Hand in Hand: An NGO Community
Network for a Thriving Richmond
Activities and Evaluation of Phase One of the City’s
Initiative to provide professional development and
technical assistance to its nonprofit service community
Draft Report
July 2009
A collage community map created by a diverse team at
the Hand in Hand initiative launch, May 11, 2009.
Prepared by ∆ creative education consulting Page 1 City of Richmond
Hand in Hand: An NGO Network for a Thriving Richmond July 2009 
 The Initiative The City of Richmond recently concluded development of a General Plan, promoting a clear and comprehensive vision to address all aspects of civic, business and community life. In responding to and implementing this vision, the City will not be working alone. It will be assisted by nonprofit organizations‐‐Non‐Governmental Organizations (NGOs) that offer a broad range of support: social services, mental health services; youth development; violence prevention; services to active seniors and to the elderly; education and life‐long learning; arts and culture; recreation and sports; crime and drug prevention services, and a myriad of other services that contribute to the vitality and success of residents, businesses and visitors. City government is uniquely positioned to support a 21st century vision of the role NGOs can and must play in improving and enriching all aspects of community life. To this end, the City Manager’s Office collaborated with a team of professional development experts to launch an initiative to assist NGOs.
In spring 2009, the City of Richmond launched an initiative building on recent needs assessments and conversations with the NGO community. The initiative aims both to highlight the City’s commitment to and support of NGOs in Richmond, and to provide forums and access to expertise to assist NGO staff leading a diversity of organizations in developing their professional capacities. This report summarizes the goals, activities, and lessons learned through the initiative, and offers some ideas for next steps.  The Need The City of Richmond and its nonprofit community (NGOs) face profound challenges that have been exacerbated by the recent economic downturn. The city’s alarming unemployment rate of 16.2% for the 1st quarter of 2009 was more than 75% higher than the national average of 5.8% for the same period, and nearly a third higher than the California average of 7.8%. In this environment, people are in even greater need of the assistance that nonprofits can provide them to find and retain employment and to access the benefits to which they are entitled. Effective relationships between and among Richmond's NGOs and with the city offer the greatest likelihood of sustainable support for the organizations, their staffs, and the clients they serve.
Richmond residents are served by a continuum of public benefit providers, from the very small with annual budgets under $25,000 to very large organizations with budgets $2 million and higher. Many of these organizations are unaware of others either serving the same communities or offering similar services to other communities. Moreover, new NGOs are launching every year in Richmond, often with insufficient resources or in isolation from established organizations who could be mutually beneficial partners. Prepared by ∆ creative education consulting Page 2 As the number of NGOs serving Richmond increases, limited funding sources continue to struggle with setting priorities. Funders are challenged to determine where their support will have the greatest impact, and a primary consideration is the efficacy and professional capacity of the organization’s staff and the strength of organizational infrastructure. Strong, successful NGOs know why they do the work they do and are passionate in their belief that positive change is possible. Effective NGOs have the capacity to fulfill their mission and are in touch with the core beliefs that inspire that mission. More than that, they can talk with ease and conviction about the value they create in their communities in language their communities can embrace, especially in times of adversity and reduced resources. After the City distributed a Request for Proposals (RFP), the city selected a team of NGO experts, lead by Creative Education Consulting (cec), to assist with planning and launching the initiative. The other consultants were The Ibigeewatsi Center, The CBO Center, and Hatchuel Tabernik & Associates.  Project Goals Increased capacity for participating NGOs could improve how their services are viewed and delivered. Strengthened capacity could result in both broader reach to residents and the ability to leverage limited resources. The initiative supports the City’s commitment to creating the quality of life Richmond residents deserve. Hand in Hand goals include assisting an array of motivated NGOs to: o
Identify core values and how they are expressed in the NGO’s mission and in work done in the community; o
Identify systemic changes (capacity building) needed to more effectively implement their mission; o
Advance their skills and capacity in core infrastructure areas such as strategic planning, marketing, administration, fundraising, board development, program design and evaluation; o
Earn recognition for professional development to advance their capacity to serve the Richmond community; and o
Create opportunities for information sharing, collaboration and networking amongst NGOs. Prepared by ∆ creative education consulting Page 3 ∆ Outreach and Registration City of Richmond staff collected an extensive database of nearly 200 NGOs serving Richmond and invited each of them to participate in the launch of the Hand in Hand initiative on May 11th through an email invitation and registration via the free service EventBrite (set up by Creative Education Consulting staff). Where email addresses were not available, an invitation was mailed to over 100 NGOs. Research in organizational change shows that one individual can rarely make change in an organization—the “tipping point” seems to be three agents of change to make real improvements. In order to encourage multiple participants to attend from each organization, a small registration fee was charged, smaller still for teams. Solo registrants paid $25, a team of two from one organization paid $15 for both participants together, and a team of three were charged only $10 total. Pre‐registration closed 3 days before the event; with walk‐ins who registered at the event (and therefore did not provide information for the database), 85 participants from 52 organizations attended. Assemblywoman Nancy Skinner's Office
Bay Area Rescue Mission
Brighter Beginnings
Catholic Charities of the East Bay
Circle of Friends
City of Richmond
Communities for a Better Environment
Community Housing Dev. Corp of N. Richmond
Community Organizer
Contra Costa Child Care Council
Contra Costa Senior Legal Services
EarthTeam
Ephesians Community Development Center
Familias Unida/Desarrollo Familiar, Inc.
