July 2010 Notebook

V I R G I N I A G . P I P E R C H A R I T A B L E T R U S T I J U LY 2 0 1 0

Nonprofit ExecutiveSabbaticals OfferCreative Disruption

Why We Invest in Early Care and Education

July 2010

Piper Notebook is a magazine published three times

each year by Virginia G. Piper Charitable Trust to

inform the community about the work of the Trust

and its grantees in Maricopa County, Arizona.

Jane E. Ferguson, Editor

Eddie Shea, Designer

Bruce Peterson, Photographer

Virginia G. Piper Charitable Trust

1202 East Missouri Avenue

Phoenix, Arizona 85014

480.948.5853

[email protected]

www.pipertrust.org

LEFT

Places for quality early learning like the Phoenix

Crisis Nursery FACES preschool program are

essential for little children to prepare for school and

life. Piper Trust places special emphasis on early care

and education. See why in an interview with

program director Marilee Dal Pra on page 24.

ON THE COVER

Chevy Humphrey, president and CEO of Arizona

Science Center, likes to mix it up creatively and here

demonstrates the benefit of a giant lever in a game

of tug-of-war, one of the permanent displays at the

popular children’s venue. A member of the first class

of Piper Fellows in 2001, Chevy found the creative

juice and the analytical muscle to achieve her goal of

becoming the head of a science center. Her story is

one of seven about Piper Fellows who have

experienced Creative Disruption. See the special

section beginning on page 4.

©2010 Virginia G. Piper Charitable Trust

42 OF NOTE by Judy Jolley Mohraz

SPECIAL SECTIONNonprofit Executive Sabbaticals Offer CreativeDisruption

Free Clinic Director Offers Healthcare with CultureTwist: Piper Fellow Janice Ertl

Refugee Expert Enters Spotlight and SupportNetwork: Piper Fellow Robin Dunn Marcos

Doctor Finds Business Confidence to Lead LargeClinic: Piper Fellow John Swagert, MD

Sabbatical Becomes Catalyst for BoardEffectiveness: Piper Fellow Connie Phillips

Benefit of Fellowship—“Free Consultants”:Piper Fellow Edmundo Hidalgo

A Sabbatical as a Best Practice in SuccessionPlanning: Piper Fellow Chevy Humphrey

Coordinator Thrives on Intensifying Fellows’Experiences: Piper Fellow Chris Tompkins

GRANT NOTESPiper Trust reports grants awarded from February 9,2010, through June 2, 2010

WORTH NOTINGWhy We Invest in Early Care and Education

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Table of Contents

How the Piper Fellowsbegan is now the stuffof Piper legend. In thewinter of 2000-2001 thePiper trustees and theminiscule staff in placeheld a series ofcommunity conversa-tions with nonprofitleaders. The goal was tounderstand how the

new foundation could most effectively shape itswork to respond to community needs. The CEOswere impressive—smart, committed and candid.But one other quality came through: They lookedweary. Out of that recognition, the Piper Fellowssabbatical program was born. Trustees and staff asked several questions: What if the Trust could provide one to two monthsabbaticals where nonprofit leaders could beexposed to the best thinking anywhere on topicssuch as leadership, strategic planning or funddevelopment? What if sabbaticals could coupleprofessional development with personal renewal,allowing for spiritual retreats or time for reflectionand renewal? What if the Trust could provide funds

not only for the Fellow but also for staffdevelopment, the people who held down the fortwhile the Fellows were away? The first class of five Fellows was selected inDecember 2001, and the program was underway.

Fellows Shape ProgramAlso part of the Piper legend is the way the PiperFellows have owned and shaped the programthemselves. With the first class we began to meetinformally over breakfast to share updates,expertise and common problems. In effect, aleadership support group took shape. I thoughtwhen the second class of Fellows arrived, the firstclass would disband. Instead, the first class simplywelcomed them and expanded the circle. And so ithas been with each successive class. The program continues to evolve because of theFellows’ ideas and experiences. For instance, someFellows felt the requirement to be away a monthcould be a hardship, so we lifted that requirement.Piper Fellows were often frustrated because cashstrapped nonprofits didn’t have the funds toimplement some of the learnings they gained fromthe sabbatical. The Piper trustees responded byadding the opportunity to apply for a $50,000

JUDY JOLLEY MOHRAZPresident and CEO

Of Note

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Building and Expanding the Circle of Servant Leaders

Organizational Enhancement Award as part of thefellowship. What we have recognized is how much theFellows learn from each other as well as fromrubbing shoulders with national experts. The monthly breakfasts continue, but morestructured learning circles have emerged, led byChris Tompkins, former Piper Fellow and nowcoordinator of the program. I have learned a lot about leadership workingwith Piper Fellows over the past nine years. The 42 Fellows represent great diversity—from thesize and mission of their organizations to theirbackgrounds, talents and sabbatical goals. Someare seasoned CEOs, looking for their second orthird wind so they can continue to fosterinnovation and momentum. Others are findingtheir voices as leaders, honing skills they will needto guide nonprofits in tumultuous times.

