[nagdu] FW: letter to the board of directors of Guide Dogs for the Blind

[Michael Hingson]

Hi,

Actually, GDB only attended the conventions in a real substantive way for a
few years.  Mostly it went as part of a larger group.

No, just the fact that the school isn't attending in any significant way
isn't in of itself an issue.  As I said in my letter, however, our
convention consists of the largest gathering of blind people in the country.
Why would any organization like GDB not want to be there?

The reasons for the problems discussed in my and hundreds of other letters
involve degradations in training, poor treatment of blind staff, a reduction
in blind staff, no new initiative to hire blind staff and put them
throughout the campus, falsehoods told and promulgated by the GDB
leadership, and the list goes on.

Go read the petition comments at the link I gave in my letter.  See how many
blind people, puppy raisers, and even a former board member feel.  The
reactions expressed are incredible and all negative.  There is too much here
to ignore. 


Best,


Michael Hingson

-----Original Message-----
From: nagdu [mailto:nagdu-bounces at nfbnet.org] On Behalf Of d m gina
Sent: Thursday, June 06, 2013 03:37 PM
To: nagdu at nfbnet.org
Subject: Re: [nagdu] FW: letter to the board of directors of Guide Dogs for
the Blind

Mike I thought you did a swell letter to the school, where I understand that
Pilot dogs doesn't go to national convention either.
Is it because this is new for guide dogs to take the approach to not go that
disturbs the members of the set school?
Just some thoughts.
Original message:
> All,

> The following is a letter I just sent to the board of directors of Guide
> Dogs for the Blind, Inc.  Although it may appear that the content of this
> letter is guide dog specific I believe you all should be aware of this
issue
> as it reflects on how agencies which should do better are in fact treating
> blind people and their own staffs.

> There are now significant problems within the Guide Dogs for the Blind
> organization which stem from bad leadership by a relatively new CEO.  The
> problems in part are due to a poor attitude about blindness and partly
they
> stem from his lack of competence in managing well a nonprofit
organization,
> at least as far as I am concerned.  Actually, hundreds of consumers have
> already sent letters concerning this issue to the board and many others
have
> signed a petition concerning this.  The petition is located at
>
http://petitions.moveon.org/sign/tell-the-board-its-time?source=c.em.mt&r_by
> =7790633.

> I am widely disseminating my letter because many of  you may be asked
about
> this issue, especially around the convention.  Also, as many of you know I
> happen to be a quite visible guide dog user due to my experience on 9-11.
> The fact is that what is happening at GDB should not be permitted nor
> ignored.  You may wish to sign the petition and I ask you to consider so
> doing.

> There are issues I did not discuss within the letter in order to protect
> staff at all levels within the organization.  However, suffice it to say
> that the amount of outrage and pushback by consumers and other
stakeholders
> toward the leadership of Guide Dogs for the Blind is unprecedented.

> Again, I send this for your information.  Should you feel it necessary to
> contact me please feel free to do so at info at michaelhingson.com.  Thanks
for
> reading.


> Best,


> Michael Hingson

> -----Original Message-----
> From: Michael Hingson [mailto:Mike at michaelhingson.com]
> Sent: Wednesday, June 05, 2013 08:47 PM
> To: bburke at guidedogs.com; gkerscher at guidedogs.com; sodell at guidedogs.com;
> ruthann.dodson24 at gmail.com; jboyd at guidedogs.com; mwatkins at guidedogs.com;
> sbutton at guidedogs.com; dgershen at guidedogs.com; jharris at guidedogs.com;
> amathieson at guidedogs.com; smansfield at guidedogs.com;
jackscott at guidedogs.com
> Cc: mike at michaelhingson.com
> Subject: letter to the board of directors of Guide Dogs for the Blind

> Dear Members of The Board of Directors, Guide Dogs for the Blind,

> For some time I have been monitoring the changes at our school and the
> stakeholders' reactions to them.  I am writing to express my feelings.
> Before proceeding let me introduce myself to those of you I have not met.
> My name is Michael Hingson.  I received my first guide dog from GDB in
June,
> 1964.  For the past forty-nine years I have used guides only from GDB.  I
> grew up with the school, its staff, and its advancements in guide dog and
> student training.  While a college student I assisted Guide Dogs' staff in
> preparing testimony concerning pending legislation to change current guide
> dog laws in California.

