October 26, 2009

Message From the Chair Emeritus—Richard Johanson
Last Tuesday a number of partners convened a Community Conversation Forum. Approximately forty private and public sector leaders came together to attempt to gain a “level set” understanding of the many issues we face and a framework we can use to align resources behind shared goals. The session was ably moderated by Kurt Madden, a community leader who serves in all three spheres (economic, infrastructure and human development) and is a steward of the whole. While differences in thinking and approaches to solving problems were rightfully expressed, there was an underlying unity of purpose and intention to create a better tomorrow for all. One of the major conclusions reached is that we can’t hire others to cure our civic illnesses. We are our own doctors. As an example, we learned that in a decade FUSD students have gone from 58% living in poverty to 81%. This is unacceptable and affects everyone in our community. Changing this circumstance will require a commitment from people in every sphere to work together. Tomorrow’s generation is depending upon our wisdom and commitment to improvement. The session-ending conclusion was recognizing if we think we can achieve our goals alone, our vision is too small.


Shared Themes—Community Forum, San Joaquin Partnership Summit
A common theme emerged at two meetings last week—the importance of steward leadership. Einstein told us we cannot solve a problem at the level of thinking that created it. Whether its water, safety, education, or economic development, if we only come together as self and single interests, we spend precious resources fighting to get more, rather than focused on long term solutions to serve the whole. Interdependence means problems do not confine themselves to one jurisdiction or interest any more than smoke paid attention to nonsmoking sections on an airplane. Our region is demonstrating through the Partnership that together we can accomplish much more. One of the gubernatorial candidates emphasized, “We are all Californians.” A key question is how do we create governance models that reflect this belief? Fragmented thinking and acting got us here. What would a “CEO function” that served the whole look like locally, at the regional level, at the state level and at the national level?


Key Thoughts on Water From the Partnership Meeting
...The amount of water available is static—97% comes from precipitation.
...Every region has different water needs and resources.
...The amount of water permits issued far exceeds the amount of water available.
...Regional antagonism drives the water wars.
...The solution must be based upon co-equal values—water supply reliability and improved and protected Delta eco-system.
...The state is close to a solution largely due to the ability of the San Joaquin Valley to remain united rather than fragmenting along single interests. (The Partnership is a platform to unite, lead, and change the way the public’s business is done.)
...We are in this mess because of all of us. Rather than clarity of purpose, we have 200 state and federal agencies engaged in water issues. When everyone is involved; nobody is in charge and nobody is accountable.
...There is no piecemeal solution—there must be a complete solution.

October 19, 2009

Message From the Chair Emeritus—Richard Johanson
Is there anything more American than October and the excitement of all of the festivities surrounding the World Series? While baseball may be our national pastime, I would submit that for many of us it does not overshadow our year around determination to win our own pennant by leaving this a better place than we found it. Most of us can only superficially try to comprehend all of the good work taking place in our community as we have learned the skills of collaboration and the power of shared visions. To attempt to do so is to begin to understand the depth of the commitment of all of those who care enough to give so much. As we watch the progression over the next couple of weeks to see which team shall emerge as our baseball champions, let’s not overlook our own champions among us who work unendingly without public acknowledgement in creating a brighter tomorrow for all who are among us and will come after. They are our real heroes.

Embodying the Community Values Through Insight and Practice
As a way to deepen our understanding of Community Values and strengthen our resolve to act in accordance with them, at each board meeting we discuss one of them. At last week’s meeting, Hal Bolen offered some thoughts about the value “Commitment to Resolving Conflict.” The value’s description notes that conflict is inevitable as we have differing world views and life experiences. It also acknowledges that conflict is often required to achieve the best outcome. The challenge is learning the skills to use conflict as an asset to help clarify a strategy or build motivation. As part of his presentation, Hal offered 8 steps to resolve conflict: 1) Know thyself and take care of self, 2) Clarify personal needs threatened by the dispute, 3) Identify a safe place for negotiation, 4) Take a listening stance into the interaction, 5) Assert your needs clearly and specifically, 6) Approach problem-solving with flexibility, 7) Manage impasse with calm, patience and respect, 8) Build an agreement that works. Imagine how quickly positive changes would happen if we all mastered the art of conflict resolution. By doing so, we would “be the change” and help spread this skill throughout the community.

