Fw: VPPNews: February Issue
| "When you do the common things in life in an uncommon way, you will command the attention of the world." George Washington CarverWhat is Social Entrepreneurship?Statement of Faith You can find other "Market with Meaning" but you definitely want to see "Profit with Purpose". I personally "Believe in Kingdom Transformation" because I know there is only ONE "Life for Significant". --- 2010年2月11日 星期四，Venture Philanthropy Partners <vvrana@vppartners.org> 寫道﹕
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From Leader to Leadership
The ability of an organization to change and grow is very much bound up in the vision, talent, and determination of the person at the top. That’s why when VPP selects investment partners, it devotes a great deal of energy to identifying strong leaders. In fact, the qualities and traits of the leader hold as much weight in our investment decision as the organization’s mission, track record, aspirations to scale and financial stability. Without a strong leader, change almost never happens.
What makes a great leader? From our work with organizations over the past decade, we have observed that there are some common qualities. Strong leaders:
- Steadfastly believe that they can change the world.
- Hold a bias for action. They don’t contemplate. They do.
- Dream and imagine the world as they believe it ought to be. They see possibility where others see only hopelessness.
- Work outside of established structures, unwilling to accept the status quo and bringing new ideas, new assumptions to what seem like intractable situations.
- Possess a genuine concern for other people and improving lives.
- Have grit, determination and an almost maniacal passion for seeing their vision through.
- Inspire others whether it is the families they serve, the donors who support them and/or the staff who work side by side with them.
Strong leaders are essential to any organization in delivering its mission of social change. However, the unfortunate reality for the nonprofit sector, and for that matter any other sector, is that talented leaders often move on. The very qualities that make them great also give them a multitude of options. Executive transition continues to be on the rise at nonprofits. As the Meyer Foundation’s 2006 “Daring to Lead" survey revealed, “three out of four executive directors plan to leave their job within the next five years.”
We’ve seen this phenomenon firsthand in our first portfolio of 12 organizations. One-third of these organizations experienced leadership transitions. VPP itself underwent a transition as well when our founder decided to step away from the day-to-day leadership to be an active and engaged Board Chairman. His decision created a new opportunity for me to move from Managing Partner to President and CEO. Transitions are a fact of life. The question is how well an organization will deal with this kind of change.
When we select organizations, we look at the leader first and hope that they will stay for the long-haul or at least through the life of our investment partnership. But we also know that in today’s highly dynamic environment, that may not be the case. So we have expanded and modified our view. Now we not only look at leaders, we look at leadership in the organization—the board and the senior management team around the leader.
The Board
When we begin to talk with an organization, we now engage its board more deeply, probing the strength and depth of board leadership as intensively as we do the executive director. We want to assess the interaction between the board and the organization. Are they aligned and on the same page? Is the board as ready for change as the executive director seems to be? Are there good structures in place for governance, including a sound committee structure? Are there board members with the diverse experience and skills, connections in the community that the organization needs as it moves forward? Is the board passionate about the organization and involved? We work diligently to ensure that the board understands the high engagement nature of a VPP investment. We have learned how important it is to ensure that the board receives updates on our investment, especially because like executive leadership, boards also experience turnover. VPP investments are typically multi-year and so it is important that new board members understand the investment and VPP.
Senior Management
In the early years, we focused the bulk of our attention on the executive director, although we also looked at the management team as well. Through our first portfolio, we have learned that we must look at the entire senior management team as deeply as we can. What are its strengths? Are there emerging leaders within the organization? Are there gaps in skills that the organization will need in its executive team in order to achieve its growth plans? And if there are gaps, is the executive director willing to fill those gaps with staff at a high level to take the organization to a new place and not just maintain the status quo? This last question is very important because bringing on high level talent can be unsettling to an organization. Are they ready for and willing to work through the discomfort that this kind of change brings to an organization? It is critical to successfully integrate the new team members into the organization, not just hire them. All staff need to be clear about changing roles and responsibilities. New staff need to be integrated into the team as well as the existing culture of the organization.
Succession Planning
A hallmark of VPP’s work is helping organizations develop and build the capacity to achieve growth, to scale its work to serve more children and families with the best quality programs and services possible. So developing not only leaders but leadership is essential for the long-term. Succession planning must be undertaken as part of capacity building. Several organizations in VPP’s first portfolio went through this process to good effect. They worked to develop leadership from within, grooming emerging talent for leadership roles. At Asian American Lead, for example, Rosetta Lai, who came to the organization to serve as Development Director with a great deal of management experience in business and nonprofit settings, was able to take the reins when founder Sandy Dang decided she wanted to step down, return to graduate school, and pursue other career paths. Lai was already in place in the organization, understood the organization and was able to provide a smooth transition.
