Building Capacity in Your Organization by Tom Romito, Facilitator

1
TOMSIOPENINTERVIEW
InterviewpreparedfortheInstituteforOpenEconomicNetworks(IOpen)
http://www.iopen.org
ImTomRomito.Ihavenoclaimtofame.Imjustaregularguy!
Likemostpeople,Ivereinventedmyselfatleasthalfadozentimesinmylife:musician,
athlete,journalist,soldier,bureaucrat,facilitator,healer.Well,IvefinallyfiguredoutwhatI
wanttobe.Iwanttobeabetterhumanbeing!
IllsharewithyousomethingIcareabout.
Icareaboutorganizationsthatwanttogrow.
Yousee,manyorganizations
struggle
tryingtoachievetheirgoals.Theystrugglebecause
theyfeeltheireffortsarefragmentedandunfocused.Whyisthat?Well,thinkaboutit!They
donthavemuchmoney,theirleadersaretired,andtheyhavenoplanforthefuture.Likeyou
andme,theyrejusttryingtounderstandhowtheygottowheretheyarenowandwheretogo
fromhere.Ibelievetheywouldmakeachangeiftheyjustknewhow!
Iveworkedwithmanyorganizationslikethis,andIvecometotheconclusionthattheyre
readyto
change
whenthey
feel
theyneedto
heal
.
Reader,please
think
outoftheboxwithmehere.Whatdoyouthinkitwouldtakeforthe
worldtoheal?Thelast100yearshavebeenabloodbath.Ibelievethatpeoplehavethe
powertohealeachother.
Now,Imneitherreligiousnorspiritual.Immoreofamystic.Ipracticethehealingartofreiki.
ManyreikimasterslikemetakepartinamonthlyritualcalledWorldPeaceMeditation.The
renownedreikiteacherWilliamRandpioneeredthisritual.Onthesamedayandtime,we
circletheglobewithreikienergy.Thiscreatesacontinuousbandofhealingaroundall
nations.
Canyouimaginewhatthe
future
oftheworldwouldbelikeifmorepeopledidthis?Toquote
JohnLennon,YoumaysayImadreamer,butImnottheonlyone.Ihopesomedayyoull
joinus,andtheworldwillbeasone.
BuildingCapacityinYourOrganization
2015TomRomito,Facilitator,Cleveland,OH44109USA
Email:
thomasmromito@gmail.com
Web:
http://www.tomromito.com
WhatIdlikeyouto
do
,dearreader,isinvestinthetechnologiesavailablethroughthese
interviewsattheInstituteofOpenEconomicNetworks.Theseresourcescanbeastartin
bringingpeopleandorganizationstogethertocreateaworldwidehealing.
So,youmightsay,Whatelseareyoudoing,Tom,towardthisend?
Well,Ibelievethat
organizationscangrowbybuildingonwhattheyalreadyknow
.Ihelp
themdothisintwoways.
First,Ihelpthemcreatea
dialogue
.Itsbeenmyexperiencethatinmostorganizations,
peoplealreadyhavetheknowledgetheyneedtogrow.Asafacilitator,Ijustpullitoutof
them,getthemtoshareit,andincludeeveryoneintheprocess.Gettingthemtothinkandact
togetherbuildstrustamongeachotherandwithme.
Ialsoworkwithorganizationstohelpthemcreatetheirown
brand
.Everyorganizationhasa
storytotellthatexplainsitsreasonforbeing.Theyjusthavetoturnitintoaction.Heresan
exampleofwhatImean:
In2007,IfacilitatedastrategicplanningprocessfortheAutismSocietyofGreaterCleveland.
Iaskedthemwhytheywantedtodostrategicplanning.Theysaid,Itsmandatory!Our
constituentsareourchildrenwithautismandtheirfamilies.Wehavetodiscoverawayto
buildqualityoflifeforthem.Thatintentionenabledthemtodevelopcorestrategiesto
achievetheirgoal.Improudtosaythattheyrestillusingthesestrategiestothisday!
Istartedfacilitatingin1991.Atthattime,IwasacivilianemployeeoftheUnitedStatesCoast
GuardinCleveland.TheCoastGuarddecidedtoholdaconferenceofCoastGuardunits
throughouttheGreatLakes.Thisconferencewasgoingtorequireacadreoffacilitatorsto
manageinputfromthepeopleattendingtheconference.TheCoastGuardsoughtoutpeopleon
theClevelandstafftotakeonthejobofservingasfacilitators,inadditiontotheirregularduties.