FBC Board Endorses CA Forward 2010 Reform Plan
So often when we blame people, the real problem is context and structure. The CA Forward reforms are intended to insure that community interests are placed ahead of single interests, protect local funding and deliver better outcomes. Other states and successful businesses have already shifted to results based budgets and a focus on long term, collaborative strategies. This thinking has also moved to the local level in some cities, regions and counties. The shift will allow cities, counties, school districts and others to work together to solve community problems and overcome the industrialized, silo model of thinking, funding and acting that has prevented innovation and collaboration for so long. “If you can achieve your goal alone; your vision is too small.” For more information, the CA Forward website is www.caforward.com

October 12, 2009

Message From the Chair Emeritus—Richard Johanson
As we celebrate Columbus Day it is worth dwelling upon the similarity between the reality of Christopher Columbus traversing a vast ocean in a few frail boats to reach his destination and our ongoing journey to cross our extended community’s lake as a broad-based coalition dedicated to arriving at our vision for this region. While “Uncle Chris” used sails and oars to propel his tiny fleet, our armada is akin to a large contingent of ducks. From above we may appear to be gliding calmly across the water when in reality underneath the surface we are paddling feverishly. We shall reach our destination not because we made short lived waves and splashes upon the surface but because we mastered the art of propelling ourselves forward by paddling in the same direction together. The next time you see one of your fellow ducks, give each other a quack.

From Ruben Navarrette to John W. Gardner—The Same Message
The mission of the FBC is to transform our community from good to great, inspired by the book Good to Great by Jim Collins. Implicit in this idea is whether it is a company or a community, greatness requires a commitment to excellence. “Excellence implies more than competence. It implies a striving for the highest standards in every phase of life…in every endeavor and sector…in short, universally.” In a recent column, Navarette contrasted the work ethic of his immigrant grandfather with himself and came up short. He challenged all of us to let go of playing the victim or thinking you are entitled. As Gardner noted in his book, Excellence: Can We Be Equal and Excellent, Too?, The best kept secret in America today is that people would rather work hard for something they believe in than live a life of aimless diversion. The growing number of volunteers and philanthropists in Fresno are a testament to the truth of this statement made in 1961.

School/Business Partnerships Reception—A Win/Win/Win Proposition
We are looking for businesses that want to have a substantial positive impact on their community. Today in our schools we are preparing the next generation of community and business leaders. We need businesses to consider adopting a school in a partnering relationship. Any size business can participate in a school partnership and the rewards to the school and the business are substantial. It is a chance to positively affect the lives of the youth of Fresno. You are invited to a reception at The Shops at River Park, (west end of the Plaza opposite Edwards Theater near REI) to provide you with an opportunity to learn more about these partnerships. The reception is being hosted by the Joint Task for School Business Partnerships, of which the Fresno Business Council is a member. There will be good food and information provided to you in equal measure. You do not have to make any commitment beyond giving us an hour or so of your time. The reception is on Thursday October 22, 2009 at 4:00 PM. If you plan to attend or would like additional information please RSVP to Mike Wilhelm at 490-0950 or mwilhelm@w2lg.com.

October 5, 2009

Message From the Chair Emeritus—Richard Johanson
Some day I hope that future generations will be able to look back upon our era and find recorded how we were able to transform this region from the “Appalachia of the West” into a vigorous center of prosperous economic activity. Therein they will find that the key to our transformation was capitalizing and leveraging the opportunity to live within a multicultural environment and accepting that those things that united us were far more important than those things that divided us. While this transformation is still a work in progress, it is the shared commitment of many individuals to abide by the standard of behavior called for by the community values that has made change possible. May it be our legacy that silo based philosophies and crude accusations against those with differing opinions will one day be only footnotes in the history books of those who will come behind us.

Workforce Investment Board (WIB)—Steward Leadership in Action
The first issue of the New Valley Times was issued in 2002 with a dateline of 2015. This newspaper, delivered alongside The Fresno Bee, was filled with stories of success across every sector. Embedded in every one was the notion of compound interest, a commitment to the long-term, not just short-term results. Years ago WIB was a reactive, human services program that “prepared people for jobs that didn’t exist.” Today, thanks to the early commitment of Chamber leaders and the strong staff leadership of Blake Konczal and Pam Lasseter, the Fresno WIB is considered exemplary. Their adopted WorkKeys System, measures skills across a wide workplace spectrum, guides participants in matching their skills to specific careers and provides certificates that can be used in the hiring process. This win/win, matchmaking approach led to the creation of the Central California Career Readiness Certificate which is supported by nine WIB’s across 14 counties, community colleges and Fresno State. The work was done through a grant from the San Joaquin Partnership. Today’s WIB mirrors similar long term results of stewardship and collaboration in other organizations.

