As such, we place a very high importance on the person (or persons) who leads the organization―the CEO in business, the Executive Director in nonprofits. To emphasize the vital role, we use adjectives like “compelling” and “transformational”.

Even though VPP began with a “leadership-centric” investment approach, what we’ve learned since 2000 has been quite instructive and, we hope, beneficial for future investments and our current investment partners. Perhaps one of our (or at least my) biggest mistakes was to make assumptions about how leadership was perceived and interpreted―certainly in the nonprofits with which we engaged, but also within our own team and board. And, as such, it proved to be extremely difficult to get shared clarity on what we meant by leadership, its importance, and how it’s recognized or judged. What we, or I, quickly learned (and the cost was high) is there is much confusion about what leadership is (and isn’t).

As one simple measure of the difficulty of defining leadership, consider that a quick Google search yields 934,000,000 hits. Let me add the American Heritage Dictionary definition:
1. The position or office of a leader: ascended to the leadership of the party.
2. Capacity or ability to lead: showed strong leadership during her first term in office.
3. A group of leaders: met with the leadership of the nation's top unions.
4. Guidance; direction: The business prospered under the leadership of the new president.

While the definition is seemingly straightforward, interpreting what leadership is and who has it is not at all analytical and more akin to reading tea leaves—a process of judgment and anything but formulaic. Despite all that is written about leadership and its development, I maintain the field remains in a quandary in terms of what it means and what leadership implies. Almost a billion hits in a Google search certainly reinforces that we are in a sea of information about leadership, but lack practical insights as to what it is, how it’s recognized, and what can be done to develop or, better said, nurture it.

What follows is my personal view of leadership, but one that has permeated much of VPP’s thinking and approach.

I believe that leadership, like entrepreneurship, can’t be taught. Leadership is more like coral. We’ve never figured out how to create coral, but our actions can either nurture or neglect its growth. A former top partner at management consulting firm McKinsey & Company observed that “leadership is a lot like speed [of a runner]. It’s hard to define, but you know it when you see it. And, like speed, you either have it or you don’t. You can’t teach or develop speed. Similarly, one can’t teach or develop leadership.”

My experience aligns with this view. While we can’t create or develop people into leaders, we do have the opportunity to inspire and encourage those we come across who have the capacity or the intangibles to be true leaders and then nurture their growth to help them fulfill their potential.

Much of the field is awash in a myriad of leadership development programs, which, for the most part, develop management skills versus nurture and draw out leadership skills. Management talent and skills can be developed; leadership talent and skills less so. Management is finite and definable; leadership is more intangible—much more so. And, being a good manager does not necessarily equate to being a leader, and vice versa.

So what are signs of leadership?

• Great leaders can look at apparent chaos and articulate a clear vision of what is possible.
• Great leaders influence others and marshal resources toward a common horizon.
• Great leaders have a pragmatism―an understanding of what it takes to achieve their vision—at least at a high-level and in conceptual terms. Visionary or charismatic leaders unable or unwilling to understand what it takes to achieve or operationalize their vision run the great risk—and greater disappointment—of generating great interest and support only to see their efforts fail or not materialize as envisioned.
• Great leaders have great judgment.

• They produce, they get results, they get things done.
• Leaders see the “big picture” and keep themselves and others focused on their mission.
• They recruit and retain good, ideally great, people—on their boards, senior management teams, and staffs. The great leader discerns between good and great and will not settle for good and certainly not for mediocre.
• They concentrate on effectiveness, instead of efficiencies. They focus on “the right things to do, instead of being in the weeds to do things right.”
• Bold leaders recruit people who are their intellectual peers or better. They have personal confidence and aren’t afraid to reach out to others for guidance and counsel; they learn to use their boards and confidants well.
• Leaders look beyond their organization to see and adapt to trends and changes, while managers are more often focused on “executing the plan.”
• They see the possibilities of a situation and can cut through minutia to get straight to the most salient, relevant points.
• Leaders motivate. Great leaders make those around them better by giving them the opportunity, encouragement, and sometimes a “kick in the pants” to help them “do what they didn’t think they could.”
• And, they inspire and encourage their organizations when times are difficult and create a sense of “paranoia” when things are going well.