> I am a firm believer in the value a guide dog brings to blind persons who
> can effectively learn to use it, and I know firsthand the value and
strength
> of the human-animal bond.  You see my fifth guide, Roselle, and I worked
in
> the World Trade Center and escaped from the attacks on 9-11, 2001.
Because
> of a story GDB put out concerning our escape Roselle and I became quite
> visible throughout the world.

> After 9-11 I came to work at GDB where I stayed for six and a half years.
> During that time I worked to keep Guide Dogs for the Blind visible to
donors
> and prospective donors, possible students, and others.  I successfully
raise
> hundreds of thousands of dollars for the school and I met with countless
> donors and spoke to tens of thousands of interested persons about the
> organization.

> In June, 2008, after a change in the leadership at GDB I left the
> organization to continue a developing speaking career.  I now travel the
> world talking about issues like strengthening the Human-Animal Bond.  In
> 2011 Roselle's and my story was published in a book called "Thunder Dog,
the
> story of a blind man, his guide dog, and the triumph of trust" which
became
> an instant New York Times Bestseller and which has now been published in
12
> languages.  Today I continue to travel, consult, and speak worldwide.

> I tell you all this to say that I understand change and know the
challenges
> change and new ideas bring to any organization.  Specifically I have seen
> much change during my 49 years associated with Guide Dogs.  I have seen
the
> school lead by several different CEOs each with their own leadership style
> and priorities.  I also have seen the concern each time a new leader came
> along and took the school in a different direction.  I never have found it
> necessary to speak out concerning a CEO until now.  Below are my thoughts.

> When Bob Phillips took the reins in 2001 he brought something new to the
> school when, for the first time, the CEO had a daughter who was a graduate
> of GDB.  Bob's empathy permeated throughout his leadership as he worked to
> bring more of a marketing effort to the school.  During his term Bob
helped
> the school grow to be the largest guide dog school in the United States.
> While some were concerned that he was bringing too much of a "business
> approach to the school", what he did was to improve the efficiency of the
> organization, and he helped enhance the reputation of GDB within the guide
> dog community, the service animal world.  He supported actions which
> improved the reputation of Guide Dogs within the ranks of blindness
consumer
> organizations.  I participated in efforts Bob promoted to integrate GDB
more
> into the local and Marin business community.  In short, during 2001 to
2007
> Guide Dogs for the Blind began to move out of a role as a large nonprofit,
> but relatively isolated from the world around it to a responsible
community
> family member which was growing in stature and standing within the world
> community.

> After Bob Phillips left the organization a new CEO was hired.  We need not
> go into her contributions except to say that for the most part Nancy
> Gardner's leadership proved destructive to many of the initiatives begun
by
> Bob Phillips and his predecessors.

> When Paul Lopez began his term as CEO there was much optimism for
continued
> growth among many stakeholders.  Some of us had concerns that he did not
> have a good grounding in a positive philosophy about blindness, but
everyone
> took a wait and see approach.  Rather than growth Paul has demonstrated
that
> his approach is not well suited to a nonprofit philanthropic organization
> such as Guide Dogs for the Blind.  I know you have heard from many
> concerning the issues stakeholders have with Paul's leadership and I do
not
> want to go over ground you already have encountered.  However, I believe
my
> perspective is somewhat unique since I have a 49-year history as a
student,
> and a six and a half year back ground as a GDB mid level management and
> leadership staff member.  Also, I have served in management positions
within
> various companies including serving as a company president, vice
president,
> and I have served as a senior level manager in more than one sales
> organization.  I know first-hand good leadership as well as poor and
> disconnected leadership.  Paul Lopez is not demonstrating good leadership
> for the benefit of Guide Dogs for the Blind.  Let me illustrate.

> 1.       Consumer Relations.  To date Paul Lopez has not made an
appearance
> at any of the blindness consumer organization National meetings, and it is
> my understanding that he has not even attended any of the California
> affiliate meetings.  I know he has received such invitations in the past
> because I delivered one to him personally last year long before the time
of
> the National convention season.  I also know he has received written
> invitations this year, but has not accepted them.  The National
organization
> conventions are the best places for any new leader to learn about the
issues
> blind people find important.  Also, they are the best platforms for any
new
> blindness related program director to market their organization and to
> promote discussion.  The fact that Paul has not attended National
> conventions among blind people is noticed by blind people throughout the
> country and red flags have gone up especially since his lack of action is
> directly opposite to what Bob Phillips did to promote relations during the
> early 2000s.  Given the lack of visibility by the school and its newest
CEO,
> and given the bad press within the consumer world I believe any positive
> momentum concerning consumer interest is gone.  Furthermore I believe Paul
> Lopez's lack of visibility concerning consumer organizations is a bad
> reflection on his value of input and cooperation with blind people.