Stewards of the FutureDespite their diversity, one quality binds so manyof the Fellows—that of servant leadership. Fortyyears ago when this concept first made its way intoleadership conversations, the idea of a servantleader was a radical departure. Prevailing beliefs

about effective leadership emphasized the“command and control” model. By contrast,instead of emphasizing power residing at the top,servant leaders focus on collaboration, trust andcommunity building. The driving desire of theseleaders is their commitment to serve and to lead inorder to benefit others, not simply to become morepowerful themselves. I observe this quality in anextraordinary number of the Fellows. At a time of complex social and economicproblems that divide people more often than bindthem together, we need leaders who can listen,empathize and see themselves as stewards, not justpower brokers. They need to understand they arein positions of power and responsibility in order tochallenge people to rise to their best selves. I don’tthink that vision of leadership is learned during asabbatical, but I do believe sabbaticals offer once-in-lifetime opportunities for leaders to become moreeffective. Equally important, they return personallyrenewed. Investments like this are investments inhuman potential and in community building. We invite you to see the faces and hear thevoices of some of these leaders in the Notebookprofiles. Q

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Santino Bernasconi

Chevy Humphrey

Mary Lynn Kasunic

Linda Searfoss Tamara Woodbury

First class of Piper Fellows, 2001

Nonprofit Executive Sabbaticals

4

One successful nonprofit executive is close to burnout.Another does not have the resources to attend to herprofessional development. A third really wants to gaininsights from a particular leader. What these three executives probably share is thatthe challenge of making the case for a sabbatical isdifficult.

“The board will think I want a vacation.”

“How can I prove that the information I’ll get will make a difference in our agency?”

“Everyone believes it will be chaos if I’m away.”

A year ago, a study turned the topic on its head.Creative Disruption: Sabbaticals for Capacity Buildingand Leadership Development in the Nonprofit Sectorexposes the myth that an executive sabbatical will be achaotic disruption, finding instead that the “creativedisruption” of a well-planned sabbatical for leaders canbe productive for the whole organization. Six philanthropic organizations that supportsabbatical programs—the Barr Foundation (Boston),The Durfee Foundation (Los Angeles), the Evelyn andWalter Hass, Jr. Fund (San Francisco), the RasmusonFoundation (Alaska), the Alston/Bannerman FellowshipProgram (national funder headquartered in Baltimore),as well as the Piper Trust in Phoenix—funded theresearch project jointly. The six organizations together have invested inmore than 325 sabbaticals for nonprofit executivesover the past decade.

Offer Creative Disruption

5 | SPECIAL SECTION: SABBATICALS = CREATIVE DISRUPTION

A common tension forthose considering asabbatical is that timeaway will be disruptive.Research shows that well-designed fellowships canoffer the unexpected:Creative Disruption.

Well-planned executive sabbaticals build capacity fororganizations and promote personal growth, health andconfidence for leaders. In many organizations,succession planning, governance and the skills of theexecutive team all improved from the sabbaticalexperience.

The creative disruption report found seven majorlearnings:

Sabbaticals can be an opportunity for the second-tierof leadership to gain new skills and take on newresponsibilities. A leader on sabbatical delegates dutiesto other top managers. Many organizations end uprestructuring management teams and decision-making isshared by the leader with other managers as a result ofthe sabbatical.

The “dry run” of a sabbatical can be a best practice insuccession planning. Interim leaders experienceexecutive leadership first hand, giving them a keen senseof whether they want to be future CEOs. A sabbaticalcan give the organization insights into what leadershiptransition might hold.

Executive directors who went on sabbatical were morelikely to extend their tenure—not cut it short.Sabbaticals do not contribute significantly to leadersleaving their organizations. Seventy-five percent ofsurvey respondents are still with the same organization.

