Articles:

What Kind of Leader are You?
Getting Group Members
Goals for Groups
Make Meetings Matter
Dealing with Conflict
Turn Vision Into Action
Assess Your Assets
Dealing with Difficult People
Working through the "Storm"
Should Your Group Become a 501(c)(3)?
Politics for People
Sustainable Communities
Take the Terror Out of Bioterrorism
Impact of Leadership Programs
Sunshine Law Revised

What Kind of Leader are You?

Leadership styles have changed over the years. It used to be people thought of a leader only as someone who took charge, who pushed people along, who considered followers as less capable than a leader. In other words, the leader was a “Queen Bee” who was in control of the hive.

Now we realize that more effective leaders are those who use more of a “Worker Bee” mentality. Leaders for the 21^st century are more about involving and working with people to accomplish the work that needs to be done than about gaining personal power and prestige.

How can you tell if you are a Queen Bee or a Worker Bee? Here are a few pointers:

How can you be more of the Worker Bee type of leader? You can help to create a shared vision for the organization. You can concentrate not only on the tasks, but on the relationships within the group. You can foster open communication and fairness. And you can celebrate the successes of the group, sharing the credit with all those involved.

Leadership does NOT mean doing all the work, creating dependency or manipulating for control. Leadership DOES mean giving direction or guidance to a process where everyone in the group has a say. So which type of leader are you?

Getting Group Members

Many community-based groups have the same problem – getting people who are interested and willing to help! While people are busy and can’t get involved in every issue, they will find time to work on those projects that are working toward goals they find important. Here are a few tips to help you identify and recruit people who might find your project important.

Start by trying to identify every possible organization, group or person in your community that might have an interest in your project. Decide what person(s) might represent the groups you have identified. Then go through your list and decide which are critical to the success of your project. Then you begin the job of informing and inviting those people.

There are several ways to invite people to participate in your group. One way is to divide up your list of potential members among those making contacts then talk to each of them in person. Follow up these personal contacts with a letter that re-states the purpose of the group. If they accept the role be sure to thank them and let them know of the group’s first meeting place and time. Another option is to invite those people on your list to attend one meeting. At the meeting, describe the purpose and direction of the group, hand out any necessary information, and then let them make their decision about whether or not to get involved.

When you are trying to talk someone into helping with your project, be sure to include the following information:

While you certainly won’t recruit every person that is initially identified to join your group, providing them with complete information about the group’s goals and what their commitment would be helps you ensure that those who do join will be more likely to follow through with their responsibilities.

Goals for Groups

Sometimes it’s important for groups to take some time to consider their goals as well – and what better time than as you start a new year?

Setting goals for a group isn’t quite as simple as for an individual. After all, individuals have only themselves with which they must agree on what their goals are and how they will go about achieving them. An organization must at the very least get the majority of members to agree on the goals toward which they wish to work, and at best get every member to buy in to the ideas. That can be a daunting task! But there are some techniques that can help the group come to some common agreement.

Is setting goals important to groups? According to “Vision to Action,” a curriculum developed by the North Central Regional Center for Rural Development, “many well-organized and well intended organizations and community efforts fumble and falter because the group never really took the time to make sure that they have a shared understanding of purpose and of their desired outcomes.”

One method of determining group goals is by conducting a “visioning” process. In a visioning process, group members are asked to consider what their organization will be like five, ten, twenty or more years in the future, assuming they have successfully created their ideal group. People are asked not to define possible success, but to dream of the ideal situation. As group members define their ideal future, ideas will begin to develop around certain themes. By looking at the common themes in a group’s vision, the group is then able to set goals for actions that will help them accomplish their vision.

Visioning is only one of many techniques that groups can use to help them understand their shared purpose and values and develop goals for action. As a Community Development Specialist with University of Missouri Extension, Georgia Stuart-Simmons is available to help organizations in Henry County identify and prioritize goals. If your group needs help in this area, contact her through the local Extension Center at 885-5556 or call her directly at her office in Warrensburg at 660-747-3193.

