• Citizens for Space Exploration
    • Newsletter
    • Publications
    • Radio/Podcast
    • Photos
    • Videos
  • Search
Menu

Colorado Business Roundtable (COBRT)

4100 Jackson St
Denver, CO, 80216
303-394-6097

Your Custom Text Here

Colorado Business Roundtable (COBRT)

  • About
  • Partners
    • Citizens for Space Exploration
  • News
    • Newsletter
    • Publications
  • Media
    • Radio/Podcast
    • Photos
    • Videos
  • Search

Elliott G. Smith

March 22, 2012 admin

Issue: Vision Section: Advisory Board

Executive Director Iowa Business Council

The Person I became the third executive director of the Iowa Business Council (IBC) in September 2005. I was professionally educated and socially tutored at the University of Iowa (business degree, 1981) and Vermont Law School (Juris Doctor, 1991). I served as a law clerk for the Honorable Donald P. Lay, Chief Judge of the U.S. Eighth Circuit Court of Appeals in St. Paul, Minnesota. A move to Chicago ensued where I worked as an associate attorney at two law firms, practicing primarily in commercial civil litigation. I then returned to Iowa in 1995 as the legislative liaison and a policy planner for the Iowa Department of Economic Development. Subsequent positions included serving as Vice President of Government Relations at the Iowa Association of Business & Industry and as President of the Iowa Taxpayers Association. Immediately preceding my arrival at the IBC, I spent four years as a member of the Iowa Utilities Board, appointed by then-Governor Tom Vilsack. I’m a native of Iowa City, Iowa. My beautiful wife and mid-state New York native, Kay, and I live in Des Moines with our two terrific auburn-haired kids!

The Work

The Iowa Business Council (IBC) is a nonpartisan, nonprofit organization whose members are the top executives of the largest businesses in the state, the three Regent university presidents, and Iowa’s largest banking association. Founded in 1985, the IBC’s purpose is to focus the personal commitment of its members in active leadership roles on major initiatives that offer opportunity to enhance Iowa’s economic vitality and improve the lives of its citizens. Council members identify economic issues, evaluate options, and assist in implementing solutions through collaborative public/private partnerships. Collectively, these companies and institutions employ over a quarter million Iowans and have committed billions of dollars in capital investment to the state. On an annual basis, several hundred million dollars in financial contributions and thousands of volunteer hours are directed to numerous charitable causes around Iowa. IBC members also lead in technology innovation and grants procured for research and development. The Business Council focuses its efforts primarily in areas related to advanced technology, continuous process improvement, economic and workforce development, education excellence, health care and wellness, and operations continuity and security.

Toughest Part of My Job

Remaining civil and respectful to those who, during political discourse, ignorantly engage the disoriented popular fashion of universally vilifying everything that capitalism and free enterprise is about.

Biggest Career Breaks

When the late Serge Garrison took a flier and hired me in 1983 as a bill drafter for the Iowa Legislature; when the late Don Lay mercifully took me on as one of his law clerks in 1991; and, when David Lyons brought me back to Iowa to serve as the Department of Economic Development legislative liaison in 1995.

Personal Hero

Nile Clarke Kinnick, Jr.—college football’s Heisman Trophy winner in 1939. University of Iowa Phi Beta Kappa, cum laude Senior Class President, ranked third in his U of I law school class 1940. Grandson of an Iowa Governor, Kinnick’s Heisman Trophy acceptance speech is considered one of the most eloquent ever given (the Marion Sentinel endorsed a presidential run for Kinnick in 1956, the first year in which he would be eligible). 1939’s Walter Camp Award winner, Maxwell Award winner, Associated Press Male Athlete of the Year (finishing ahead of Joe DiMaggio, Byron Nelson, and Joe Louis), consensus All American, and Big Ten MVP. Kinnick was a U.S. Naval aviator who reported for duty in 1941 three days before the attack on Pearl Harbor. He perished in 1943 when his F4F Wildcat developed a serious oil leak that prevented him landing on the USS Lexington lest he endanger the crew. Though he executed a perfect emergency water landing in the Caribbean Sea in view of the flight deck, the plane sank with Kinnick on board before rescue boats arrived eight minutes later. Shortly after his induction Kinnick wrote, "There is no reason in the world why we shouldn't fight for the preservation of a chance to live freely, no reason why we shouldn't suffer to uphold that which we want to endure. Every man whom I've admired in history has willingly and courageously served in his country's armed forces in times of danger. It is not only a duty but an honor to follow their example the best I know how. May God give me the courage and ability to so conduct myself in every situation that my country, my family, and my friends will be proud of me."

Something About Me Not Everyone Knows

My great-grandfather, Fred C. Gilchrist, served seven terms in Congress representing northwest Iowa (1931-45). I caddied for baseball great Billy Martin once. And I was on a tour of the White House when the attacks started on September 11, 2001.

Recent Good Books Read

Team of Rivals, by Doris Kearns Goodwin – a fascinating examination of how President Abraham Lincoln became a master politician, primarily by holding his allies close and his enemies closer.

Life and Times of the Thunderbolt Kid, by Bill Bryson – a delightful, humorous, insightful recounting of childhood innocence and optimism growing up in a Midwestern town during the 1950s, wistfully revisiting the broader social and cultural mores of days gone by.

Best Books Currently Reading

Undaunted Courage, by Stephen Ambrose – a remarkably detailed account of the epic journey made by the Lewis & Clark Expedition in President Thomas Jefferson’s desire to find a water route from the U.S. interior to the Pacific Ocean.

An American Life: The Autobiography, by Ronald Reagan – the candid, insightful, sometimes witty accounting of a private and public life that led to an historic presidency.

Personal Interests & Hobbies

Family, bogey golf, the Iowa Hawkeyes and Chicago Cubs, collecting old sports cards, presidential biographies, and good music – as long as it’s ‘70s era or jazz.

First Job

Selling soda in the stands at Iowa Hawkeye football and basketball games during the late 1960s (pre-child labor laws).

Favorite Vacation Spots The Cascade Mountains in Oregon, anywhere in Scotland, and Wrigley Field.

If I Had a Different Job

Golf course architect – creating layouts with no rough, hazards, or out-of-bounds on the right.

If I Could Wave a Wand and Change Something

Require civility, propriety, and respect in all public discourse and private interaction. Make personal responsibility, accountability, discipline, civic pride, virtue, and professional integrity the bedrock foundation for all U.S. citizens. If you can’t handle that, out you go.

In Magazine Tags Q12012

Dafna Michealson

March 22, 2012 admin

Issue: Visiont Section: Advisory Board

Founder, President and JourneyWoman

Dafna Michaelson is the founder, president and JourneyWoman for the 50 in 52 Journey, a project for which she traveled across America to all 50 states and Washington D.C., spanning the 52 weeks of 2009 to find America's problem-solvers and idea generators. Through this journey, Michaelson has been sharing the stories of ordinary people doing extraordinary things for their communities throughout the country, with the goal of changing the mirror we use that reflects who we are as a society and thus inspiring others to action.

The project received national attention from “CBS Sunday Morning,” NPR, CNN as well as KUSA-TV, Denver’s NBC affiliate, the Denver Post, 5280 Magazine, multiple radio stations, local news outlets, countless blog recognition, and social media for social good awards as the country became motivated by the Journey.

In 2010, Michaelson launched the Journey Institute and Journey Productions to help others mobilize their communities to action including through her radio show, conferences, social media engagement and her upcoming book.

Through her contract with the Random Acts of Kindness Foundation, Michaelson has been developing workshops and classroom materials based on her 50 in 52 Journey to elevate youth to the role of community problem solvers and to create safe social and emotional learning spaces by working with faculty, staff and students to develop a base level of the workings of productive kind communities. Additionally in 2010, as founder of the Women as SOCIAL Entrepreneurs group, Michaelson brings together women in a supportive environment to grow business ideas that benefit the community.

Most recently, Michaelson joined the TED family first as a presenter for TedxDenverEd and now as curator of TedxCrestmoorPark: Breaking Boundaries, Building Community and TedxCrestmoorParkWomen. Local community achievements include: Leadership Denver 2008, Denver Health Foundation’s Level 1 Society Board, Downtown Denver Partnership Leadership Program 2007, Mayoral appointment to the Denver Women’s Commission, Current Board Member of the Colorado Women’s Lobby, Past President of Denver Chapter of Hadassah, Current Member of Commerce City Economic Development Committee, Adjunct Faculty Member of Metro State College of Denver Center For Innovation Teaching “Entrepreneurial Promotions,” Youth Mentor: Metro State College of Denver Center For Innovation Young Entrepreneurs Challenge. Michaelson has been recognized nationally, as well as locally, for her achievements. She was awarded the 2010 Person of the Year award by “Conversations Magazine.” More recently she was recognized by “ColoradoBiz” magazine as a “Trendsetter” for being a social entrepreneur and “making a difference in business and beyond.” As well as by David Siteman Garland of the entrepreneurial business series The Rise to the Top amongst “35 Female Visionaries You Need to Know.”

In 2011, Michaelson was presented the Go-Giver award personally by Bob Burg, author of the international best-selling series Go-Giver books, in recognition of her national and global achievements in community building.

Michaelson shares a beautiful Colorado lifestyle with her husband Michael Jenet, and their combined children Ryan 17, Gavriella 11, and Eytan 9.

In Magazine Tags Q12012

Vic Ahmed

March 22, 2012 admin

Issue: Vision  Section: Advisory Board

Chief Executive Officer Business Genetics

Vic Ahmed is a hands-on, results-oriented executive with a proven track record of building and funding companies from the ground up and for growth. Over his 24 year career he has established multiple startup companies by providing the vision and strategy for each. This includes getting funding, executing tactical and operational plans, and recruiting management teams to lead the companies to success.

Ahmed understands people and skill sets. He built an entrepreneurial culture within the companies that he has worked with to promote initiative and results orientation among employees by goal setting, coach-oriented oversight, and by establishing an environment that provides the tools to get the job done right.

Ahmed currently serves as the CEO of BusinessGenetics the world’s first scientific method for describing business. Its revolutionary business modeling approach is based on its proprietary Business Modeling Language which enables users to gain an exact and complete understanding of all aspects of the organization. He is also a Managing Partner at Cast in Green, a Denver-based incubator and consulting organization that assists companies in “getting off the ground,” by putting together viable and achievable objectives and plans, assembling top notch management teams, and getting the organization funded.

Finally, as CEO of the most successful incubator in the U.S.—Plug and Play Tech Center (www.plugandplaytechcenter.com) has helped 600 companies by raising $750+ million. In June 2011 the first Plug and Play incubator outside of Silicon Valley opened in the Denver Tech Center. Plug and Play Tech Center is part of a thriving Silicon Valley community of more than 300 startups from all over the world. The Plug and Play Tech Center has a number of strategic partnerships, including 170 investors who participate in regular screening sessions exclusive to member. International, university, and corporate divisions create an ecosystem of innovation that goes beyond just startups.

Wearing many hats across various organizations, Mr. Ahmed participates in many boards. He is the Founder, Board Member and Chairman of The Indus Entrepreneurs, Rockies Region (TIE-ROCKIES); Board Member of the Colorado Secretary of Technology IT Commission; Board Member of the Colorado Governor’s Innovation Initiative; Member of the Advisory Board for the Bard Center of Entrepreneurship at the University of Colorado; Board Member of ICAST which is a sustainable development for underserved communities; Board Member of ACET Park which is a joint venture between NASA, NREL and CAMT.

Ahmed graduated from Washington University in 1987 with a bachelor of science in Computer Science and Systems Science and Mathematics. He also took graduate courses at Lahore University of Management Services for Information Systems and at Stanford University for Market Strategies for Technology Based Companies.

In Magazine Tags Q12012

Vision Is Everywhere If You Are Willing To See It

March 22, 2012 admin

By: Jan Mazotti Issue: Vision Section: Letter from Editor A visionary is defined as one who is given to impractical or speculative ideas; a dreamer. They come in all shapes and sizes. Oftentimes, needle-moving vision has no definition—it is something that is characterized in the brain of the visionary and few others. However, our lives would not be what they are without amazing visionaries leading the charge into the great unknown. Historical visionaries include the likes of Albert Einstein, Ben Franklin, Henry Ford, and Thomas Edison. But the amazing Steve Jobs former CEO of Apple Inc. and of Pixar Animation Studios, is someone in recent history that changed life as we know it, and succinctly shared his thoughts on vision.

VISIONARIES CAN CONNECT THE DOTS

In his commencement speech at Stanford in 2005 Jobs talked about connecting the dots. He recounted his college years saying, “After six months, I couldn't see the value in it. I had no idea what I wanted to do with my life and no idea how college was going to help me figure it out. And here I was spending all of the money my parents had saved their entire life. So I decided to drop out and trust that it would all work out ok. It was pretty scary at the time, but looking back it was one of the best decisions I ever made.” While not an easy living, sleeping on the floor, and trading coke bottles for the 5₡ deposit to buy food, Jobs learned to follow his curiosity and intuition—something that would be priceless as he and Steve Wozniak started Apple.

During his speech, Jobs told of how his college offered one of the best calligraphy classes in the country, so he decided to learn, believing there was not practical application. Wrong he was. Jobs said, “When we were designing the first Macintosh computer, it all came back to me. It was the first computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, it's likely that no personal computer would have them.”

“You can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something — your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life,” he declared.

GOOD OR BAD—VISIONARIES LOVE WHAT THEY DO

The next part of his story really addressed success and failure. In his Stanford speech he shared the journey to success with Wozniak and Apple, the release of the Macintosh, and the devastating public firing by someone, whom he had brought in, when their visions no longer jibed. While considering leaving Northern California, Jobs realized he loved what he did. So he started again. “It turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life,” he said. And, during the next five years, he started NeXt, a workstation company and acquired Pixar Animation Studios from Lucasfilm in 1986, and sold it to Disney in 2006 for a valuation of $7.4 billion.

“I'm pretty sure none of this would have happened if I hadn't been fired from Apple. It was awful tasting medicine, but I guess the patient needed it. Sometimes life hits you in the head with a brick. Don't lose faith. I'm convinced that the only thing that kept me going was that I loved what I did. You've got to find what you love. And that is as true for your work as it is for your lovers. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. Don't settle. As with all matters of the heart, you'll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don't settle,” he urged.

At his speech to the graduating seniors at Stanford, Jobs reminded them to live each day to the fullest—to remove the external expectations, the pride, the fear of embarrassment and failure—because just as surely as they were born they are going to die. He shared his story of learning about the cancer that would later claim his life and he said, “Death is very likely the single best invention of Life. It is life's change agent. It clears out the old to make way for the new.”