Creative disruption is what happens when anonprofit executive takes a well-plannedsabbatical: The staff and board step up and grow,and the leader comes back retooled, refreshedand renewed.

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The sabbatical can strengthen board governance. Sixty percent of leaders said theirboards of directors were more effective as a result of theplanning and learning that went into the sabbatical. The board often comes together as a result of the leadertaking a sabbatical.

A majority of leaders who went on sabbatical reportedbetter relationships with their staff, board, funders andcommunity. Eighty-seven percent reported betterrelationships with the community and communitypartners, and a similar percentage reported moreproductive relationships with both board and directreports.

Eighty-seven percent of leaders reported increasedconfidence in doing their jobs. A large majority ofsurvey respondents reported positive personal benefits,both tangible and intangible, resulting from theirsabbaticals: improved work/life balance (81 percent)and better physical health (76 percent).

Funders also benefited from feedback and innovativeideas from executive directors who went on sabbaticalsto gain a deeper perspective on community needs. Q

FOR MORE INFORMATION

Piper Fellow eligibility and application information:www.pipertrust.org/leadership/piperfellows.aspx

Creative Disruption report:http://www.compasspoint.org/assets/971_creativedisruption.pdf


87% Greater confidence in doing the job87% Better relationship with community83% Better relationships with supervisees81% Improved work-life balance81% Better connections with family76% Better physical health

From Creative Disruption report, 2009

Sabbatical Outcomes

Janice Ertl is in the hot seat all day long, every workday at the Virginia G. Piper Medical and Dental Clinicsat Society of St. Vincent de Paul in Phoenix. As the clinic director, she works with a populationof individuals and families in desperate need because ofillness and disruption.

The challenge for her in 2002 when she became aPiper Fellow was both language fluency and culturalfluency in how Mexican nationals experiencehealthcare in their native country. She studied Spanishfor four weeks in Phoenix and then faced totalimmersion in Cuernavaca, Mexico, where she usedSpanish in a private home and in a Mexican socialsecurity hospital. The month sabbatical also enabledher to learn new ways to communicate basic healthmessages and different ways of dispensing medicine. “The fellowship opened my eyes and allowed me theopportunity to become a peer with groups I wouldn’ttraditionally get to know—first of all in the Mexicanmedical community and then back here in Phoenix withother Fellows,” said Janice. Recognizing the burnout and turnover among freeclinic staff, Janice tries to create an infrastructure thathelps staff survive and flourish. And because of tighterbudgets, when she has even more demands on her timeand fewer opportunities for regular professionalcontact, she finds that her Piper Fellows learning circleis one thing she won’t give up. Q

Free Clinic Director OffersHealthcare with Culture Twist

“Sometimes their health may be the only thingpoor people have,” said Janice, a registered nursewho has been at St. Vincent de Paul for 17 years.“Helping them remain healthy is an importantmission but it can only be achieved with aculturally sensitive approach.”


Janice Ertl (right), clinicdirector of the Virginia G.Piper Medical and DentalClinics at Society of St.Vincent de Paul, used herPiper Fellowship tobecome more fluent inSpanish language andculture. Programs like theteen diabetes preventionand managementprogram (above) have aLatino underpinning thatkeeps patients andfamilies coming back andfollowing their programs.


As executive director of Sojourner Center domesticviolence shelter, Connie Phillips wanted personal andspiritual growth, leadership education beyond what shecould do on her own and interaction with nationalleaders in the field at conferences she could neverattend because of cost. “I’ve been blessed all my 16 years to have a greatboard, but in reality a board has a tendency to defaultto the executive director and view the organizationthrough my eyes,” said Connie.

She didn’t set out to build board effectivenessthrough her time away as a 2007 Piper Fellow butstepping aside achieved just that. In reality no crisishappened during the sabbatical, and the board had achance to revel in the organization’s mission, peopleand the systems in place. For her personally the fellowship experience wasimmeasurably valuable. “An executive director must do things that youthink you cannot do and I had reached a point where I felt like all the weight was on my shoulders,” saidConnie “I took the time to get grounded, to realize thatthis work is a quest and that I’m part of a team, notalone.” She studied performance leadership at HarvardUniversity. She attended the national domestic violenceconference. She went on a personal retreat. She pushedoutside her comfort zone and took up hiking. She spentthe last two weeks working the evening shiftundercover at a Sojourner campus. And she returned toa thriving organization refreshed and renewed. Q

Sabbatical Becomes Catalystfor Board Effectiveness

“My sabbatical didn’t create disruption: It was acatalyst for meaningful conversations amongboard members and a chance for them toexperience other staff members who also arecapable and competent.”