Make Meetings Matter

We’ve all been there – at the meeting that drags on and on, accomplishing very little. It’s frustrating and seems a waste of time. You’re counting down the days until your term on this board is over!

Unorganized and unproductive meetings can cause volunteers to drop out of community organizations. If you are ever responsible for conducting a meeting (and soon or later almost everybody is) then you may want to consider a few pointers to keep things running smoothly.

Provide a written agenda. The process of preparing an agenda helps identify the tasks that need to be accomplished and gets you organized for the meeting. A written agenda helps group members see what will be covered in the meeting and follow along with the discussion. It also helps prevent members from bringing up issues out of order if they can see that their concern will be addressed later in the agenda. At the start of the meeting, give members a chance to add items to the agenda that you may have overlooked.

Set up the meeting room. Arrive at a meeting in time to be sure tables and chairs are arranged as you would like. For good discussion, make sure members can see one another such as around a table. For more control of the meeting, have people facing the front with the leader standing in front.

Start and stop on time. How many times have you sat in a meeting waiting for “a few more” members to show up so the meeting can start? Let members of the group know when the meeting will start and stick to it. Soon they will realize that 10:00 a.m. doesn’t mean any time between 10:00 and 10:15. But just as importantly, let people know when the meeting will end and do your best to abide by it. Be respectful of the people who made the effort to arrive on time and let them out in sufficient time to get to their next obligation.

Keep discussion on track. This can be challenging because you don’t want to interrupt or offend someone who is speaking out. But there are ways to politely point out that the subject is not the purpose of the meeting. For example, “I agree that parent involvement is very important, but lets get back to the issue of when to hold the conference.”

Review group decisions. Whether you are using formal parliamentary procedure or informal discussion seeking group consensus, it is important to make sure the group understands what decisions have been made. In the first case, you might say “Motion carries. We will contribute $100 to the 4-H club to pay for trophies.” In a more informal setting, “Then everyone agrees, we will give $100 to the 4-H club so they can buy trophies.”

Keep record of decisions. A more formal group will have a secretary to record minutes. But even a small group needs some record of group decisions. More than once I’ve seen groups setting around discussing “what did we decide about that last time?” If you are leading the discussion simply ask another member to take a few notes.

Bring the meeting to a close. After the agenda has been covered, do a quick review. Did we accomplish our goals for the meeting? Is there something left to be done? Then set or announce the next meeting and dismiss with a simple “meeting adjourned.” If people want to stay and visit that’s fine, but those who need to leave will know that the business part of the meeting is over.

Dealing with Conflict

Where two or more are gathered . . . there shall be conflict! If you don’t believe it, work on any community board, church committee, or volunteer council. Authorities claim that some conflict is inevitable when groups of people depend on each other to accomplish a goal. In fact, many believe that not only is conflict inevitable – it’s actually beneficial!

How can this be? One way to describe conflict is people expressing (perhaps strongly) differences of opinion. It’s the differences of opinion that are important here. When a group is working toward any goal, it is always helpful to consider a wide range of opinions and possible options. So when conflict arises, it is really an opportunity to explore a broad range of solutions. Differences can be thought of as information to be used by the group.

But conflict can make us uncomfortable. In fact, some people will react to conflict with “fight or flight”, either digging in their heels on their position or leaving the group to avoid the conflict. Conflict in a group can be denied, but it won’t go away. So the key is to deal with conflict in a constructive way.

When you are working with a group that is struggling through conflict, here are some things you can do to help resolve the issue:

ü Establish ground rules. Every group should have some agreed upon guidelines for how they interact. For example, all people are to be treated with respect, each person should be given equal opportunity to express ideas, decision will be written down and approved to avoid future misunderstanding.

ü Help them identify the specific points upon which they disagree. The comment “Your idea is dumb” isn’t specific or constructive. Have people explain what they disagree with and why.

ü Discover common interests. Often parties in conflict actually agree upon more than they realized. As they clarify the points upon which they disagree, they should also discuss the values and opinions that they share.