Leadership Development
In our work with organizations, we also provide support to the executive as well as senior staff to grow their own capacity. Sometimes this comes in the form of coaching which we support at the Executive Director’s request. Sometimes, VPP partners serve as informal sounding boards for the leaders. We encourage executive directors to take time out for their own growth and development to attend conferences, take courses and to ensure that their senior staff has similar opportunities where appropriate.
Emphasis on Leadership Brings Greater Complexity
The broader focus on leadership has taken on great importance as we make more investments in national organizations that seek to scale or develop a presence in the Greater Washington Region. The assessment process becomes more complicated as we seek to understand the strength of leadership at the national and local levels, among the board, executive and senior management teams. We have learned that all boards and executive leadership have to be aligned in order to make the VPP investment successful and ultimately for them to achieve their organizational goals. Our most recent investment, Year Up, whose talented local executive you can learn more about in this issue of VPPNews, provides a good example of our expanded focus on leadership. In addition to getting to know her, we’ve also spent a great deal of time getting to know the local advisory board members, the national CEO Gerald Chertavian, senior staff members at both levels of the organization, and members of the national board. We have met with and presented to both boards on multiple occasions and when it came to our final agreement, all parties were involved in the negotiations.
Leadership is for the Long-Term
Taking this broader view is more complicated and involves more time to manage. But the effort is well worth it as it lays a strong foundation for the investment and the ultimate goal: to help effective, successful organizations reach more people, with better programs and services to bring about positive social change. In the end, it is leadership that makes change possible. While the executive director is the driving force, he or she cannot do it alone. Having strong leadership at the board and staff levels is essential.
Stafford Foundation Launches Doing Good Online Campaign
Investor Earl W. Stafford, whose Peoples Inaugural Project brought hundreds of underprivileged individuals to DC for President Obamas Inauguration last year, has launched a new Internet-based effort called Doing Good through his foundation, the Stafford Foundation. The new effort is part of a larger initiative, The Peoples Project, which works to inspire a movement of doing good for others in need.
The new campaign has garnered support from Bill Cosby, who recorded a public service announcement to kick it off, and spoke at the Doing Good launch event.
Doing Good already has a robust presence on the Stafford Foundations website, including an online space for people to tell their stories of giving through video. The campaign focuses on efforts that help people become self-sufficient, so that they in turn can help others. To this end, the campaign spotlights volunteers and organizations involved in job training, education, health and wellness, and cultural enrichment. In a press release announcing the launch of Doing Good, Lisa Bowen of the Stafford Foundation said, We will shine a spotlight on the amazing good that people are doing across the nationWe believe that the more people know about what good is being done and ways to get involved to have a positive impact, that more and more good will be done.”
A Focus on Results and the Passion to Achieve Them: Tynesia Boyea-Robinson, Executive Director of Year Up
Tynesia Boyea-Robinson never planned on making a career in the nonprofit world.
A self-described closet nerd, with a double major in computer science and electrical engineering from Duke University, Boyea-Robinson was always active in her community she headed up the community service efforts at GE Transportation Systems, where she worked before coming to Year Up but she never thought that nonprofit work was something that she could do long-term.
Then, while in Harvard Business School, she found Year Up, a one-year, intensive career training program for urban young adults. Seeing the concrete results that the program had on young peoples lives changed her mind: The Year Up students were going to work for companies that my peers at the Business School were vying for tooth and nail... I just fell in love with the organizations results. Its amazing to see what happens when unlimited motivation and unlimited opportunity come together. Boyea-Robinson felt a personal resonance as well, for she had to overcome many of the same obstacles faced by young people who enroll in Year Ups program. If it werent for a couple of well-timed individuals in her life, she says, she would have ended up in a very different place.
Fascinated by Year Ups effectiveness, Boyea-Robinson devoted a summer to creating a Phase One build-out plan for the organization, and later, she spent two semesters creating a comprehensive business plan for the programs expansion into Washington, D.C. When she completed her MBA, Year Up recruited her to start up and run Year Up, National Capital Region. Now, she couldnt be happier. My husband always tells me, youre the only person I know who went to business school to become a hippie!
Boyea-Robinsons business background, coupled with her intense passion for closing the opportunity divide for urban young adults, is the same formula that makes Year Up so effective. This was one of the biggest lessons that Boyea-Robinson learned through her involvement with the program: business is not the only right way. The organizations model combines the best elements of both the business and nonprofit sectors, creating a whole that is better than the sum of its parts. It is based on strong mechanisms that hold it accountable, the same way a business is accountable to its shareholders: if students dont perform during their corporate internships, the demand for Year Up interns decreases, as does funding. On the other hand, if Year Up interns continually surpass professional expectations, as they have been doing consistently throughout the life of the organization, demand will increase and that has the power to create real, societal change.