He urged the audience to embrace life. “Your time is limited, so don't waste it living someone else's life. Don't be trapped by dogma—which is living with the results of other people's thinking. Don't let the noise of others' opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition,” he said.

This issue of ICOSA is filled with visionaries of small and large organizations, in academia, across the government, and in community organizations that are absolutely moving the needle. These pages are filled with stories of leaders who can connect the dots, love what they do, have a sense for the future and are planful as to what comes next, and don’t waste time being drug under by naysayers. They have courage, they have foresight, they wisdom, they have dumb luck, they are in the right place at the right time—ultimately, they have vision.

They have a different eye, they have a different mind, they have great leadership skills, and they are on the forefront of change in the world. As Steve Jobs would say… “Stay Hungry. Stay Foolish.”

All the best, - Jan Mazotti

In Magazine Tags Q12012

Vision: A Dream With A Plan

March 22, 2012 admin

By: Gayle Dendinger with Annette Perez Issue: Vision Section: Letter from Publisher A visionary has a dream with a plan. An inspirer brings together diverse groups of people to share the common vision. A gatherer pulls the power of many minds and resources towards a common interest. A coordinator connects people and strategic information. A leader achieves common goals and collective success. A magician achieves unprecedented and remarkable results. I look at vision as goal setting for leadership and business, with a positive impact toward the economic environment. I also believe that vision should be collaboratively shared so that measurable accomplishments can be made. Vision is a subset of the bigger, results-oriented picture. But without a vision, the big picture can perish. We define the big picture by looking back to the past, peripherally in the present, and forward to the future.

Goal Setting and Vision

Wikipedia defines goal setting as, “establishing specific, measurable, attainable, realistic and time-targeted objectives. Goal setting and planning promotes long-term vision and short-term motivation. It focuses intention, desire, acquisition of knowledge, and helps to organize resources.” Vision is a different task than simply establishing goals. Goals are the end-result of a path that achieves something deeply desired. Vision utilizes past experiences, along with the constant presence of ideals, to establish goals, dreams, and ideas for what the future will be. It helps to direct aspirations. A forward-looking vision cannot be achieved without assessing the big picture, while examining the past and present.

Business

Business is a major driver in our world—it is the decisive factor with respect to the success or failure of any societal goal. Vision cannot be achieved without assessing the big picture, again examining the past and the present. An organization’s ability to remember triumphs, as well as hardships, will help determine which paths to take going forward. Before looking ahead, collaborative teams need to assess the present situation, especially regarding how members of the organization are connected to one another. It is also important to review the resource management system, including resources that have been gathered and what is currently being done with them. These resources, human or non-human, are what keep businesses alive, and as such should be given great attention. This is the point in the process to address any insufficient connections between members or the resource management systems. One must manage at a 360-degree view to get the full vision and ideas that are being addressed in the organization and focuses on all business units to address inefficiencies. When a company is truly connected, the barriers of doing business are eliminated. Success demands total access and expertise.

Leadership

As a leader, the future must be envisioned, passionately believed in, and people must be inspired to succeed further than they may have ever dreamed conceivable. Leaders look at things from all perspectives and realize that business must keep up with the acceleration of change. The responsibility is on the leader to articulate the vision while making certain the employee comprehends the vision for exciting opportunities and possibilities for the future. As Warren Bennis says, “The leader finds greatness in the group, and he or she helps the member find it in themselves.” Motivation is contagious and seeing people who have this value drives others to want to be part of something greater than themselves. This is the kind of vision that prods us to move mountains if necessary to get things done.

Shared Vision

To achieve coordination among many diverse groups, a shared vision of common objectives and methods is vital to becoming connection-minded. Leaders must identify opportunities and share vision and business strategy, both at a company and departmental level. The better the vision is shared, the greater the possibilities for growth, efficiency, and profits. Multiple perspectives driving the vision can develop shared purpose and action.

Strategies are used as a road map for critical thinking, creativity, and problem-solving to attain goals for each area. By communicating the goals, each member of the organization can begin to see a different section of the big picture, what the most successful projects and methods were, future potential, etc., while understanding and upholding the organization’s vision.

Economic Environment

A shared vision of common objectives and methods is vital. Envisioning what your people, your customers, suppliers and competitors are going through is a critical step to making intelligent decisions when the going gets tough. Look at gurus, industry leaders, customers, suppliers, and partners for new and better ways to do business and develop a game changing strategy.

At ICOSA we wish to create a long-term legacy of success, even in periods of greatest financial weakness by creating a standard for business, government and all Colorado colleges and universities to unleash the collaborative power we have at our disposal. We want to help strengthen our state, even in an economic downturn, collaboratively. Creating broad-based leadership and bolstering vital relationships with state representatives, educators, business partners and customers both intrastate and interstate will be a driver in that goal. And, I believe when we network with people and ideas we can help each other create an education format that integrates these values into a practical learning environment for personal growth in real business. Going forward, we must create new statewide core competencies and options while recognizing windows of opportunity to create excellence or new opportunities, products, or services. I believe that great power will be generated by people who communicate a compelling vision of the future.

The most important emphasis must be on today and the future, while learning from the past. The future does not just happen, we create it. The success of a company, department, or organization depends on the people involved being able to identify what is important, make informed assessments of a situation or opportunity, taking action, and then moving on to the next issue.

I am motivated by a vision of state transformation where everyone is engaged in creating a better civilization. That vision put into action can extend to us great opportunities—opportunities to learn, to earn, and to care for our families—by simply working together systematically and bringing forth our best efforts.

The evolution process of a properly designed infrastructure, filled with proper resources, shared vision, organizational transformation, and sustainable continuity is the responsibility of each organization and crucial to the long-term quality of life on all levels. Vision is the force that transforms endless possibilities into planned action. The time has come to start following your vision, utilizing your infrastructure and your resources, and transforming your theories into action!

Best, - Gayle Dendinger

In Magazine Tags Q12012

Material Change, Design Thinking, and the Social Entrepreneurship Movement

March 22, 2012 admin

By: Maria E. Luna Issue: Vision Section: Book Review

Eve Blossom’s Profitable Social Venture

It is absolutely necessary for both business and design to build sustainable social enterprise. So how do profitable social ventures get started? These are the basic foundations. Start with establishing a business that offers a product or service that is of personal interest and that a customer wants, this takes some experience.

Eve Blossom outlines a profitable social venture system in her book, Material Change, Design Thinking and the Social Entrepreneurship Movement. Taking a visceral reaction from a repugnant social condition, to researching facts, to what is really behind a problem requires a redesign of what leads society to a specific behavior. A social faux pas can be an opportunity for a social venture. Oftentimes, social ventures are structured as nonprofits so they lack equity, rarely become sustainable, and have low if any financial yield. Blossom, a successful social entrepreneur has developed a system for making social ventures profitable. She says, systems designs can be applied to many things like structures in a building, a product, or a business, and as such, a system can be designed to make social ventures profitable.

“Design is now understood as an approach, a way to view the world and create an ongoing lifestyle,” she says. An item’s lifecycle is the most important element in getting a product or service to be desired by a customer. Being a customer is termed more responsible than a consumer, because, she argues, “Being a customer unites people in shared experiences.” The design approach is more than making a product aesthetically pleasing but it’s about, “Building a smarter framework of ecological, economic and social sustainability. It’s about deep systematic engagement,” Blossom asserts. In Material Change she says, “Design can also change the fundamental building blocks of business.” The building blocks are worth consideration because the alternative is uncivil—observing unemployment, human trafficking, and child labor injustices.

One way to go about creating a social venture is to keep in mind the following practices. Consider the entire lifecycle of a product or service from raw materials to disposal. Focus first on developing the most sustainable areas and then address the smaller issues, like designing new products for the end of the lifecycle by ensuring that materials in the product last longer or are reusable. Ensuring the transparency of product development is also important, as customers often want to engage in the larger sustainability experience. The hidden trade-offs of many products can anger customers—trade-offs like child work houses, slavery, and work for room and board without wages. Balancing an item’s “true cost” to its price is becoming a trend, as well as purchasing value-driven products. Hidden costs can also be dangerous. Take for example finding a terrific sale on a DVD player for five dollars. Parts and labor surely cost more than five dollars. So what are the hidden costs a customer doesn’t see? Is it possible the hidden costs are pollution, increased exposure to carcinogens, unfair labor wages, no wages, or slavery?

There is good news too! An example of a sustainable company is Whole Foods, an international, $8 billion dollar organization with 54,000 employees who work towards creating a better person, company, and world. Their motto is, “Whole Foods, Whole People, Whole Planet—our vision reaches far beyond just being a food retailer. Our success in fulfilling our vision is measured by customer satisfaction, team member excellence and happiness, return on capital investment, improvement in the state of the environment, and local and larger community support.” They are a prime example of a truly sustainable enterprise. They are a great example of how companies can encourage and ensure ethical production.

Blossom’s book also tells the story of collaboration between designers and artisans working in a for-profit social venture. Lulan is that for-profit social venture which employs artisans in Asia and India to prevent human trafficking. Blossom identifies six components that create sustainability at Lulan including ecological, economic, social, cultural, communal and personal elements. Lulan also allows employees to choose benefits that suit them best such, like giving housing allowances or educational opportunities. Material Change takes an in-depth look into all six components and their success.

Blossom, a “disruptive entrepreneur” describes other disruptive entrepreneurs as spirited business leaders who are redesigning method and models with meaning and profitability. A disruptive entrepreneur is someone who will, “Collaborate, excite, inspire, create, include, modify, adapt, and redefine.” The disruptive entrepreneur erases the singular genius hierarchy and uses collaboration for stronger results. When applied correctly this type of collaboration draws people in, new ideas develop, and profitable partnerships begin. Furthermore, roadmaps are offered in the book, offering guiding materials for social entrepreneurs. Additionally, Blossom is launching a new website offering products made using the profitable social venture system. These items can be found at http://www.wevebuilt.com.

Blossom believes that collaborative social entrepreneurship can build a, “Container of collaboration, a place where rich relationships and partnerships can flourish, a place that becomes stronger than you ever imagined, it’s like an invitation to a really cool party.”

Material Change, Design Thinking and the Social Entrepreneurship Movement is available at bookstores and online retailers.

In Magazine Tags Q12012

Abundance

March 22, 2012 admin

By: Keenan Brugh Issue: Vision Section: Book Review

The Future Is Much Better Than You Think

Doom and gloom is seen all over the news and can be heard in daily conversations. However, this dominant pessimistic narrative ignores the possibilities of the future. Abundance: The Future Is Better Than You Think is an excitingly optimistic new book by Steven Kotler and Peter Diamandis, chairman and CEO of the X PRIZE Foundation that introduces a refreshingly new change in perspective.

Exponential Technology

Abundance introduces the famed inventor Ray Kurzweil and the Singularity University whose curriculum focuses on advancing the state of technologies such as biotechnology, computational systems, networks and sensors, artificial intelligence, robotics, digital manufacturing, medicine, and nanotechnology. Kurzweil’s writings describe how technologies are improving at an exponential rate, and understanding what that means for the future.

Sometimes people have difficulty wrapping their heads around the concept of exponential growth—like in the case of linear growth—30 steps will come out to over a billion. It is the reason why the cell phone in your pocket is a million times cheaper, a million times smaller, and a thousand times more powerful than a $60 million super computer was in the sixties. That’s a billion-fold increase in price and performance and miniaturization. Interestingly, the most dramatic increases in an exponential growth curve are in the last few steps.

Similar improvements in other technologies, such as those being studied at the Singularity University, will reshape industry and impact billions of lives. With this book, Diamandis and Kotler present compelling research and expert interviews designed to educate and inspire. Providing humanity with abundance is a great challenge, and Abundance outlines how.

“Scarcity is often contextual,” they pose to the reader. While people are overwhelmed by the scarcity they observe in their day-to-day lives, there also exists a broader historical perspective. Consider this example; Napoleon had offered his most honored guests utensils made of aluminum, while his other guests had to make due with gold. The context of scarcity changes because technology is a resource-liberating mechanism.

Besides the concept of exponential growth in technologies, the book examines how these technologies are and will change the lives of people globally in the near to intermediate future. In fact, they already are.

The Rising Billion

A young person in Africa today with a cellphone has access to better communication technology than the President of the United States did 25 years ago. Abundance explores the concept of the Rising Billion—the phenomenon where the world’s poorest billion people are experiencing an unprecedented rise in global information and economic integration. In fact, mobile phones and the Internet are bringing education and market access to those that never had it before. Previously ignored, they are now becoming a valuable market for businesses. Previously lost, their ideas and aspirations can now be a creative force heard around the world.

DIY... With others

Not too long ago, advances in technology were often the workings of individual inventors. Because of this system, major changes were infrequent and the process wasn’t efficient. Next came organized research and development that was conducted only by well-funded projects within universities, governments, and corporations. Today, the Do-It-Yourself (DIY) movement is empowering and connecting individual innovators with capital and other like-minded individuals. As a result of this shift, new technologies, such as 3D printers, can come about very quickly because of this networked innovation.

Technophilanthropists

Abundance also looks at a new breed of change agents, known as technophilanthropists. As we know, information technology has created some of the richest and most successful business individuals in history who want to make a difference. People like Microsoft’s Bill Gates, eBay’s Jeff Skoll, and Facebook’s Mark Zuckerberg are revolutionizing philanthropy by how they give. Referring to technophilanthropists, Elon Musk said, “They are now attracted to the biggest problems facing humanity, particularly in areas such as education, healthcare, and sustainable energy. The result will be the creation of new technologies, companies, and jobs that will bring prosperity to billions on Earth.”

Abundance is a must read for anyone who wants to understand how, “Humanity is entering a period of radical transformation where technology has the potential to significantly raise the basic standard of living for every man, woman, and child on the planet.”

Visit www.AbundancetheBook.com to learn more, buy a copy, and watch the great two-minute video produced by Jason Silva.

In Magazine Tags Q12012

A Passion For Education And The Underserved

March 22, 2012 admin

By: Amy Schilling Issue: Vision Section: Academia

Industry’s Role For Transformation In Education And Workforce

Jamai Blivin, CEO of Innovate+Educate, turned 40 and decided it was time to follow her passion and become a teacher. She retired from a successful career as a portfolio manager in the investment industry, and began teaching. But, after working in North Carolina with one of the top industry associations, she soon realized that she had a bigger calling and in 2009 approached Intel and Lockheed Martin to form what is now Innovate+Educate.