Results—Quantitative and Qualitative
To prepare for a December opportunity to share stories about Fresno with regional leaders from across the state, we are assembling a list of accomplishments that have resulted from our shift to steward leadership. The list is impressive and humbling. The WIB story helps to explain why numbers alone are an inadequate measure of success and are easy targets for cynics, single interests and spectators. While unemployment remains too high and many are ill equipped for the workforce, changing the underpinnings of the economy and education are long term endeavors. The fact that our region is aligning resources, interventions have occurred in major institutions, we continue to gain expertise in collaboration, and more people are engaging is strong evidence of the qualitative changes happening in our community. We are changing the way we think and act in terms of issues, solutions and one another. Cultural change—how we do the community’s business--is sustainable change. We are collectively developing the skills of innovation, resilience, adaptability and collaboration stemming from a one page contract—the community values.

September 28, 2009

Message From the Chair Emeritus—Richard Johanson
The more I learn about this region’s collaborative efforts, its interactive programs and its commitment to higher community values, the more my mind goes in circles. It was not that many years ago that the Fresno Business Council dropped its first pebble into our civic environment lake and created a noticeable ripple on its smooth surface. Today that same surface is covered with ever expanding and deeper penetrating concentric circles created by the impact of larger and larger pebbles being dropped upon it. For this we owe appreciation to the dedication of all of those who are involved in creating a measurable improvement in our social and economic wellbeing throughout ever expanding parameters. As you read this Bulletin and other sources to which it refers, see if you, too, don’t agree. The chances are you’ve helped create one or more ripples yourself.

Structures for the 21st Century
There have been a variety of books describing at will organizations based upon partnership, personal responsibility and empowerment. Many believe that in the rapidly changing, global economy of the 21st century, we must master this form of organization in both the corporate and community domains to thrive. Dee Hock, founder of VISA, wrote a book entitled One From Many: VISA and the Rise of Chaordic Organization. His book provides some answers to questions about aligning diverse organizations and individuals behind a shared purpose that is in their collective self interest. He also explains how to create a culture that empowers individuals to make good decisions in real time in the field. Central to making such an organization work is the character of the people. “An organization, no matter how well designed, is only as good as the people who live and work in it.” In other words form, control, bureaucracy and hierarchy are no match for individual motivation and mutual trust. The execution of the RHI and HII are terrific teachers of this art.

Human Investment Initiative Moving to Neighborhood Level
When the HII action plan was printed, the words “preliminary version” were included on every page. John Dewey’s insight, "We learn by doing after we have reflected on what we have done," captures the courage to try new approaches coupled with the humility to learn to fail fast. As many heroic attempts to address poverty fill history books, who would dare to try yet again. What have we learned so far? A couple of key lessons:
• Hope and trust must precede accountability. The HII is about relationships built over time based upon respect and truth telling.
• The field of neuroscience offers tools historically unavailable. Understanding how trauma affects brain structure and function underscores the importance of preventable trauma and offers a path to healing.
• No one sector can effectively address poverty; nor are solutions linear or easily measured. This challenge requires simultaneous economic, social, infrastructural, systemic, and individual changes.
• We cannot talk our way out of a problem we behaved ourselves into individually and collectively. Success is about long term commitment and relentless action.

September 21, 2009

Message From the Chair Emeritus—Richard Johanson
Does it seem to anyone else that we are in danger of redefining the definition of democracy? This Business Council was founded on the premise that a better way needed to be developed to bring people with divergent views to a common table. Recently we have seen examples of the emergence of another definition of democracy which I choose to call despotic democracy. Philosophical extremes from all across the political spectrum proclaim themselves to be passionate believers of democracy so long as everyone agrees with their position. It is the ongoing challenge of this Council and its allies to ensure that all viewpoints on major issues have an opportunity to be evaluated through a non-partisan democratic, not dictatorial process. God Bless Democracy.