Further the Work
Girls Inc. of West Contra Costa Co
Greater Richmond Interfaith Program
Groundwork Richmond
Housing RIghts, Inc.
Journey Above and Beyond
J's Temple of Islam
JustUs Center for Change
Literacy for Every Adult Program (LEAP)
Ma'at Youth Academy
Making Waves
Martinez Detention Center
Mental Health Consumer Concerns
Mothers Against Senseless Killings (MASK)
National Brotherhood Alliance
National Institute of Art & Disability
Opportunity West
Richmond Art Center
Richmond Bicycle/Pedestrian Advisory Comm.
Richmond Children's Foundation
Richmond Convention & Visitors Bureau
Richmond Main Street
Richmond Neighborhood Coordinating Council
Richmond NHS
Richmond Public Library Foundation
Rubicon Programs Inc
Social Progress Inc.
Social Solutions
Solar Richmond
The Latina Center
The Watershed Project
Weigh of Life
West Contra Costa Business Dev. Center
West Contra Costa Salesian Boys & Girls Club
West County Adult Day Care
West County Chess Association
Youth Enrichment Strategies
Youth Together
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Prepared by ∆ creative education consulting Page 4 A SNAPSHOT OF SURVEY RESULTS: Summary of Attendee Data Of the organizations who pre‐registered and provided information about their services: □
3 had been founded over 50 years ago, and one was preparing to celebrate its 50th anniversary □
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7 organizations were founded in the 1970s 3 in the 1980s 9 in the 1990s 10 were established in the first decade of the 21st century
□ 9 organizations have budgets over $1 million
□ 1 organization has between $500 ‐ 750,000 □ 9 have budgets of $250,000‐500,000 □ 9 have budgets of $ 100,000‐250,000 □ 10 have budgets under $100,000 o 4 registering represented foundations and a handful represented governmental entities o Some have no volunteers, some have between 2,500 and 4,000 each year. o Several have a staff of 1 or 2, but most have between 3 and 8. 25 NGOs serve primarily the central district, while 5 serve the northern and 6 the southern districts, though many more considered their organizations to be “all over the place” with regards to where they provided their services. 5 arts and cultures (among other services) 18 educational services 6 environmental services 14 family support services 8 housing services 6 health services 6 philanthropy services 6 social services 8 social justice services 10 youth services 2 spiritual services Prepared by ∆ creative education consulting Page 5 
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 The May 11 Launch Event Sabrina Klein of Creative Education Consulting facilitated discussion based on the agenda created with the planning committee. Ms. Klein engaged groups of participants in thinking creatively about the City of Richmond, its history, personal stories, and dreams. Using collage materials provided, groups collaborated to design “maps” that represented their relationships with and hopes for the City. In order to focus a wide‐ranging conversation that included an extraordinary diversity of individual experiences and interpretations, participants framed their reflections through the lens of maps and mapmaking. Prompted by the observation that “the person who makes the map makes the frame for what is highlighted and what is left out,” small groups collaborated on symbolic maps of the City, and shared their graphic creations with the whole group. Looking for similarities and connections between and among the collages, the participants were engaged to posit the relationship between the City’s past and its present in order to envision its future. Participants discussed their experiences of and with Richmond while they chose images that reflected their experience. They negotiated meaning, relationships, and symbols to create unique maps that drew attention to history, culture, politics, environment, art, education and other strands of life in the City. Finally, they named their maps (in order to focus more clearly on interpretive intentions of the group), displayed their maps as a group, and made short presentations to the whole group about their small group’s process and learnings. Following the collected presentations, the whole group discussed the process of looking at Richmond through different lenses: the lens of layers of mapping, the lens of personal experience, the lens of others’ experiences, and the creative lens of collage and group art‐making. Reflections included these written comments captured at the time: □ Many maps have green images. . . a resource for everyone □ The bridge is missing in the map / other dividers: freeways and railroad tracks □ Every group [map] honoring diversity – not always the case □ Wonderful to bring everyone together – so much expertise and resources □ Appreciate [that] the political and policy aspect is in that map □ [We] found a lot of different ways of using the same resources □ We didn’t include the negative in the maps Participants commented on the rare opportunity to meet and learn from their peers. There were generous offers of information, sharing resources, and openness to explore partnerships. Prepared by ∆ creative education consulting Page 6 Feedback from the participants Using Survey Monkey, feedback was solicited following the May 11th event, combined with a confirmation/registration process for follow workshop intensives building upon the afternoon orientation sessions. Of 85 participants, 27 responded, a return rate of 31 % ‐‐ most experts regard a 10‐15% return rate as acceptable, while 20‐25% is considered excellent. All but one respondent found the morning activities to be either helpful or very helpful (one found it unhelpful); and all found the opportunities to meet new people to be helpful or very helpful. Answer Options