Today, Innovate+Educate is one of the nation’s top industry-led Board of Directors working across and within states to advance STEM and workforce development. The Board of Directors includes major thought leaders from some of the top companies in the country, including but not exclusively Intel, Monster, Lockheed Martin, Apple, IBM, Cisco Systems, Rockwell Collins, and AT&T. The partnerships have grown beyond 100 in number with key collaborators including Business Roundtable, the Business Higher Education Forum, Battelle Memorial Institute, and top states’ Governors, Lt. Governors and state leadership. The organization has since expanded to key geographic regions including Dallas and El Paso, Texas; Santa Fe, New Mexico; and Washington, DC.

Blivin’s Roots

Blivin’s work was spurred by her childhood as a preacher’s daughter in El Paso, Texas. Her father brought home his used pulpit and Blivin would preach to her dolls every Sunday. She also pretended to be a teacher, lecturing her dolls every afternoon and helping them with their homework assignments. Between teaching and preaching she was a very busy young girl. But somewhere along the way, between her parents’ divorce and her rapid transition from “country club life” to dire financial straits when she was 12, Blivin turned to survival mode, working full-time beginning at age 16 and then putting herself through college. She went on to graduate college in three years, magna cum laude, with a finance degree and was recognized by the University of Arkansas as the top finance major in 1983. She then received her MBA in 1988 and moved into investment banking. She describes turning 40 as a turning point in her life, deciding to leave her investment career behind and focus on her passion for teaching and working with the underserved.

After working closely with industry in her first career, moving into teaching for several years, she was then asked to serve as Director of the North Carolina Technology Association (NCTA) Education Foundation in Raleigh-Durham. Blivin’s first job with NCTA was under a U.S. Congressional appropriation to develop a rural education technology project in one of the most impoverished regions of the state. Working closely with industry partners including IBM, Cisco Systems, SAS and others, Blivin’s region was recognized as one of the leading technology demonstration projects under the appropriation, and more importantly, Blivin had found her passion—tangible results with industry as the driver. The ‘Business’ of Education: Why Industry Is The Answer

It was Blivin’s experience in industry and then education that created her vision for Innovate+Educate and the role the organization could play in addressing the critical challenges our country faces in remaining and/or regaining our global competitiveness. She believes that there must be a new paradigm for public-private partnerships (PPP), as the traditional model is antiquated and proven ineffective in advancing sustainable solutions to the issues of education and workforce facing the U.S. today. She believes that industry must be the driver of this paradigm shift because industry understands two very important business concepts that education never has—supply and demand and return on investment. Education is SUPPLYING a ‘product’ that industry DEMANDS—a skilled workforce. The problem is that there is a significant gap between what our industries need and what is coming out of the education pipeline. We have open jobs that are going unfilled because people lack the skills needed to do the jobs.

The education statistics speak for themselves—Hispanic dropout rates across the country are close to 50 percent, there are 10 million unemployed in the U.S. and 3 million job openings in which employers say they cannot find the skills needed to fill the jobs. In January, 2012 The Brookings Institute released a report from the final Jobs Council report with a statement from DuPont CEO & chairman, Ellen Kullman saying, "The U.S. economy has traditionally been an engine of innovation, fueled by a highly skilled workforce and generating technologies and products sold around the world. Today, that American innovation and competitiveness is at risk. As the skills required in the 21st Century workplace grow ever more technical and complex, our education and worker training systems are not keeping pace. In fact, in many areas we seem to be losing ground. Companies are struggling to fill available jobs with skilled workers even while Americans are unemployed. We can and must ensure we provide our citizens the education and skills to compete in the global economy and ensure U.S. companies have a skilled workforce.”

An Enormous Undertaking

Despite what seems to be a growing collective consciousness around STEM, education and workforce development, Blivin is the first to say that the work is just beginning. With Innovate+Educate now recognized as the voice for industry and education/workforce, Blivin believes that there must be a true national movement to address the change required. She believes that education itself is “broken” and references the 35 percent tipping point theory—that once anything reaches 35 percent, the statistical validation shows that change must occur. With high school dropout rates across the country already greater than 35 percent, Blivin believes education, in the way it exists today, can no longer be validated as effective. Nothing occurring today in policy, whether it is No Child Left Behind, Common Core initiatives for higher standards, or teacher pay for performance initiatives, will address the tipping point we now face. We must work collectively with the greatest urgency if we are to not fail our children, our economy and our nation as a whole over the next decade.

The only way we can address the situation our country faces now is looking at what education should look like. Innovate+Educate believes that we must look at the impact of when, how, and where young adults learn by expanding access through hybrid models of education. With 72 percent of all high school students graduating with the need to both work and attend higher education, we must expand opportunities for when and how learning occurs. Today, much of the U.S. population (with a rising Hispanic demographic) must begin work at age 16, so it is no coincidence that this is when we see dropout rates at the highest levels. She strongly believes industry involvement is critical and must be open to creating opportunities for our young adults to be able to stay in school while also working.

Blivin understands this need intimately, as she worked full-time while putting herself through college with no financial support from her family. If industry can adopt this kind of flexibility in their hiring and training strategies, it allows students to continue their education at a financial pace they can keep up with so they do not have to dropout. And with poverty on the rise in our country, this problem will not be going away; it is a fundamental shift in our nation and cannot be ignored. Blivin believes that if the current models of education reform do not address or factor in our growing issues with poverty, then dropout rates will continue to rise. It is not education’s responsibility to solve poverty, but at the same time if the models of reform do not address this fundamental variable, the reform will never work.

So, what will address these overwhelming issues and where does Blivin believe Innovate+Educate fits into the big picture? The theory she has built her organization on is that industry must be the driver in re-thinking both their investments in education (which is in the billions of dollars), as well as the pathway to employment and education for our young adults in the United States. As I sat with her at Starbucks, she described her own children’s pathway through education first in Little Rock, Arkansas, then Durham, North Carolina, and finally in Santa Fe, New Mexico. She made a compelling statement, “Public education is really only working for about one-third of the U.S. population. The wealthy attend private school as soon as possible, the middle class work the system to get their students in the best public schools within the best neighborhoods, and the rest are left behind.” Given the demographic trend of our becoming a majority/minority (Hispanic) nation, we can no longer ignore this reality, nor should we want to. Blivin believes that it is our responsibility as a society to provide opportunity and access to every individual in this nation.

The Vision Going Forward

Innovate+Educate continues its work in advancing STEM education and workforce development and placing industry at the forefront of the conversation with states and policymakers. Blivin continues to put her vision and personal experiences at the forefront of the work. She will always give full credit to her board of directors, who themselves have a passion and vision not just as representatives of their companies but also as individuals believing they are part of the solution.

Innovate+Educate (http://www.innovate-educate.org) has partnered with U.S. News & World Report and STEMconnector (http://www.stemconnector.org) on what is expected to be the largest Summit held in the U.S.to address our STEM and workforce crisis in June, 2012. Join the conversation and get involved at http://usnewsstemsummit.com.

Amy Schilling is the Editor of The Innovation Intake the first nationally distributed digital publication dedicated to producing and driving high level conversation around critical STEM issues. With contributions from the nation's thought leaders in the areas of policy, industry, education, media and philanthropy, The Innovation Intake aims to turn conversation into action and take the idea of information sharing to a whole new level. Subscribe today to [email protected].

In Magazine Tags Q12012

Push Has Come to Shove

March 22, 2012 admin

By: Academia Issue: Vision Section: Academia

One Educators Attempt at Institutional Reform in America’s Schools

Dr. Steve Perry is an educational trailblazer who sardonically questions the engagement of not only teachers, but parents, in his latest book Push Has Come to Shove: Getting our Kids the Education They Deserve – Even if it Means Picking a Fight. In this passionate story, Dr. Perry is sometimes filled with the strength to win back the minds of today’s children and is sometimes filled with anger. At one point, Perry challenges his readers to “sue your child’s school district” in an effort to regain control of the nation’s educational institution and our youth.

Perry’s energetic and sometimes no-holds-barred vision, charts the path for an America where 100 percent of high school graduates go on to four-year colleges; where daily attendance in public schools is 96 percent; and where the achievement gap between minority and white students is closed. He doesn’t hope these statistics will happen, he ensures them, and is willing to throw down the gauntlet at just about any group that could possibly prevent America’s youth from “getting the education they deserve.”

While Perry is known nationally as CNN’s education correspondent, he is first and foremost the dedicated principal at Capital Preparatory Magnet School in Hartford, Connecticut. The school, which opened in 2005, has seen 100 percent of its graduates go on to four-year colleges. Over the years, Capital Prep has secured a waiting list of more than 2,000 students, of which 40 will get spots in grades six through twelve. He attributes the success of the school to high standards, longer school days, a year-round school year, dedicated staff, and a refusal to give kids a mediocre education. His commitment to the children of Capital Prep is evident every day, waking up at 4:45 a.m. to pick up students underprivileged neighborhoods so that they can make it to school on-time—or at all. The students wear uniforms and come to learn, otherwise, they are asked to leave. They participate in a range of typical courses and are even encouraged to take additional college level courses offered at the school. As principal, Dr. Perry also holds his teachers to the same rigorous standards as his students so that the children at Capital Prep are able to achieve everything he’s envisioned for them. And that means every child that Capital Prep sees come through its doors, will leave holding a diploma with an offer to a four-year college.

The success of Capital Prep has helped to prove some of Dr. Perry’s theories about how to fix public education in America. In the book he begins by pointing out the low-standards that the U.S. holds its students to; stating that a high percentage of students go on to college, only to have to pay for and pass remedial education classes before taking regular college-level classes offered by these same institutions. He notes, “The standards of public education have students aiming toward being ‘proficient,’ when ‘proficient’ in the eyes of public schools is not good enough for colleges.” Comparing the educational standards of the United States, Dr. Perry argues that we are losing the educational race with countries like Finland, Korea, and China.

According to Dr. Perry, the failings of our public schools are everyone’s problem. Whether a disenchanted suburban parent, or one who sends their child to an urban, low-income school, we all are sinking together. He accuses the “raggedy-ass schools” with ineffective teachers for the underperformance of the nation’s students. He criticizes schools and teachers who don’t care, or who accept mediocrity. He blames the administration. He blames just about everyone. More than anything, he loathes the teacher’s unions that counter every attempt at educational reform and who fight against the suggestion of longer school years and extended hours. He believes it is this same union that will not let certain teachers work more, even if they want to, because their contracts do not allow it. “Teachers unions make it a lengthy and almost impossible task to remove incompetent teachers,” he says.

And while the teacher’s union is a cause for contempt, it is the Board of Education, who he challenges every day by running Capital Prep differently than regular neighborhood schools—and succeeding in sending some of the poorest, most racially-diverse students in the country to college. He challenges parents for either not caring or for trying too hard to be friends with their children rather than parenting them. He expresses sadness and anger when he looks in the stands of his school’s football games and sees only faculty. He asks parents to do something instead of making excuses—protesting that poverty, race, and adversity are not reasons for children not to succeed. “Many of our students are poor where money is the measure, yet every single one is rich in promise and potential,” declares Perry.

While his vision and passion have proven to be extremely effective at Capital Prep, comparing the success of magnet and charter schools to the performance of neighborhood schools is often like comparing apples to oranges. Neighborhood schools serve every student in their respective geographical area—they have to accept and work with these students. Whereas charter and magnet schools do a lottery or have an application process to draw in students who apply—they have a choice to educate motivated students. They do not have to take the below-grade-level child who gets transferred right before standardized testing, neighborhood schools do, affecting the scores of effective public schools.

Push Has Come To Shove does a great job outlining the issues facing our current educational system, but lacks measurable solutions. While having teachers who care, a dedicated principal, longer hours and year-round school have certainly proven to be effective for Capital Prep; Perry does not present any actionable or scalable solutions that could be implemented nationwide. He decisively speaks to the incompetency of some teachers, but does not address the issue that great, dedicated teachers are in low supply. He firmly states that budget cuts aren’t an excuse because teachers who care will get it done, but fails to acknowledge that many great teachers who do care, and who are effective are being laid off.

This book challenges all sides of the educational debate. Wherever you stand on this debate, Dr. Perry will strike a chord for you. Push Has Come To Shove delivers an overall good read. It is full of interesting, conversational, passionate language and raises a lot of questions for parents and educators alike. Whether you agree with his views or not, it helps to raise many issues around public education that provides food for thought. Dr. Steve Perry is not only trying to close the achievement gap between races, but he is also trying to improve education for the whole of the United States through educational reform.

He calls to parents and educators to join the fight. Some see him as an inspiration, others find him too extreme; but one thing is for certain, he cares about America’s children.

In Magazine Tags Q12012

Colorado Innovation Network

March 22, 2012 admin

By: Keenan Brugh Issue: Vision Section: Collaboration Close Up New companies create three million new jobs on average in the U.S. each year, according to the Kauffman Foundation, the world’s entrepreneurial research and advocacy organization. In addition to jobs, new firms also add wealth to the economy through the introduction of innovative new ideas in the market. Colorado’s Governor John Hickenlooper, recognizes the power of innovation and entrepreneurship more than most politicians. He himself has gone through the process of creating a successful business and views Colorado as a burgeoning hotbed for new technology and businesses. With the announcement of the Colorado Innovation Network (COIN), Governor Hickenlooper laid out a vision for embracing new ideas and supporting the networks that make them reality. COIN is a collaborative effort among public, private, and academic organizations. This network acts as a voluntary focal point for the entrepreneurial community and opens the door for win-win situations. Ajay Menon, Dean of the School of Business at Colorado State University said, “COIN is designed to connect investors and entrepreneurs, and surround them with the access points needed to help them build businesses and enterprises so we can support Ken Lund and his outstanding team with the Economic Development Goals that he has set for our state.”

Increasing relationships with networks in areas like Silicon Valley and Boston are an important way to increase innovation in Colorado. A delegation of Coloradans from both the private and public sectors traveled to meet with entrepreneurs and investors to learn from them and to promote doing business in Colorado. Denver is currently the largest net gainer of migrating young adults out of any metro area in the U.S. according to the 2008-2010 ACS data. This “brain gain” is valuable and combined with Colorado’s universities we are poised to provide an excellent environment for innovation. The Cross University Platform for Innovation, or CUPI, is acting as a bridge and fostering relationships between Colorado universities and those such as Stanford and MIT. Senator Michael Bennet announced, “We have the building blocks that we need. The effort that the governor is announcing gives us a mechanism to organize around, making sure that we don’t just talk about this—we actually are building an economy for the 21st century.”