> On another front I have heard from many students who have attended classes
> over the past year and a half that Paul will not spend time with them, or
at
> least he spends very little time with them, especially in the past few
> months.  This is the exact time Paul should be selling his decisions and
> actions to his consumers, but he seems to be having none of that.
> 2.      Budget.  Earlier this year when the announcement of lay-offs took
> place we all heard that the decision to terminate eight employees was in
> part a budgetary one.  The local newspapers also reported the layoffs and
> stated that the reason was related to a need to reduce or adjust the
budget.
> This makes little sense especially when the stock market and the GDB
> reserves are growing.  Also, given that ten employees lost their jobs in a
> similar move during the Nancy Gardner administration it is hard to
> understand why an additional eight, mostly long time employees, were
> dismissed.

> I like the concept of establishing the new call center which can help
> improve efficiency if handled properly.  It seems to me that any time a
call
> goes unanswered for more than one business day any organization which
> permits this is remiss in its obligation toward the consumers it serves.
If
> students' did not get return calls before and if that has changed then
well
> and good.  Creating the call center should help improve efficiency.
> However, laying off several long-term key staff people and choosing to
> terminate the head of graduate services given his standing in the
world-wide
> guide dog community and the vast amount of knowledge and respect from
> consumers he brings to GDB does not seem efficient or wise.  The community
> at large does not buy the budget and efficiency arguments for laying off
> some of the people who were terminated earlier this year.  I agree with
> them.  It can never be good to lose people of the caliber of those
employees
> who were let go and expect any organization to continue to operate as well
> as it did before.  Also, one aspect of decreasing the number of field reps
> while increasing the call return effectiveness is that you may find that
> more people actually need visits from a GDB rep.  While Mr. Lopez has
chosen
> to believe it more efficient to send people from GDB you cannot yet know
if
> it might have been better to keep the people you lost, but work to keep
them
> busier with visits as well as better involving them in GDB's marketing
> effort.  Also, given that some of the employees worked on campus might it
> have been better to reassign or split their duties rather than dismissing
> them outright?  Please do not say it was for budgetary reasons as GDB was
> not and is not in peril of going under.  The "business decision" to let
them
> go is a bad one by any basic business staffing morale standard.

> Speaking of morale, I have not heard any positive comments about moving
> Barbara Browning away from the switchboard and removing the friendly face
> that greets visitors to the administration building.  The approach taken
> with Barbara again shows a business orientation not suited or appropriate
> for a nonprofit like GDB.

> 3.       Trust.  While blind people go to guide dog schools to obtain
guides
> and gain the additional mobility assets they feel come with using a guide
> dog, the trust of the senior staff of guide dog schools often is lacking.
> Senior staff have, for example, in the past changed school policies
> concerning dog ownership, reduced consumer representation on boards,
reduced
> the influence levels of or eliminated consumer advisory committees, and
> downright ignored issues and input by stakeholders.  Many of us have seen
> new senior staff come with ideas of "making the organization run more like
a
> business" and "improving efficiency" while all they do is to alienate
> stakeholders and not grow the organization.  The result is that students
go
> to schools because of positive experiences with the staff members who work
> directly with them and they ignore leadership which they view as something
> which doesn't concern them, or they go elsewhere or decide not to use a
> guide dog altogether.  I have seen all three happen regularly.

> The unfortunate reality is that "business oriented CEOs" do not understand
> the subtleties of running a nonprofit or philanthropic organization.  Yes,
> nonprofits should operate more in line with business practices than most
do
> today.  In fact, some of today's concepts regarding the "good" operation
of
> a nonprofit are the very things which keep it from growing as they go
> against what makes any organization grow in our changing world.  However,
> while trying to bring good business practices into the nonprofit arena the
> "corporate way" as it exists today also tends to exclude some of the very
> attitudes, drives, and strengths which make good nonprofits great.  The
most
> important of these is Trust.  If a CEO arrives and changes some of the
very
> core foundations upon which an organization is built without obtaining
> support from stakeholders then he or she loses the faith of those
> individuals and probably staff as well.  Nonprofits must have emotional
> buy-in and support in ways many corporations today seem not to have and
seem
> not to need in order to be successful.  Corporations can buy loyalty while
> today's nonprofits cannot.  Also, with an organization like GDB consumers
> have no permanent stake in the organization since they have many choices
of
> guide dog schools.  So, if they become disenchanted or dissatisfied with
one
> school they do not suffer a financial hardship when deciding to attend
> another.  Trust and emotional buy-in are all the building blocks a school
> like GDB has to make a consumer relationship work.