ü Save Face. Avoid embarrassing either party and look for win/win resolutions.

ü Negotiate. Suggest compromises or partial solutions, emphasizing the common goals of both parties involved.

ü Solidify agreements. Summarize and confirm the areas upon which both parties agree.

When conflict is not resolved, people in the group can feel defeated, distrust develops, cooperation decreases and some people may leave the group. But when conflict emerges it can produce better ideas, people are forced to clarify their views, and underlying problems can surface and be dealt with. Conflict, like power, is neither good nor bad. It’s what you do with it that makes the difference.

Turn Your Vision into Action

Haven’t you been to a meeting where people discuss a great idea, such as “Wouldn’t it be great if we had more recreation for our young people?” or “Why can’t we make our downtown area look more attractive?” And while everyone agrees that it’s an idea worth doing, nothing ever seems to get done about it. How does a group turn a great idea into a reality? Well, it doesn’t happen on its own. It takes planning and action.

Do your homework. A first step is to take a close look at what is already going on in the community. Are there other groups already working on similar projects? Could you join their effort or combine forces and work together? If this type of project has been attempted before, find out who was involved. They could be able to provide valuable information on why their effort failed or succeeded. And don’t forget about other communities’ attempts at similar projects. Find out what you can about their efforts and what worked for them.

Be sure you understand who can make the decision to see your idea implemented. For example, will some unit of government have to give approval? Will a public vote be required or a public hearing have to be held? What is the timeline for making those decisions? If you are asking for money, when are those budgets developed so your project can be included?

Gather a planning committee. People are more likely to support an effort that they have had a part in developing, so try to involve anyone who might be interested as early as possible. Give some thought to who you should recruit. Don’t fall into the trap of only including people you know and have worked with before. Try to think of as many names as possible that might have an interest in your project.

Consider those who would be likely to support your project as well as those who might oppose it. Don’t ignore the opposition or try to keep them out of the process. Talk to them about your idea and find out why they oppose the plan. They may have legitimate concerns. Determine whether you can incorporate their concerns without diluting your project to the point that it is ineffective.

Develop an action plan. A written plan greatly increases your chance of success. Be specific. What are the critical steps the group must take to “make it happen?” List each step, then decide who will be responsible for carrying it out. What information and resources will that person need to be successful? Be sure to set a timeline for each action step, and a way to check back to see that progress has been made.

Maintain the effort. One of the big challenges is keeping momentum going once the excitement of a new project has died down. In order to maintain the effort through to completion, first be sure each member of the group understands their roles and responsibilities. Then set up some form of communicating that keeps members of the group informed about what is going on and what efforts are needed. Perhaps regular meetings, e-mail notices or monthly mailings – whatever works for your group. Be sure someone is monitoring the progress of the group. And finally, don’t forget to recognize the efforts of the volunteers and celebrate when you’ve had a success!

Assess Your Assets

The way communities go about solving problems is changing. In fact, we don’t even “solve problems” anymore – we take advantage of opportunities! What am I talking about? An asset-based approach to addressing community issues.

In the past, community development focused on a community’s needs. Experts would come in and conduct a “needs assessment,” identifying all of the problems in a community and creating programs and project to “fix” the problems.

More recently, people in communities have begun to focus more on what’s RIGHT in their community, and to look at how you can build on and promote those assets.

What’s the difference? A “needs based” approach asks questions like “What are the problems?” and “What kind of help do we need?” An “asset based” approach would ask “What are our strengths?” or “What resources do we have?”

For example, in a group looking at a community’s needs, you might hear people complaining that:
·         Nobody is willing to get involved
·         There are so many unsightly vacant houses and lots
·         Too many teens are having babies
·         The crime rate is too high
·         Kids are dropping out of school
·         Welfare recipients are draining our economy
·         Unemployment is rising
·         Drug use is rampant
Look at how negative this discussion is. It’s depressing!