Iwasoneoftenpeoplewhoacceptedthechallenge.
WespenttwoweeksinWashington,D.C.undergoingtrainingwithaconsultingfirmcalled
OrganizationalDynamics,Inc.Therewelearnedthemechanicsoffacilitation.Whenwe
returnedtoCleveland,weplannedourroleforthefirstconference.
About100CoastGuardmenandwomenfromaroundtheGreatLakesattendedtheconference.
Weassembledtheminsmallgroupsofpeoplewhorepresentedsearchandrescuestations,aids
tonavigationteams,andCoastGuardcutters.Thenwegatheredinputfromthesegroupsusing
questionswehaddesignedtolearntheirconcernsaboutthesupporttheyweregettingfromthe
CoastGuard.DuringmytenurewiththeCoastGuard,Ifacilitatedmanyotherworkgroups,
includinghumanrelationscouncils,civilianemployeemeetings,anddepartmentalmeetings.
Email:
Web:
IdiscoveredmytruenichewhenoneofmyCoastGuardcolleaguessaidtome,Whenyoure
facilitating,youreinyourelement.Itjustseemedsonaturalformetostandinfrontof
groupsofpeople,bringforthwhattheywerethinking,andorganizeitonflipchartpaper
beforetheirveryeyes.
NowIvesaidthat
organizationscangrowbybuildingonwhattheyalreadyknow
.I
practicethreewaystohelpthemdothis:TeamBuilding,ActionPlanning,andStrategic
Planning.Allthreeapproachesaresimilarinthattheyachievethesameoutcome.They
differinthatIcantailorthemtohelporganizationswithdifferentneeds.
Now,Illsharewithyou
contentaboutmypractice
.Illspendafewminutestalkingabout
mythreecoretopicsandanumberofsupportingtopics.
Myfirstcoretopicis
teambuilding
.Icanapplyateambuildingapproachtoorganizations
thatconsistofcohesivesubgroups,suchascollaboratives.Thisworkswellwhena
collaborativemeetsforthefirsttimebecausetheywanttobecomeateam,butdontknow
how.IemployanexercisethatIborrowedfromPeterSengesbookcalledTheFifth
DisciplineFieldbook.Thisexerciseisappropriatefortheuseofbreakoutgroupsandtakes
aboutfourhourstoconduct.
Idivideeveryoneintheorganizationintofourgroupsanddirectthemtocongregatein
separateareas.Iassigntwogroupsthequestion,Inordertobecometheorganizationthat
youwanttobe,whatdoyouneedtodothatyourenotdoingnow?Itellthemtogenerate
ideascalledvisionitems.Iassigntheothertwogroupsthequestion,Inordertobecomethe
organizationthatyouwanttobe,whatdoyouneedtododifferentlyfromwhatyouredoing
now?Itellthemtogenerateideascalledchanges.Thegroupsgenerateasmanyvision
itemsandchangesaspossiblein30minutes.
Allfourgroupsreassembleandreportbacktothewholegrouptheirtopthreevisionpriorities
andchangepriorities.Withmyhelptheyconsolidatetheirprioritiesintoonelist.
Finally,withmyhelp,thewholegroupdevelopsanactionplantoimplementtheirpriorities.
Theactionplanincludeswhattheyaregoingtodo,whoisgoingtodoit,andwhentheyare
goingtodoit.Someonecommitstochampioningeachactionitem.
IfacilitatedtheMinorityHealthRoundtableofGreaterClevelandthisway.Iranintooneof
theroundtablemembersyearslaterwhosaidtheyweresoexcitedaboutthatexperiencethat
theywerestilltalkingaboutit!Theyhadbec0meateam!
Mysecondcoretopicis
actionplanning
.Idoactionplanningwithorganizationsthatare
alreadyseasonedandhighperformingandjustwanttorefocustheireffortsforthenextyear.
WhenIstepinfrontofagrouplikethis,Ihavefourflipchartsbehindme.ItellthegroupthatI
Email:
Web:
donthaveanagenda.Itellthemtheydo,itsintheirheads,andmyjobistopullitoutof
themandgiveitshape.ThenIaskthem,So,whyarewehere?Theycomeupwithalistof
fivetotenobjectivestheywanttoaddress.
Onebyone,weexaminetheagendaitemsandIcapturetherelevantcontentonmyflip
charts.Almostimmediately,actionitemsbegintoemerge.Itransferthemtoanactionplan
templateshowingWhat,Who,andWhenforeachactionitem.TheWhatdefinestheaction.