To further complicate the conundrum, leaders themselves must continue to grow to stay aligned to the needs of their organizations. For example, the leader who created an organization from scratch, cobbled together resources, and started programs may not possess the leadership skills required for the organization to go through its next stage of development. The same problem permeates the for-profit world when founders who had the drive, conviction, and obsession to create and start a business, either do not have the skills or do not want to grow into what the organization needs for its future. The thing to remember is that as an organization goes to a new stage of evolution (and it happens periodically), the expectations and needs of its leadership change as well. And, great leaders―those truly committed to their mission―have the insight and courage to step aside when new or different leadership is needed or the personal conviction to change—often dramatically—to become the leader the organization’s future calls for.

So, like much of life, spotting great leaders is not a checklist exercise, but an ongoing process of identifying demonstrated behaviors that yield transformational results for the organizations and the children and families they serve.

As always, my best,
Mario Morino


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As part of VPP’s ongoing efforts to reach out to others in the philanthropic and nonprofit sectors, Chairman Mario Morino was part of a panel at the Forbes Family Business Forum, Blood lines and business: Innovation in wealth, family governance and philanthropy, in New York City on May 17-18. The forum’s purpose was to examine a number of issues faced by family businesses including: succession planning, wealth management strategies, examining the pros and cons of taking private companies public, and how to make philanthropy more effective.

Morino joined Alan Hassenfeld, Chairman, Hasbro, Inc., and Director of Hasbro Children’s Foundation, and Jacqueline Novogratz, Founder and CEO, Acumen Fund, to discuss the topic, “Innovative philanthropy – What is it and why is it important?” which was moderated by Dennis Kneale, Managing Editor, Forbes magazine.

A common message from all three panel members was “get involved.” Speakers stressed that satisfaction with their philanthropic endeavors began when they became directly involved; when they could see with their own eyes the value of their gifts; and when they had the opportunity to associate with those who were beneficiaries of their generosity. The need for greater accountability was also stressed; like good businesses, high-performing nonprofit organizations do not shrink from tough questions.

Additionally, Morino pointed out that most charitable giving was “loyalty-based”, meaning money tends to be donated to educational institutions, religious organizations, or other cause organizations with whom the giver has some affinity. He proposed that the nonprofit sector would be better served if there was some shift from “loyalty-based” to ones that are more “merit-based,” and then described the rigor of VPP’s investment process, the quality of the team, and the depth of the engagement with investment partners.

The invitation-only Forum was attended by about 200 participants.

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VPP Investment Partners Meet to Discuss Regional Impact

VPP’s investment partner Executive Directors met in mid-April to discuss the aggregate impact of their work and VPP on the National Capital Region. The conversation, facilitated by Fred Miller of The Chatham Group, was a beginning step to map regional impact; see opportunities to add value in advance rather than retroactively; and identify learnings for others.

Overall, these investment partner leaders see that their work together is resulting in higher standards and increased expectations for their organizations and other nonprofits in the region—from their boards, supporters, and themselves. Although specific evidence of aggregate impact is difficult to discern at this point they are confident in the “capacity for greater potential.” As Dennis Hunt, Executive Director of the Center for Multicultural Human Services, said. “We’re talking about systems change and the integration of our own services. Something very different. What we can identify now as impact is very modest and hard to measure. It’s the capacity for impact.“

While most agree that significantly improved outcomes are yet to come, they do see standards being raised. Some see increased expectations from community members as well: “What we’re building here is a community that is expecting different outcomes of us and the public sector,” said Maria Gomez, Executive Director of Mary’s Center.

Investment partner leaders also see an emerging capacity for influencing the dialogue about what it takes to effectively change the lives of children and families and to affect public policy. This growing ability is primarily due to the deeper knowledge, understanding, and engagement of VPP investors and the increased ability for investment partner leaders to be thoughtfully involved in advocacy. As they build senior management teams who can take over the day-to-day operations of their organizations, leaders find themselves more able to participate in community and policy efforts.