Board of Advisors: • Kristin Russell, CIO & Secretary of Technology, Governor’s Office of Information Technology (CHAIR) • Vic Ahmed, Chief Executive Officer, Business Genetics, Plug & Play Colorado • David Allen, Assoc. Vice President, University of Colorado Technology Transfer Office • Peter Bryant, Senior Fellow, Kellogg Innovation Network • Charles Corfield, President & Chief Executive Officer, nVoq • Steve Foster, President, Business Controls • Larissa Herda, President & Chief Executive Officer, tw telecom inc. • Adam Lerner, Director, Museum of Contemporary Art Denver • Ajay Menon, Chief Innovation Officer, State of Colorado • Monisha Merchant, Senior Advisor, U.S. Senator Michael Bennet’s Office • Casey Porto, SVP of Commercialization & Deployment, National Renewable Energy Laboratory • Mark Sirangelo, Chief Executive Officer, Sierra Nevada Space Systems • Kent Thiry, Chief Executive Officer, DaVita

To learn more about the Colorado Innovation Network visit http://coloradoinnovationnetwork.com.

In Magazine Tags Q12012

Swipe the Page

March 22, 2012 admin

By: The Staff at MHCD Issue: Vision Section: Collaboration Close Up

The Age of Digital Textbooks

There was a time not too long ago when I would wake up in the morning, and lug an overburdened backpack full of textbooks across a college campus. It seemed a student like me should have expected sore shoulders and an empty wallet, but it was always rather depressing when those incredibly expensive textbooks would only be used in one class for selected chapters. And then, when I would try and sell them back, they would fetch next to nothing because the information was already obsolete. This routine proceeded for four years and cost approximately $4,000. I knew there had to be a better way.

While it is common knowledge that college tuition rates have been steadily increasing, few know that textbook costs have increased at twice the rate of inflation. The friction in the educational textbook industry has been building, and while there have been advocates trying to democratize information for quite some time, no one has been able to transcend the current textbook tradition. The textbook market doesn’t operate like most consumer markets. First, the end consumers (students) do not select the product, and the product is not purchased by faculty or professors. Therefore, price is removed from the purchasing decision, giving the producer (publishers) disproportionate market power to set prices high. Similarities are found in the pharmaceutical industry, which sells its wares to doctors, rather than the ultimate end user (patients). This fundamental difference in the market is often cited as the primary reason that prices are so high.

Enter Apple Inc., the technology behemoth that brought us the iPod, iTunes, the iPad, and the iPhone. Fresh off a record earnings quarter of $13 billion in December 2011, Apple has set its next target on the textbook industry in hopes of streamlining the educational experience. Apple Textbooks is aiming to accommodate the Gen Y learning process, by integrating visual, interactive learning tools that can be updated to reflect current information, like making sure Pluto is no longer listed as a planet—sorry Pluto. The good news is that Barnes and Noble and Amazon are teaming up with the big publishers to increase digital textbook libraries.

Currently, educational institutions account for the majority use of print media, with textbooks accounting for some 200,000 tons of paper per year. With the introduction of digital paper use would decrease tremendously. Digital textbooks would also allow for indexing and searching, which has never before been possible in a print book, as well as note taking functions that can be backed up to the cloud. Furthermore, there are deep networking possibilities for classes working together—a student could carry thousands of books without adding any weight to their backpack.

The transition from analog to digital will definitely be subject to growing pains and hybrid mixes, but South Korea’s Ministry of Education has recently invested $2.4 billion to digitize their entire educational system by 2015. Then, the Korea Education and Research Information Service will house a massive server than will distribute content to schools and student devices. The move might be bold, but it just might be time for the educational system to swipe a new page.

In Magazine Tags Q12012

A 25-year Old Treatment Becomes a Visionary Therapy for Those Suffering from Depression

March 22, 2012 admin

By: The Staff at MHCD Issue: Vision Section: Collaboration Close Up What looks like an ordinary dental chair, upon closer inspection, is the latest technology in transcranial magnetic stimulation, most commonly referred to simply as (TMS) has arrived in Denver. This revolutionizing technology located at the Mental Health Center of Denver’s (MHCD) Center for TMS Therapy, is the first community mental health center in the country to offer TMS therapy. “MHCD is recognized as the national center of excellence in mental health treatment,” said, Tom Base, Director of Business Development, who helped bring TMS to MHCD. “TMS allows us to remain on the forefront of innovative treatments and technologies.”

The Economic Burden of a Neurological Disorder

Depression affects at least 18 million American adults each year, or more than 7 percent of the adult population. In 2000, the economic burden of depression was estimated at $83.1 billion in the U.S. A recent study sponsored by the World Health Organization and the World Bank found unipolar major depression to be the leading cause of disability in the United States.

While TMS technology has been around for over 25 years, residing mostly in academic and research settings, it has not been until recently that physicians have begun to explore the therapeutic potential of TMS for the treatment of a variety of diseases—with depression being the most thoroughly studied to date. Since the late 1990s, more than 30 randomized, controlled trials have been published, and collectively demonstrate the safety and effectiveness of TMS for the treatment of depression. The FDA cleared TMS therapy to market in late 2008, with the first commercial TMS machines for clinical use only now being delivered.

TMS uses a magnetic field that generates similar power to that of MRI machines found in a doctor’s offices or imaging centers. Rather than creating an image, the TMS device generates a magnetic pulse that penetrates two-to-three centimeters into the brain, stimulating the region of the brain called the left dorsolateral prefrontal cortex, which is thought to be involved with mood regulation and is often underactive in those suffering with depression. TMS is thought to facilitate the release of neurotransmitters, namely serotonin, norepinephrine and dopamine that play a role in depression and to increase blood flow to the area. TMS may also promote the formation of new connections, called synapses, between neurons, with consequent remodeling of the brain.

No Medication/No Side Effects

TMS therapy is a non-invasive medical treatment that patients receive right in the doctor’s office. It is available by prescription and delivered under the supervision of a psychiatrist. It is a 37-minute outpatient procedure administered daily for four to six weeks. During the therapy session, the patient is wide-awake in a comfortable chair. The small treatment magnet, about the size of a cupped hand, rests on their head, delivering focused magnetic stimulation. Since there is no sedation involved, patients are able to drive themselves safely home or to work immediately following the session. There are no known side effects associated with TMS therapy other than some possible mild discomfort at the treatments site on the scalp. And, because there are no systemic medications involved, TMS does not interact with other drugs or cause the side effects normally associated with antidepressant medications such as weight gain and sexual dysfunction. TMS may be a good alternative to traditional medications for pregnant and lactating women.

The Future of Neurobiology

While TMS is currently only approved for major unipolar depression, it has shown promise in other psychiatric and neurological diagnoses. Currently, TMS is under clinical trials for Parkinson disease, Alzheimer’s disease, fibromyalgia, schizophrenia, stroke rehabilitation, Post-Traumatic Stress Disorder, tinnitus and many other conditions. Dr. Peter Wagner, one of the lead physicians at the Center for TMS Therapy at the Mental Health Center of Denver and one of the few certified neuropsychiatrists in the state of Colorado, he is particularly interested in the future of TMS. “We are now able to directly and narrowly target and treat the affected area of the brain associated with a particular disease, in this case, depression. In the future, current and next generation TMS technologies may offer a completely different paradigm in how we treat a wide range of brain illnesses,” he said. Thousands of patients across the country have been responding positively to TMS therapy. As one TMS patient recently said, “I’m not looking to be ‘antidepressed.’ I want my life back; TMS is the first treatment that offered me that.”

For more information about TMS therapy at the Center for TMS Therapy at the Mental Health Center of Denver, go to www.tmsmhcd.org.

In Magazine Tags Q12012

A Message of Boldness

March 22, 2012 admin

By: Gail Frances Issue: Vision Section: Collaboration Close Up

Women’s Foundation Luncheon Is A Winning Event

Celebrated tennis player and keynote speaker Martina Navratilova shared personal insights of her challenges and successes at the 24th Annual 2011 Women’s Foundation luncheon. “Think big, be bold, stay focused and accomplish more,” she reminded the audience. And the response to the luncheon confirmed her message. With over 2,000 attendees, the luncheon raised more than $850,000 (gross) for the organization’s mission to help women and girls across the state achieve their full potential. Navratilova’s message was both moving and inspirational. Born in Czechoslovakia, her family lost everything when they immigrated to the United States. Following the footsteps of her tennis playing mother and grandmother Navratilova took up the sport at the tender age of seven. At the encouragement of her father, the young Navratilova learned “to be good, to be bold … to go for it.” She said her father’s dream for her brought her dream to life.

Her touching story infused with loss, perseverance and many challenges kept the audience riveted. She became a citizen of the United States in 1981, “came out” shortly thereafter despite the discouragement of her handlers who warned of career suicide. Risking everything Navratilova decided not to listen to those who placed limitations on her. In her words, coming out as a lesbian woman she ultimately gained things of greater value. She said, “The human spirit thrives on being authentic.” She went on to win 59 Grand Slam Crowns, a record nine Wimbledon singles’ championships, and overcame the odds to become both one of the most successful tennis players ever and an equally successful leader.

An unwavering supporter of women’s rights, Navratilova encouraged the sold out audience to “Fight for rights—all rights—human, animal, women, gay and transgender.” She reminded the audience that the income disparity between men and women still exists, and women still earn only 81 cents on the dollar compared to men. She didn’t miss a beat in her rhythmic mantra to, “Turn your focus upward, rather than inward. Look outside yourself.”

Personal hardship did not deter her determination. Sharing the surreal news of her breast cancer diagnosis while she was busy traveling between continents made obvious her tenacity. After wrapping her head around the devastating news she remained determined to stay focused on the solution, completing a third of her radiation treatment in France. “The only failure is when you fail to try or to give your best effort.”

Through her intimate journey, Navratilova encouraged the audience to adhere to the many messages she finds inspiring and to remember that focus is our emotional currency; mental clutter is not a good thing; you must own your own future: and to never give up—women have the same brains/ability as men. She also encourages finding work for which you have joy; maintaining a great attitude; recognize your gifts and changing what displeases you; and finally to remember to add value to the lives of others Tireless in her energy and commitment to her sport, to women, to lifelong active living, and the many issues close to her heart, Navratilova closed by encouraging all to “think bold.” “The best way to predict your future is to create it. Own your future,” she exclaimed.

Gail Frances is a local writer with a background in finance, public affairs, marketing.

In Magazine Tags Q12012

Vice Admiral Dennis McGinn

March 22, 2012 admin

By: Kelly de la Torre Issue: Vision Section: Government

Creating a More Secure and Prosperous America

Many people understand the direct link between oil and America’s enemies. But what they may not understand are the realities of our oil dependency as a nation. As a 35-year veteran of the Navy and President of the American Council on Renewable Energy (ACORE), Vice Admiral McGinn understands these realities because he’s experienced them. The good news is that his knowledge and experience puts him in the ideal position to change our dependency on traditional energy sources by creating opportunities for Americans. Better yet, he’s leading the charge.

In addition to his ACORE presidency, Admiral McGinn lends his expertise to, among other energy and climate boards, the CNA Military Advisory Board. The CNA Board comprises 11 recently retired three- and four-star generals and admirals, examining the national security implications of climate change and the nexus of energy, climate change and national security.

McGinn believes America’s heavy dependence on fossil fuels poses significant security risks to the country and our military. This is not a new issue for him. He became interested in national energy security issues during the OPEC oil embargo in the 1970’s when there were long lines at gas pumps. “We were relying too heavily on imported oil. I realized then how vulnerable we really were, and I haven’t lost focus on the critical link between energy and America’s economy and national security,” recalls McGinn in CNA’s Voices of Experience. Further, he believes, our dependence on fossil fuels comes with associated security, environmental and health costs. “America’s heavy reliance on fossil fuels comes at a cost that is not fully reflected in the amount paid at the gas pump,” says McGinn. “Every time we fill up, we need to understand the costs involved, especially the high price we pay with the lives of the men and women of the armed forces.”

Our dependence on oil undermines our national security on multiple levels. Vice Admiral McGinn explains that oil’s pervasiveness in America’s energy policy forces the country to engage at various levels with hostile and unstable regimes, weakening our international leverage and putting our economy in a precarious position. According to one CNA report, “The United States consumes 25 percent of the world’s oil production, yet controls less than three percent of an increasingly tight supply.” The trouble is that oil is traded on a global market, a market that is vulnerable to manipulation by those who control the largest shares. “Without bold action now to significantly reduce our dependence on fossil fuels, our national security will be at greater risk,” testified Vice Admiral McGinn, before a U.S. Senate panel. “Fierce global competition and conflict over dwindling supplies of fossil fuel will be a major part of the future strategic landscape.” America’s goal should be, he believes, to relieve our oil dependency by diversifying our fuel supply, increasing the efficient use of fuel and increasing our use of low carbon technologies.

Moving toward low carbon energy sources and technologies also helps confront the challenge of global climate change. “Climate change poses a serious threat to America’s national security, acting as a threat multiplier for instability in some of the world’s most volatile regions, adding tension to stable regions, worsening terrorism and likely dragging the United States into conflicts over water and other critical resource shortages,” testified Admiral McGinn before a Senate Committee. “The truth is, climate change aside, our energy choices have a direct bearing on our economic well-being,” he says. “If we’re not economically strong and stable we aren’t going to be militarily stable.” To address these challenges, there needs to be recognition that “climate change, national security, and energy dependence are a related set of global challenges.”

“In 2008, we sent $386 billion overseas to pay for oil—much of it going to nations that wish us harm. This is an unprecedented and unsustainable transfer of wealth to other nations. It puts us in the untenable position of funding both sides of the conflict and directly undermines our fight against terror,” testified Vice Admiral McGinn, before a U.S. Senate panel.

With challenge however, comes opportunity. Positive action is an imperative for our economy, our national security and for the safety of our men and women in the armed forces, emphasizes Admiral McGinn. As Americans we have a history of standing behind our military and we must recognize that national security is not only the responsibility of the military. “Americans made clear sacrifices during World War II for reasons that are obvious in hindsight: they understood the stakes, and they were asked,” he said. The good news says Admiral McGinn and ACORE, is that the changes needed today to move to a more secure nation aren’t sacrifices—they are ways to utilize new technologies to live more sustainable, secure lives.  “There is no free lunch when it comes to our energy choices,” says McGinn, “but by taking a systems approach, we can make changes without making the kind of sacrifices that Americans were called on to make in World War II—and the result is better security and economic opportunity with the added benefit of mitigating the causal factors of climate change.”

For example, according to McGinn, 97 percent of transportation energy is petroleum based. We need to change this by energy efficiency; squeezing every bit of value out of every gallon of gas. One critical step is to continue to increase our vehicle energy efficiency standards. Another critical step is to develop flexible fuel vehicles and open fuel standards where consumers have greater choice and vehicles are capable of operating on a variety of liquid fuels, for example, gasoline, alcohol fuels (e.g., butanol or ethanol), biodiesel or any combination of fuels. This type of flex-fuel vehicle would also complement hybrid vehicle technology like plug-ins and further increase the economic benefit. Flex-fuel capability directly impacts our national security by reducing our oil dependency, and it should become a standard feature like safety belts and airbags.