But another discussion about the SAME COMMUNITY that focuses on assets might look more like this:
·         People care about their friends and neighbors
·         That vacant lot could provide space for a community garden
·         We have good schools in our community
·         People are involved in their churches
·         People in our town have lots of skills, talents and knowledge that could be put to use
·         Young people care about the environment
·         Retirees have time to give
When we start with assets, we focus on what is right and work to build those strengths

You are probably thinking, yeah, but you don’t know my neighborhood. We have a lot of problems. People don’t have a lot of resources here.

Believe me, ALL communities have assets. In John McKnight’s book “Building Communities from the Inside Out” he talks about an inner city neighborhood, where most of the residents were on some type of assistance. They began to work with those “welfare moms” in order to identify their assets. Even though many of them had no work history, they did find that they had marketable skills. They had experience with child care, in caring for the elderly, and in housekeeping (laundry, cleaning, etc.). By organizing their efforts and marketing those skills, they were able to find profitable employment.

So the next time you travel through your community, you can look at a vacant building in your downtown and complain about how the business district is going downhill, or you can see the building as available space that will save a business the cost of construction.

Dealing with Difficult People

A challenge to anyone who works with groups, whether it be a PTO committee or a group of co-workers, is how to handle those folks who seem to always be creating conflict or undermining the progress of the group. They come in a variety of packages, from the chronic complainer to the smiling face who agrees to everything you say regardless of their true opinion. Here are a few suggestions for keeping the group on task despite that difficult person.

Complainers gripe constantly but rarely do anything to fix what they’re complaining about. This may be because they feel powerless or because they don’t want to take responsibility. To turn a complainer into a problem-solver:

The last item is the critical step of going from a gripe session to a serious discussion of how the issue can be resolved. Be prepared to interrupt and take control of the conversation when your complainer starts rambling and to repeat the process many times.

Super-Agreeables are always supportive – at least in your presence. But they don’t follow through with what they’ve agreed to do and may even act contrary to what they have led you to expect.

Silent Partners usually don’t respond to your questions with anything more than a yes or a no, and then only when you force a response. To draw them out you might:

Hostile – Aggressives try to bully the group into making the decision they want, making cutting remarks or throwing temper tantrums when they don’t get their way. To cope with them:

Know-It-All Experts think they know all there is to know about anything worth knowing. They are usually condescending and pompous and may make you feel like an idiot. To blunt their effect:

No matter what type of difficult person you are dealing with, remember that they are a person with feelings. You can reject their behavior without rejecting them as a person. Stop wishing that the person were different and help them find an appropriate way to participate in the group. And finally, don’t take their behavior personally.

Working Through the “Storm”

Ever get a group of people to try and make a decision? Something as simple as “Where shall we go to eat?” can turn into a lengthy discussion. Imagine if you were working on a truly complicated issue!

Most groups go through a normal progression of “forming, storming, norming and performing” when given the task of accomplishing something. Unfortunately, when the “storming” phase shows up, some may give up the task. But if a group is willing to work through that turbulent phase, good work will most likely come about.

During the Forming stage people in the group are being polite. They introduce themselves and are gathering information about the job to be done. But once the niceties are out of the way, differences of opinion usually begin to emerge. During this “storming’ phase members will try to influence others in the group to take their side. This is the stage where conflict is most likely to emerge.

If a group is willing to work through the “storming” phase, the chaos begins to make sense as the group begins to focus on the issues. Members begin to see the other person’s point of view, and are willing to look for common ground. This is called the “norming” phase.

Finally the group is ready to perform – hence the term “performing.” At this point, the members of the group are ready to work out differences, make decisions and take action.

How can it be helpful to know these phases? By understanding that most groups go through a “storming” phase, we can decide to “tough it out” and work beyond that phase. Some things that can help a group work through the storm include:

The bottom line is, it’s normal for some conflict to erupt when groups of people are working together. By understanding this and working through it we are more likely to have productive groups.

Should Your Group Become a 501(c)(3)?

Your first question is probably “What is a 501(c)(3) and why would a group want to become one?” 501(c)(3) refers to the tax code that recognizes not-for-profit corporations as tax-exempt and allows donations to those organizations to be tax-deductible. This can be a big benefit when you do fund-raising since major donors are often looking to get that tax deduction. If your group is seeking grant funds, many foundations and government grant programs will award grants only to groups that have 501(c)(3) status.