The morning Community Mapping exercise
Opportunities to meet new people
Learning about new resources to do your work
Understanding the Hand in Hand initiative and the
City’s goals
Venue/location of event
Very helpful
13
14
5
Helpful
11
13
18
Unhelpful
1
0
3
Not helpful
at all
0
0
1
6
20
0
0
14
11
1
1
Prepared by ∆ creative education consulting Page 7 Afternoon Workshops In the afternoon, organizations chose from a menu of eight 1‐hour infrastructure‐building introductory workshops: □
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Being Strategic about Strategic Planning
Marketing & Communication: Finding Your Voice to Tell Your Story
Peer Learning Group Orientation
Friendraising & Fundraising Go Hand in Hand
BoardWorks: Smart Steps Toward Better Governance
Making Evaluation Work for You
Going from Good to Great: Transforming Your Leadership Team
Developing Your Theory of Change
As expected, after lunch was provided some groups continued to connect while some people left the event. Over 50 people stayed for the first set of afternoon workshops, while 40 attended the second series. Both peer learning orientations had good turnouts, building upon the energy of networking and sharing resources that had begun in the morning session. The most popular orientations as demonstrated by attendance were Making Evaluation Work for You and BoardWorks, followed by Fundraising and the Peer Learning Groups. # Attended Afternoon Orientation Making Evaluation Work 20 Marketing and Communications 15 Peer Learning Groups (7 attended the second orientation) 12 Fundraising 10 BoardWorks 8 Theory of Change 8 Going from Good to Great: Leadership 5 Strategic Planning 6 Feedback from participants show that most attendees found the workshops valuable and the facilitators professional and effective. After each session, participants were encouraged to sign up for the intensive workshop in the same subject, slated to begin as early as 10 days later and as late as six weeks later. Many signed up for more than one workshop. Prepared by ∆ creative education consulting Page 8
 Highlights from Follow‐up Workshop Intensives Each of the May 11th introductory workshops followed up with 3‐hour intensives in the topic. Participants were given resources and worksheets to continue their skill development and implementation. The first follow up workshop was offered just one week after the May 11th launch. All together, 50 people attended the workshops (this does not include those that attended the Peer Learning Groups). Workshop Title Facilitator/Presenter Date Attendees Being Strategic about Strategic creative education consulting, Sabrina Klein Wed, May 20 7 Planning Friendraising is Fundraising creative education consulting, Anne Smith Thur, May 21 10 Going from Good to Great: Transforming your Leadership Team Nonprofit Administration 411 Marketing and Communications: Finding Your Voice to Tell Your Story BoardWorks: Smart Steps Toward Better Governance Developing Your Theory of Change CBO, Liz Callahan Wed, May 27 creative education consulting, Sabrina Klein Thur, May 28 5 Making Evaluation Work. . . for YOU 2 creative education consulting, Belinda Taylor Fri, May 29 10 CBO, Liz Callahan Mon, June 1 2 Hatchuel Tabernik and Associates Wed, June 10 7 Hatchuel Tabernik and Associates Wed, June 17 7 Of 50 attending the follow up workshops (not including Peer Learning Groups—see below) , 31 responded to request for evaluation and feedback. Of those respondents, all found their workshops to be either very helpful (23 respondents) or helpful (8 responses). None judged the workshops to be unhelpful. 30 of the 31 respondents also rated the workshop presenters to be either highly effective (24 responses) or effective (6). One participant found one presenter to be “somewhat ineffective”, though all respondents said they would recommend the workshop to others. Prepared by ∆ creative education consulting Page 9
 Key Learnings from Follow‐up Workshop Intensives Key learnings reported include these comments: in response to the question “What were the most important aspects of the workshop for your work, specifically?” What is a strategic plan and why it is critical to have one
Hearing about other organizations plans and their experiences in creating and utilizing them
She recognized that we (LEAP) needs an action plan and she showed me how to set one up.