Fuel choice further applies to the electricity sector. “Although fossil fuels have supported America’s economic and military growth through the twentieth century, this growth hasn’t come without a cost in terms of environmental impact, health impacts and vulnerabilities to outside forces,” explains Admiral McGinn. To transition to a more diverse energy portfolio however, he believes we need to make complex choices, and these choices must be made while considering the linkage between energy security, economic security, environmental security and national security. In other words, we need to recognize that there is a cost related to each of these critical elements. For example, while coal is an abundant natural resource, of all the fossil fuels, it most impacts greenhouse emissions while releasing other serious toxins into our atmosphere. These and other external costs should be accounted for. “If we’re really honest and capture all the costs, direct and indirect, we make better energy choices,” urges McGinn.

Another safety concern is our domestic electric grid. “A fragile domestic electricity grid makes our domestic military installations and their critical infrastructure, unnecessarily vulnerable to incident, whether deliberate or accidental,” wrote McGinn and the CNA Board in their report, Powering America’s Defense. A more robust grid will facilitate integration of a more diverse portfolio of energy generation including solar, wind, hydro power and geothermal power, and will significantly reduce the emissions resulting from power generation. Equally important, the electric grid is a significant vulnerability in our domestic energy structure and the economic impact of an attack could be staggering. During the blackout in August, 2003, an estimated 50 million people lost power, shutting down sewage plants, gas and water pumps, cell phones, and television stations. The economic loss was estimated between $7 and $10 billion. The event was found to have been caused by the failure to trim trees near a power line, clearly demonstrating the extent of our vulnerability. “To the extent that the resiliency of the grid continues to decline, it increases the potential for expanded and/or longer duration outages from natural events as well as deliberate attack.”

Security, infrastructure, and climate threats are more than challenges—they are opportunities—opportunities to create industries around energy efficiency and renewable and low carbon technologies.  Notes Vice Admiral McGinn, “One of ACORE’s guiding principles is that we are for all kinds of renewable energy, and against none. ACORE is about building a more secure and prosperous America with clean renewable energy because that is part of the solution. We need to apply every technology and efficiency to solve our energy challenges. There is no ‘one size fits all’ energy solution.” The energy platform can’t be rigid. The platform needs to evolve depending on variables like need, geography and availability of resources, to name just a few. For example, solar might be the best resource for Arizona while wind is better in the Midwest. We are looking at an integrated system of variable parts and we need to look for solutions to fit with that system.

Vice Admiral McGinn sums up our current position this way, “The ‘Greatest Generation’ took on the challenges of 60 years ago. We can be the ‘Next Greatest Generation’ in the 21st Century by taking on the new challenges of today that are threatening our way of life. We can do something about these challenges.  The beauty is that to do so doesn’t mean sacrifice—it means more jobs, more national and energy security, and more economic security. Let’s get over the fear of the future and do something now to shape a better future for all of us. Business as usual is not the answer.”

Kelly de la Torre and Sue Carriere are attorneys who understand the solutions that advanced energy can bring to the military, the U.S. government and our nation. They are working to bring together partners from various industry sectors and government to identify barriers to implementation and encourage dialogue and consensus on industry solutions. To find out about ALG | Attorneys and how ALG can help bring your company’s energy solutions to these discussions contact or Kelly de la Torre at 720-536-4600 or please go to www.antonlaw.com.

In Magazine Tags Q12012

Beyond “Reset” to Innovation and a Fundamental Rethink of U.S. Policies Towards Russia

March 22, 2012 admin

By: Deborah A. Palmieri, Ph.D. Issue: Vision Section: Government I have pondered and studied the ups-and-downs of U.S.-Russian relations over the course of my career. Yet, I remain baffled why the U.S. and Russia cannot find that common foundation for trust and expansive cooperation. There are so many reasons why this makes good sense, but it just doesn’t happen. Back in 1835, Alexis de Tocqueville, well ahead of his time, in Democracy in America wrote, “There are now two great nations in the world, which starting from different points, seem to be advancing towards the same goal: the Russians and Anglo-Americans… Each seems called by some secret design of Providence one day to hold in its hands the destinies of half the world.” But, 177 years later, we have yet to achieve that synergy and belief that our destinies can intertwine. And Americans still see Russia as “a riddle wrapped in a mystery inside an enigma,” as Winston Churchill once mused.

Troubled Relations

Hopeful dreams of friendly cooperation of the two large and potentially powerful countries in the 19th century gave way to the realities of power politics and superpower competition in the 20th century. Distrust and suspicion arose as a result of the implementation of Marxist philosophy and approaches in Russia’s transition from Czarism, to the growth of modern industrialism based on one party communism and command-style planned economics. Bolshevism, Leninism, and Stalinism threatened a young United States as it experienced its own burgeoning economic growth and political system with different outlooks and principals based on capitalism, free markets, and individualism. The cultures clashed.

Widely differing historical, cultural, and religious traditions conflicted and vast geographical distances contributed to a lack of direct observational knowledge and the ability to travel and communicate easily.

Condemnations of Russia’s choice of path to economic development with socialist foundations gave way to profound disagreements over the post World War II settlement and ensuing Cold War. This happened despite joining forces as Allies to defeat Hitler’s fascism and the Axis powers—a war in which the Soviet Union suffered casualties of over 26 million, and the U.S. over 300,000. The industrial and agricultural base of the Soviet Union had been decimated, not to mention the population loss, and while hopes were high for Marshall Plan aid on a magnitude parceled to Western Europe, it was never forthcoming. By 1949, and on the heels of the Chinese Revolution and growth of communist movements worldwide, including in the U.S., the arms race and superpower competition would define the bilateral relationship for most of the 20th century’s second half. So the relationship was embittered with growing conflict, mistrust, suspicion, growth of nuclear capability, and a race to expand spheres of influence in the Middle East, Africa and Latin America.

Nonetheless, bright spots such as the success of the SALT agreements, space cooperation and the opening of the Soviet economy to American companies such as Pepsi and Monsanto, as early as the 1950s and more so by the 1970s, showed a desire for joint cooperation and goodwill. But landmark events like the Soviet invasion of Afghanistan, the U.S. boycott of the 1980 summer Olympics in Moscow, President Ronald Reagan’s characterization of the “evil empire” and launch of Star Wars, fostered resentment and estrangement.

Perestroika, Opening, Collapse

By the end of the 1980s, both sides realized change was needed and with Gorbachev’s perestroika in the air, President George H.W. Bush proclaimed, “We stand at the threshold of a brand new era of U.S.-Soviet relations,” while President Mikhail Gorbachev echoed, “The world leaves one epoch of Cold War, and enters another epoch.” These leaders opened communication, including taking a joint position against Iraqi occupation of Kuwait.

Everything changed again with the dissolution of the Soviet Union in 1991. With its empire deflated, territory reduced, economy in shambles, national psyche demoralized, and superpower status gone, a new power equation emerged. President Boris Yeltsin reached out to America for help and assistance to support a fledgling democracy, but as with Marshal Plan aid, not much support was forthcoming, despite a Clinton-Yeltsin pledge for a “new democratic partnership.” Numerous Western advisors like Jeffrey Sachs promised that “shock therapy” would save the Russian economy, but between 1990 and 1995, GDP and industrial output declined by 50 percent. With a tumultuous political system, organized crime found a fertile ground in which to flourish, and by August 1998, a massive financial crisis shook Russia to its foundations, as debts defaulted and the ruble lost two-thirds of value in less than a month. President Yeltsin lost credibility, and resigned December 31, 1999, turning over power to acting Prime Minister Vladimir Putin, who was elected to power in March 2000 by a wide margin.

Traditions of Cynicism and Disrespect

It takes two to tango—and blame for poor relations rests on both sides. What I have seen through my own career is that American attitudes towards Russia are often based on one-sided thinking revolving around our own interests. My comments here will focus on relationship failures solely from the American side. An often imperial attitude, suspicion, and mistrust are based on past rivalries between the countries, especially commencing during the Yeltsin era when Russia was weak and needed help. But certainly during the Cold War, many State Department officials adopted a preaching, criticizing, negative and belittling posture, and determined that Russian sovereign interests could not and would not be considered, despite talk to the contrary. I know direct-hand many examples of demeaning treatment of Russian nationals at the passport window at the American Embassy in Moscow, where Russians who waited in lines for hours, came to Moscow from Siberia because they were required to appear in person, brought bushels of employment, housing and personal documents to prove they were not a flight risk, answered detailed questions about their personal and professional lives but still had “denied” stamped on their application papers with no reason offered and no appeal available. Even ministry level officials, top scientists and academics experienced denials, delays, and trip cancellations as a result of similar treatment.

It’s a curious thing. We expect our own national security interests and pride to be respected, naturally. Yet, we don’t think it is expected that the largest country in the world should expect reciprocity and respectful treatment, a country whose borders are far closer than our own, to trouble spots like Iran and the Middle East, and the terror outposts of Al-Qaeda.

Impasse: Missiles in Europe, Art Exchange, Russian Elections

When President Obama came to office, he announced a policy of “reset” towards Russia, one designed to reverse the estrangement from Russia of the recent Bush years and enhance communication and cooperation. Yet, despite that, there is a logjam of big areas of conflict. One is Obama’s proposed missile defense system in Europe, used allegedly to deter threats from Iran, and known as The Phased Adaptive Approach (PAA). Between now and 2020, PAA will deploy a sophisticated new generation of missiles and receptors in Poland and Romania, with radar systems in Turkey and on ships in the Mediterranean at a staggering minimum cost of $10 billion annually, or at least $100 billion of American taxpayer dollars over the next ten years. The PAA has provoked Russians who fear it will upset the current strategic balance and their reaction has been incredulous and angry—considering that when Obama came to office, he scrapped the Bush plan for missiles in Europe, permanently they thought. President Medvedev warned the U.S. that progress in disarmament and arms control could stop, and that in retaliation, deployment of tactical missiles in western Kaliningrad was a serious option. This would entail a new sophisticated generation of missile defense penetration systems and advanced warheads. Medvedev alleges that U.S. and NATO have disregarded Russia’s sovereign interests and security concerns, causing little meaningful progress to be made. So, when both countries can least afford it, we could be approaching an intensified arms race. Furthermore, Russian efforts to secure written legal guarantees that the new system will not hinder Russian defense have been rebuffed by the U.S. and NATO.

Foreign Minister Sergei Lavrov expresses this frustration, “Now they do not want to give us such guarantees. And without this we will have to look for other ways to ensure our own security.” Adding to that, Russian Ambassador Sergei Kislyak declared, “Moscow is determined to maintain a strategic nuclear balance with the West.” The unilateralism of it all gnaws at the Russians, as expressed by UN Russian Ambassador Vitali Churkin, “Unilateral build-up of strategic missile defense complicates the process of nuclear disarmament… It is hard to imagine a situation, in which a significant reduction of nuclear arms is made simultaneously with missile defense build-up, designed to give military advantage to one of the parties.”

A second example of impasse pertains to cultural relations in the area of art exchange. Russia has called a halt to all art loans from Russia’s museums and collections due to the Chabad-Lubavich dispute over Jewish religious documents and books held in Moscow since World War II, known as the Schneerson Library. Such an embargo was never been experienced so bitterly even during the darkest moments of the Cold War, when cultural and art exchanges were unimpeded by politics.

A U.S. District Federal judge ruled a default judgment against the Russian Federation in the Chabad lawsuit, stipulating that Russia must return the collection to the New York-based Chabad. At various times, Chabad representatives threatened to seize Russian-owned art on loan in American museums as leverage to coerce Russia’s compliance to turn over the Schneerson Library. While the State Department claims it has made sufficient and necessary guarantees, and Chabad has back-tracked stating it will not seek court orders to enforce the judgment, Russia is not satisfied and demands written and legally binding guarantees, which have not been forthcoming (as of the date of this publication).

So an impasse at what should be a routine state matter with joint resolution has meant that Russia cancelled scheduled loans to The Met in New York City, the National Gallery of Art in Washington, the Getty, Los Angeles County Museum and more. And, the Museum of Russian Icons outside Boston was caught in the middle too. Icons from the Andrey Lublev Museum on loan through mid-2012 were seized when a “force majeure” warrant was slapped on the museum. Despite a contractual agreement and only midway through the term, under this unusual and rarely used order, the loaned icons were hastily packed up and shipped back to Moscow. Russian diplomats felt they could not rely on the word of the American government. Potentially, a court order against the icons, even if not enforceable, could have held Russian treasures in escrow for years with bitter and costly legal wrangling to free them. The Russians didn’t want to take that chance.

In another area of breakdown, Secretary of State Hillary Clinton criticized the Russian parliamentary process in December 2011, even before there was evidence of irregularities, according to Russian spokesmen. Concerning the election, Secretary Clinton called for a “full investigation” and made accusations of fraud and intimidation on the part of the current regime. She also said, “The Russian people, like people everywhere, deserve the right to have their voices heard and their votes counted. And that means they deserve free, fair, transparent elections and leaders who are accountable to them." They believe her comments in part were aimed to incite the massive demonstrations that followed the elections and that her comments constituted domestic interference.

Moving Forward: Innovation and Rethink

Concerning the aforementioned issues, both sides cannot agree. Obama’s reset policy did not change the underlying thinking about Russia. American government can do more to better understand Russian concerns. This makes for better diplomacy, including business relations and can result in huge cost savings and benefits for Americans. Unilateralism and inflexibility is symptomatic of a long-standing inability to react to fundamental Russian core values with a spirit of negotiation and understanding. A lack of respect, coupled with traditional imperial thinking, not to mention deep-seated fears from the Cold War have contributed to the growth of this dysfunctional relationship. It’s in America’s interest to fundamentally rethink our policies and the benefit that positive relations can bring to the table.

We muddled through our relations with Russia during the turmoil of the nineties under Yeltsin and the reforms of the Putin years, with few if any significant breakthroughs. Part of the reason was that we negotiated from a position of economic and political strength, and there was no compelling reason for any changes or flexibility. Russia under Yeltsin was weak and struggling, but then Putin began to log impressive gains in growth, focusing inward on domestic reform, managing its own Chechyan and terror threats, and creating viable legal, financial, and taxation regimes. As the Russian economy began to recover, first under Putin, and then under President Medvedev, simultaneously the American economy was experiencing a number of shocks, with a collapsing real estate market, financial woes, and soaring debt.

