Saturday, May 8, 2021

Learning and Working and Volunteering, Oh My.

What's changed the most where you live, work, play, and learn since the onset of the Covid-19 pandemic?

I started writing this article after the onset of the pandemic about how quickly our lives changed. Life immediately turned topsy turvy for all of us, and these thoughts slipped through the cracks just as promptly as they came.

A year later, and having just read Bill Gates' How to Avoid a Climate Disaster: The Solutions We Have and the Breakthroughs We Need, I'm reminded of the relative nature of these thoughts, and two from Bill that coincide.

The first relays the importance of getting from 51 billion tons of greenhouse gases (the total our world adds to the atmosphere every year) to zero. Citing numerous sources, even those addressing scientific uncertainties, Bill notes there are two key areas we need to address in order for progress to be effective:

Adaptation

We can try to minimize the impact of the changes that are already here and that we know are coming.

Mitigation

To have any hope of staving off disaster, the world's biggest emitters—the richest countries—have to get to net-zero emissions by 2050.

Middle-income countries need to get there soon after and then the rest of the world following suit. There's more to the book and these notions than addressed here, but, just as Maya Wiley reminds us during her campaign to be New York City's mayor, ‘To change everything, we need everyone’.

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The second specific thought Bill brings was a summary point under one of the final chapters, 'Why Government Choices Matter'. He writes that when we focus on technology, policies, and markets simultaneously,

We can encourage innovation, spark new companies, and get new products into the market fast.

Business models of yesterday have attempted these actions independent of each of other, their industries, and especially globalization efforts, and many today are doing better. However, if industries driving the world of commerce, and the infrastructure built around that effort, coordinate work with progressive governed policies, effective change can be within humanity's grasp.

For myself, and through continued conversations with others at work, at home, and through community action in the last couple of years alone, I hear how the new busy-ness of the pandemic is exhausting. I couldn't agree more. This circular dialogue accomplishes little to none and frustrates more.

So, how can each of us do better in every aspect of our lives?

Employers: Whether you're speaking with people working from home, in the field, or in the office, do not give them extra work for fear of loss productivity. People already working from home have developed remarkably effective strategies to find balance. Trust them, listen to them, and don't add work.

Parents: Speaking as a parent, a former public school teacher, and as a global citizen, kids always need to be in the know. We need to give young people reasonable breaks, even extended ones. Yes, we continue to find ways to incorporate at-home learning before going 'back to school', but we need to alleviate stress, for them and us, by not applying undue pressure, at home or for their education specifically.

Educational Institutions: Offer more, expect less. So many students, and parents, had difficulties before the pandemic. And there continue to be so many misconceptions about what's applicable to all. Municipally governed entities, in particular, need to remain sensitive to this, even long after we start to recover from the pandemic.

Organizations: Where volunteers are concerned, don't see this as a time to deploy new strategies or you very well may face burning out your existing base and overreaching as other organizations seek new opportunities as well. For people already facing a multitude of hardships in this moment, volunteers need more of a respite than ever before.

Life is already stressful, and adding additional, un-manageable workloads, for students, employees, and volunteers alike, is unnecessary provided that we stay focused on the future. In fact, as Bill notes, we should spend the next decade focusing on structural changes to put us on the path to eliminating greenhouse gases by 2050.

It's hard to think of a better response to a miserable 2020 than spending the next ten years dedicating ourselves to this ambitious goal.

Wednesday, April 11, 2018

Transparency In Leadership


Transparency is as vital in our personal life as it is in our professional or even public one. And there is no better place to discover transparency in ourselves than through the lens of our most immediate relationships. If a leader, elected or volunteer, wants to create and maintain dialogue with others, they need to be as transparent as possible and at all times.

Starting with leadership, transparency helps us measure success. Successful leaders recognize their obligation to help the people they work with and the common cause. Moreover, leaders consistently ask for continuous support as purely, fully, and freely as they offer it. This is transparency in action.


Leaders help us grow. How many of us have personally experienced, whether in recent months or distant years, the difficulty in establishing or maintaining relationships with leaders? Although even just one person experiencing issues with transparency in leadership is problematic, twice that, or more, hinders growth.

Leaders should always be transparent. Transparency reveals a leader's actions when they clearly go against the common cause. In these unfortunate scenarios, this is typically good cause for a change in leadership. But if we want progress, if we want change, we need leaders that are a constant example of transparency.

Saturday, March 3, 2018

Strategic Development Planning for CCDP

In previous blogs, I addressed the need for creating and implementing a written, living Strategic Development Plan to advance our party into the turbulent flow of Texas political waters. Collin County Democratic Party current elected leadership not having a written plan is a major reason why we've continue to lose every election for decades. A key to making change happen is a much needed Infrastructure Redevelopment Initiative.