The different targets/approaches to use to get grants and receive donations. The activities the presenter used
was very interactive and helped us get to know each other.
Breakdown of individuals who may be of assistance in fundraising.
Strategic planning is an important part of a business. It is like a road map and it also helps new employees
understand the non profits mission, and core values. It is also ok to speak from the heart when talking about
your program. I got more of an idea of how to write for a just cause. There were numerous other things but this
is all I can think of now.
The most useful elements were learning what other groups were doing.
Mediation solutions and office conflicts
For my volunteer work, the most important aspects were hearing about what is deemed most effective in
working with board members from the perspective of an experienced consultant.
Telling your story and how you project your agency.
As a Board Member, understanding that the Executive Director carries much responsibility for the carrying out of
strategic plans
All aspects were useful.
Learning on how to improve my leadership skills
Learning how to handle certain issues in the workplace
Roles and responsibilities of board and staff and how they inter-relate.
Hands on practice
Understanding the role of the board and the role of the executive director. She clarified several misconceptions
that I had regarding these two roles and now helps me better support my ED.
Taking the time to reflect and ponder as well as acknowledging the organizational issues that keep coming up at
staff/board meetings.
Being able to work with my program team and put our thoughts/ideas/goals and outcomes on paper in a
facilitated environment
Opportunity to hear alternative ways to present material with which I am familiar; opportunity to meet other nonprofit staff.
We have used the same evaluation format for years, and I'm ready to change it and this class helped me to see
how I can do that.
Oportunity to discuss and get feedback on program evaluation efforts already in progress (ours and others');
potentially useful framework for systematizing evaluation processes
Planning of the evaluation
Immediate application for the work we're doing currently and helps us to feel more comfortable/confident about
incorporating evaluation into future programming.
Participation in the workshop intensives and peer learning groups is being tracked so that in the future, the City can recognize individual and organizational commitment to professional development, which may aid in representing NGO’s capacity‐building work when applying for funding or seeking partners. Prepared by ∆ creative education consulting Page 10
 Peer Learning Groups An indicator that the initiative is working toward its goal of encouraging networking and shared resources is the list of those participating in the Peer Learning Groups convened by the Ibigeewatsi Center, a nonprofit specializing in facilitating peer learning and cross‐peer support groups. NGO leaders were encouraged to join Ibigeewatsi Center’s peer learning groups, a cooperative approach where reciprocal learning takes place in an exchange of teaching and learning between participants, creating a venue for sharing ideas and engaging in open communication on topics of critical importance to their organizations. The Ibigeewatsi Center set up separate groups for Executive Directors, Board Members and Program Directors that were interested in participating in the Peer Learning Groups. Each group was scheduled to meet once per month for six months between May 2009 and October 2009. At the May 11th orientation sessions for peer groups, the participants identified interests and then ranked them in a survey conducted by Ibigeewatsi staff Luan Wilfong and Maria Canteros, with an overwhelming interest expressed by participants to learn more about Nonprofit Marketing Tools and Tips, followed by a strong second choice to learn how to find free or low‐cost resources. These topics have guided the facilitators’ work, while still ensuring that other interests and topics can emerge during the peer group meetings. More powerfully, peer group participants report a strong desire to learn from and with their peers and to seek opportunities to share resources with one another. Since this was a desired outcome of the Hand in Hand initiative, there is evidence that good groundwork is being laid to support future networks and partnership among the NGO group. Another notable aspect of the peer learning group process is a continuing discussion of the need to market not just the services of an individual NGO, but the perceptions of the City of Richmond itself. When asking for marketing tips, respondents noted that they were particularly interested in developing a web‐based presence for their organizations and for positive perceptions of the City. Ideas for engaging other organizations included a “resource speed‐dating” event, where short presentations can be made from an wide array of resource providers, leadership training for staff (not just EDs and board members), volunteer matching programs, and opportunities to learn best practices in NGO management. The peer groups were also interested in seeing the City be more active in connecting NGOs through a shared calendar, providing motivational speakers, and highlighting “Richmond’s incredible unnoticed resources” (e.g., community gardens). A great desire to collaborate was expressed, though a collaborative infrastructure does not yet exist. 
