Heads Up!

What’s Been Great about 2014?

Jan 2013 Portrait BW

2014 has been a year of hard work and good results for Wilberg Community Planning. Here’s a quick list of this year’s highlights.

#1: Organizing the very successful Mental Health Redesign Working Forum conducted March 5, 2014, that brought together community members, treatment organizations, county officials, and other leaders to review progress on the Redesign SMART Goals and create plans for going forward with the important task of improving Milwaukee’s community mental health system.

#2: Developing sustainability strategies for the Milwaukee County Family Drug Treatment Court and creating a project summary and promotion newsletter that was widely distributed to elected officials, policy-makers, and funding sources throughout Wisconsin.

#3: Conducting a process evaluation of Milwaukee’s new Coordinated Entry system which provides central access to emergency shelter and homelessness prevention services for individuals and families through 211; the evaluation identified strengths and weaknesses in the new system and made concrete recommendations for improvement going forward.

#4: Developing major revisions to Milwaukee’s 10-Year Plan to End Homelessness which was originally approved in 2010; the revisions establish measurable goals and provide specific strategies to reach the goals of ending veteran homelessness in 2014, chronic homelessness in 2016, and all homelessness in Milwaukee by 2019.

#5: Working with Common Council President Michael Murphy, the City of Milwaukee Health Department, and the Zilber Family Foundation to organize Not on Our Watch, a five-county symposium held June 4, 2014, attended by over 300 law enforcement representatives, treatment professionals, community organizations, and concerned citizens; proceedings of the symposium can be found here.

In 2014 as in all the years Wilberg Community Planning has been in business (20 years total in January 2015!), I appreciate the many talented and committed people working in local government and the nonprofit community and I’m honored to be part of their good work. I look forward to a busy and productive 2015.

Many thanks to my clients for their trust in me and the opportunity to continue to do work that matters.

Print pagePDF pageEmail page

My Love Note to Funders about Outcomes


Dear funders,

This is so hard to tell you but sometimes you just expect too much.

On the one hand, you want us to serve those who most need help. You tell us that the hardest to serve should be our target group. No creaming allowed. If we’re really good at what we do, we won’t be afraid to take the toughest clients:

– the chronically homeless with untreated mental illness;

– the long-term unemployed with no high school diploma or marketable skills; and

– the heroin-addicted mother whose children are living in foster care.

And so, because we know that these are the people who truly need our help and because we want to make our funders happy, we reach out to the people with the most serious problems. That’s when we remember: that’s why they’re called ‘hardest to serve.’

We just want to remind you, beloved funders, that ‘hardest to serve’ often translate into zeroes in the outcome column. People with complex, long-standing problems don’t seem to succeed on the ambitious timelines we set out for them in our grant proposals and program designs.

So what does this mean? It might mean that if we meet half our outcome goal, we are showing 100% more success for people than they would have had without us. It might mean that our results don’t tell the whole story about small increments of success in a person trying to find his or her way to a safe, productive life. It might mean that positive change is not a straight line, it zig-zags and sometimes stops altogether for long periods.

We know that funding is all about outcomes and that’s a good thing.  Expecting measurable results makes for better programs and greater accountability.

Just try to match your expectations about results to your desire to put your resources where they will do the most good.


Your funded agency



Print pagePDF pageEmail page

Get to the Point FAST!

Jan 2013 Portrait BW

How much is too much?

This morning I was asked to talk to a governing board about scores on a federal funding application. I’d prepared a briefing memo because I NEVER speak to a group without paper. I was also ready to speak at much greater length and provide more detail than what I’d included in the memo. I really know the topic so I was, as per usual, ready to rock.

The chairperson of the group started off the day’s agenda with this caution: “When people have reports or presentations to make, let’s keep those brief, just the major points. Especially when we have a written document,” he said, looking over at me. “We can all read.”

He repeated this a couple of times and it occurred to me that the caution might have been the direct result of my presentation at last month’s meeting of the same governing board. I’d presented the results of a program evaluation. Members seemed very attentive and interested and that was all the encouragement I needed to delve into the topic chapter and verse. I thought they had appreciated the level of detail and the discussion but maybe it had been too much.