WhoandWhenassignaccountability.Later,Ifollowthroughbysendingtheactionplantothe
groupleaderelectronically.
AnexampleofthisisanorganizationinClevelandcalledtheBrooklynCentreNaturalists.A
strategicdoernamedGloriaFerrisleadsthisgroup.Theirgoalistogetresidentsand
businessesinvolvedinprotectingwildlife,plants,andtreesinordertohelprevitalizetheir
community.Ivebeenfacilitatingtheirannualactionplanningupdateforsevenyears.Each
year,theybecomemorefocusedonachievingtheirgoal.
Mythirdcoretopicisstrategicplanning
.Strategicplanningworksbestforanorganization
thatsastartup.Ormaybetheyjustwanttocometoconsensusontheirfuture.Iusea
processthatIadaptedfromabookentitledStrategicPlanningforNonprofitOrganizationsby
MichaelAllisonandJudeKaye.Thisprocessconsistsoftensteps.
Ihavefoundthatmanygroupsusethetermsofstrategicplanninginterchangeably,andIthink
thisisdetrimentaltobuildingconsensusonanything.ThetermsImtalkingaboutare
goal,
barrier,mission,vision,strategy,objective,andaction
.WhenIengageagroupin
strategicplanning,Imakesurethatwerethesamepageaboutwhatthesewordsmean.
Forexample,myfirststepishelpingtheorganizationsetits
goal
.Manyorganizationsbelieve
thatthegoaliswhattheydo,andthattheyhavemanygoals.Imaintainthatthegoaliswhy
theorganizationexists,andthattherecanbeonlyonegoal.Considertheworldofmartial
arts.Therearemanystylesinthemartialarts,suchaskarate,judo,andtaekwondo.Allof
themaredifferentpathstothesamegoal.Theirgoalistounifymind,body,andspirit.In
strategicplanning,Igetagrouptoagreeonwhatitsgoalis.Iexplainthateverythingelsewe
doduringthestrategicplanningprocessmustsupportthatgoal.
Recently,IvisitedMitchellsIceCreamstoreandnoticedaposteronthewall.Itsaid,quote,
Oursinglegoalistomakethebesticecreamyouveevertasted,unquote.This
organizationknowswhatitexists!
Second,Ihelpthegrouplistbarriersthatimpedeitfromachievingtheirgoal.Wealsolist
strategiestheyhaveusedorareusingtoremovethebarriers.Thisway,weacknowledge
theireffortstoachievethegoalontheirown.
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Next,wecreateastatementoftheorganizations
mission
.Themissioniswhatitdoes.
Thenwecreateastatementoftheorganizations
vision
.Thisishowitseesitselfinanideal
world.
Next,wedevelopa
plantogatherinformation
frompeopleoutsidetheorganizationwho
haveaninterestinit.AllisonandKayecallthemexternalstakeholders.Forexample,they
maybecustomers,suppliers,orpublicofficials.Thisinformationhelpstodeveloppotential
strategiesforremovingthebarriersthatimpedetheorganizationfromachievingitsgoal.I
guidethegrouptowardconductinginterviews,focusgroupsandsurveysinordertocollect
thisinformation.
Oncewehaveexecutedtheinformationgatheringplan,Icondenseallofthisinformationinto
amatrixthatlaysoutthestakeholdersperspectivesoftheorganizationsstrengthsand
weaknesses,opportunitiesavailabletoit,andthreatsitisfacing.Usingbreakoutgroups,we
watchpotentialstrategiesemergethatwillenabletheorganizationtobreakdownthebarriers
thatimpedeitfromachieveitsgoal.Atthispoint,thegroupparticipantsareworkinghard.
Thenwecondenseallofthepotentialstrategiesintothreetofivecore
strategies
.Theseare
statementsthatdescribewhattheorganizationneedstodotoachieveitsgoal.Allother
potentialstrategiesthatdontmakeitascorestrategiesbecome
objectives
thatsupportthe
corestrategies.
Next,wemoveintotheactionplanningstep.Ifpeoplewereworkinghardbefore,theyre
really
workinghardnow.Aswithteambuildingandactionplanning,someonehastotake
responsibilityfordoingeach
action
.Otherwise,everyoneisaccountable.Thatmeansno
oneisaccountable,andnothingisgoingtogetdone!Finally,Idraftastrategicplanning
documentthatcapturesallofthesesteps.ThenIdeliverthedocumenttotheorganizational
leader.