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Prepared by ∆ creative education consulting Page 11
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 Recommendations for Next Steps Recommendations and learnings come in three categories: Administrative: Improve registration processes for intensives. If possible, create email reminders and confirm participation by telephone. Institute the same registration process for on‐site registers. Expand time between an orientation and follow up workshops, to give more people time to schedule the events in their work calendars. If possible, provide funding for additional administrative support to ensure communications between NGO clients, City staff and the consultants Infrastructure is lacking to keep a database of participants and their learnings, so if the City desires to offer a certificate acknowledging professional development, a tracking system would require additional funds and ongoing support (minimal once established.) Content Group consensus seemed to support the City’s understanding of NGO needs for technical assistance along an array of professional development activities. A diversity of supports should continue, though segmenting into “needs alike” groups may be worth exploring. There were a large number of inexperienced administrators participating, so nonprofit primers may be a valuable subset of activities offered. Resource sharing was very high on participants’ list of opportunities available through the initiative. A resource faire may be a good next step. Effectiveness The consulting team urges the City to provide follow up so that, as trainer Liz Callahan puts it, the trainings can “land,” preferably immediately after the workshops and then 3‐6 months after that to check in and see what, if anything, has been incorporated into their work practice The trainers agree as well that access to a nominal number of one‐on‐one consultation hours for each organization participating in a training is likely to increase the effectiveness of the professional development and facilitate genuine growth with an NGO. Several participants found the lack of refreshment at a 3 hour workshop to be challenging. If funds are available, water, coffee and tea should be offered for any meeting last more than 2 hours, or the location should be selected so that such refreshments are easy to purchase nearby before and after the events, or during a short break. Prepared by ∆ creative education consulting Page 12
 Concluding Thoughts The City of Richmond has put forward a powerful vision for a thriving Richmond. This vision is supported by a core belief that a thriving Richmond is not only necessary, but entirely possible. This inspiring and motivating belief is bolstered by a 21st century vision of the role Non‐Governmental Organizations can and must play in improving and enriching all aspects of the community, connecting people to their community and each other in ways they have not been connected before. By inaugurating Hand in Hand: An NGO Community Network for a Thriving Richmond, the City has embraced its role as pioneer and change agent and has taken major steps to forge new relationships with its NGOs in order to turn the vision for a thriving Richmond into reality. A path has begun to emerge where there was none before. That’s the thing about pioneers, they create the very path they seek as they move forward. The way ahead will be created in the doing, just as a path is created in the exploration. Being able to think outside the box, to learn from one another, and to begin with a focus on the positive aspects of their work were all activities valued by most participants. The diversity of Richmond was present, as was the historical memory and experience that make the City vibrant. Prepared by ∆ creative education consulting Page 13
Attachment A Hand in Hand:
An NGO Community Network for a Thriving Richmond
PROJECT GOALS Increased capacity for participating NGOs could improve how their services are viewed and delivered. Strengthened capacity could result in both broader reach and financial savings for the City. The Hand in Hand initiative supports the City’s commitment to improving the quality of life in Richmond. Hand in Hand goals include assisting an array of motivated NGOs to: o
Identify core values and how they are expressed in the NGO’s mission and in work done in the community o
Identify systemic changes (capacity building) needed to more effectively implement their mission o
Advance their skills and capacity in core infrastructure areas such as strategic planning, marketing, administration, fundraising, board development, program design and evaluation. o