Sounds like a great deal – so why aren’t all groups applying for 501(c)(3) status? Well, first of all, the application process can be rather tedious. And then there is the expense. There is a non-refundable filing fee of $150 to $500, with most groups falling into the $500 category. Also groups who receive 501(c)(3) status have Federal filing requirements to abide by.

But for many groups the benefits outweigh these costs and at some point they come to explore the possibility of filing for 501(c)(3) status. Before any group can apply to become a federally recognized not-for-profit organization there are some first steps that must be completed. Your organization would have to have the following in place:

After all of those are in place, then your group is ready to complete and submit an application (form 1023) to the Internal Revenue Service. The kinds of information you must provide include past financial records and a projected budget, a detailed description of the purpose of the organization and the activities it expects to conduct, a list of potential donors and plans for fundraising, names of board members and officers, a list of the organization’s assets, copies of any lease agreements, and a fee schedule if payment for any services is required.

While compiling all of this information can be time-consuming, it is not an insurmountable task. It just takes time and commitment. And while many groups look for professional assistance from an attorney or certified public accountant, it is possible for anyone to submit the application as long as they follow the directions of the application process precisely.

There are resources available to help groups through this process. An on-line source is available at http://www.ssu.missouri.edu/CommDev/OrgDev/CreatingNonProfit.html This web site is created by University of Missouri Extensionand contains links to IRS and the Missouri Secretary of State websites where needed forms can be downloaded. It also links to a guidebook from Associated Electric Cooperatives that gives you step-by-step directions. Local groups considering this process can also contact me, Georgia Stuart-Simmons, at 660-747-3193 for more information.

Politics for People

Every morning as I get ready for work I listen to the local news. Lately the political ads are run at every commercial break – and they’ll only increase between now and Election Day. But despite the huge amounts of money spent on campaigns Americans are not turning out at the polls.

Many will say that people are apathetic about politics and government. But a study by The Harwood Group found that Americans are not apathetic – they’re “mad as the devil” because they feel that the political system has pushed them out of their place in governing the nation. They blame powerful lobbyists, the media and “professional” politicians for creating a system where money – not the voters – votes.

From the politicians’ perspective, they find the public generally uninformed, more emotional than reasonable, and indifferent to serious problems, according to another Harwood report. They do not see a substantive role for the public. They recognize that the public can vote them out of office, but beyond that any role that the public could play in government is unexplored.

What will it take to get the American public involved in politics? According to “Politics for People” by David Matthews the answer is public deliberation. He notes that there are a great many places where people can complain or advocate for their cause, but there are few opportunities for us to talk calmly with those who have a different opinion.

The media often breaks down complex political issues into twenty-second sound bites. But people don’t come to understand an issue by hearing only its simplest elements. A dialogue that helps them see the connections between issues and their own values and that points out the consequences of possible choices is what is needed.

And while people will not necessarily become politically active because they been involved in deliberation, it is also true that people have to have a personal stake in an issue before they will become politically active. Deliberation helps them understand how issues impact them and their community.

How can you get involved in public deliberation? The Kettering Foundation has developed the National Issues Forum format where citizens have the opportunity to rationally discuss issues that can be very emotional. University of Missouri Extension is a partner in bringing Issues Forums to local communities. If you would like to see what topics are available you can check out the National Issues Forum Institute web site at http://www.nifi.org/issues.html. To try to schedule a forum in your community, contact Georgia Stuart-Simmons, University Extension Community Development Specialist at 660-747-3193 or your local University Extension center at 660-885-5556.

Sustainable Communities

It’s no secret that our global environment is in a precarious position. Despite over population in developing countries, it is the over-consumption and wasted resources by those of us in developed countries that endanger the sustainability of our planet. For example, the average person in a developed country uses nine times as much fossil fuel and twenty times as much aluminum as his counterpart in a developing country. In terms of waste, the average person produced four times as much household refuse, 11 times more carbon dioxide and 75 times more hazardous waste.