Myactiveroleinthestrategicplanningprocesswiththeorganizationisoveratthispoint.
However,Istayintouchwiththegroupandoffertohelpthemimplementtheirnewstrategic
plan.
HeresanexampleofanorganizationIworkedwithwhereIemployedallthreeofmycore
practices.Thisgrouphadaninterestinghistory.OnthesouthernshoreofLakeErie,there
aremanmadeextensionsoftheshorelinejuttingoutintothelakecalledContainedDisposal
Facilities.By2000,oneofthemwasfullofdredgefromtheCuyahogaRiverandithad
becomeovergrownwithvegetation.Manyconservationgroupsralliedaroundthecauseof
preservingthissitefromfurtherdumpingordevelopment.Theywantedittobecomeanature
preserve.Theyweretotallyunorganizedandunfocused.Iworkedwiththemon
team
building
andgotthemtoachieveconsensusonwhattheywantedtodo.Theywereamazed
thatIgotsuchalargeanddiversegroupofpeopletoagreeonanything!
Email:
Web:
Eventually,theydecidedtocallthemselvestheEnvironmentalEducationCollaborative.I
facilitated
anactionplanning
processtohelpthemfurtherfocustheirefforts.The
collaborativefinallyaskedmetofacilitatea
strategicplanning
processtohelpitdecideits
future.Oneofthecorestrategiesitdevelopedwastodisbandifiteverachieveditsgoalof
preservingthesite.Then,in2012,theClevelandCuyahogaCountyPortAuthorityopened
thesitetothepublicasapreserve.Thecollaborativerealizedithadachieveditsgoaland
disbanded.Sothisorganizationnotonlyachieveditsgoal,butworkeditselfoutofajob!I
believethisistheultimategoalofanynonprofitorganization.
NowIlldescribeseveraltopicssupportmycorepractices.
Oneis
capacitybuilding
.Allorganizationsmustbuildcapacity.Iseethisasthepowerto
surviveandthrive.EverythingIdoasafacilitatorpointsthemtowardthis.Perhapsthemost
importantfactorincapacitybuildingIknowofistheabilityto
managegroupdynamics
.Icall
itworkingagroup.PeterSengecallsit
skillfuldiscussion
.Eitherway,theideaistohelpa
groupachieveclarityinwordsandthought.
Yousee,manygroupswastetimebecausetheycantagreeonanything.Ihelpthem
overcomethatproblembyraisingquestionsthatdonthavehardandfirmanswers.I
demonstratethisbehaviorfortworeasons.First,itgetspeopletofocusonwhattheyre
saying.Second,itencouragesthemtoaskeachotherthesamequestionsIask.
Letssaythatsomeonehasjuststatedanopinion.Imayask,Whatledyoutohavethat
pointofview?Or,Howdidyouarriveatthatconclusion?Whensomeoneusesan
unfamiliarword,Imightask,Whenyouusethatterm,whatareyousaying?Ifthegroup
seemsstuck,Imightask,Whatdoweagreeon,andwhatdowedisagreeon?
InoneworkshopIfacilitated,agroupmembermadeastatement,andsomeoneelseasked,
Whydoyoufeelthatway?ThisisexactlythebehaviorItrytofoster.Itsnotas
commonplaceasyoumightthink.Manygroupswillletanythingpassbecausetheyjustwant
themeetingtoend!
Anothertopicthatsupportsmycorepracticesis
systemsthinking
.Systemsthinkingis
importantbecausesocietyisoverwhelmedwithcomplexity.Nooneandnoentityisimmune
toit.Thisiswhyorganizationsfeelsomanybarrierskeepthemfromachievingtheirgoals.In
turn,thatswhytheireffortsarefragmentedandunfocused.
PeterSengeexplainssystemsthinking.Hesaysthattheforcesorganizationsfaceare
interrelated.Theyarenotmutuallyexclusive.Soyoucantdealwiththeminalinearfashion
oroneatatime.Youhavetoseehowtheyintersecttocreateaproblemandultimatelysolve
it.
Email:
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Heresanexampleofhowsystemsthinkingworksinmypractice.Imentionedearlierthat
duringmystrategicplanningprocess,Ihelpagrouplistbarriersthatimpedeitfromachieving
theirgoal.Usingthebarriersthemselves,wedevelopstrategiestobreakthemdown.Here,
thebarriershavecreatedtheproblem,andhavealsocontributedtothesolutiontoremove
them.Thisissystemsthinkinginaction!