Earn recognition for professional development to advance their capacity to serve the Richmond community PROJECT OVERVIEW The City of Richmond, with partners from Creative Education Consulting, The Ibigeewatsi Center, The CBO Center, and Hatchuel Tabernik and Associates (HTA), will achieve project goals through the following steps:  Launch Convening On May 11th, 35‐40 NGO’s convene to learn more about the initiative, share visions for their work in Richmond, and outline professional development strategies to support organizational goals. Breakout sessions in specific topics allow organizations to choose from a range of infrastructure‐building introductory workshops.  Follow‐Up Workshop Intensives NGOs will be able to choose from a menu of eight free 3‐hour follow‐up intensives. Participants will take away resources and worksheets to continue their skill development and implementation.  Peer Learning Groups NGO leaders may also join Ibigeewatsi Center peer learning groups, a cooperative approach where reciprocal learning takes place in an exchange of teaching and learning between participants, creating a venue for key staff members to share ideas and engage in open communication on topics of critical importance to their organizations.  Professional Development Tracking Participation will be tracked by the City of Richmond to recognize commitment to professional development and to aid in representing NGO’s capacity building work when applying for funding or seeking partners.  Evaluation and Next Steps Planning Each aspect of the project will be documented and evaluated to create a final report of learnings and outcomes, which will be used to plan the next phase of the project. WHAT SUCCESS LOOKS LIKE Strong, successful NGOs know why they do the work they do and are passionate in their beliefs that positive change is possible. Effective NGOs have the capacity to fulfill their missions and are in touch with the core beliefs that inspire those missions. More than that, they can talk with ease and conviction about the value they create in their communities in language their communities can embrace especially in times of adversity and reduced resources
AFTERNOON ORIENTATION WORKSHOPS HAND IN HAND INITIATIVE LAUNCH 
MAY 11, 2009 SESSION A BREAKOUT GROUP DESCRIPTIONS (1:00 PM) Peer Learning Group overview (Ibigeewatsi) Bermuda Facilitators: Luan Wilfong and Maria Canteros Peer learning is a cooperative approach where reciprocal learning takes place in an exchange of teaching and learning between participants. This strategy creates a venue for key NGO team members to meet, share ideas, and engage in open communication on topics of critical importance to their organizations. Participants are encouraged to bring real topics, issues and/or learning’s to share with their fellow participants. The facilitator/coach will also provide instruction and guidance in addressing topics which arise. Emerald Friendraising and Fundraising Go Hand in Hand (cec) Facilitator: Anne Smith This workshop looks at applications to 3 questions: Why is nonprofit fundraising a good field for a generalist? How do you build rapport and trust with a board, with funders, with individual donors? Why is saying "thank you" as important as asking?
Drummond BoardWorks ™Smart Steps Toward Better Governance (CBO) Facilitator: Liz Callahan
This is the board training you've been waiting for! It is designed specifically for board members and executive directors who find themselves struggling over who is supposed to do what: Is the board responsible for the strategic plan or is staff? How exactly is the board supposed to supervise the executive director when board members aren't there on a daily basis? Are executive directors really expected to report to 12 bosses? And what the heck is governance anyway? We’ll whet your appetite with a fun exercise that will help you see how clarity around roles can make a huge difference in your life as an executive director or board member. Catalina Making Evaluation Work. . . for YOU (HTA) Facilitator: Jamie Harris Learn to love evaluation, or at least use it effectively. More than just a burdensome requirement, evaluation can help you improve program quality and build stakeholder support. This session is an introduction to the stages of a meaningful evaluation cycle. Participants will begin to explore crafting relevant and measurable goals and objectives, developing data collection tools, and using their evaluation results to improve programming and build buy‐in from stakeholders. Prepared by ∆ creative education consulting Page 15
