[nagdu] Michael's letter and GDB issues..
Daniel
daniel.sweeney1 at comcast.net
Fri Jun 7 15:10:05 UTC 2013
Hi,
Can I get a link to that petition as well. It must have been posted while I
was not getting messages. As a graduate of GDB, and a recent one to boot, I
would be very interested in reading and signing off on this. It is already a
sensitive issue with what has recently happened with the restructuring of
the field manager positions. Thanks.
Daniel and Cass
Lakewood, Colorado
Happiness is a dog handshake.
-----Original Message-----
From: nagdu [mailto:nagdu-bounces at nfbnet.org] On Behalf Of Marsha Drenth
Sent: Friday, June 07, 2013 7:16 AM
To: NAGDU Mailing List,the National Association of Guide Dog Users
Subject: [nagdu] Michael's letter and GDB issues..
Hi Michael,
Can you please send me the letter and link to the GDB petition again. I
accidentially deleted it. Send to marsha.drenth at gmail.com
Thank you,
Marsha drenth
Sent with my IPhone
On Jun 6, 2013, at 8:38 PM, "Michael Hingson" <Mike at michaelhingson.com>
wrote:
> 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
>
>
>> _______________________________________________
>> nagdu mailing list
>> nagdu at nfbnet.org
>> http://host.nfbnet.org/mailman/listinfo/nagdu_nfbnet.org
>> To unsubscribe, change your list options or get your account info for
> nagdu:
>
http://host.nfbnet.org/mailman/options/nagdu_nfbnet.org/dmgina%40samobile.ne
> t
>
> --
> --Dar
> skype: dmgina23
> FB: dmgina
> www.twitter.com/dmgina
> every saint has a past
> every sinner has a future
>
> _______________________________________________
> nagdu mailing list
> nagdu at nfbnet.org
> http://host.nfbnet.org/mailman/listinfo/nagdu_nfbnet.org
> To unsubscribe, change your list options or get your account info for
nagdu:
>
http://host.nfbnet.org/mailman/options/nagdu_nfbnet.org/info%40michaelhingso
> n.com
>
>
> _______________________________________________
> nagdu mailing list
> nagdu at nfbnet.org
> http://host.nfbnet.org/mailman/listinfo/nagdu_nfbnet.org
> To unsubscribe, change your list options or get your account info for
nagdu:
>
http://host.nfbnet.org/mailman/options/nagdu_nfbnet.org/marsha.drenth%40gmai
l.com
_______________________________________________
nagdu mailing list
nagdu at nfbnet.org
http://host.nfbnet.org/mailman/listinfo/nagdu_nfbnet.org
To unsubscribe, change your list options or get your account info for nagdu:
http://host.nfbnet.org/mailman/options/nagdu_nfbnet.org/daniel.sweeney1%40co
mcast.net
More information about the NAGDU
mailing list