Irecentlycameacrossanotherconceptthatsupportsmypractice.Itscalled
Managingto
Outcomes
.AuthorMarioMorinopioneersthisconceptinhisbookLeapofReason:
ManagingtoOutcomesinanEraofScarcity.Theideaisthatsomeorganizationswantto
makeadifference,butdontmeasurethegoodtheydoforthosetheyserve.Asaresult,they
dontlearnandimprovewhattheyredoing.
Tellme,whywouldanyorganizationnotwanttomeasureitsownperformance?Well,Ithink
thatsbecausetheythinkthatmeasurementwouldbecomeanotheractivity,anotherproject.
Whosgoingtodothat?Everyonewhohasapassionfortheorganizationisalreadycarrying
theload.So,collectingdatafallsbythewayside.
Toillustratethis,Illtellyouastory.AnorganizationIworkedwithhasthegoalofeducating
thepublicaboutconservationofthenaturalworld.Theyconductactivitiessuchasprograms
andfieldtrips.Askthemhowwelltheydothis,andtheysay,Werecreatingawareness.
Askthemhowtheyknowthat,andtheysay,Becausepeopleattendourprogramsandfield
trips.Thisiscircularthinking!Itkeepsthemfromimprovingwhattheydobecausetheydont
reallyknowhowwelltheyredoingit.
MarioMarinoexplainsthatanorganizationlikethiscouldsolvetheproblembyusingalogic
model.Alogicmodelfeaturesobjectives,activities,andoutcomes.Iftheywentbeyond
objectivesandactivitiesbymeasuringtheoutcomesofwhattheydo,theycouldimprovetheir
deliverymethods.Onewaymightbetosurveypeoplewhoattendtheiractivitiestofindout
whattheythinkaboutwhattheydoandhowtheydoit.
IbelievetheycouldmakeMarioMarinosleapofreasonifsomeonewouldchampion
outcomesthinking.Oncetheystarteddoingperformancemeasurement,itwouldbecome
imbeddedintheirculture.Thenleaderswouldbeabletolookatthedataandsay,Okay,
hereswhatweneedtodotomakeadifference.
Ienjoyhelpingorganizations
developafundraisingstrategy
.Manygroupsthatare
strugglinghavetheattitudethatiftheycouldjustgetagrant,everythingwouldbeokay.I
actuallyheardsomeonesay,Whatdoweneedmoneyfor?Well,somejusthavetopaythe
rentandkeepthelightsburning.Otherswanttopublishanewsletterandpayforprograms.
Thesethingsdontneedalotofmoney,buttheydoneedsome.Ifyourorganizationsurvived
therecentrecession,youknowthatasteadyinfluxofrevenuewillkeepyougoinginhard
times.
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Allorganizationsshouldstudytheirperformanceinfundraising.Theyshouldevaluatethe
receptivenessofpeopletheymakeappealsto.Theyshouldconsistentlyusetraditional
methodslikeannualappeals,funddrives,writinggrantproposals,anddirectappealsto
potentiallybigdonors.
Icanhelporganizationsdevelopafundraisingstrategythroughteambuilding,action
planning,orstrategicplanning.TheapproachIusedependsonhowseasonedandhigh
performingtheyare.
Anothertopicworthwhiletodiscussis
groundrules
formeetings.Withoutgroundrules,
meetingscanbecomechaotic.Theyhelptomaintaindecorum.Mostorganizationsset
typicalgroundruleslikeDontinterruptoneanotherandRespecteachothersviewpoint.
Thesearefine.IsetafewgroundrulesofmyownthatIdontnecessarilyannounceto
anyone.
Forinstance,whenIfacilitateameeting,Istartthemeetingontime.Irespectthosewho
showupontimebystartingontime.
WhenIfacilitategroup,everyoneworks.Ipracticetheprincipleofinclusion.ThismeansIget
everyoneintheroominvolvedinthediscussion.Ijustdrawthemout.Inmymeetings,
nothingisfree.Ikeepeveryoneengaged,alert,andcontributingtotheresult.
Mymeetingsalsoendontime.Whentheannouncedendingtimecomes,weredone.Thats
becauseIpushthegrouptocompletetheworkbythen.
Anotheroneofmycontenttopicsis
focusgroups
.Organizationsthatwanttogrowneedto
knowhowtheoutsideworldperceivesthem.Iconductfocusgroupstohelpthemgainthis
knowledge.Todothis,Irecruitfivetotenpeoplewhoarenotintheorganizationbuthavean
interestinit.Ialsoscheduleatwohourblockoftimeandameetinglocation.