Once an Infrastructure Redevelopment Initiative is determined and implemented, a Strategic Development Plan for continuous improvement must be put into play in order for Collin County Democratic Party to be successful, both as an extension of the Democratic Party at the state and national level as well as for the Community-At-Large.

Where the advancement of humanity is concerned, our work is never finished. As CCDP Chair, I'll work with the new Executive Leadership team, the County Executive Committee, and the Collin County community, to address more specific ideas relative to continuous improvement programming to ensure the new Strategic Development Plan's efficacy. Below is an overview of what that plan might look like as a living document:

Strategic Development Plan: An effective Strategic Development Plan for continuous improvement involves redirecting our operations management and practicing continuous improvement exercises all while still honoring the Democratic Party agenda. Some key components of this phase of development include implementing:

  • Regular Strategic Planning Reviews
  • Leadership Retreats
  • Volunteer Appreciation Programs
  • Train-The-Trainer Programs
  • Educational Program Outreach
  • Community Outreach Initiatives
  • Legislative Affairs Management
  • Political Activism Coordination
  • Public Relations Initiatives

An Outline of the Plan:

Defining Leadership:
  • CCDP Chair 
    • Self-motivated
    • Organized
    • Engaging
  • Executive Director (Paid position - long range plan)
    • Operations Management
    • Non-profit experience
  • Precinct Chair (as Individuals)
    • Refocus (not a volunteer position)
    • Training
    • Mentoring Replacements
    • Precinct
      • Involvement
      • Meetings
      • Conventions
  • CEC
    • Public Awareness Initiatives
    • Short and Long Range Organization Planning
    • Monthly, Quarterly, and YOY Assessment & Evaluation
    • Proactive Continuous Improvement Exercises
    • County Convention
  • Committees
    • Establish or Restructure Existing
      • Standing
      • Strategic

Volunteers:
  • Planning
    • Strategic Exercises
    • Leadership (Administration / ED)
    • Review Process
  • Training
    • Train-the-Trainer
    • VAN, Administrative, and Operations Training
    • Review Process
  • Operations & Administration
    • Office Operations & Management Restructuring
    • Public Engagement Training

Events:
  • CCDP Specific
    • County Parties (Regional, State, and National)
    • Like-Minded Democratic Clubs
    • Elected Offices (Precincts, County, State)
    • TDP
      • Senate Districts
      • State Convention
    • DNC
  • Public Engagement
    • Inter-Organizational (Like-Minded)
      • Resistance
      • Political Action & Advocacy Groups
      • Activism
    • Municipalities
      • City / Township
      • County
    • State & National Focal Improvements
    • Educational Outreach
      • Public and Private, Primary and Secondary
      • Post Secondary
      • Understanding Politics:  Local / State / National Road Show
      • Global Footprints

Candidate Support Management:
  • Candidate Support Plan
    • Partnering for:
      • Events
      • Forums
      • Debates
      • Educational Sessions
  • Campaign Training
    • How To Run
    • VAN Training
    • Best Practices
  • Candidate Pipeline Action Plan
    • Short Term
      • Existing
      • Upcoming Elections
    • Strategic Long Term Goals

Political Action Planning:
  • Political Activism Plan
    • Local / State / National distinguishments
    • Global awareness
  • Legislative Affairs Plan
    • Forums (for Education primarily)
    • Events
      • Municipal (City & County)
      • State
      • National
  • Strategic Action Planning

Public Relations:
  • Marketing Plan (Enhancements)
    • Website
    • Communications Management
      • Social Media
      • Newsletter
    • Strategic
  • Donor Relations Planning
  • Media Relations Plan
    • Existing
    • New
  • Community Outreach
    • Like-Minded Groups & Organization Relations Building
    • Surveying & Polling
    • Charitable Volunteering / Donations (Financial / In Kind)
    • Strategic Action Planning

There is so much not included herein that we need to work on together. Some is already in play but needs revamping, and some, current CCDP Leadership has incorporated since I first addressed the need last year. However, all of this will give us a head start once I'm elected Collin County Democratic Party Chair.

#ProgressTakesChange #CollinCountyDemocraticParty #CollinCountyDemocraticPartyChair

Thursday, March 1, 2018

New Frontiers for Democrats

From Precinct Chairs to volunteers (new and veteran), we have many caring people ready to see progress through for the Collin County Democratic Party. But the question of who our next Chair will be isn't just about where we've been or who we are. A more pressing question is: Where are we going?