“There’s a direct correlation in our collective capacity to engage beyond our own organizations and movements when you have greater capacity on your team,” said Lori Kaplan, Executive Director of the Latin American Youth Center. “I have more time now, and we all do, to play a leadership role in our work and sectors.”

Some investment partners feel they have more credibility when advocating: “As outcomes of our work become more visible, there’s a new level of respect and higher expectations,” said the Executive Director of CentroNía, BB Otero.

All of the nonprofit leaders spoke of the increased capacity of their individual organizations to respond and perform, and of their movement towards greater sustainability and robustness. They attributed their growing strength to clearer vision and models, stronger senior management teams, more sustainability, and consistent delivery of service.

As Darin McKeever, Executive Director of Heads Up, pointed out, ”Just having stable organizations that serve vulnerable communities is in and of itself of value.” The group agreed that “stable” means the ability to identify and respond to opportunities as well as just providing consistent, high-quality service.

All agreed that the actual number of children and families benefiting from improved services has increased, and, in most cases, programs are now tied to research data indicating components/characteristics that are associated with improved outcomes. For many, the strategic plans and clarified visions have resulted in smart and informed growth. Kaplan explained, “We talked about ‘growing in to Maryland’ before, but being armed with a strategic plan and a senior management team is a collective experience that is attributable to the VPP model.”

Miller remarked that the comments of the leaders indicate a greater knowledge base and systems to make their organizations more effective. Some participants cautioned that as nonprofit enterprises grew in scale and attention and investments turned to scaling solutions to social problems, the region risked a loss of entrepreneurial energy or innovative thinking as large companies and organizations are not known for introducing change into systems. Others, like McKeever, while conceding the possible risk, highlighted the merits using Heads Up's own lifecycle as an example: “We’re in a better position to innovate now than we have been since our founding. We were small and nimble and able to innovate, and now, 10 years out, we can innovate even more because of increased capacity.”

This dialogue was part of a number of conversations and information-gathering efforts VPP is having to get a sense of its impact in the region.

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Updates on Human Capital and Leadership

LAYC Adds Communications Director
Thanks to Lori Kaplan, Executive Director, for this update.

The Latin American Youth Center continues to add depth and experience to its senior team to support its expanding operations in the District of Columbia and Maryland.

In May, Jim Whitney joined LAYC as Director of Communications. Whitney brings almost 20 years of communications experience in politics, government, and the private sector. Most recently, he was SVP of Corporate Communications at America Online, where he oversaw AOL’s strategic communications and worked to position the company with business press and other key constituencies. Previously, he spent more than a decade in politics, serving as Director of Communications for US. Senator Jay Rockefeller (D-WV), the Democratic National Committee, and the Democratic Congressional Campaign Committee.

Whitney said, “The Latin American Youth Center is a great organization and I’m excited to be a part of it. Their 30+-year record of delivering for the community, their leadership in social enterprise, and their impressive plans to serve more and more young people in the future make LAYC a very interesting place. You only need to spend about five minutes at the Youth Center’s anchor site in Columbia Heights to understand what a positive impact the organization has on youth in our community.”

Heads Up Welcomes New Site Directors
Thanks to Michelle deBaroncelli, Development Manager, for this update.

The most recent additions to the Heads Up staff are former tutors who served in Heads Up classrooms. George Gray, Jr. and Christetta Stone, who both graduated from Howard University this spring, each served as tutors with Heads Up for three years. Now they have taken their love of service, commitment to the children of Washington, DC, and work ethic to their positions as site directors. Gray oversees the Heads Up program at Bowen Elementary School, and Stone runs the program at Plummer Elementary School.

“I’ve always had a love for service. All through college I was involved in different service organizations, like Alpha Phi Omega, the service fraternity. Heads Up was always a great way to give back, but now working full time for the organization, I have the opportunity to make sure that other college students have the same kind of rewarding experience that I had,” Gray said.

Stone agrees, “As a tutor with Heads Up, I was able to work directly with the kids and see the impact I had on their lives. Now, as a site director, I can further develop my leadership abilities and help show other college students how to make their mark on the world.”


Updates on Programs/Services

AALEAD Art on Exhibit at the Corcoran
Thanks to Rosetta Lai, Vice President for Development and External Affairs, for this update.