Connie Phillips (above)executive director ofSojourner Centerdomestic violence shelter,found her Piper Fellow-ship was the means forbuilding a strongerrelationship between herstaff and board ofdirectors. The exuberantmural by artist RoseJohnson (left) depicts thefreedom and independ-ence that come witheffectively breaking thecycle of abuse.

As an obstetrician, John Swagert, MD, delivered hund-reds, even thousands, of babies. It was a great career. But when tapped to head Mountain Park HealthCenter in 2006, John brought keen medical expertise tothe position and service on the clinic’s managementteam but few chief executive leadership experiences.

He became a 2008 Piper Fellow and designed abalanced sabbatical program in three parts:• A nonprofit business leadership course at StanfordUniversity where, along with 50 other leaders fromaround the world, he learned cornerstone best practicescritical in any business but particularly important innonprofits where resources are always scarce.• A creative internship at a Minneapolis advertisingagency where he grew to understand the entire processof how to develop messages, problem-solve for clientsand put together marketing pitches.• Finally, a personal coaching phase to integrate hislearnings and shape how he would communicate themto his organization through mentoring and coaching hismanagement team. The sabbatical proved exceptionally helpful: He gained confidence in his own skills—that he was theright person to lead the organization forward. John concluded, “Clearly to be a viable business wemust be sustainable, and the fellowship helped mebalance mission and an understanding of theimportance of dollars-and-cents prosperity to anorganization—so we can do the next great thing in thecommunity.” Q

Doctor Finds BusinessConfidence to Lead Large Clinic

“As an organization we are so busy getting ourmedical services to function, we can get tunnelvision and don’t apply state-of-the-artmanagement tools,” said John. “I needed to stepoutside the organization, look at it and then goafter the skills I didn’t think we had.”


CEO John Swagert, MD,(right) gets a curious lookfrom a young patient atMountain Park HealthCenter community clinic.Dr. Swagert, an obstetri-cian by training andpractice for many years,brought medical andmanagement teamexperiences to hisleadership position andthen used a PiperFellowship to acquireexecutive skills theorganization needed tothrive.

Refugee Expert Enters Spotlightand Network of Support


Robin Dunn Marcos has worked her entire career inrefugee resettlement both in Africa and here in theUnited States. She is an expert. When she moved to Arizona in 1996 to becomeexecutive director of the International RescueCommittee in Phoenix, she knew it was important toexpand her focus beyond refugee resettlement tobuilding relationships in the community. Refugees arelegally admitted into the United States and are expectedto quickly acculturate into their new community. A 2003 Piper Fellowship had two goals: to roundout her refugee knowledge by studying forcedmigration and to learn about messaging and honing herpublic speaking skills. She went to Oxford Universityand then back in Phoenix she worked with acommunications coach. “I had only a small amount of media experiencebefore and knew I needed to speak appropriately aboutthese sensitive issues,” Robin said. “Now, I confidentlyspeak about refugee issues with all forms of media.”Robin regularly has been interviewed by international,national and local TV, radio and print media. She is very clear that the sabbatical helped herachieve the skills and knowledge she wanted andallowed the management team to learn and take ongreater leadership roles in her absence. But she alsoknows that she got even more: Her peer network andsupport system would not have happened withoutongoing engagement with Piper Fellows.

“We have common challenges and to have aconfidential and highly talented peer network toprovide insight, share experiences, and problemsolve is an invaluable resource.” said Robin. “It has also led to collaboration and expandedservices for our shared beneficiaries.” Q

Robin Dunn Marcos (left)executive director of theInternational RescueCommittee in Phoenix,shares a moment withCuban refugees whowork at IRC. A Burmeseman (top) and an Iraqimother and daughter(above) find relocationhelp, jobs and othersettlement services at thelocal center. Robin hasbecome an adeptspokesperson oninternational refugeeissues through her PiperFellowship.

When a top leader is gone, second-tier executives takeon new responsibilities. Edmundo Hidalgo, president and CEO of Arizona’sleading community development corporation ChicanosPor La Causa, Inc., learned that lesson even before hestarted a sabbatical as a 2008 Piper Fellow. He had beenthrust into the leadership position just two years beforeafter serving as chief operating officer for eight years.