As we wrap up early voting in the 2018 mid-term primaries, statistics show us that people are voting on Republican ballots in Collin County at an astounding rate of 2:1 over Democratic ballots. Coupled with current and past CCDP Leadership failing to build effective infrastructure or 
to elect Democrats for over two decades, we are facing a new frontier. 

Republicans know all of this, of course. How could they not? For decades now, I daresay, they've exploited it. Beyond local Republicans dominating non-partisan offices, one need not look further than the red mapping efforts after Obama was elected in 2008 to see profound evidence of Democrats losing political ground, locally and nationally, at all levels of government.

Yes: We have an influx of people running for office under the Democratic Party flag in Collin County. And, Yes: We are seeing an amazing turnout compared to years past. But, No: This surge isn't because of some specific planned efforts of local Democratic Party Leadership. In fact, the current party chair said at a public event in March 2017, that "we were not prepared" for the amount of people wanting to help the party after Trump was elected.

As someone who witnessed party activity both before and after November 2016, it seems to me that the rising tide of Democrats is built upon time and circumstance. In this case, that circumstance was the election of Donald Trump. Time has worked in favor of current leadership, but lack preparation is making our work difficult.


Time and circumstance continues to show us that progressive Collin County citizens, ready to take action since Trump's election, are not going to flock to the dark side of politics. Even moderates continue to migrate to the left. When we start with why, we see the oncoming Democratic Party tsunami for what it is: A clear force of political nature driven by the need to wash away the hate and fear-mongering on the right.

So, where are we going? A better question might be:  Where could we go? Take a moment to read (or re-read) through my prior blogs for suggestions I've made since mid 2017. I might suggest starting with some of the recent ideas addressed in Building the Foundation and Turning Theory into Practice, Politically Speaking.

Our work is never finished. Who we elect March 6th as County Party Chair is who will navigate us beyond the rising tsunami, through the aftermath, and in to new frontiers. #progresstakeschange

Saturday, January 27, 2018

Teamwork Makes The Dream Work

I am proud to introduce the new and wonderful 2018 - 2020 Collin County Democratic Party Executive Leadership Board who will accompany me when I am elected CCDP Chair, March 6th, 2018.
Trish Patterson: Vice Chair
Marta Jones: Secretary
Simon To: Treasurer
Kristi Lara: Field Director
Scott Coleman: Public Relations Director
Dwight Briggs: Strategic Development Director
We have a shared Vision for CCDP and continue to tune a Strategic Development Plan to bring us together as Democrats and unite us with the work of our community and the world around us. It will be an honor to work with this richly diverse Executive Leadership team to move us forward into the future.

Tuesday, January 9, 2018

Collin County Democratic Party Chair Forum

Thank you, Women Organizing Women Democrats, for hosting yesterday's #CollinCountyDemocraticPartyChair Forum. Whether there in person, or watching on Facebook Live, events like this offer the public the opportunity to not only hear the candidate's agenda, but, more importantly, to see the candidates state their positions side by side. Looking forward to future WOW Democrats forums and other candidate events! #StrongerTogether #ProgressTakesChange

Thursday, January 4, 2018

Building The Foundation

Infrastructure Redevelopment Initiative:


Redeveloping the County Democratic Party's infrastructure will assist in providing a vision to guide the party, help create better objectives to unify our actions with the community-at-large, and, most importantly, help Democrats have the resources needed win elected offices.
Some key components of this phase of development include creating:
  • Strategic Development Plan
  • Developing a Vision Statement
  • Revamped Mission Statement
  • Revamped Leadership Model
  • Executive Steering Committee
  • New and Revamped Action Committees
  • Committee Guides
  • Operations Management Initiatives
  • Administrative Guidelines
  • Training Guides
  • Volunteer Guides


Executive Leadership:

A revamped internal leadership model will incorporate new, as well as redevelop existing, strategic development roles relative to the needs of the party at any given time. This does not change state officiated elected leadership guidelines for County Party Chair and County Precinct Chairs, but will impact interactions with those offices.


The County Party Chair will still determine her / his Executive Leadership appointments. However, like other successful non-profit organizations, this new Executive Leadership team will function as a Board of Directors for more well-rounded input. Each Director will provide direct oversight over specific Standing Committees for a Leadership Council of Chairs.

An example might look like:


Leadership CouncilReporting to:
Marketing ChairPublic Relations Director
Donor Relations ChairPublic Relations Director
Fundraising and Events ChairPublic Relations Director
Volunteer Action ChairTraining Director
Community Outreach ChairPublic Relations Director
New Legislative Support ChairStrategic Planning Director
New Political Activism ChairStrategic Planning Director
New Candidate Support ChairTraining Director
New Education Outreach ChairTraining Director

Until the Strategic Development Plan is fully realized, and a written, living document implemented, the Executive Leadership Board will serve as an Executive Steering Committee. This includes, eventually, adding an Executive Director for Operations and Administrative oversight. After the Strategic Development Plan is implemented, other non-executive Steering Committee members might be considered.