I pride myself on being able to speak without constantly referring to notes and to highlight the things that need special attention rather than hiding those things in a long list. But I have to say the chairperson’s caution to me this morning hit home.

What are three most important things this group needs to know, I asked myself. Just talk about those. And do it clearly and forcefully. It will keep the time short and convey a needed sense of urgency.

This was a good reminder for me. Decide what’s really important and zero in on that.

Even if you are in love with the topic and know a huge amount about it, prioritize.  More can always be added later when people have had a chance to see what’s most important.

It occurred to me this morning that people aren’t paying me as a consultant to walk them through a long report like they were first-graders. They wanted me to tell them where to focus their resources and energy, recognizing that both are in limited supply.

Are you a practitioner of the detailed report? Maybe it’s time to rethink your approach.

Print pagePDF pageEmail page

Spruce Up Your Look!

There is a school of thought that says PowerPoint presentations are passé. Today’s audiences need more dynamic presentation media. I agree with that in the abstract. But in the day to day world where I do most of my work, PowerPoint still has a function – a big function.

A PowerPoint presentation:

1. Keeps me as the speaker on track.

2. Keeps the audience focused on the most important content.

3. Allows discussions to revolve around something everyone is seeing at the same time.

So for those reasons, I still like PowerPoint presentations. And because I’m not a genius at organizing and manipulating new, more dynamic media, I’s sticking with PowerPoint presentations for when I have to convey complex information to a diverse audience.

That doesn’t mean that presentations have to be boring.

Let’s not talk about content right now. That can be a topic for another blog. Today, let’s just talk about the look, namely, customized slide formats.

For several years, I have been working with Tessera Design on virtually every product that leaves my office – proposals, reports, and PowerPoint presentations. I find that Tessera’s customized designs elevate my presentations. Through the artwork and formatting, a consistent theme and message are created and conveyed. It’s a big plus.

This format helped me present a potentially touchy analysis of Milwaukee’s shelter system. Created by Tessera in 2010, the design had the effect of conveying that the system was itself embarking on a path of self-improvement.

At the front door1The theme was repeated with the presentations slides, reinforcing the notion that the purpose of the analysis was to drive process improvements rather than criticize.

At the front door2One of my favorite slide formats was put together for a presentation to WISCAP (2012) on developing Neighborhood Revitalization Strategy Area (NRSA) Plans. The NRSA designation is a creation of the U.S. Department of Housing and Urban Development that enables a local government to use federal funding much more flexibly in accordance with a plan developed collaboratively with neighborhood residents, business, and other stakeholders. It sounds like a dry, boring process but it’s actually terrific fun. A good NRSA has a lot of community involvement, a lot of people who love their neighborhood come together to make it better.

What better than a beautiful fall scene to make people see the promise of a NRSA?


Can’t you just see the neighbors out raking leaves and hear kids playing basketball in the background? The companion format for this gave just a thread of the same feel.


These are just two examples of many customized looks created by Tessera Design. They are offered here just to spark your thinking about what extra could be added to your PowerPoint. How can you make your PowerPoint pop? How can you separate yourself and your important project from the ‘ho-hum’ of PowerPoint presentations.

This is one way. No singing ducks or interactive surveys. Just good, clear information presented in a new, interesting way.

Print pagePDF pageEmail page

Treachery at Work

As a consultant, I need to tune in to organizational dynamics fast. Why? Because I need to be able to maneuver the relationships and politics in order to get my job done.

That sounds cold and it is. My #1 priority, though, whenever a group hires me for something important, is to make sure my product is as good as it can possibly be. Getting it tangled up in an organization’s peculiar toxic environment is a negative. It will impede my progress and affect quality.

So in my travels and in my own employment history (yes, there was life before consulting), I’ve seen many organizations with very dysfunctional internal cultures, many of which would meet anyone’s criteria for toxic workplace.

What does treachery at work look like? It looks like this: unreasonable and changing expectations, poor or no communication, blatant favoritism, high school style cliques, blindsiding, blaming, dismissing, marginalizing, taking credit for other people’s work, gossip, the silent treatment. Shall I stop there?

What is a person to do in this type of environment?