This marriage of two approaches, often assumed to be inherently incompatible, has enabled Boyea-Robinson to build partnerships that are truly in the best interests of all involved. Philanthropists and youth and businesspeople should be engaging with Year Up in ways that are not about guilt or obligation. The alignment of everyones interests is the glue that keeps these partnerships productive and positive.
Helping promising young adults get on a successful career path is not the only way that Year Up is making an impact. The organization is actually helping to recreate the American workforce, in a time when it has become abundantly clear that America needs to do something differently in order to remain economically viable. As Boyea-Robinson puts it, Our society needs to invest in whats next, rather than holding on to the status quo. We have all this talent in our backyards, we just havent figured out how to access it. Year Up is taking on this challenge, and saying that we need to train our workforce differently. The program is developing a pipeline of new talent for companies like AOL and Bank of America with motivated, professional employees who were previously known simply as low-income or at-risk young adults. The implications for the nation are great: Companies that I introduce Year Up to will respond with anything from incredulity to derision when I tell them what our young people can do but by the end of six months, theyre amazed. What, then, is possible for the rest of the American workforce?
Boyea-Robinson hopes that Year Ups partnership with VPP will help Year Up deepen its influence in the region, and serve as an example of what effective workforce development programs can accomplish. One area in which the VPP partnership will be especially helpful, she says, is working with the federal government to place Year Up apprentices in government offices. Boyea-Robinson will also continue to focus on strengthening Year Ups relationship with community colleges, so students receive the benefit of college credits in addition to professional and technical skills. My vision for this investment is that because of our work with VPP, Boyea-Robinson says, others will take up this challenge, and we will see the number of unemployed young people shrink significantly. Id like the investors to know how grateful we are that they are investing in our community this way, and I hope that they each have the chance to get to know and interact with our incredible young people.
VPP Investors Host Acclaimed Political Analyst David Gergen for Evening of Dialogue
Carol Thompson Cole, Mario Morino, Jack Davies, Raul Fernandez, David Gergen, and Beth Dozoretz. David Gergen, renowned presidential adviser, political analyst, and professor, offered his candid thoughts on social entrepreneurship and current politics at a January VPP Speaker Series event, hosted by investors Beth and Ron Dozoretz.
The Dozoretzes, who are long-time friends of Gergen, opened their home for a reception with members of the VPP family and friends, followed by an intimate and lively conversation with Gergen that was facilitated by investor David Bradley. The evening began with a discussion of the growing tide of young people choosing to go into service and social entrepreneurship. Gergen has been immersed in this movement for years, both as the Director of the Center for Public Leadership at the John F. Kennedy School of Government, and as a board member of several highly successful nonprofits, including Teach for America and City Year. The passion and drive of these young people to change their world through innovation, he said, is something we havent seen since the civil rights movement.
Despite the major challenges facing the country, he remained optimistic about the direction in which young Americans are helping to guide society: One of the great hopes for this country is the millenials they want to make a difference, theyre just not always sure how to do itwe have a responsibility to help them realize their dreams.
From there, the conversation turned to Obamas first year as president, with Gergen offering a frank look at both the administrations successes and failures. He also touched on education reform, citing KIPP and the Harlem Childrens Zone as bright spots affirming that educational equality is achievable.
The audience was highly engaged throughout the evening, asking questions that ranged from Gergens take on current political developments, to the role that advocacy should play in education reform. In closing, Jack Davies offered his thanks to Gergen, Bradley, and the Dozoretzes, calling the event the best gathering weve had.
Spotlight on Youth
LAYC Upward Bound Participant Awarded Full Scholarship to Pepperdine University
Jason Allen will head to college in California this coming fall, an experience that may feel familiar as he has been sitting in on college classes for the last few years.
Jason, a participant in the Latin American Youth Centers (LAYC) Upward Bound Program, was the recipient of a four-year, full-tuition leadership scholarship from the Posse Foundation, an organization that identifies high school students with extraordinary academic and leadership potential who may be overlooked by traditional college selection processes. Jason will attend Pepperdine University in Malibu, California, and his experience in Upward Bound will certainly serve him well in his first year.
Posse Scholarship winner Jason Allen with Upward Bound senior academic advisor, Tuwanda Jackson. Upward Bound prepares high school students for postsecondary education by exposing them to college courses and campus life. Jason, who has been a part of Upward Bound since eighth grade, learned a lot from Upward Bounds weekend workshops and the field trips to area colleges.
The trips allowed me to experience what it felt like to be on campus and deal with the college workload, Jason explained. On a week-long trip to St. Marys College, we had to write an essay every single night.