About 40 pieces of art work done by students of AALEAD’s after-school program at Bancroft are on display at Expressions 2006, an art show by DC youth at the Corcoran Gallery from May 31 to June 18, as part of the Corcoran’s ArtReach Program. The show opened with a reception on June 1.

Corcoran ArtReach provides free art classes and mentoring services twice each week to AALEAD’s after school program at Bancroft Elementary School. This particular exhibit demonstrates the techniques Ms. Janet, one of the artists in residence at the Corcoran, has taught this year.

CMHS Markets New Video for Educators
Thanks to Executive Director Dennis Hunt for this update.

As part of a broader scheme to 1) raise awareness of the complex emotional and cultural challenges faced by refugee children and to help communities become more responsive to their needs, and 2) boost agency revenues to better serve traumatized refugee youth, the Center for Multicultural Human Services (CMHS) has begun marketing Children of War: A Video for Educators. The videotape, designed for use as a “hands-on” instructional tool, opens with highlights from the play, Children of War, in which five seemingly ordinary adolescent refugees from Afghanistan, El Salvador, Iraq, Sierra Leone, and Somalia tell their extraordinary stories of war, loss, and displacement. Behavioral health practitioners with in-depth expertise in treating traumatized refugee children go on to describe the scope of refugee trauma and its manifestations in school-aged refugee youth. The accompanying Resource Guide contains discussion questions and suggestions for how teachers and administrators can identify and help support traumatized refugee/immigrant children in their schools.

The fruit of six months of intense collaboration between playwright Ping Chong and CMHS staff, Children of War is a theatrical exploration of the experience of war and violence through the eyes, voices, and personal memories of the people who lived them. As part of its work as a member of the National Child Traumatic Stress Network (NCTSN), CMHS collaborated with other mental health professionals from around the US to integrate elements of the play into the video, which received a Silver Telly Award in 2005. For more information about Children of War: A Video for Educators, visit the CMHS website.

College Summit
Thanks to Omar Garriott, Senior Coordinator of Marketing Strategy and Public Policy, for this update.

College Summit was featured in a front-page story in The Wall Street Journal’s “Money & Investing” section on May 16. The article, “If Gordon Gekko Had a Good Heart, This Is How He Might Have Done It,” profiled College Summit’s recent growth capital campaign—which promised multi-year investors a measurable social return on investment as the organization moves to scale its college access innovation nationally. In response to the article and as a service to the sector, College Summit will convene a conference call later this summer, moderated by Board Chairman and former Goldman Sachs partner Chuck Harris, on best practices for nonprofits wishing to undertake a similar initiative. For more information, contact Omar Garriott at OGarriott@collegesummit.org.

Mary’s Center Hosts Event
Thanks to Lyda Vanegas, Communications Officer, for this update.

Among the 27 events held nationwide to commemorate National Missing Children’s Day on May 25, Mary’s Center for Maternal and Child Care was selected as the only Hispanic organization to co-host the event with the National Center for Missing and Exploited Children.

Special partners, United States Secret Service agents created free ID kits for nearly 150 children which included a high-quality photograph, their fingerprints, and giveaways.

“Mary’s Center was pleased to partner with the National Center for Missing & Exploited Children, the Secret Service, and other community organizations to educate parents and guardians about child safety, to raise awareness among the Latino community on the risks, and to help them understand the help available to them in the event they are faced with a tragedy of a missing child,” said Maria Gomez, Mary’s Center President and CEO.

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Awards and Recognition

CentroNía Recognized By National and Regional Groups
Thanks to Isabel Barranzuela, Communications Associate, for this update.

CentroNía recently announced its selection as a recipient of The Annie E. Casey Foundation's 2006 Family Strengthening Award. Each year, the Strengthening Awards Program names five National Council of La Raza affiliate programs whose work in the community has strengthened Latino families. The impact made by the affiliate organization must demonstrate a holistic approach that is comprehensive in addressing education, housing, employment, health, and advocacy issues, whether through direct efforts or partnerships.