SESSION B BREAKOUT GROUP DESCRIPTIONS (2:20 PM) Peer Learning Group overview (Ibigeewatsi) Facilitators: Maria Canteros and Luan Wilfong Bermuda Peer learning is a cooperative approach where reciprocal learning takes place in an exchange of teaching and learning between participants. This strategy creates a venue for key NGO team members to meet, share ideas, and engage in open communication on topics of critical importance to their organizations. Participants are encouraged to bring real topics, issues and/or learning’s to share with their fellow participants. The facilitator/coach will also provide instruction and guidance in addressing topics which arise. Marketing and Communications: Finding Your Voice to Tell Your Story (cec) Emerald Facilitator: Belinda Taylor You know you do good work that benefits your community. But do you know how to tell that story? Find the right words for elevator speeches, newsletters, grant proposals, your Web site and press releases. Identify and market your brand effectively. This is a hands‐on workshop for executive directors and the communicators in your organization. Going from Good to Great: Transforming Your Leadership Team (CBO) Drummond Facilitator: Liz Callahan We believe it’s time to reframe the executive director/board chair relationship into an exciting, powerful, effective, satisfying partnership. Even if you have a “good” relationship, chances are both of you are working harder to protect the status quo and not rock the boat than you are turning that good relationship into a great relationship. This highly experiential workshop will give you a whole new perspective on what’s possible for your leadership team and your organization. Catalina Developing Your Theory of Change (HTA) Facilitator: Jamie Harris What is the theory of change that underlies your work? Have you articulated a clear connection between the issues, needs and strengths of your community and your organization’s chosen approach? Can you link your activities to both service outputs and the short and long‐term outcomes you hope to achieve? This session is an introduction to developing a logic model – a visual and easy‐to‐understand representation of your theory of change. Logic models are a powerful tool for communicating your goals and approach to a broad array of stakeholders. Farallon Being Strategic about Strategic Planning (cec) Facilitator: Sabrina Klein Strategy schmategy‐‐what does it mean to plan strategically? What does it get you besides a box you can check off on a grantor's list of requirements? Reflecting first on the value a strategic plan can have for your organization is the first step in developing a plan that will be a meaningful and valuable guide to your current decision making and future planning. Prepared by ∆ creative education consulting Page 16
Hand in Hand: CONSULTING PARTNERS ∆ creative education consulting provides an array of supports to organizations that aim to make the world a better place. We enable them to articulate their values and act on them more effectively. Creative education consulting services include custom designed facilitation of public conversations and meeting, trainings for NGO boards, staff and faculties, and coaching for executive directors and board presidents. Sabrina Klein, Principal Belinda Taylor, Consultant Violet Juno, Consultant Anne Smith, Consultant sabrina@creativeeducationconsulting.com belindat@mac.com violet@creativeeducationconsulting.com asmith@ggu.edu www.creativeeducationconsulting.com 510‐931‐6345 The CBO Center serves East Bay nonprofits through a comprehensive program of consulting, training, peer learning, and leadership team coaching. You can count on us to create a safe space where we can explore what is challenging you and your organization in a way that is non‐judgmental , thoughtful and creative. You can count on us to help you serve your organization’s mission, and move your organization’s mission to the next level. At the end of our time together, you can count on being in a better position to face the next, inevitable set of challenges. Liz Callahan, Executive Director liz@cbocenter.org 925‐262‐8109 www.cbocenter.org c/o John F. Kennedy University 100 Ellinwood Way, S205 Pleasant Hill, CA 94523 Hatchuel Tabernik & Associates is dedicated to providing cost effective, high quality services that help organizations improve their effectiveness, expand their services, and target their resources to improve their communities, and create a more equitable and just society. HTA offers a complete range of planning, facilitation, research and evaluation, grant writing, training and technical assistance services. We are committed to building the capacity of the public and nonprofit sectors, and to fostering collaboration, especially in the fields of education, health and behavioral health, and social services. Tim Tabernik Jamie C. Harris, Senior Consultant Chandreve Clay ttabernik@htaconsulting.com jharris@htaconsulting.com cclay@htaconsulting.com 1516 Fifth Street Berkeley, CA 94710 www.htaconsulting.com 510‐559‐3193 The Ibigeewatsi Center believes effective programs and services come from strong organizations, and strong organizations come from developing and motivating staff. The Center’s work is focused on strengthening leadership. We offer coaching, facilitation, education, and development programs for leaders, their staff, and organizations. Luan M. Wilfong, Managing Director and CEO lwilfong@ibigeewatsi.com Maria E. Canteros, Managing Partner and CFO mcanteros@ibigeewatsi.com 333 Estudillo Avenue, Suite 207 San Leandro, CA 94577 ∆
creative education consulting
www.creativeeducationconsulting.com
888‐285‐5810 x 702 888‐285‐5810 x 703 www.ibigeewatsi.com
2009