Under the Obama administration, despite the good intentions of “reset”, neither art, missiles or election monitoring are immune to failed diplomacy. Nor has the administration made it easier for Russians to obtain visas to fuel their great desire to come here and spend money in American as a tourist destination. Burdened by an antiquated visa system with a pendulous application process and often rude and sometimes even humiliating treatment at the U.S. Moscow Embassy, after a long wait or hours-long flight from interior Russia, Russians are taking their spending power to Europe, Latin American and the Middle East. The American tourism industry and local businesses across America lose out because an out-of-touch government has maintained decades old barriers, stifling the free flow of people and commerce. The visa system is in great need of reform and requires streamlining and the application of technology to ensure security, while allowing for travel viability. The idea that massive numbers of Russians want to violate their visas and sneak into the U.S. has long been assumed by the State Department, but now, is unrealistic. Russian tourism can generate hundreds of millions in revenue for struggling U.S. states and cities, as well as industries from airlines to souvenir shops.

It’s not a hugely complicated matter to change and shift course. Time is of the essence, and while we delay and preach to the Russians about how they need to change their system, we increasingly lose traction. And, if we don’t extend the olive branch with goodwill, we encourage Russia to cement partnerships elsewhere, such as China. The U.S. might want to be concerned by Sino-Russian rapprochement, especially as our policies estrange both these important and growing powers.

In many ways, the combined resources of these nations can leave the U.S. vulnerable in the event that their alliance grows, and we become isolated or estranged from both, which is not a remote possibility. China and Russia share common interests, a long geographical border, and a prior communist history. Although they fundamentally distrust, and even dislike each other, but both are pragmatic enough to join interests, especially given current U.S. policies. We have offended Russians over missiles in Europe, the Chinese over stationing troops in Australia, and overall accusations of unfair trade practices. We now need to focus on those core values that we expect from others but have been wont to give—respect, trust, understanding and wisdom. If a “reset” is to genuinely take place, it needs to start with our thinking and assumptions. We also need to facilitate commerce, trade and travel by simplifying our visa system and standardizing it to EU norms for Russian nationals.

America needs to set forth a revitalized standard of leadership and embrace realpolitik norms of conducting diplomacy and business. Our old-fashioned moralizing and preaching looks patronizing and out-of-date, and that undermines the credibility and respect that others hold for us. Now, policies based on pragmatism and realism are needed more than ever which emphasize practicality over ideology in order to maintain and secure our national interests.

Improving relations with Russia is sound pragmatic policy and good business for America. Re-thinking the viability of the European missile system alone could save at least $100 billion over the next ten years. In its place, we should work jointly with Russia, Europe and NATO to ensure our security and spread defense costs among our friends and allies.

By reforming our Cold War based visa system and facilitating Russian tourism to American resorts and cities, we can generate billions in tourist revenue for our airline, hotel, resort and tourism related companies, both large and small. By streamlining travel for business travelers from Russia to the U.S. and vice-versa, we facilitate the growth of trade, investment and productive business relations.

The foreign policy of the U.S. and government attitudes and actions should be accountable to the American public. In the past, politicians made foreign policy decisions giving little consideration to cost consequences, both short and long-term. Our policy towards Russia generated huge costs for our budget—costing billions in lost business revenue that went to other countries and foreign markets. But now, our thinking should shift to how to craft policy changes in a new era that can generate economic benefits and goodwill in diplomatic relations. This is the way of the future. At a time when 48 percent of Americans are categorized as low income, when the net worth of U.S. households is shrinking, and our budget deficit is nearly $1.3 trillion and government debt tops out at $15 trillion, the time is past due to innovate and re-think. Our foreign policy thinking towards Russia should focus on creating prosperity and productivity. We can benefit enormously by minimizing conflict oriented diplomacy and reigning in military spending on the missiles in Europe project, which will create a next generation arms race with Russia.

Is there hope? There is always hope, and I believe a sober assessment can and should be undertaken by our policy makers in Washington to improve relations with Russia. It is in our national interest to do so. Russia, as the largest country in the world, with a highly educated population who loves to travel and learn, with a growing middle class with ever increasingly amounts of disposable income is a market which can deliver huge benefits to the U.S. and in turn receive them. But most importantly, the U.S. and Russia share common regional and global security goals and threats and enjoy great structural economic complementarities. There exists an enormous potential for trust and mutual understanding.

Dr. Deborah A. Palmieri is Honorary Consul General of Russia in Colorado and founder and president of Deb Palmieri Russia LLC and Institute. Special thanks to Ricky Packard and David Springer for research support.

In Magazine Tags Q12012

Community Matters

March 22, 2012 admin

By: Cristin Tarr Issue: Vision Section: Community

A New Vision for Social Innovation

Poverty is not a political issue; it is a reality. In the United States one in five children are living in poverty. Our public schools are underfunded and underperforming, parks and recreation areas are deteriorating. In addition, medical needs are on the increase as obesity rates have doubled over the last three decades. These are just a few of the statistics we don’t like to recognize as our own. Our communities are suffering and government can’t solve these problems alone. We must explore a new vision to accelerate positive social change where we live and work. We must ascertain—does community matter?

Is solving social issues in our community the government’s responsibility alone or a combined commitment of our citizens, nonprofits, and businesses? Traditionally, businesses write checks to nonprofit organizations to support their favorite charities, but surprisingly only five percent of the total giving dollars in the United States originate from the private sector. The Center for Philanthropy at Purdue University reported that 79 percent of charities are financially stressed, with not enough resources to support critical social programs. Collectively, we must redefine the boundaries of capitalism and make a fundamental shift in how we fund and support social programs.

Corporate social responsibility (CSR) is the notion of companies directly committed to the common good of society. This commitment to CSR supports both social needs as well as environmental responsibility. Companies of all sizes are dabbling at giving to charity or recycling programs, but CSR is more than that. It is a business commitment using resources to support the greater good, while still focusing on profits. It can be scaled to all sized companies. Patagonia built their organization on CSR practices—protecting resources and people has been the forefront of their core business model. The very popular “Common Thread” campaign asks customers to pledge to only buy what they need or to repair, reuse, and recycle their clothing. Important to note, authentic CSR practices positively impact company reputation. In fact, Reputation Institute’s 2011 Pulse Survey suggests that overall CSR practices are responsible for more than 40 percent of a company’s reputation.

Milton Freedman wrote in 1970 in The New York Times “Social Responsibility of a Business is to Increase Profits” declared that profits are and should be the only goal of a company, and that giving back to the community should be funded on a personal level and not part of company’s business practice—unless it alleviates a tax burden. In 2011, however, Michael Porter suggested a new concept called shared value which he defines as corporate policies and practices that enhance the competitiveness of the company while simultaneously advancing economic and social conditions in the communities in which it operates. John Kania, Managing Director at Boston-based FSG, and colleague of Porter’s, co-authored the recent article, “Do More than Give” argues that CSR is not a black and white issue. He says, “Responsibility is about individual values. Corporations won’t invest in societal issues on a sustained basis unless their management and employees see a strategic value in doing so. Companies should look to create shared value and align parts of their business to address social and environmental issues in their communities. The results are the value creation of long-term positive change for both society and company.”

Kania’s opinion begs the question—will the private sector embrace this new paradigm and develop long-term business strategies to drive profits and benefit society?

Social innovation is a new vision where a company profits from creating social change. Jason Saul, a leading advocate and founder of Mission Measurement and author of Social Innovation Inc., describes five strategies of how companies of all sizes can demand profits, while positively impacting the community. The value is realized through paths such as opening new markets, developing employees, building closer ties to customers, advocacy, and attraction and retention of talent. This shift in practice changes the way we think about business and its role in our communities. Social innovation is the “DO” of social responsibility and philanthropy, producing a blend of impact and profits, and going beyond traditional philanthropy.

Social innovation is strategic, aligned and views greater good initiatives as a means of increasing profits—it is not just a glossy brochure or a big check to a random nonprofit. For example, Starbucks launched the UCO’s (Urban Coffee Opportunities) in over 100 locations in underserved markets such as Los Angeles, New York, and Detroit. The chain’s success includes a Harlem store, which led to the redevelopment and now a vibrant neighborhood. The UCO initiative creates jobs with health benefits, builds a local gathering place, and empowers community players to take action in their neighborhood. At the same time, Starbuck’s is extending its footprint and gaining value in emerging market areas.

Integrating social innovation into a company culture takes thoughtful and committed steps. Every company, from a sole proprietor to a large multinational corporation can embrace and take action in social innovation and shared value through four key steps.

Step #1 - Set Vision and Commit

Step #1 requires transitioning from the traditional mindset that philanthropy is a cost of doing business, to one that embraces the idea that social innovation strategy takes leadership. It entails commitment of C-level executives to embrace community engagement as a method of creating shared value. It is imperative to have the commitment from the top and allocate critical resources, build a core strategy, get buy-in for stakeholders, and ultimately measure the positive impacts on both the company and the community.

Step #2 - Develop Strategy and Engage

To create shared value, a social innovation strategy requires a vigorous, yet attainable goal, and clearly defines to stakeholders the benefits to both the financial bottom line and society. There must be advocacy linking employees and other company stakeholders with community activities that they are interested in. Executive leadership teams are important, but the commitment of the workforce and collaborative partners is what will move mountains. Employee engagement can and must be a value of social innovation. There are clear indications that engaged employees are more productive. The Society for Human Resources Management compared companies that had strong sustainability programs with companies that have poor ones and found that engaged corporations morale was 55 percent better than those with little or no engagement, business processes were 43 percent more efficient, public image was 43 percent stronger, and employee loyalty was 38 percent better—creating an obvious business value.

Step #3 - Implement, Innovate and Inform

A strategy is only good when executed. Leveraging a company’s brand, innovation, core competencies, resources and partnerships responsibly, strengthens the workforce, communities, and economy. No longer is community engagement a cost of doing business, rather it is a well-planned initiative that mobilizes workplace knowledge and expertise to solve social issues. There are several essential practices to transform goodwill efforts into a business return.

Educate and Empower

A company’s workforce is their biggest asset. Educating on sustainable practices and giving tools to empower teams to solve both business and social challenges promotes innovation and good problem-solving skills. Through training and by recognizing individual success, companies are able to more aptly create buy-in and a long-term commitment to profitable social change.

Volunteer

One of the most powerful ways for young executives to experience leadership essentials is through community and volunteer opportunities. Volunteering can be a hands-on, multi-generational, and team-building chance to introduce a holistic approach to building capacity in our communities. Matching and organizing volunteer programs can be interpreted by employees as an extra burden, but when employees are empowered, given resources and organizational support, they can focus on outcomes which are much more rewarding and successful. Offering employee incentives, such as days off to volunteer or bonuses for meeting or exceeding social innovation goals, should be interpreted as tools as well as a company’s commitment to achieving shared value.

Collaborate and Communicate

Consulting and communicating with all stakeholders is part of the value of social innovation. And, telling authentic stories builds both attraction and value. Many Fortune 500 companies dedicate a portion of their website, and in some cases exclusive sites and social media, to communicate sustainability and social accomplishments. These methods enhance brand loyalty and attract the new workforce—young professionals or Millennials—born after 1985. The 79 million Millenials are particularly attracted to companies that embrace strong CSR practices. In fact, a recent study by Cone Communications found that 83 percent of Millennials trust a company more and 79 percent wants to work for a company that shows they are socially and environmentally responsible.

Step #4 - Measure, measure and measure

“If you can’t measure it, you can’t manage it,” is a familiar phrase among CFOs. As every good business decision is made through setting goals and monitoring performance, social innovation and shared value creation is no different. An essential step is to measure key indicators and structure programs to monitor continued improvement. Many believe measuring social change is difficult, but it starts with simply setting goals. John Kania, a social impact advocate says that business must, “Figure out what your community goals are then figure out the indicators for success and begin there. It is not any different then what is on the business side.” He advocates that it is critical to continually evaluate and report findings from indicators and to monitor milestones to ensure a sustained company commitment and direction.

A great example that summarizes the social innovation process is GE’s brilliant campaign called Ecomagination. This unique program is GE’s commitment to imagine and build innovative solutions to today’s environmental challenges, while driving economic growth. GE mobilized their stakeholders to take action around the world to solve societal problems and create shared value. Furthermore, GE stuck with their core competencies, company mission, and set a vision. Through collaboration they built a strategy using employees as an advisory board, communicated and delivered results that were measureable and meaningful, and ultimately benefited society and the company.

What is happening to our communities is troubling, but not irrevocable if we work together. Listen to the new Bruce Springsteen’s release “We Take Care Of Our Own,” where he sings, “I've been stumblin' on good hearts turned to stone; The road of good intentions has gone dry as bone; We take care of our own.”

Let’s begin a new vision, because community does matter.

Cristin Tarr is the Co-Founder and Managing Partner of Business Service Corps. Business Service Corps assists companies develop, organize, and implement ambitious and collaborative community outreach programs with measurable results while making a positive social change in our communities. Cristin’s passion to connect, collaborate and commitment to global citizenship is perfect for her roles in community relations, as a corporate trainer, speaker and facilitator. To learn more about Business Service Corps visit www.BusinessServiceCorps.com.

In Magazine Tags Q12012

Business Minds and Humanitarian Hearts

March 22, 2012 admin

By: Michael Dale Issue: Vision Section: Community

A New Business Approach to Charitable Work

TIFIE Humanitarian (Teaching Individuals and Families Independence though Enterprise), a Utah-based international organization, is pioneering a new approach to charitable efforts in West Africa. Founded in 2007 and dedicated to fostering long-term, self-sustainable philanthropic support, TIFIE trains individuals to establish sustainable business enterprises like agricultural development farms, medical initiatives, business entities, and successful distribution, transportation and construction service companies.

TIFIE believes in lifting the human spirit by supporting orphanages, renovating and building schools, supplying reliable and portable solar energy, developing water projects, and delivering life-altering change. With this paradigm-shifting approach to humanitarian aid, TIFIE strives not only to help those in need, but helps people realize their potential for self-sufficiency and prosperity.

Robert Workman began looking for humanitarian opportunities in 2005, after 30 years as a successful entrepreneur and owner of Provo Craft and Novelty. He wanted to focus on something that would more profoundly change people’s lives—giving rise to TIFIE Humanitarian. During his extensive business travels, Workman had seen free-market concepts flourish in places like China and India, improving lives with fresh opportunity. His vision was to utilize tried-and-true business principles within a humanitarian model to provide sustainable change. This vision took root in the Democratic Republic of Congo (DRC), where Workman fell in love with the people and their culture. He also recognized the massive challenges of daily life and lack of opportunities for livelihoods. Working in the DRC was a challenge, making it the perfect place for him to plant the first seeds that would become TIFIE Humanitarian.

