yea empower members of the resident board of directors as well as the Villa VlctOI ia community iI i BostOR'S SOtJtl i End, is assist residents with board elections. The Propel!Y Management Department acquires, • Outside Relations improves (through rehabilitation or new construction) Strengthen partnerships with other community-based and makes available affordable housing in Boston. The agencies. department provides maintenance and residential security services which work to guarantee residents a rle y Cultura, IBA's unique cultural component, IAI safe, clean and healthy family environment. enriches the cultural lives of the community by Furthermore, IBA collaborates with Villa Victoria offering programs which focus on the arts as a residents to ensure community control of housing, means of building esteem. management and economic development strategies. • Performance Arts BA, its subsidiary property management company, The Cafe Teatro Performance Arts series is ETC Developers, Inc., its resident Board of dedicated to bringing the rich Puerto Rican and Latino Directors (elected by the residents of the cultural heritage to diverse Boston area audiences ~ community) are working to build a safer and stronger through presentations of Latino artists. neighborhood by providing residents with affordable • Cultural Awareness Programs housing, community leadership opportunities and AREYTQ Cultural Awareness Program provides capacity building programs for adults and youth alike. 500+ Boston and Villa Victoria youth with an opportunity to learn about the Latino cultural through in-school performances of acclaimed artists and Funding Sources courses in visual arts, dance, theater and music. The IA I number of public and private funding sources program focuses on self-expression through the arts support IBA's $2.1 million operating budget for and provides positive alternatives for the youth of the program year 1995: Corporate Contributions; community at an early age. Foundation Grants; City, State, and Federal Contracts; • Video Production The Uni~ed Way; Individuals; and Program Revenue. IBA's "Teens In Action" Video Production Training Program works to build capacity amongst youth by providing an introduction to television broadcast