California Dreamers (Excerpts from an article by Benjamin Schwartz)
Kevin Starr, thought to be California’s best historian, has written eight books about the Golden State collectively titled Americans and the California Dream. With great detail his series covers the events, influences and people that made California an international symbol of the “good life”, not just for the outliers, but for a large and growing middle class. Why did the dream end for so many? Starr notes that today, the good life is available but only to those who are “fiercely competitive”, the most gifted and ambitious regardless of their background. As Schwartz concedes, “…most of us are merely ordinary.” The question many are trying to answer is how do we rebuild access to the tools and opportunities that yielded a strong middle class? Starr pointed out that historically comprehensive high schools had commercial, vocational, and college prep tracks and a sense of common experience and mutual respect among young people heading in different directions. As we execute the Human Investment Initiative, the honoring of unique talents and abilities is a central tenet along with restoring multiple pathways to achieving economic self reliance.

Oregon Business Plan—A Comprehensive to Create More Quality Jobs
Last week, regional stewards from across the state met with Jim Meyer, CEO of Fresno Forward, to discuss structural, systemic and programmatic renewal in California. One topic was a potential emulation of the Oregon approach—craft a community agenda and execution strategy to strengthen traded-sector industries, those that sell their goods and services primarily out of state thus creating jobs and resources to benefit local communities. The plan focuses on the 4 P’s—people, place, productivity and pioneering innovation. They added a 5th P—public finance—to underscore the importance of strategic investments in the infrastructures that grow jobs, educate people and create a high quality of place. Political platforms are often long on vision and goals and short on execution strategies and alignment of the people needed to deliver results. Imagine a gubernatorial platform that named names, specific strategies and demonstrated the philosophy of stewardship—partnerships and empowerment. For more information go to www.oregonbusinessplan.org.

Upcoming Meetings & Events
Thursday, September 24 at 7:30 AM—Executive Committee at Deloitte
Tuesday, October 13 at 7:30 AM—Board of Directors at Fresno Pacific North

September 14, 2009

Message From the Chair Emeritus—Richard Johanson
As Dick is out of town, I decided to share his principles for living that he included in his first book, A Passion for Stewardship: The Legacy of a Generation. Dick has served as the FBC torchbearer since its founding in 1993. He has inspired many to grow beyond narrow concerns into stewards of the whole. He listed the following thirteen principles at the end of his book: 1) Trust and be trusted; 2) Have some heroes; 3) Acknowledge Your Frailties; 4) Accept some challenges; 5) Set the bar carefully; 6) Create a sense of urgency; 7) Don’t just care—act! 8) Adopt a code of conduct; 9) Have a confidant; 10) Find a mentor; 11) Never stop learning; 12) Love kids; 13) Be inspired--be inspiring.

Connecting and Leveraging Resources Locally, Regionally and Statewide
Understanding how a community works, how to measure and achieve success and developing the skills and abilities necessary to serve is a humbling challenge. For more than a decade, we have sought to do just that in partnership with other regions across the state of California. At the outset, there was a general understanding that the “three E’s” were essential building blocks for a strong community—economy, environment and equity. However, most leaders understood one, sometimes two of these domains. Few had working relationships across them. Over time, many of the regions have built networks of relationships within each sphere and across them. In Fresno, we added a fourth circle to encompass the whole and a new operating system, the Community Values, to build trust. Stewards look through this larger lens to discover ways to link, align and leverage resources so that all might thrive. If you serve on a board that might have an interest in learning more, let us know.

Firing Up and Stoking the Engine—Why A Strong Private Sector Matters
A successful life and community requires many kinds of literacy. An absence of financial and entrepreneurial literacy often lies at the center of failure. Blame and quick fixes are distractions. The Kauffman Foundation is devoted to personal and economic entrepreneurship. One of their recent articles offers a path forward both in terms of rationale and specific policies to shift resources and alignments across fundamental arenas. The key areas include education, workforce, infrastructure, intellectual property, taxes, and commercialization of university innovations. If you are interested in the full policy dialogue, it is available upon request.

Neighborhood Based Transformation
There are many ways people have tried to address poverty and its many symptoms. There is a growing emphasis on a Four Sphere approach recognizing the importance of a concurrent focus on the economy, the quality of place, leadership development and removal personal barriers. Many participants are seeking an effective balance between personal and community responsibility—empowering individuals while changing the context. A special thank you to Doug Davidian, Lee Ayres, Kris Walter, Kurt Madden and Ken Newby who are applying their entrepreneurial skills and diverse experiences to this difficult and long standing challenge.