Edmundo planned to begin his fellowship withcoursework at Stanford University in socialentrepreneurship, but the negative economy led to theuniversity canceling that program. Instead, he beganthe second phase of his sabbatical, making site visitsaround the country to similar agencies and programs tosee social entrepreneurship in action, interspersed withongoing Piper Fellows meetings. With the mentoring and collegial support of otherFellows—what he calls a “host of consultants forfree”—Edmundo introduced an achievementperformance challenge to his 18-member managementteam. They now work in three cross-functional teamsand all key managers learn leadership, mentorship andcoaching. “Our strategy is to coach individuals to achieveperformance challenges—everything from buildingefficiency and green technology to serving clients moreeffectively and offsetting turnover,” he said. Edmundo is extending his fellowship period so hecan study social enterprise at Stanford in 2010, butbeyond the formality of a sabbatical he has gained the“bonus on top of the fellowship,” the valuable peernetwork of Piper Fellows. Q

Benefit of Fellowship—“Free Consultants”

“My comfort was in understanding process, theminute details of funding, and I couldn’t operateat that level as CEO,” said Edmundo. “In order togrow into the new role, I needed a broader perspec-tive and the comfort of knowing the other chiefofficers were also growing into their positions.”


Edmundo Hidalgo (right), president andCEO of Chicanos Por LaCausa (CPLC), found that his Piper Fellowshiphad a deep benefit beyond the sabbatical itself. Hehas instituted achieve-ment performancechallenges for his entiremanagement team basedon peer counsel fromother Fellows. As acommunity developmentcorporation, CPLCfocuses on projects likethis housing developmentplan (above).

“When I first interviewed at Arizona Science Center in1998 with Sheila Grinell, I told her, ‘I eventually wantto run a science center just like you,’” said ChevyHumphrey, current Science Center president and CEO. After Sheila recovered from “Wow, you want myjob!” she acknowledged later on that she was thinkingabout retirement and should begin thinking aboutgrooming someone for the job. Chevy was selected as a member of the first class ofPiper Fellows in 2001. Her sabbatical took her to bestpractice sites around the nation, including a four-weekinternship at the Exploratorium in San Francisco, theoldest science center in the world.

She came back transformed personally andprofessionally—“I came back on fire.” Sheila saw that and stepped up her mentoring. The two continued their mutually respectful dialogue.When a succession plan was completed and presentedto the directors, they embraced the plan wholeheartedlybecause the groundwork had been laid and the toughconversations had occurred. And in naming her president and CEO, boardmembers stipulated that Chevy also must find her ownsuccessor. They have continued to support a learningenvironment not just for Chevy but makingprofessional development available to every ScienceCenter employee. “When I can give someone on my team that gift oflearning, I know what they are getting and it’sexciting,” said Chevy. Q

A Sabbatical as a Best Practicein Succession Planning

“My Piper Fellowship was designed to completethe final phase of my professional goal ofbecoming a CEO in the science center industry,”said Chevy. “I set out to enhance my executiveleadership skills and increase my understandingof the creative mission-oriented side—exhibitionconceptualization and development.”


Chevy Humphrey (above)used her Piper Fellowshipto learn the art (mission-based exhibits) andscience (executiveplanning and manage-ment) of running ascience center. It becamethe grounding for herposition as president andCEO of the ArizonaScience Center. “WhatAre You Afraid Of?” (left)is a popular exhibit at thescience center with afreshly cleaned chalk-board each morning foryoung visitors to draw orwrite their answers.

“My Piper Fellowship contributed to the Foundation forBlind Children staff creating a national model for servingblind and low-vision individuals,” said Chris Tompkins,former Foundation chief executive, now retired. “The fellowship made a significant impact on myorganization, on the services to blind and low-visionArizonans and on me as a leader,” he said. Chris, a 2002 Piper Fellow, said the fellowshipallowed him to study best practices around the countryintegrating two important areas, low-vision clinics,training and rehabilitation with assistive technology. He brought information back to the Foundation forBlind Children to establish a new clinic with expandedtechnology. And what has come after also is gratifying. For thepast two years, Chris has been coordinator of the PiperFellows program.

Chris coordinates two leadership learning circles,one for CEOs and one for executive staff, that providean open and safe space for Fellows to learn from oneanother. “We get more positive feedback on these groupsthan on any other part of the ongoing program,” he said. “They can let their hair down and really useeach other for important guidance and feedback.” Monthly meetings, outside speakers, a book cluband focused issue discussions round out the offerings of the Fellows program. “There is a flow of information between the Fellowsand Piper Trust through these channels that is a benefitto the individuals, to the Trust and to the community atlarge,” Chris added. Q

Coordinator Thrives on Intensifying Fellows’ Experiences

“It is a joy to serve the Fellows,” said Chris.“They love to be with each other and to hearwhat is going on. The goal is cross-fertilizationand engaging the Fellows beyond their respectiveorganizations and sabbatical experiences.”