Executive Steering Committee:
  • County Party Chair
    • Appointments
      • Vice-Chair
      • Secretary
      • Treasurer
      • Field Operations Director
      • Public Relations Director
      • Strategic Planning Director
    • Administrative / Operations / Management
      • Executive Director (TBD)


Executive Steering Committee (New Standing Committee):
  • Executive Leadership
  • Other Appointments by County Party Chair





Establishing both short and long term goals as well as long-range planning for continuous improvement strategies will ensure that all County Party Leadership, Administrators, and Volunteers can perform admirably.


Goal Setting:

Some short term goals will be achievable within weeks or months, whereas some will take longer. The objective will be to achieve all short term goals in less than a year's time.

Short term goals include:

  • Seamless integration of all applicable leadership transitions:
    • County Party Chair
      • Appointments
    • Standing Committee Chairs
      • Sub-Committees
  • Written Strategic Development Plan will be determined and implemented:
    • Creating a Vision Statement
    • Revamping the Mission Statement
    • Organizational Manual (Living Document)
      • Committee Manuals (Living Documents)
      • Training Manuals (Living Documents)
      • Administrative Manuals (Living Documents)
    • Changes to County Party By-Laws to account for all updates
  • New Strategic Planning and Execution Management initiatives:
    • Monthly Review and Assessment
    • Quarterly action items determined
    • Annual Review and Assessment
  • New Planning Initiatives
    • Mid-Year Meeting (on even years to account for potential new Leadership)
    • Annual Retreat
    • Mid-Term Meeting
    • Municipal Oriented
    • Special Session (as needed)
  • Except for state officiated requirements and TDP Guidelines, implementation of revamped County Party leadership definitions and guidelines for:
    • County Party Chair
    • Precinct Chairs
    • Appointed Roles
    • Committee Chairs (Standing)
  • Leadership Training
    • Executive
    • Administrative
    • Committee
    • Volunteer
  • Volunteer Empowerment Initiatives
    • Training
    • Administration (plan)
    • Awards and special thanks programming efforts
  • Democratic Party Coordinated Campaign Efforts
    • CCDP Leadership and Committees
    • TDP (Texas Democratic Party)
    • DNC (Democratic National Committee)
  • Public Relations Plan:
    • Marketing Plan
      • Communications Planning
      • Social Media Plan
    • Advertising Planning
    • Community Outreach Plan
      • Publicity objectives
      • Public Affairs
    • Coordination with Like-Minded Groups and Organizations
      • Democratic Party related (Nearby County Parties and Clubs)
      • Resistance
      • Advocacy
      • Activism
      • Non-Partisan


Long term goals could be achieved within a year's time, as / if needed, but are expected to take two or more years to be a fully functional part of the Strategic Development Plan. This includes:

  • Focus on all judicial seats and any other elected offices not currently being pursued
  • New office location
  • New operations and administrative tools and resources
  • New (ED) Executive Director
  • Position CCDP for 2020 Census


1, 4, and 10 Year Plans
  • 1 Year Plan
    • Transitional Leadership Plan
    • Strategic Development Plan
    • Public Relations Plan
    • Volunteer Training Plan
    • Candidate Support Plan
    • Education Outreach Plan
    • Legislative Support Plan
    • Political Activism Plan
  • 4 Year Plan (1 Year Plan Plus)
    • Hire Executive Director
  • 10 Year Plan (1 and 4 year Plan Plus)
    • Census Review and Organizational Redirection Planning (every new decade)


All of this honors all state officiated requirements and by-laws of the County Party as is, including the approval of any recommendations by the CEC (County Executive Committee). Moreover, none of this should be perceived as final recommendation but rather a guiding outline of all good things yet to be realized.




As CCDP Chair, I'll work with the new Executive Leadership team, the CEC, and, most importantly, the Collin County community, to address more specific ideas relative to establishing the new Strategic Development Plan. Here is an overview:

Strategic Development Plan: Once an effective infrastructure is established, a comprehensive written Strategic Development Plan for continuous improvement will be set in motion. This involves redirecting our operations management and practicing continuous improvement exercises all while still honoring the Democratic Party agenda. Some key components of this phase of development include implementing:

  • Regular Strategic Planning Reviews
  • Leadership Retreats
  • Volunteer Appreciation Programs
  • Train-The-Trainer Programs
  • Educational Program Outreach
  • Community Outreach Initiatives
  • Legislative Affairs Management
  • Political Activism Coordination
  • Public Relations Initiatives