WhenIfacilitateafocusgroup,Iaskafewquestionstogetpeopleinvolvedinthe
conversation.Iaskpeoplewhattheyknowabouttheorganization.Iaskthemwhatitshould
doforthem.Iaskthemwhatshouldbetheorganizationshighestpriorityforimprovingitself.
Iusethisdatatohelptheorganizationdevelopstrategiesforachievingitsgoal.Thisoccurs
duringastrategicplanningprocess,asIdiscussedearlier.
IllsharemoreoftheinformationIvediscussedtodaywithyouandorganizationsthatwantto
grow.YoucanreadwhitepapersIvewrittenaboutallthesetopicsonmywebsite.
Beforeclosingthisblog,Illtieupafewlooseends.
Atrootinallofmyworkismyinterestin
buildingrelationships
.Callitnetworkingifyou
wish.Ibelievethatsolidrelationshipsarethefoundationofbuildingtrust.Toillustratethis
point,Iwilltellyouanotherstory.
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IwaspresidentoftheWesternCuyahogaAudubonSocietyfrom20032013.Duringthat
time,weconductedafiveyearsurveyofbreedingbirdsintheRockyRivervalley.Inthe
fourthyearoftheproject,weneededaninfusionoffundingtokeepitgoing.
Ireachedouttoseveralpotentialbigdonors.Theyalldeniedmyappeal.Theysaidour
projectdidntrisetotheleveloftheirfundingpriorities.Iturnedtoonemoreperson.Thiswas
awomanwhohadservedonseveralboardsIhadfacilitatedovertheyears.Iaskedherif
shecouldhelpusandshesaid,Tellmewhenandhowmuch.Iwasastonished,butIknew
thisneverwouldhavehappenedhadInotbuiltarelationshipwithherandgainedhertrust.
The
nextenterprise
Iseeformyselfistoplanandconductaseminarforpeoplewhowantto
learnwhatIknow.Iseethishappeningthisyear.Inpreparing,Iwillseekinsightand
guidancefromseriousthinkerssuchasthefoundersoftheInstituteofOpenEconomic
Networks.
Iusea
guideline
inmycorework.ItsthekeywordSMART.Ilearneditfroma
managementcoachnameSusanCucuzza.Itsanacronymforasetofmetricseverygroup
mustobserveifitgoingtoachieveitsgoal.AnyactionagroupundertakesmustbeSimple,
th
Measurable,Actionable,Realistic,andTimebased,orSMART.Thenoted20
century
managementtheoristPeterDruckergavecredencetothisguidelineinhisbookentitledThe
EffectiveExecutive.Hewrote,Unlessadecisionhasdegeneratedintowork,itisnota
decision,butatbestagoodintention.Theactiontocarryitoutshouldbeascloseas
possibletotheworkinglevelandassimpleaspossible.
AsIvementionedinthisinterview,Iveworkedwithanumberof
collaboratives.
They
typicallyconsistofmanyorganizationswithcommoninterests,suchashabitatpreservation,
healthcare,andcommunitydevelopment.Theywanttobuildconsensusonwhattheywant
toachieve.IbringtobearmycoreworkinTeamBuilding,ActionPlanning,andStrategic
Planningtohelpthemdothat.
Illtellyouaboutthe
mostrewardingwork
Ivedoneasafacilitator.Irecentlyconducteda
strategicplanningprocessthatinvolvedthecommunitydevelopmentofficeandthe
communityadvisorycouncilontheNearWestsideofCleveland.Thesetwogroupsasked
metohelpthemlearnwhattheresidentsneedinordertoimprovequalityoflifeinthe
community.Theprocessresultedinseveralcorestrategiesthatwillservethecommunityfor
yearstocome.Weexpecttoseeresidentsandbusinessesworkingtogetheroneducation,
safety,health,housing,cleanliness,andlanduse.Wealsohopetoseejobcreationand
revitalizationofourneighborhoods.
Inconclusion,dearreader,pleaserememberthatallorganizationscangrowbybuildingon
whattheyalreadyknow.Alltheyhavetodoisshareitandputitintoaction!
Email:
Web:
10
IamgratefultotheInstituteofOpenEconomicNetworksforthisopportunitytosharewhatI
careaboutwithyou.
Thanksforreading!
Email:
Web:

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