Through his experiences with TIFIE in disadvantaged areas of Africa, Workman realized the severe need for a reliable power source there. As a result, he founded GOAL ZERO to help deliver dependable, socially responsible, and eco-friendly power to people around the world. Together, GOAL ZERO and TIFIE Humanitarian foster economic development in underserved countries by establishing sustainable business enterprises that produce goods and services and create lasting jobs.

GOAL ZERO and TIFIE were conceived to work together not only to provide access to portable power, but also to empower, by providing tools and skills for sustainable humanitarian efforts. TIFIE receives a portion of proceeds from all GOAL ZERO purchases, which covers the operational expenses for the organization. “Not only is this organization providing a basic necessity of light, but it is also teaching the value of financial responsibility one light at a time,” said Robert Workman. “Staying within our mission of providing long-term, self-sustainable philanthropic support, we believe these programs will make a tremendous difference.”

TIFIE’s local entrepreneur programming focuses creating food security and increasing economic prosperity through rural road repair, seed multiplication, market development, education, microenterprise, orphanage repair, water procurement and health and HIV projects. Farmers receive agro-enterprise training to assist in building links to markets for increased profits. Currently, TIFIE is working to improve food production and climate mitigation by forming voluntary farming associations, thus providing farmers the opportunity to increase their economic benefits by ensuring resource conservation.

TIFIE also supports small enterprises in partnership with the Catholic Church and provides training, seed grants and technical assistance. TIFIE has implemented a seed multiplication project with two local associations—comprised of almost 50 percent women. These groups have successfully multiplied cassava, corn, peanuts, cowpeas, soybeans and planted seeds on 120 hectares of land, almost tripling the income of each family involved. Moreover, TIFIE recently built a warehouse that houses excess goods before being transported to the market in Kinshasa.

Serge Tshibangu is a prime example of how the training and opportunities that TIFIE provides gives a family true independence. Tshibangu has been working at the TIFIE farm in Dumi for over 18 months. Before moving to there, Tshibangu and his wife Kito lived in Kinshasa with their two children, Jasmine and Ivory. He is currently working at the TIFIE Farm as the agronomist, strategizing and implementing best practices for agriculture and animal husbandry.

Moving from the city to the farm was a huge change for his family, as life in the city included modern conveniences such as running water and flushing toilets. Thanks to GOAL ZERO however, Tshibangu can fully power batteries and lights out on the farm. And, he has taken the initiative to create his own business of producing and selling charcoal—DRCs only heat source for cooking—in nearby villages. Oftentimes, villagers make charcoal and sell it to generate income, and with the help of TIFIE, Tshibangu has been able to produce additional income as well. With the profits, Tshibangu has been able to purchase two hectares of land near the main TIFIE farm, where they are planning on building a large home. It is a positive step for them—owning their own property and raising their children in a clean and safe environment.

In many villages of the DRC, smallholder farmers rely on subsistence farming to meet basic nutritional needs. Farmers are discouraged from planting cash crops because of their inability to warehouse, protect, and transport their crops making it difficult to generate an income worth their time and effort. Furthermore, many farmers utilize agricultural practices that deplete soil nutrients, increase desertification, negatively impact water conservation efforts and otherwise make the land incapable of supporting crops in consecutive seasons. In addition, due to frequent droughts, poor harvests and a lack of technical expertise, the quality of agricultural seeds has declined over the years.

Since 2007, TIFIE has operated agriculture programs focused on helping farmers and villages improve food availability, food security and increase economic stability with sustainable agricultural practices. TIFIE provides education and technical assistance to farmers in agroforestry and seed multiplication—encouraging changes to cropping patterns, reforestation and diversify of harvests that can enhance overall economic livelihoods.

TIFIE has experimented with cassava, pineapple, moringa, acacia, eggplant, hot peppers, and corn to identify which plants would thrive in the local area and would best help village farmers generate household income. The organization has planted 247 hectares of cassava, 100 hectares of sweet potatoes, two hectares of pineapple, and over 40,000 moringa and acacia trees.

The organization’s efforts at providing employment and sustenance through agriculture are based on the complex growth and production cycle of cassava—a highly nutritious, staple food for many African people that grows in poor soil/low rain conditions. And, at any given time, TIFIE’s farm in Dumi can easily employ up to 200 people. This combination of farming and agri-forestry provides sustainable employment to Congolese people from eight different villages, as well as providing them with agricultural training that they will be able to use for the rest of their lives.

For more information, visit www.tifie.org.

In Magazine Tags Q12012

Denis Hayes

March 22, 2012 admin

By: Martha Issue: Vision Section: Community

A Lifelong Environmental Advocate

Denis Hayes, the founder of Earth Day and current president and CEO of the Bullitt Foundation, has devoted his life seeking to harmonize human needs and desires with the planet’s ability to support mankind. Utilizing every available venue to educate and evangelize, including articles, books and speaking engagements, and when necessary the courts and legal system, Hayes promotes the application of the principles of the science of ecology to the design of human ecosystems.

So, what does that mean?

The science of ecology’s fundamental principal is that everything is connected to and dependent upon everything else. Nothing survives when the delicate balance of clean air, water, food, sunshine, predator and prey is disrupted. We do not know the precise tipping point for any given species to become extinct, but we know extinction is a fact. The million dollar questions then are: What is the tipping point for extinction of the human race? What are the key tipping points of other species along the way?

Progress And Its Impacts

Progress is generally seen as a good thing. The Industrial Revolution is often touted as a major inflection point of progress that brought massive changes in agriculture, manufacturing, transportation and economic policies. It brought people out of rural living into urban environments and created the middle class. It also brought mass production of goods, making them affordable to this new middle class. It brought improved transportation, enabling rapid movement of goods from coast to coast and border to border.

However, progress has a significant downside, specifically the unintended consequences of rapid change. The Industrial Revolution brought an extensive increase in population, consumption, and the associated waste. It brought massive increases in pollution of every type—including air and water—from the base source of energy production all the way through the production, distribution, and disposal of these mass produced goods.

It is through examining the impacts of unbridled economic gains that Denis Hayes’ vision of balancing human wants and needs with ecological science came to fruition.

Hayes’ Roots

Hayes’ work was spurred by his childhood community and the signs of progress that were literally sickening the residents and surrounding environment. Growing up in the Pacific Northwest, he witnessed massive deforestation in the name of economic growth. The deforestation brought environmental issues such as erosion and water pollution. The paper mill that dominated his hometown introduced excessive air and water pollutants that cascaded to human impacts, including respiratory illnesses.

Hayes dropped out of college and traveled the world, visiting developed and undeveloped countries. He witnessed firsthand what Charles Darwin wrote about in The Origin of Species, “All life on the planet is capable of adapting up to a certain degree then it will fail and become extinct.” This knowledge and message has been shared and published for over a hundred years from Henry Thoreau to Jared Diamond. Hayes returned to the United States and set out on his life’s mission, to make sure people understand that societies will collapse if not nurtured.

Ecology And The 1960s

Hayes’ work as the national coordinator of the first Earth Day started in the mid-1960s, a period of time when big business was at odds with workers and the environment; when citizens were at odds with all levels of their government; and when governments were at odds with each other. The 1960s saw the impact of DDT, Lake Erie being nearly killed by industrial and agricultural runoff, rivers in Ohio spontaneously combusting, and the introduction of Walmart and the promotion of mass consumption.

Mass media, specifically television, was also introduced into the family home in the early 1960s. With television came news, video footage and the education of large numbers of people to the issues of the times. There were widespread calls to action. The 1960s became the decade of protests. The time was ripe for Hayes to share his vision of harmonizing the needs and desires of mankind and earth.

As Hayes described the emerging period, “It was the Environmental Golden Age.” After the first Earth Day held April 22, 1970, President Richard Nixon saw an opportunity to engage the 20 million people in the streets who spanned all electoral demographics. He created the Environmental Protection Agency (EPA) with an executive order and signed the landmark Clean Air Act of 1970. Additional legislation over the next few years included numerous bills specific to water and marine life, and most notably the Endangered Species Act in 1973.

Current State of Affairs

Since the 1960s and 1970s, environmental awareness has ebbed and flowed—recently tilting more to the ebbing than the flowing. Politics have grown more contentious, corporations more powerful in terms of guiding public policy, constituents more distracted and disengaged. However, Hayes has stayed with his mission for the past forty-plus years.

Hayes notes, “Environmental issues are global in nature. The institutions involved in driving change are slow, as they should be. I have faith that the issues are sufficiently important that the changes we need to see will come.”

Hayes is accurate in his assessment that change, albeit slowly, is occurring. Earth Day has expanded to over 190 countries, environmental awareness is on the radar of people around the globe, and food and sustainable energy issues make the news cycle on a regular basis.

The protestors of the 1960s are industry leaders of today. They come to the boardrooms and executive suites with more knowledge and understanding of the complex interrelationships of raw materials, production, distribution, consumption, disposal and the environment than their predecessors. They are also faced with new and different issues never before seen—genetically engineered foods, peak oil, widening education and wealth gaps, and the rise of Second and Third World countries into First World consuming nations. The net result of the additional challenges facing the globe is that Hayes’ vision has expanded to include them. For example, he argues, “We now need to not just reduce carbon emissions, or even to just reach ‘net zero,’ but we need to actually pull large volumes of CO2 permanently out of the atmosphere.”

The Vision Going Forward

We have come full circle forty-plus years later, with Time naming The Protestor as Person of the Year in 2011. The tools for information dissemination, especially video footage, have improved with the introduction of social media, crowdsourcing, and flash crowds. The Internet offers near real-time communication between constituents and members of Congress, and local and state representatives. The ability to engage the average person has become as easy as a few key strokes and clicking send.

Hayes’ progress has not stopped since those early days. He continues his educational outreach efforts through the Bullitt Foundation. He remains active on the speaking circuit, spreading his vision of using ecological science to map growth and development of human ecosystems.

You can get a taste of Mr. Hayes’ low key, yet impassioned style, by watching him deliver a brief synopsis of his vision and the driving factors behind developing Earth Day at http://www.youtube.com/watch?v=idKB0vrZwX4. Hayes will be sharing his thoughts and message as keynote speaker and honorary chair of the 4th Annual Global New Energy Summit being held at the Broadmoor Hotel in Colorado Springs, April 9-11. In addition to his honed vision, Hayes brings deep knowledge specific to energy issues to the Summit. He wrote a bestselling book, Rays of Hope, which was influential to energy policy decisions during the Carter Administration. He was director of the Solar Energy Research Institute, known today as the National Renewable Energy Laboratory. And he taught energy engineering and policy at Stanford University for five years. To attend the Global New Energy Summit visit http://www.globalnewenergysummit.org/.

To learn more about the Bullitt Foundation visit http://bullitt.org/. Martha Young is principal at NovaAmber, LLC, a business strategy company based in Golden. Young has held positions as industry analyst, director of market research, competitive intelligence analyst, and sales associate. She has written books, articles, and papers regarding the intersection of technology and business for over 15 years. She has co-authored four books on the topics of virtual business processes, virtual business implementations, and project management for IT. Young can be reached at [email protected] or on Twitter @myoung_vbiz.

In Magazine Tags Q12012

Visionary Leaders Bring City Year to Denver

March 22, 2012 admin

By: Rebecca Saltman Issue: Vision Section: Community

Impacting the National Dropout Crisis One Student at a Time

A little over two years ago business and community leaders from around metro Denver began raising the question of whether the organization garnering so much praise across the country—City Year—could address some of the issues confronting students in Denver Public Schools. Inquiries were made to the City Year headquarters in Boston to see what would be needed to cultivate a location in Denver. As local leaders joined the conversation, support increased, and the wheels started turning. However, attracting the forces for change took much more than a few conversations. It took great leadership, collaboration across multiple sectors, and a shared vision to make it a reality.

City Year is a nationwide nonprofit organization founded by Michael Brown, who still serves as CEO, and Alan Khazei whose mission is focused specifically on the high school dropout crisis. With 23 locations across the United States, as well as affiliates in London and Johannesburg, the organization has a tremendous reputation of success. The model identifies young leaders ages 17-24, called Corps Members, and leverages their talent, energy, and idealism to serve full-time in teams at local schools as tutors, mentors, and role models.

There are over 2,000 Corps Members across the country serving thousands of children and youth in urban school settings. These young leaders deliver targeted and school-wide interventions in literacy, math, attendance, and behavior, as well as providing support for after school programming. This intervention strategy targets third through ninth graders, providing consistent support to students throughout the entire school year. Corps Members serve high schools and the "feeder" elementary and middle schools generating the most dropouts.

Recent metrics compiled by program administrators revealed that 90 percent of all students tutored by City Year in 2010 improved raw literacy scores. Perhaps not so surprisingly, there was also a 55 percent reduction in the number of students with less than 90 percent attendance as a result of programmatic attendance support activities. These numbers are just samples of the impact that is being made across the country. In the Denver metro area, leaders had a shared vision to actively address the dropout crisis in Denver Public Schools—its hallmark was the 51.8 percent graduation rate.

The founding committee for City Year Denver was comprised of Ben Walton (Walton Family Foundation), Christine Benero (Mile High United Way), Scott Binder (formerly of Comcast), Barry Curtiss-Lusher (Bay Philanthropic Fund), Vanecia B. Kerr (formerly of TIAA-CREF), Nina Lopez (Colorado Department of Education), Jacqueline Lundquist (1874 Chairperson at Colorado College), Melanie Melcher (Colorado State Land Board) and Colorado State House Representative Joe Miklosi. These individuals, under the leadership of Ben Walton's initial $1million Challenge Grant, worked to provide leadership with introductions to key political, business, and civic influencers in Denver's cityscape. The idea was to develop a collaborative team from the government, education, and private sectors, who also wanted to improve education for Denver students.

This concept of collaboration was not new to those involved in the startup of City Year Denver. In fact, the entire organization operates as a collaborative model between multiple sectors. City Year, as an AmeriCorps organization, receives a portion of their financial support from the federal budget that spurs general volunteerism. Additionally, City Year partners with school districts and enthusiastic private sector resources, all of whom are valued partners in the success of the program.

One of the founding committee members, Vanecia Kerr, was instrumental in helping organize the initial meeting with Superintendent Tom Boasberg and members of his leadership team. Kerr attended this meeting with leaders from City Year to demonstrate that the business community was also interested in working with Denver Public Schools to address the issues.

After 18 months of planning, including intensive efforts to raise the necessary initial investments to match the $1 million challenge grant from the Walton Family Foundation, the implementation of a City Year Denver site received a favorable vote from the National Board of Trustees in January 2011. The founding committee was excited and Denver Public Schools immediately started planning to have its own Corps Members deployed in local schools by the fall of 2011.

