[Oe List ...] Communication from ICA-USA Board on Restructuring

[larry at icatw.com]

Dear Judy,

I appreciate the effort and struggle of the board.  I also appreciate 
the irony of the first sentence in which you state we are a leader in 
participation and then list all the decisions made unanimously by the 
board with no staff participation at all.

This does not mean I disagree with the decisions but the clarification 
of your process needed to be surfaced rather than concealed in 
politeness.   I will preface the following statements the fact that I am 
biased and subjective because I have family members abruptly and 
directly affected by your decisions.

The years of not dealing with the situation both by the board and the 
staff have lead to your feeling of “no choice” so I respect that this is 
the only decision you felt you could make.  I do not understand the need 
to be particularly harsh in the sense of 2 weeks severance pay and no 
notice after years of service.

Perhaps my data is incorrect or the behavior I am referring to was 
affected by the agents of the board without your knowledge it is 
difficult for me to be sure since the objective reality of your 
decisions and their immediate impact on the lives of the staff have not 
been illuminated beyond your note – I am trying to figure our who was 
actually fired including the rationale and consequences.  You stated 40% 
but I have not seen the comprehensive model or consequences simply the 
"trust us, it was necessary" note from the board.

As far as I understand - At least in Chicago, all ICA Staff related 
directly to ICA programs, which are not presently under contract have 
been fired, or will be let go by November 15th.  Some staff were 
notified on October 16, 2006 and fired immediately. To add to the 
confusion I understand this rationale was used in one location and not 
others, but this is a rumor based on no details from the board.  I don't 
have objective data on the situation that ICA USA has been facing that 
created such a response and abrupt consequences on some individuals and 
not others.

I realize I have no right to speak on this issue not being a member of 
ICA USA and worse being personally related to some of those affected, 
however I felt the concerns were not being surfaced and that rebuilding 
the trust of the stakeholders is made more difficult by concealing 
either intentionally, or accidentally the assumptions you used in your 
decision making.  Also abruptly letting go of the current staff with 
little or no notice does not establish a lot of safety amongst those who 
might choose to join up as volunteers or in other capacity.   Some 
mechanism for healing will be developed hopefully, if there is any way I 
can be of help, please let me know.

