In the interest of full disclosure, arts organizations (many of which have received funding from KAC) have put bread on my table for almost two decades. When I’m not working for them, I volunteer at their events or on their boards. I am a true believer in what the arts do for the individual, the community, the state, and the world. I understand that this belief informs my interpretation of the debate that’s been happening in Topeka since January. Now that the situation has moved from a proposed legislation into law, I’ve tried to disengage from all the emotion and finger pointing, and step back for larger view.

During a course in civic leadership at the Kansas Leadership Center last fall, I learned there’s a real difference between leadership and authority. Leadership is an activity that anyone – no matter their position, age, or gender – can engage in to foster meaningful change in their community. In my experience, leaders often emerge organically out of a problematic situations. Authority, on the other hand, is a position of power that’s often conferred on the holder by others. Sometimes people in positions of authority are also leaders. Sometimes they are not.

I see both leadership and authority at work in the recent arts debate. Rather than sitting on the sidelines lamenting the proposed elimination of the KAC, thousands of ordinary Kansans responded to the situation by contacting their legislators to express their support for the agency and it’s survival. They engaged their elected representatives. In some cases, I’m sure participants had differing views about the right course of action and the conversations were difficult. However, they did the work and had the conversations.

For their part, most legislators listened and responded to the concerns that were expressed. This kind of hands-on leadership can be challenging, messy, and must involve a variety of diverse (and sometime divergent) voices to achieve the desired change. If I look at the last five months from this vantage point, I see shining examples of leadership in action.

In the end, the survival of the KAC came down to the individual who had the legal authority to say yes or no to state funding – Governor Brownback. Based on responses in traditional, online, and social media, many are questioning his action. Most Kansans know difference between authority and leadership and they’re deciding for themselves what this looks like.

The Governor and many others feel that the arts are best supported by private donations, a value that competes with those who wanted to see the KAC left intact. My hope is that the Governor – who expresses respect and support for the arts – will lead by bringing all the interested parties to the table to find real solutions for funding the arts in Kansas. Remembering that we all want what’s best for our state is a good place to begin.

A conversation at a conference gave me a new perspective on relationships as they relate to nonprofits. I was introduced to a couple who owned an established business in a small community and were involved in a number of volunteer efforts. I probed a little deeper about their activities and was surprised when one of them commented that they loved their town. They were happy to donate their time and money or product when asked because they want their town to be a good place to live. However, it was disheartening when the same organizations that were asking for donations turned around and did business with other big box retailers or service providers for day to day supplies. This couple felt that their relationships with these nonprofits was often a one way street.

When it comes to spending, nonprofit decision makers should consider the impact their local purchases can have on their relationships in their communities as well with the bottom line. While “buying local” may be trendy, it has a very real impact on the economic health of a small city or town. These are the very people who value your service and who support what you do – can you return the favor? Here are some things to consider:

• Does a local business offer something that you regularly purchase online or at a big box retailer in another community? Are the savings really that significant when you factor in shipping or fuel costs?
• If this business doesn’t appear to have the exact product that you need, have you asked if they can they order it for you?
• Does this business contribute in some way to your organization?
• Does this business add value to your community? Does it make your town a better place to live?

Every nonprofit should be good stewards of their operating expenses. However, decision makers should consider a few new interpretations of ”stewardship” when it comes to making spending decisions and begin to look at the relationship opportunities that grow when we’re committed to investing our operating funds locally.

It’s easy to grasp the impact of the work you do when you’re standing in the middle of the action. Getting outsiders, who connect with your organization randomly and probably briefly, to understand what you do and then engage on some level requires acting intentionally.  The most effective nonprofits make a habit of sharing their mission and their stories with their stakeholders. The Kansas Sampler Foundation is a shining example of how to do it right.

The Kansas Sampler Foundation (KSF), is a nonprofit organization committed to preserving and sustaining rural culture across the state. KSF educates Kansans about Kansas and supports and networks small communities in ways that are informative, engaging, and – best of all – fun!  An early initiative of the Foundation was the Kansas Explorer’s Club, a special membership group that encourages day trips to parts of the state that are off the beaten path to find the Eight Elements of Rural Culture identified by KSF (Art, Architecture, Culture, Cuisine, Customs, Geography, History, People).  The Foundation built awareness around each of the Eight Elements in their 8 Wonders of Kansas contests, a project that culminated in the “8 Wonders of Kansas Guidebook”, just released last month.

Every May, the Kansas Sampler Foundation leverages an entire year’s worth of outreach into the Kansas Sampler Festival, an event that showcases everything rural Kansas has to offer. True to it’s mission, the Sampler Festival models “local”. The sponsors, volunteers, vendors, exhibitors, entertainment are from Kansas and for two days, every participant experiences what the work of the Foundation.  

One of the rituals at the Sampler Festival is “Stumpin’ for Kansas” where Executive Director Marci Penner literally stands on a stump and quizzes her audience about the Sunflower State. Correct answers earn a chance to be placed in drawing for a prize prize offered by one of the Festival exhibitors. Visitors to the Festival gain a new appreciation for the diversity and beauty of the place where they live, they discover places they want to visit, they tell their friends what a good time they had, and they associate that good time with the Kansas Sampler Foundation. In turn, the Foundation builds the base of support they need to continue their mission. Everyone wins.

While their work encompasses the entire state, the Foundation’s organization is very lean.  The Sampler Foundation has two full-time staff, Marci and WenDee LaPlant, Assistant Director, an active Board of Directors, and a group of committed volunteers. KSF uses traditional media outreach – newsletters, press releases and direct mail - as well as a website (http://www.kansassampler.org/), blog, and books to connect with and build their base of support. Marci and WenDee regularly post  to the Foundation’s followers on social media sites and link back to any online press or blog posts. They’ve made it a habit to connect regularly with their stakeholders and their stakeholders seems to love them for it. The results of their outreach investment is clear. The 2011 Kansas Sampler Festival was held last weekend in Leavenworth. It attracted 7,500 visitors.

What results would you like to have? What are you willing to invest?

The economy has all nonprofits retooling their fundraising efforts.  Now more than ever, organizations need to be clear about the basics of the fundraising process and practice.  Laura Fredericks’ “The Ask:  How to Ask Anyone for Any Amount for Any Purpose”is a well written and accessible primer for nonprofits of every size.  Fredericks covers a variety of topics from capital campaigns to fundraising events and offers practical applications for each area.  This book is particularly well-suited for people who are new to fundraising – staff, board members, and volunteers will find something to use in their personal practice in “The Ask”.

I’ve the fortunate opportunity to attend presentations by Rebecca Ryan.  Rebecca wrote a terriffic book, “Live First, Work Second” about the characteristics of the “next generation”.   In her presentation, Rebecca stated that in the current economic situation, today’s leaders don’t neccesarily need to have all they answers but they need to be able to “midwife the answers.”  Creative problem solving and flexibility are essentials in any nonprofit’s toolbox.  One of my all-time favorite books on creativity in business is “Orbiting the Giant Hairball – A Corporate Fools Guide to Surviving with Grace” by the late Gordon MacKenzie.  MacKenzie’s unorthodox approach to work is anything but business as usual.  It’s an uplifting and inspiring read for anyone looking to navigate the challenges in today’s working world.

Check your local bookseller for these titles and enjoy these authors!