What is civic infrastructure? To me, the phrase speaks of community responsibility and inter-connectedness. Dennis Lafferty, one of the speakers at the Civic Leadership Institute 2011’s third summer session, defined it in a number of ways: A system of networks & ecosystems. A series of connections. The interactions we have to get things working. A shared understanding of how things need to get done. I like that last definition. It best underscores for me the concept of cooperation and collaboration that both Lafferty and Chris Thompson, the second speaker of the morning, argued as key to revitalizing Cleveland’s civic landscape.
Thinking about Cleveland’s civic infrastructure generates weighty thoughts about how well we understand our responsibilities to our community, and how well we are working cooperatively to get things done.
In his discussion on regionalism and cooperation, Chris shared a New Yorker cartoon which depicts two identical-looking men working together at a desk, the one telling the other “Sometimes I think this collaboration would work better if you weren’t here.” Collaboration isn’t always easy, or even natural. But add in shrinking public finances, and the fact that nonprofits and mid-size companies alike are finding it difficult to secure the kind of overhead funding required to make their programs and services run at optimal levels, and suddenly there’s a premium on proving that the work you are doing is essential and vital to community growth.
The nonprofit sector is constantly hearing how duplication of effort saturates the fundraising market, especially when there’s less and less to go around. The evolution toward regionalism in Northeast Ohio and the movement toward nonprofit collaboration have the same goals - efficiency, expanded impact, and sustainability. In the process of working together for greater impact, organizations as we know them might change. Some organizations might even cease to operate.
So here’s a blunt question: if serving the community is the bottom line, would the community fare better if you got out of the way? How do you know when you are the problem, or when the existing power structure is the problem? What are the signs or red flags that your work might be duplicative, non-essential or out-of scale?
Here are a few tough questions to ask:
- Do you have any external partners in your efforts?
- Do you spend all your time fundraising?
- Are you struggling to get or keep talented staff or board members?
- How aware are you of the work of other organizations that are also working in your space?
With community impact as the bottom line for most organizations, and certainly for efforts toward regionalism, some tough discussions will need to take place. Be prepared for whatever direction the conversation might take.
What if, on the other hand, your programs are vibrant, well-attended, and constantly growing? Do you still find it difficult to break through to the next level of buy-in or awareness? What if it's the existing power structure that's to blame?
Get buy-in at the level that matters most when the powers that be are out of reach or out of touch. Actively recruit community members who believe in your cause to help achieve that cause. Talk to those most affected by the mission of your group, and find out what it would take for them to get involved. Establish connections to other groups that have a capacity your organization might currently lack – promotional tools, meeting space, or a wider audience.
In other words, if your bottom line result is a better community, then you better work hard to foster community. Find ways to combine the work of others into your own efforts, and offer to work alongside those with complementary capacities. Or, be prepared to step out of the way.
--Katie Artzner, Online Librarian, The Foundation Center
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