With respect,

Larry Philbrook



Norm and Judy Lindblad wrote:
> The following is a communication from the ICA-USA Board that I am
> forwarding.  We are seeking to reach as many stakeholders and friends
> as possible.
> Thank you, Judy Lindblad for the Board
>
> DEAR ICA COLLEAGUES,
>
> As we move into the future, ICA-USA has, and will continue to be, a
> thought leader in the world of participation and community change.  As
> you may know, for the past few years, ICA-USA has struggled
> financially and programmatically to survive.  There have been many
> attempts to remediate the financial situation to no avail.  At this
> point, the ICA no longer has the cash resources to continue its
> current programs and staffing configuration.
>
> Recently, the ICA/EI Board, faced with a dire financial reality,
> commissioned a thorough organizational assessment and then met for
> three days to make strategic decisions about the organization's
> future.  The outcome of that meeting was the decision to reorganize
> ICA/EI to ensure its mission survives into the future.  At the same
> time, the Board of Directors began to articulate an emergent vision of
> a transformed ICA-USA.   This new direction impacts the staff, the
> board, the volunteers, clients and other stakeholders of ICA-USA.
>
> In order to serve the stakeholders of the ICA-USA and to turn around
> this serious financial situation, the Board has undertaken a dramatic
> reorganization.  At the Board retreat, all of these decisions were
> made by consensus. True to the deepest values of participatory
> processes, the Board unanimously agreed to these difficult measures.
>
> The board meeting culminated in the creation of an emergent vision of
> a transformed ICA and also in the unanimous decision to reduce the
> ICA-USA/Ecumenical Institute staff by 40%.  That staff reduction
> occurred on Monday, October 16, 2006.  This was a difficult but
> necessary decision. The entire ICA-USA organization is grateful for
> the incredible contributions of every staff member.  The truth is:
> ICA-USA could not sustain itself in its pre-consolidation
> configuration.
>
> It is hard to stand in the middle of profound change. Yet, it is the
> doorway that we have to pass through.  The choices that were made are
> not a negative appraisal of past performance – it is a new journey
> that must be undertaken by the organization.
>
> The key elements of the emergent vision of a transformed ICA-USA
> articulated by the Board include:
>
> Convene and Support National & International Participatory Partners
>
> The Board has begun to imagine building networks of partners who
> engage in authentic participatory practice; this includes both
> individuals and organizations. The Board hopes to capitalize on the
> strong practitioner networks the organization already has in place
> while building strong new networks.  In addition, the Board has
> affirmed the importance of engaging in international work.   The Board
> recognizes that at this point, before fully re-engaging in
> international work, a substantial amount of capacity building must
> occur at home to stabilize and prepare the organization for success in
> the future.
>
> Research and Development for the Future
>
> The Board has envisioned a return to ICA's roots in research and
> development to further participatory methods and projects both at home
> and around the world.
> •	Once stabilized, the organization will engage volunteers, staff and
> ICA-USA leadership in research and development programs in order to
> work effectively with communities, with underserved populations and to
> re-engage the organization in vital international work that is the
> legacy of ICA.
> •	ICA-USA will continue to operate the Learning Basket program in
> Chicago as part of its renewed commitment to research and development.
>
> Responsible Stewardship of Contributions
>
> The Board has committed itself to honor and cultivate the
> contributions of the many people who have engaged in the work of the
> ICA, and those who will engage in this important work. Returning again
> to its roots, the Board imagines ICA-USA as a hub, engaging people who
> care about the mission of the organization and who seek to give of
> their time and resources.
>
> Best Practice Governance & Leadership
>
> The Board is taking a stronger stand as the governing body of the
> organization, and will implement best practices in nonprofit
> management and leadership. The Board understands itself to be stewards
> and among the champions of the ICA legacy.
>
> In the next few months, the Board has committed to engaging
> stakeholders in continuing to create the vision for the transformation
> of the ICA-USA.
>
> One dramatic new development at ICA-USA is that all in-house training,
> facilitation and organizing programs have been discontinued.  ICA-USA
> is committed to assisting former staff and others in the field to
> build successful consulting practices.
> •	The organization will put its energies and resources into building
> participatory partner networks both at home and abroad.
> •	Staff that formerly delivered these programs will have the
> opportunity to build successful independent businesses using the ICA
> tools and methods.
> •	ICA-USA will convene, nurture, and provide marketing and other
> support to assist its networks to be successful.
>
> ICA-USA will develop new strategic directions, program priorities, and
> a plan that will guide its work.  This plan will be created using a
> participatory framework and will engage with stakeholders across the
> country.  It is clear that without a plan, ICA-USA is unable to raise
> funds, determine its future and measure the impact of its work.
> Therefore, ICA-USA  is putting new fund development efforts on
> temporary hold until the organization has clear strategic goals and
> outcomes.
> •	ICA-USA will continue to develop and plan the Living Legacy Project
> to inspire and engage constituents and supporters in the work of the
> organization.
>
> The Board is clearer now about the role of real estate in the work of
> ICA-USA. The Board feels the role of real estate is still a part of
> our mission.  It is how we deliver that part of the program that is
> changing.
>
> •	A Board Asset Management Committee has been established to look at
> the Kemper Building to ensure that ICA-USA is maximizing the revenues
> from the operation of the building.
> •	There is no plan to sell the Kemper Building at this time.
> •	ICA-USA is continuing to contract with an outside property
> management firm for the Kemper Building.
> •	ICA-USA will work to develop new partnerships and ways of working
> with our tenants in the Kemper Building as part of building
> participatory networks.
> •	The International Conference Center will discontinue operations
> November 15, 2006.
> •	   The Keystone Community, while no longer an ICA-USA program, has
> been given the opportunity to remain in the building as a tenant.
> •	   The Phoenix property will be sold.
>
> The Board of Directors is determined to find a way to sustain the
> mission of the organization, honor the contributions of the past, and
> engage stakeholders in the work of the future.  We look forward to
> keeping you abreast of our work as it develops. Thank you.
>
> Sincerely,
>
> The ICA US Board of Directors
>
> Richard Wilkinson, President
> Suganya Sockalingam, Vice President
> Rachael Swanson, Secretary
> Lela Jahn, Treasurer
> Carolyn Antenen
> Judy Lindblad
> Don Elliott
> Tim Lush
> Jay Kurtzman
> Kathleen Joyce
>
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>
>   
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