In an effort to reverse our environmental decline, “sustainable” development has become the focus. But what do we mean by “sustainable” anyway? The term “Sustainable” has become well-known in terms of agricultural practices, but recently those concerned with how communities grow and develop have begun to think in terms of “Sustainable Communities.”

In Mark Roseland’s book “Toward Sustainable Communities” he defines sustainable as “meeting the needs of the present without compromising the ability of future generations to meet their own needs.” Another way of thinking about it is to relate it to personal finances. To be “sustainable” you must be able to live off the “interest” generated by your resources and quit dipping into the “principal” – those resources which cannot be replenished.

When communities consider bringing in new industry, developing housing or planning road systems, any of those projects could impact the community’s sustainability. For example, will work places be near housing? Does the layout of the road contribute to a sense of “community.” Smart growth policies encourage shorter commutes, more compact living areas, alternate forms of transportation, and “village clusters” where homes, work, shopping and recreation are all within easy walking distance.

Another consideration is how communities develop their “green space.” Although playing fields, parks and sod strips along boulevards add aesthetic or recreational value, they demand costly amounts of water, fertilizer, herbicides, maintenance, and contribute little in terms of wildlife habitat and food self-sufficiency.

Most people think of “sustainability” in terms of environmental issues only. But sustainable development must also consider economic policy and social equity. Sustainable community development implies that we address not only the “hard” urban environmental issues such as transportation, land use, air quality and energy conservation, but also the “soft” issues such as social and environmental justice.

Roseland acknowledges that the application of these ideas may not be simple. For Americans to contribute to global sustainability the affluent will have to make major shifts in lifestyle. He urges, “Sustainable communities require unprecedented and simultaneous emphasis on the efficient use of urban space, on minimizing the consumption of essential natural capital, on multiplying social capital, and on mobilizing citizens and their governments toward these ends.”

Take the Terror Out of Bioterrorism

I’m no expert on bioterrorism. But fortunately I work for the University of Missouri, who has faculty that do understand these things. Because of University of Missouri Extension’s recent efforts to provide assistance with emergency management, I have had the opportunity to regularly receive information from those experts. And what I’m hearing from them is that one of the biggest threats of bioterrorism is the fact that it creates terror. As Winston Churchill said, “The only thing we have to fear is fear itself.” A prime example is the duct tape and plastic sheeting debate.

But first, let’s back up a bit. Duct tape and plastic sheeting are suggested if we are told to “Shelter in Place.” This is a precaution to keep you safe by remaining indoors. It means selecting a small interior room with few or no windows and taking refuge there. It does not mean sealing off your entire home. Recommendations do suggest selecting an above ground room, since some chemical agents are heavier than air and may seep into the basement. Should the “shelter in place” order come, it will most likely be for only a few hours, not days or weeks.

Unfortunately some people have panicked and prematurely sealed off their entire homes. There have been several cases nationally where people have shown up in Emergency Rooms with carbon monoxide poisoning after sealing up the airflow in their houses. Carbon monoxide given off by heaters, gas ranges, water heaters and fireplaces are normally at safe levels in the home because of venting and normal air exchange with the outside. But if that venting is shut off, carbon monoxide can build up in your home to dangerous levels.

Rumors go around that terrorists could spread smallpox by sending an infected person around the country on airplanes, infecting people in several cities. But health department officials assure me that by the time someone with smallpox is contagious, they are far too sick to travel.

Most recently, University Extension’s emergency management staff forwarded information from SFC Red Thomas (Ret), a retired military weapons, munitions and training expert. The University of Missouri assures that his information is credible. He provides common sense information on biological and chemical weapons. He makes the point that chemical weapons in particular are hard to deliver. Being vapors and airborne particles, they seek low-lying places. They don’t work when it’s freezing and they don’t last when it’s hot. Wind spreads it too thin.