Chris Tompkins,coordinator of the PiperFellows program, was anearly participant in thesabbatical program asCEO of Foundation forBlind Children. He nowworks to make eachFellow’s experience thebest that it can be. One key is the ongoinginteraction of Fellows,such as monthly learningcircles to share personalleadership topics openlyin a safe space.

Grant Notes

Miracle League of Arizona$100,000/12 monthswww.mlaz.orgBaseball facility for disabled children

Valle del Sol, Inc.$14,800/12 monthswww.valledelsol.comTechnology lab equipment for youthobtaining IT certification

Education

Arizona State University Foundation$85,000/12 monthswww.asufoundation.orgUpdated Morrison Institute LatinoEducation Dilemma report

Expect More Arizona Fund$100,000/8 monthswww.azfoundation.orgThird-year funding for public awarenessof the importance of education inArizona

1Arts and Culture

Arizona Town Hall$25,000/12 monthswww.aztownhall.orgSpring 2011 Arizona Town Hall on theimpact of arts and culture on theeconomy

Arts & Business Council of Greater Phoenix$60,000/24 monthswww.artsbusinessphoenix.orgTwo-year strategic marketing and publicrelations plan

Children

AGUILA Youth Leadership Institute$16,750/12 monthswww.aguilayouth.orgComputer hardware and software forLatino students preparing for college

Back-to-School Grants$519,900/12 monthsClothes for needy children at 270Maricopa County elementary schools

Family Promise – Greater Phoenix$16,800/12 monthswww.familypromiseaz.orgPlay area improvements and sports courtequipment for family homeless shelter

Grants Awarded from February 9, 2010, to June 2, 2010

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Healthcare and MedicalResearch

Lions Vision Center, Inc.$16,064/12 monthswww.arizonalionsvisioncenter.orgExamination chair for vision screeningsand telephonic equipment

Mission of Mercy$168,300/24 monthswww.amissionofmercy.orgSecond mobile van to increase medicalservices to West Valley families withlimited access to healthcare

Scottsdale Healthcare Foundation$98,860/12 monthswww.scottsdalehealthcare.org/foundationHealthy Steps program to train familymedicine residents in child developmentpractices

Other

Arizona Planned Giving Institute$20,000/12 monthswww.azebi.org/organizationAlumni support program for previousparticipants in the Arizona EndowmentBuilding Initiative

Valley of the Sun United Way$250,000/12 monthswww.vsuw.orgA Community Relief grant for theHomelessness and Hunger FundersCollaborative project

Total of Published Grants:$1,548,374

Eleven funding organizations created a Homelessness and Hunger Funders Collaborative fund ofmore than $1 million for nonprofit agencies providing critical services in the continuing economiccrisis. Grants went to 15 agencies in April 2010 to A New Leaf, Inc., Association of Arizona FoodBanks, Catholic Charities Community Services (Project HELP—Housing and Emergency Assistance

Links for People), Central ArizonaShelter Services, Chicanos Por La Causa,Inc., Chrysalis, Community Informationand Referral, Lodestar Day ResourceCenter, New Life Center, Phoenix RescueMission, Sojourner Center, TheSalvation Army, The Society of St.Vincent de Paul, Tumbleweed Center forYouth Development and UMOM NewDay Centers, Inc.

Older Adults

Aging Services of Arizona Foundation$20,000/18 monthswww.azaha.orgLeadership training program preparingemerging long-term care executives toserve older adults

Experience Matters Consortium$17,200/12 monthswww.azfoundation.orgService, learning and leadershipopportunities for older adults

McDowell Sonoran Conservancy$19,700/12 monthswww.mcdowellsonoran.orgStewardship training program for olderadult volunteers

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3

4

1. UMOM New Day Centers, Inc.

Betsy Schneider, photo

2. Society of St. Vincent de Paul

Michael Lundgren, photo

3. Phoenix Rescue Mission

Damon Sauer, photo

4. Tumbleweed Center

for Youth Development

Jason Koster, photo

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Why We Invest in Early Care and Education: An Interview with Program Director Marilee Dal Pra

Why has the Piper Trust placed special emphasis onearly childhood?