> In the past five years 18 people have been laid off from GDB.  Right or
> wrong no employee had ever been laid off before.  Before 2008, budgets
were
> cut, some staff perks were cut, some positions and departments were
> realigned, and puppy raisers and breeder keepers were asked to shoulder
more
> financial obligations to care for their charges, but no employee was
simply
> eliminated in order to decrease staff size.  When the first ten people
were
> separated there was grumbling and concern, but in general, stakeholders
felt
> that the programs would continue and thrive.  However, with the latest
staff
> reductions, programs and staff directly connected to consumers were
> dramatically affected.  Well loved, trusted, and effective staff members
> were removed.  Personal access to trusted staff was eliminated.  Consumers
> were asked to trust a decision maker who had not established any kind of
> bond with them as he made changes those very consumers considered part of
> the fabric that made GDB better than ANY OTHER SCHOOL.

> Also, it didn't stop with the lay-offs.  Two very senior staff members
> retired at a time many of us find suspicious at best.  Terry Barrett and
Don
> Frisk worked at GDB long after they might have retired simply because they
> loved their jobs and because they wanted to continue to make
contributions.
> I tell you that you will have a very hard time convincing consumers that
the
> timing of these two retirements is a coincidence.  In addition, at least
one
> other training supervisor has quit and left the guide dog field
completely.
> Right or wrong, again, many of us find this additional departure not to be
> coincidental.

> If all the "changes" aren't enough Paul Lopez has further eroded consumer
> confidence in his leadership with what he has done concerning Guide Dogs
for
> the Blind's reputation and involvement in the international guide dog
> community by reducing the number of GDB certified assessors for the
> International Federation of Guide Dog Schools from four to one, all in the
> name of saving money.  Previous administrations spent time and effort to
> move GDB into the 21st century including establishing relationships and
> connections which made our school one of the preeminent guide dog
> organizations in the world.  Trainers came to consult with the GDB staff.
> GDB experts helped insure that other schools throughout the world were
held
> to high standards of excellence in all aspects of their operations.  GDB
> could do this only because it is so large and staffed so well that it had
> the necessary expertise within its ranks.  Even before the lay-offs three
> assessors working at GDB were told to withdraw from their IFGDS
commitments
> which also mean that fewer individuals will attend International
Federation
> meetings.

> Guide Dogs for the Blind has lost the trust and confidence of much of its
> consumer base.  I said earlier that due to my 9-11 experiences I am a
highly
> visible guide dog user.  I am contacted daily by GDB users who tell me
they
> will not return to this organization for their next guide.  I have been
told
> by people who are in a position to know that staff is demoralized in ways
> never experienced before.  I have spoken with past members of the board
who
> tell me that they are angered and outraged at the way the organization is
> being run today.  I am amazed that the board has not done anything visible
> to stem the tide of outrage and anger and that its only public position is
> that people simply do not know the internal issues and budgetary
challenges
> which led to the decisions we now discuss.  When I am asked my opinion and
> guidance I do not have positive encouragement I can offer because I have
> come to have the same views as others.  I know I will be asked about the
GDB
> issues when I attend the consumer National conventions this summer, and I
do
> not have anything I can say with confidence that will alleviate consumer
> fears and concerns.

> It is hard for me to write this letter.  I love GDB, but I, like many,
have
> no confidence in Paul Lopez and I am concerned that the board of directors
> has not done anything obvious either to show the value of Mr. Lopez's
> decisions or to remove him as CEO.  I call on the Guide Dogs for the Blind
> board of directors to take a vote of no confidence toward Paul Lopez and I
> call on the board to remove him as CEO and begin a search for a truly
> qualified replacement.  Thank you for your time and consideration.

> Best,

> Michael Hingson
> The Michael Hingson Group, INC.
> "Speaking with Vision"
> Michael Hingson, President
> (415) 827-4084
> info at michaelhingson.com
> To order Michael Hingson's new book, Thunder Dog, and check on Michael
> Hingson's speaking availability for your next event please visit:
> www.michaelhingson.com
> To purchase your own portrait of Roselle painted by the world's foremost
> animal artist, Ron Burns, please visit http://www.ronburns.com/roselle


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