Jason, who plans on pursuing a degree in media studies at Pepperdine, has been able to take the lessons that he has learned through Upward Bound back to underclassmen at Cesar Chavez Senior High School. His advice: be prepared and dont procrastinate when it comes to your schoolwork.
Jason is an excellent student who sets a wonderful example for his peers in school, his community, and the Upward Bound program, Senior Academic Advisor Tuwanda Jackson said. There is not another person that I can think of that deserves this scholarship more or has worked harder than Jason.
Board Changes
CentroNía Welcomes New Board Member
CentroNía recently announced the appointment of Cynthia N. Carrasco and Emanual Pleitez to its Board of Directors
Cynthia N. Carrasco, former Executive Director of the Hispanic National Bar Foundation, comes to the CentroNía board with extensive experience in law and social justice. A graduate of Duke University Law School, her professional and community affiliations have led her to various leadership positions within the social justice discipline. This has included the National Council of Juvenile Family Court Judges and the Hispanic National Bar Foundation
Emanuel Pleitez came from humble beginnings on the East Side of Los Angeles. A graduate of Stanford University, Pleitez now serves on the Presidents Treasury Department Transition Team. His professional finance experience, along with his dedication to his community, has led him to become an advocate for working Americans. Along with his commitment to CentroNía, he also serves on the board for the Hispanic Foundation, the New Leaders Council, the Salvadoran American Leadership and Education Fund, and the Woodrow Wilson Alumni Scholarship Foundation.
The talent and diverse expertise of our board has always been one of CentroNías key assets. As we continue to produce innovative and responsive approaches to educate children, youth and families, the reputations of Carrasco and Pleitez as independent thinkers and advocates for community service will be of great benefit to CentroNía and DC Bilingual, said BB Otero, President and CEO of CentroNía
Awards & Recognition
The Child & Family Network Centers (CFNC) Recognized as One of the Top Daycare Centers in Northern Virginia
For the second year in a row, The Child & Family Network Centers (CFNC) has been recognized as one of the Top Daycare Centers by Northern Virginia Magazine. The report cards of more than 80 child care programs were reported in the January 2010 issue, the Kids Issue, with CFNC ranking among the best in the areas of communication, curriculum, and quality of facilities.
More than 650 state licensed daycare centers in the Northern Virginia area were surveyed for information regarding staff, curriculum, and facilities. Survey responses were assessed and graded using the Virginia Star Quality Program and National Association for the Education of Young Children (NAEYC) standards, focusing on five areas: teacher certifications, teacher-to-student ratios, parent and teacher communication, curriculum, and facilities. As noted in Northern Virginia Magazine, the childcare centers that made it on to the Top Daycare listing are centers whose staff and facility go above and beyond the states licensing requirements.
CFNC is the only non-fee based program serving at-risk children and their families to be ranked among the Top Daycare Centers. The staff of CFNC is proud of the high quality programming it is able to provide, services that prepare and empower children and families for a successful future, and is thrilled to receive this recognition, said Anna Berke, Manager of Development.
Announcements of Note
AALEAD Student Receives Posse Scholarship
Asian American LEAD is proud to announce the selection of Matt Nguyen as a recipient of the Posse Foundation Scholarship. Posse works closely with its network of high schools and community-based organizations to recruit Posse Scholars. Each Posse Scholar wins a four-year, full-tuition scholarship to attend one of Posses partner colleges or universities. Each candidate is chosen based on leadership in their high schools and communities, commitment to their education, and interest in teamwork and diversity, among other things.
AALEAD Executive Director, Rosetta Lai and Matt Nguyen celebrate his Posse Scholarship attainment. Matt, who is a senior at McKinley Technology High School, has been involved in AALEADs programs since he was six, specifically the mentoring program. AALEAD has helped prepare me to receive this award, said Matt. Through the mentoring program, I had a chance to meet four working professionals that became my mentors and friends. Because of those interactions, I have grown both academically and socially.
Matt will be attending Lafayette College in Easton, Pennsylvania in the fall. He is undecided as to his major but is interested in government or social science.
Heads Up Named Beneficiary of Hope VI Fundraiser
Heads Up will be one of two beneficiaries of the Celebrate Hope VI fundraising event, hosted by Hope Rising on February 27, 2010 at the Washington Club. Founded by a group of 10 couples and friends, the mission of Hope Rising is to make the community a better place by raising money and awareness for charitable organizations that provide services and support to the underserved in Washington, D.C.
Heads Up was selected as one of two beneficiaries for the 2010 event after being nominated by Jonathan Chase, who worked with Heads Up when the organization was in its infancy: I was one of the first employees at Heads Up. I can stil
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