Twenty years ago we didn’t know what we know todayabout the human brain. Because of advancements in the neurosciences wenow understand that infants need more than nutrition,healthcare and a safe environment to thrive. The brainsof tiny babies only grow with human interaction. These interactions with parents and caregivers areliterally food for brain development—as much so asmilk is food for little bodies. Brain cells grow fromrepeated positive connections—gentle human touch, the compelling human voice and caring glances. These interactions actually make more brain cells. We now know that a child’s experiences in the yearsbirth to five dictate not only well-being in those earlyyears but also how well she will do in school, how wellshe will move into adolescence, transition to adulthoodand then move into older adulthood.

So, people who say that this is the parents’responsibility are right.

Parents do play the critical role and need resources tohelp them parent effectively. But we should be beyondblaming families for lack of parenting skills. In manycases they simply don’t have the information, and inothers they don’t have positive experiences themselvesso they have nothing to model.

Parents who learn from parent education are notrich or poor, educated or uneducated. With theright information, all parents act differently withtheir kids.

Marilee Del Pra

WORTH NOTING

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We must remind ourselvesthat everyone can benefit fromparent education. We werepleasantly surprised whenPiper piloted the ArizonaParent Kit in MaricopaCounty in 2005 and 2006 thatour evaluations showed adramatic increase in parents

adopting life-changing parenting practices—such asputting babies to sleep on their backs to minimize thechances of Sudden Infant Death Syndrome, increasingthe incidence and duration of breastfeeding, reading toand playing with babies more frequently, and correctlyusing car seats. Considering that the highest rates of preventableinfant and toddler deaths in the state were from placinginfants in unsafe sleeping positions and not bucklingtoddlers properly in car seats, we knew we were on theright track.

You mentioned the parent kit. How did it come about?

An early Trust priority was supporting programs thatoffer parents and other primary caregivers the bestinformation on the science of early childhooddevelopment. Programs designed to improve parentunderstanding of child development had shownpromising results for improving outcomes for kids. We began to investigate existing programs forimproving parent knowledge. We adapted the California Kit for New Parents as amodel program and renamed it as the Arizona ParentKit to distribute through birthing hospitals. So everybaby comes with instructions, including a parent guide,baby’s first book and helpful videos.

All Arizona babies nowcome with instructionsbecause of a programproviding beneficialmaterials to new parents.The program was pilotedby Piper Trust and nowhas expanded statewidewith First Things First.

Arizona Parent KitResults

More babies are putto sleep on theirbacks to avoid SIDS

Increased incidenceand duration ofbreastfeeding

Greater early literacyfrom reading andplaying with babies

Lives potentiallysaved throughbuckling toddlerscorrectly in car seats

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Does Piper still fund the Arizona Parent Kit initiative?

The Trust is continuing to fund the kit for parents inMaricopa County through June 2011. First Things First, the state agency responsible forearly care and learning, took over the Arizona ParentKit a year ago and is implementing the programstatewide. From the outset the plan was to transitionthe project to a government agency, and we soughtbroad community involvement including the Governor’sOffice, Arizona Department of Health Services, ArizonaDepartment of Health Security, the Arizona HealthCare Cost Containment System and the Arizona StateSchool Readiness Board.

The future of First Things First is in question. What isyour sense of its work?

In 2006 Arizonans had the vision to dedicate tobaccotax dollars to invest in our children’s critical first yearsof life. The money we devote to early care andeducation is our community’s most strategic investment:Every dollar spent on early care and learning for ouryoungest residents pays a return of $16. That’s moneysaved in decreasing costs for remedial and specialeducation, juvenile corrections and physical and mentalhealth programs. We’ve come a long way in understanding thedevelopmental lessons of birth to five, and Arizonamust not step away from the commitment to ouryoungest children. Whether entire generations becomeproductive members of society can depend on the typesof programs First Things First supports.

The fact is that First Things First, even with allits challenges as a new agency, is a bright spotfor young kids. It is the state’s first dedicatedfunding source for this vulnerable population.

Piper Trust piloted aprogram with 20Catholic preschools toevaluate how curriculacan be improved andphysical learningenvironments enhanced.

on early care andlearning saves

Every dollar spent

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Can’t Piper Trust and other private foundations coverthis investment for the state?