According to Thomas, “The bottom like is that these weapons are intended to make you panic. If you remain calm, leave the area and go upwind you will survive. They have to get the stuff to you and on you. Don’t let fear of an isolated attack rule your life. The odds are really on your side.” For a complete copy of SFC Thomas’s comments, contact me at stuartsimmonsg@missouri.edu and I will forward the information to you.

The best defense against bioterrorism is to be well informed and prepared. Some good websites to obtain reliable information on this topic include the new Department of Homeland Security website at http://www.ready.gov/ as well as the American Red Cross site at http://www.redcross.org/

Impact of Leadership Programs

Some discussion has been underway recently in Henry County about bringing back the Discovery community leadership program. Discovery was a leadership program coordinated by local volunteers with the assistance of University of Missouri Extension and funding from Sprint and other local sponsors. The classes took place over several weeks. It encouraged citizens who live and/or work in Henry County to become involved in community affairs and equipped them with the necessary skills to assume leadership responsibilities for the betterment of the community.

Recently Dr. Kenneth Pigg at the University of Missouri, Columbia, conducted research on programs like Discovery around the state of Missouri. It might be worth knowing what he found as this community explores the possibility of conducting this program again.

Over 1000 people representing approximately 60 towns throughout Missouri have participated in 40 locally-based, leadership development programs like Discovery. In his research Dr. Pigg identified 70 different positive outcomes from participating in this type of program. He found that by participating in a community leadership program, participants:

It didn’t seem to matter what personal characteristics the people possessed prior to participating in this program, they all achieved some desirable outcomes from the experience. And as a result of participating, their behavior changed. Graduates became more involved in community organizations after completing a program like Discovery. That increased involvement has provided important leadership to numerous kinds of organizations throughout those communities as graduates take on new roles.

Some specific examples of the impact of this program includes one community where the United Way drive raised three times as much money as before because board members had been in a program like Discovery. In another community, this class was the springboard for setting up a county-wide ambulance district. One community raised $3 million for the YMCA. One group of alumni helped to pass a school levy. In another community graduates helped to revitalize their fair board.

Perhaps some of the most notable outcomes from Dr. Pigg’s study was that 90% of the participants felt that the community leadership program they participated in was worth their time and effort. Further, nearly 96% indicated that it was worth the effort exerted by the sponsoring organizations.

Source: Pigg, Kenneth. 2001. EXCEL: Experience in Community Enterprise and Leadership. Program Evaluation Report. Department of Rural Sociology. University of Missouri.

Sunshine Law Revised

The Sunshine Law was recently revised. Why should you care? Well, do you serve on the board of a non-profit that receives tax credits? Are you on the water district? Do you want to know that the school board is deciding about discipline problems at your child’s school? Are you concerned about how your tax dollars are being spent? Then the Sunshine Law affects you.

Missouri’s Sunshine Law was written to ensure that government be open to the public, unless specifically excepted by the law. Notice of meetings must be posted prominently at least 24 hours prior to the meeting. Public meetings are to be held at convenient times and must be accessible to the public.

A 2000 audit of Missouri’s state agencies, boards and commissions found that more than half did not fully comply with the Sunshine Law. Frequent failings included improperly denying or delaying requests for records, charging unreasonable amounts for copies of records, and failing to have a written policy regarding the Sunshine Law.

A closed session may be held to discuss legal actions, purchase of real estate, or certain personnel issues. Records may be closed if they deal with security systems, software codes, or individually identifiable personnel records.

The law applies to not only state, county and municipal agencies and officials, but also to governing bodies like school districts and special-purpose districts such as sewer and water districts. Further, it applies to “quasi-public governmental bodies” such as local advisory committees, boards and commissions that receive government funding. It also applies to entities that regularly enter into contracts with public governmental bodies and non-profit organizations that issue tax credits.

Any Missouri taxpayer, citizen or aggrieved person has the right to bring court action to enforce the Sunshine Law. In addition, the Attorney General or the county prosecutor may bring action. For more specific information on the Sunshine Law go to the state web site at http://ago.missouri.gov/sunshinelaw/sunshinelaw.htm