“CentroNía’s innovative family literacy program not only raises academic achievement, but builds family as well. By providing opportunities for study to parents as well as to children, our program unites the whole family in the pursuit of educational excellence,” says Executive Director Beatriz Otero.

CentroNía also received the 2006 Leading Lights Award at the National MultiCultural Institute's annual conference. CentroNía, Initiatives of Change, and OPERA America were recognized for their initiatives that serve as models for enhancing diversity and encouraging respect and inclusion in the communities they serve.

And, CentroNía is one of five finalists to the Washington Post 2006 Award for Excellence in Nonprofit Management. Other organizations named as finalists include Arlington Free Clinic, Community Ministries of Montgomery County, NPower Greater DC, and N Street Village. The finalists will present a workshop on June 21 to showcase ideas and success stories from their work. The winner of the 2006 Award will be announced at the conclusion of the workshop with a reception to follow. More information is available online or at 202/457-0540.

CFNC Receives $50,000 Challenge Grant
Thanks to Kate Lyng, Development Assistant, for this update.

CFNC was included in two recent articles in The Washington Post regarding the rapid growth of immigrant children under the age of five and need for additional preschool programs and space to accommodate them. “Experts say immigrant families are becoming more concerned with the quality of their children's early education, aware that it can affect their future academic success. That is one reason there is a waiting list at The Child and Family Network Centers, a preschool in Alexandria.”

The articles inspired one reader to make an anonymous contribution by way of a $50,000 challenge grant to CFNC. Executive Director Barbara Mason, Sheila Johnson, and former Virginia Governor Mark Warner announced the challenge grant to more than 300 of CFNC’s supporters on May 12 at CFNC’s annual Wine Tasting Gala, An Evening in the Vineyards. As of May 30, the match had been raised.

CFNC was able to raise the matching funds in record time due in large part to the efforts of its Board of Directors who pledged to either give or get at least $1,000 toward achieving the entire match. The remaining funds were contributed by long-time supporters of CFNC and foundations who, like the board, gave in addition to funds already provided.

Since CFNC does not charge fees for any of their comprehensive services funding, these donations will help sustain CFNC’s programs for the remainder of this fiscal year and continue to give more than 200 of Northern Virginia’s most vulnerable young children the skills and family services they need to defy their poverty statistics and enter kindergarten ready to achieve.

See Forever Accreditation
Thanks to Stacey Miller, Director of Development, for this update.

After a successful accreditation review and a validation visit last fall, Maya Angelou PCS has officially been accredited by the Middle States Association of College and Schools Commission on Secondary Schools and will continue working to implement their goals during the seven-year accreditation period. As a part of its accreditation, the Middle States team commented on how powerful it was to visit an “alternative” high school committed to high academic and behavioral standards.

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Civic Contributions: Taxes Paid by Immigrants in the Washington, DC Metropolitan Area

Earlier this week, The Washington Area Partnership for Immigrants, a funding collaborative of the Community Foundation for the National Capital Region, released a report, “Civic Contributions: Taxes Paid by Immigrants in the Washington, DC Metropolitan Area.” The report highlights key findings from research conducted by the Urban Institute on federal, state, and local taxes paid by immigrant households living in the Washington, DC Metropolitan Area, which is home to more than 1 million immigrants, or one-fifth of the area’s total population, as of 2004.

The report concludes that immigrants are a significant and growing part of the region’s economy and tax base, paying almost $10 billion in taxes in 2000, or 18% of the region’s total taxes. Other key findings include: In 1999-2000, immigrant households comprised 21 percent of the households in the Washington, DC metropolitan region, and had $29.5 billion in total income, or 19 percent of the income generated by all households. Immigrants paid almost a quarter of all taxes in Montgomery and Fairfax counties, which have the highest shares of immigrant households. And, according to the study, the area’s immigrant population has grown from 850,000 in 2000 to more then 1,200,000 in 2004, so the current tax contributions for the immigrant population are undoubtedly higher.

These findings provide valuable information to community, philanthropic, and business leaders and public officials about the significant economic contribution of the local immigrant population. For more information, visit the Urban Institute website or contact Ben Murphy at bmurphy@cfncr.org.

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