Private philanthropy, although important, is limited.Private dollars from generous individuals areparticularly significant to help support the great workof local nonprofits. Foundations provide importantfunds to introduce national models and supportincubator projects, but they are not capable of handlingongoing operations—taking programs to scale as manypeople say. Government support and grants areessential. Some people have called for foundations to step intothe financial breach when state and federal governmentscannot meet their obligations. The relative size ofgovernment and philanthropy budgets, though, showsthat is impossible. It is like comparing the Sears Towerwith a two-story house. Foundations can never make upthe difference. Foundation grants on a national basistotaled about $42 billion in 2009, yet the federalgovernment’s expenditures were nearly $3.5 trillion (81times larger). In Arizona, the comparison is evenstarker.

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What is the future of Piper Trust’sinvestment in early childhood?

We will continue to invest in programs forchildren 0 to 5. Our approach is a three-legged stool: first, programs for parents toincrease parental effectiveness; second,programs for caregivers to improve thequality of preschool and child care; and,

third, programs to enhance healthcare facilities andservices for young children. The Piper Trust also will continue to be part of thedialogue as the state shapes its future.

What must we do as community members and a state?

Even knowing the phenomenal return on investment,we still struggle as a state to provide the comprehensiveearly care and education services necessary.

Public investment is absolutely necessary, and FirstThings First is a ready vehicle to convey the servicesrequired. It is difficult for policymakers andadministrators to understand that investing in earlychildhood takes patience to get the traction we need toslow the long-standing unhealthy trends. We’re not good at investing and biding our time, butwe must—or the bill that comes due will be a great dealmore costly in the future. Q

Our future as a state depends on what we do forour youngest—how we care for them physicallyand emotionally and how we help them learn thefundamentals—because that’s where the greatestdividends come.

Funding to build neonatalintensive care units likethis one at Banner DesertMedical Center in Mesahelped increase thenumber of beds for littlepatients by over 100.

Increased parentaleffectiveness

Quality preschool and childcare

Improved healthcarefacilities and servicesfor young children

Piper Trust Goals

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STAFF

Laurie Callan, Director of Human Resources and Assistant Controller

Marilee Dal Pra, Program Director

Jenna Diaz-Gonzalez, Finance and Grants Management Associate

Debbie Dickey, Administrative Coordinator

Jane Ferguson, Director, Communications and External Relations

Lynn Hoffman, Controller

Catherine Jahnes, Research and Evaluation Associate

Carol Kratz, Program Director

Roberta Lind, Receptionist/Administrative Assistant

Judy Jolley Mohraz, PhD, President and CEO

Leslee Oyen, Board and Executive Assistant

Wayne D. Parker, PhD, Director of Research and Evaluation

Gary Romero, Grants Manager

Mary Jane Rynd, Executive Vice President and CFO

Ellen Solowey, Program Associate

VIRGINIA G. PIPER CHARITABLE TRUST

Virginia G. Piper CharitableTrust is a private,independent foundationcommitted to honoringVirginia Galvin Piper’slegacy of supportingorganizations whose work enhances the lives ofpeople in Maricopa County, Arizona. By investingin nonprofits and encouraging strategic planningfor the future, Piper Trust strives to make GreaterPhoenix a stronger, more nurturing and vibrantcommunity. Piper Trust focuses grantmaking on

healthcare and medical research, children, olderadults, arts and culture, education and religiousorganizations. As a place-based philanthropy concentrating onone geographic area, Piper Trust works to be morethan a grantmaker. The Trust convenes groups toaddress community issues, brings national thoughtleaders to meet with nonprofit executives, andfosters collaboration in the philanthropic sector.Piper Trust introduced the Piper Fellows programin 2001 to enable nonprofit leaders to takesabbaticals for renewal and professionaldevelopment. Piper Trust has invested more than $255 millionin nonprofits and programs. Q

From left: Paul Critchfield, José Cárdenas, Sharon Harper (seated), Laura Grafman, James Bruner,Arthur DeCabooter, Stephen Zabilski

ENDNOTE

TRUSTEES

James D. Bruner

José A. Cárdenas

Paul N. Critchfield

Arthur W. DeCabooter

Laura R. Grafman

Sharon C. Harper

Stephen J. Zabilski

N O N P R O F I T

O R G A N I Z A T I O N

U S P O S T A G E

PA I D

P H O E N I X A Z

P E R M I T N O 1 1 6 2

1202 East Missouri Avenue

Phoenix, Arizona 85014

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July 2010 Notebook

Documents

Transcript of July 2010 Notebook