In preparation for the new site, there was much work to do. A startup team was quickly identified and began hiring the initial 50 Corps Members. Marc Morgan, the startup director for Denver, had a rich history with the organization and was a great fit for the growth of the Denver work. He had worked his way up through the organization, serving in various roles at City Year Greater Philadelphia and City Year Boston. Because of his background, Morgan was instrumental in laying the groundwork for a full deployment in a few short months—one of the fastest startups in the history of the organization.

With less than two fiscal quarters to create a startup team and full time staff, City Year continued their partnership with Denver Public Schools (DPS) to outline where the work was needed the most. Five schools within the DPS system were targeted including Lake Middle School, North High School, Rachel B. Noel Middle School, Montebello High School, and the Denver Center for 21st Century Learning. Each of these schools would have "feet in the street" a team of Corps Members dedicated to serving their students.

By July 2011, the team was in place. Not only did City Year successfully partner with Denver Public Schools to establish the program, but a full-time team was selected to coordinate this effort. Jeff Park was identified as the executive director based upon his experience as a teacher, principal and leader of several nonprofit organizations in the past. Vanecia Kerr was selected as the managing director for external responsibilities overseeing marketing, intra-organization communications, and program development. Marc Morgan was also identified to continue in a leadership role for the site as the managing director overseeing the program and service efforts. The mission is clear—keep students in school and on track to graduate.

Every 26 seconds a student quits school in America. We know that high school dropouts are three times more likely than college graduates to be unemployed and eight times more likely to be incarcerated than high school graduates. We also know that barely 50 percent of all African American students and less than 66 percent of Hispanic students will graduate with their class. With more than 12 million students projected to drop out over the next decade, it is estimated to cost the nation more than $3 trillion. And, thanks to the breakthrough research by Johns Hopkins, we also know who these students are as early as the sixth grade. So if we know who they are, City Year believes they can put the resources behind them to ensure they stay in school and on track and change the nation’s educational structure, one student at a time.

As for Denver, the City Year program is growing. They now have 50 Corps Members working 10-12 hour days with 500-700 students each day. The initial results are showing more consistent attendance and broader acceptance of school culture. With their red jackets and khaki pants, Corps Members have developed relationships with students that defy easy classification. Some students say that if it wasn’t for their City Year Corps Member they wouldn’t even be in school. It’s a fact, there is a special synergy in these peer relationships that transforms the students on a daily basis.

Going forward, City Year Denver is expected to expand beyond the initial five schools. But to reach the enormous amounts of students who are not on-track to graduate, the organization will need nearly 300 total Corps Members. Plans to generate the funding necessary in support of this goal are moving forward.

“Now that I’ve transitioned from the founding committee for City Year Denver to managing director, I have been able to see the full cycle of the startup process. When we first met with Superintendent Tom Boasberg, he expressed enthusiasm and a sincere willingness to partner with City Year to ensure the best possible outcome for the students. This commitment has continued through today and has now involved multiple leaders within DPS, partners in the nonprofit community and a growing list of support from companies like Comcast, Xcel Energy, and EnCana. We are so thankful for Ben Walton and the Walton Family Foundation, along with the Daniels Fund and the Anschutz Foundation who have all provided the initial investment to start City Year Denver. It is the collaboration from multiple sectors of our community that continues to fuel the success of our organization and ultimately the success of our students,” said Vanecia Kerr.

At City Year they believe that by engaging school districts, the private sector and the federal government through AmeriCorps, they can change the trajectory of students in America. In fact, they already are.

If you would like to support City Year Denver, please contact Vanecia B. Kerr at [email protected] or 720-308-7475. For more information on City Year, please visit their website at www.cityyear.org.

Rebecca Saltman is a social entrepreneur and the president and founder of an independent collaboration building firm designed to bridge business, government, nonprofits and academia. To learn more visit www.foot-in-door.com.

In Magazine Tags Q12012

Service Above Self

March 22, 2012 admin

By: Kim DeCoste Issue: Vision Section: Community

Rotary International

The careful balance of tradition and innovation marks the success of Rotary International, one of the largest and most renowned membership organizations in the world. Rotary has a legacy of leadership that was born in the United States in 1905, when Chicago lawyer, Paul P. Harris, sought to create a club reminiscent of the friendly small town spirit he remembered from his youth. Harris and three other men began meeting regularly, “rotating” from one office to the other. Harris’s idea was to “have a fellowship composed of businessmen from different occupations, without restrictions of politics or religion.” Most of the early members were self-made—or still self-making—men who had “fought their way unaided” from farms or small villages to Chicago to build their lives. In fact, “Rotary afforded the first real opportunity (for members) to enjoy the intimate first-name acquaintance reminiscent of boyhood days far from maddening crowds.”

The Chicago group quickly added to its ranks and over the next five years Harris helped launch similar clubs in San Francisco (2), Oakland (3), Seattle (4), and Los Angeles (5). The vision quickly expanded as Paul Harris imagined as an “Around the World Rotary.” Rotary’s egalitarian view encouraged members to know one another by first name as people first. Though business often transpires through Rotary relationships, even today Rotarians’ badges in the United States have the first name featured prominently and do not bear the names of the companies they represent, but rather the industry areas in which they serve.

The notion of fellowship is not a unique one, but the fact that Rotary’s earliest members recognized the power of their mutual association to connect and collaborate for the good of others is inspirational. By 1925, with more than 2,000 clubs internationally and an estimated 108,000 members, the organization adopted its motto, “Service Above Self.” Rotarians had realized they could help one another, of course, but they could also spread their efforts more broadly for the benefit of others. In so doing, they strengthened their personal relationships, professional ties, and built stronger communities. By 1932, Herbert J. Taylor created The Four Way Test, which is the code of ethics that still guides the organization. It was adopted 11 years later and has since been translated into more than 100 languages. The test is a simple means by which Rotarians gauge their undertakings. It says, “Of the things we think, say or do: Is it the TRUTH?; Is it FAIR to all concerned?; Will it build GOODWILL and BETTER FRIENDSHIPS?; and Will it be BENEFICIAL to all concerned?

It is remarkable now when one looks at these simple foundational elements to see what an incredible organization Rotary has become. From the small handful of men in 1905, today Rotary has burgeoned with membership of 1.2 million Rotarians in over 34,000 Clubs with more than 500 Districts in more than 200 countries or geographic areas. The roots of fellowship run deep and wide to form a dynamic and ever-relevant organization of like-minded albeit different people who seek, through fellowship, to do more not only for themselves and their communities, but for people a world apart whom they may never meet.

What truly differentiates Rotary is the audacity of its vision. Under its long tradition of varied global leadership, Rotary has identified enormously ambitious goals and continues to push forward with determination. Goals such as eradicating polio, for example, seem impossible. Or, ensuring clean drinking water for the people of the world, or promoting basic education and literacy internationally—are just a few of the goals the organization has undertaken. Wisely, Rotary also understands that it cannot do this work alone. It has assumed a leadership role not only in defining these ambitious goals but also in seeking partners who are equally motivated and invested to finding solutions.

Take the case of eradicating polio. When Rotary undertook this goal in 1988, more than 350,000 children globally were reported to have the illness. Thanks to the diligent effort of Rotarians around the world through fundraising and hard work, over 99 percent of the cases have been eradicated, with fewer than 650 cases reported in 2011. Polio, with which most young Americans today are unfamiliar, is a devastatingly crippling disease and potentially fatal infection, which mostly strikes children under the age of five in countries in Asia, Africa and the eastern Mediterranean. It has no cure but can be prevented by a vaccine that can cost as little as 60 cents. Polio paralysis can occur within hours of infection and is almost always irreversible. It has been the world’s greatest cause of disability. Rotary proudly announced on January 18, 2012, that it had succeeded in meeting the Bill & Melinda Gates Foundation’s $200 million match to fund polio eradication.

$200 million!

“The fundraising milestone was reached in response to $355 million in challenge grants awarded to The Rotary Foundation by the Gates Foundation to be earmarked specifically for polio immunization activities.” Happily, on January 13 of this year, India marked a full year with no new cases reported. Progress in the remaining areas will be challenging for various reasons, but Rotary and its partners in this effort remain determined to see the disease eliminated from our planet. Other partners in the effort include the World Health Organization, U.S. Centers for Disease Control and Prevention and UNICEF as well as several United Nations agencies.

Part of the success of any visionary organization must come from its ability to define its goals. Rotary has done an excellent job of defining focus areas for its Foundation, which therefore helps individual clubs align their efforts. The Rotary Foundation is a charitable organization supported solely by voluntary contributions. It is managed by a board of trustees and trustee chair and provides financial support to the clubs and districts. This type of consistent planning and infrastructure alignment is essential to successful connection and collaboration as ICOSA defines it. The service areas that the Rotary Foundation seeks to support are: • Peace and conflict prevention/resolution • Disease prevention and treatment • Water and sanitation • Maternal and child health • Basic education and literacy • Economic and community development

For each of these focus areas, Rotary has identified internal and external resources and it encourages individual clubs to align their efforts behind these goals. This ensures streamlined and effective funding, accountability, and benchmarked, transparent progress that is consistent internationally.

Clubs take on their own signature projects globally and locally and support their district’s causes not only through donations but also through true involvement. Rotarians travel extensively and do much of the physical work as well. One only need pick up a copy of The Rotarian, a monthly members’ magazine to see the “World Roundup” where Rotary news from around the world is featured. In January, 2012, the highlights include 1) a window safety campaign in Oregon to prevent children from falling from buildings; 2) a 5.3 million Peso campaign in Tlalnepantla, Mexico to fund a school construction project; 3) a French club’s Opera fundraiser which funded 23,600 polio vaccine doses; 4) a Coronado, California club’s efforts to get 80,000 pairs of shoes to a shantytown outside of Port Elizabeth, South Africa; 5) a Vancouver Island, B.C., club worked with a school in Ghana to improve facilities at a school as well as provide necessary materials to support health and education; 6) a joint project between Indian and Finnish clubs funded desks for 83 schools in Hyderabad; 7) Rotarians worked on an “I wish” program in Korea to help elementary school children with funds to support their dreams; and 8) in the Philippines where only 1 in 100,000 women can afford vaccinations for cervical cancer, several clubs are working together from Hong Kong, Macau, Mongolia and Taiwan to get necessary health care to women. These highlights represent a fraction of the work Rotarians are doing around the world! One can only imagine the kind of leader required to drive actions and outcomes of such a diverse international organization. Currently Mr. Kalyan Banerjee of Vapi, Gujarat, India is the President of Rotary International. Mr. Banerjee is the epitome of what a Rotary leader should be. He is the chair of United Phosphorus, Bangladesh and a director of United Phosphorous, Ltd., which is one the largest manufacturers of agrochemicals in India. Mr. Banerjee and his wife, Binota, a social worker, moved to Vapi when it was a tiny town with no infrastructure. As he built a successful company and was able to contribute time and resources to his community through Rotary, they have been instrumental to the construction and success of multiple schools and the local hospital. As Mr. Banerjee said in an interview about the partnership with his wife in his work, “one cannot clap with one hand.”

Mr. Banerjee joined the Rotary Club of Vapi in 1972—mostly out of “curiosity”—and has served in multiple roles from club president to district governor before beginning his international service in 1995, when he was appointed to the board of directors. He has served on multiple international committees ranging from the Poverty and Hunger Alleviation Task Force to the Child Mortality Emphasis Coordinating Team. He has come to understand the broad reach of Rotary International’s vision around the world and challenged Rotarians to “reach within and embrace humanity.” He went on to say in his acceptance of the presidency that he “can’t wait to write the history of good.”

Such is the way Rotarians at every level seem to be motivated, from the local club to the current and future leadership. In January of this year, ICOSA sponsored and attended the sixth Annual State of the State Luncheon and Culmination of 100 Years of Rotary Service to Colorado in Denver. Colorado Governor John Hickenlooper, who is also a Rotarian spoke, as did several distinguished Rotarians. Among them was Ron Burton, who is the choice for the 2013-2014 Rotary International Presidency. We had a chance to sit down with Mr. Burton and were struck by his passionate dedication to Rotary and the potential for good it represents. Mr. Burton spoke of the good work being done now with polio and in other areas.

He has been a trustee of the Rotary Foundation and worked on multiple task forces. For all that Rotary has done, he talked about the “iceberg effect” and how they have just touched the tiny top (above the water) of the massive potential they have as Rotarians to “be the best they can be” and “give of them-selves.” Burton said he could “never repay Rotary for what it has done for me” and believes that through Rotary, members have more opportunity “to make a difference in the world and repay for the space we occupy.”

Burton is fully committed to continuing to build meaningful partnerships and alliances to spread Rotary’s reach. There is discussion of a possible alliance with the Peace Corps, about which he is excited. He wants to see the number of Rotarians continue to grow and suggests that recruitment should be a “constant thrust” of members not only to “replace themselves not just every year, but as often as they can.” Rotary has made great strides, by the way, in expanding its ranks to women and younger people. There are still traditional clubs around the world that are men-only, but the majority have reached out to women since 1987 when they were first admitted. Burton, embraces women in the Rotary and said of them, “They reinforce our number and help us to do more good.” He looks forward to working closely with Mrs. Jetta Burton, saying, “My wife will be an integral part of my time as president.” He was instrumental in helping his club in Norman, Oklahoma and surrounding areas break down the barriers of membership for women and continues to advocate for their involvement. The face of Rotary continues to change with new clubs springing up full of young people with greater vision of what Rotary’s potential may be in the future.

In the foreword of his book, My Road to Rotary, founder Paul Harris wrote about the journey from boy to man. He reflected on how the lessons he was taught as a boy helped him grown into the man he had become, and he reflects on the positive changes his younger self brought upon his older self. Rotary International is on a similar journey of discovery and growth and continues to learn and improve. The organization, which Harris founded, has become instrumental in so many parts of the world in making lives better, people stronger, and communities richer in talent and resources. The fellowship of Rotary has solidified relationships that expand beyond the reach of any individual member and collectively reflect the good that is within each of us when we connect and collaborate.

Harris’s words ring as true today as when they were first penned and they inspire us with the strength of one man’s vision, which was granted to millions for the good of all. Harris wrote, “The boy taught the man the necessity of being tolerant of all forms of religious and political faiths. He taught him not to be too critical of the views of others, whatever those views might be. The boy taught the man of the joys of neighborliness and friendliness and good will toward all. It took considerable time for these lessons to sink in—the grown up boy was too busy having a good time—but I am glad to be able to say that eventually the man took the teachings of the boy seriously and tried to extend them to all men.”

In Magazine Tags Q12012
Older Posts →