Here’s the most important thing, the absolute must for a person who finds him/herself in a poisonous organizational stew. Don’t be a victim. Give yourself the same advice you would give your son or daughter about coping with bullies on the playground. The bully wins if you act afraid. Or if you begin to believe the bully’s taunts.

Stick with the process. A key element of a treacherous workplace is that so much of what goes on is out of the public eye. Deals are made, understandings reached, plots hatched with only some people in the know and everyone else wondering.  Sticking with the process means always forcing deliberation and decisions to the public venue and, once there, advocating for an open, honest discussion, and insisting on this over and over again until colleagues comply.

Remember you are a professional person with top-notch skills and great experience. That’s your mantra. If you then take your mantra to the high road and stay there, you will be in good shape. Is that difficult to do? Absolutely.

By being the person who sticks to the high road, you offer an example to others who wish they had your courage. Sometimes this can begin to change the culture, sometimes not. It’s very wearing to be a principled person in an environment where others seem to have lost their moral compass. But even if you end up leaving an organization because it is simply too toxic to continue, you will carry your professional integrity and self-respect with you. Those are qualities you truly can take to the bank!

Organizations that allow treachery at work limit their own success. Don’t let treachery at work limit your success!


A very helpful overview of toxic workplace issues and strategies is provided by Amy Scholten, M.P.H. in “10 Signs That Your Workplace is Toxic and What You should Do About It.”

Print pagePDF pageEmail page

Five Workshop Mistakes and How to Avoid Them

Janice Wilberg, Ph.D.

Janice Wilberg, Ph.D.

Your workshop proposal has been accepted and you’re going to present at an important state or national conference. You’re excited because you know you have a lot of knowledge to share and doing workshops is excellent professional development. You see this as an opportunity to step up a bit in your career.

So how do you make the most out of the experience? By avoiding these five presentation mistakes:

1. Thinking you have to tell everything you know. Your workshop participants don’t want to know everything you know, they want to know the most important things. This workshop won’t be your only chance in life to share your knowledge with others. Be focused in your topic and selective in what you say.

2. Not putting your audience’s needs first. People come to a workshop with expectations. Do you know what they are? Have you thought about what you would want to know if you were in your audience? What will make people feel like your workshop was time well-spent?

3. Mistaking your workshop for amateur hour. Your presentation materials need to look sharp and be useful. This means your PowerPoint is clear and well-composed and that your handouts are keepers, that is, they are organized, attractive, and very, very helpful.

4. Getting too cute. A workshop that uses too much irrelevant technology or that asks participants to engage in little exercises that might be fun but aren’t germane to the topic will use up time at the expense of content. Generally, folks in a short workshop don’t need to get to know each other; they need to zero in on the topic. This means as crisp presentation and plenty of time for questions and answers.

5. Letting yourself get hijacked. There’s a fine line between taking questions and hearing people out and losing control of your workshop. As much as you want to seriously respond to each question, you also have an obligation to consider the needs of the entire group of participants. Practice artful ways to bring the discussion back to what the group needs. How the workshop will benefit the whole group is your biggest priority.

At the end of a successful workshop, you want to see people heading toward you and not the door. You want them to come asking for extra clarification, wanting to know how to get more information, and looking to share their own stories. That’s your aim: to engage your colleagues in really thinking and reflecting on a topic you believe is very important. Avoiding this very common mistakes will help you reach that goal.



Print pagePDF pageEmail page

When Loner Meets Team

People who used to be called ‘loners’ are now introverts. Lately, there has been a blossoming of insight and information about introverts and a fair amount of appreciation for what introverts bring to the world. Susan Cain dissects the introvert’s world and how introverts affect the world in her book, The Power of Introverts.

But while we’re busy celebrating the introverts among us (or being greatly relieved because the world finally recognizes our value as introverts), the work world is still very much about collaboration and team work.

Teamwork can be very challenging for the introvert. Not because s/he doesn’t value collaboration but because teamwork often requires attitudes and approaches foreign to the introvert. If we remember this distinction between introverts and extroverts, it will be helpful to thinking about the teamwork challenge: extroverts refuel/get their energy from being with people; introverts do the same by withdrawing from interaction. Conversely, an extrovert can find the team experience to be exhilarating while the introvert find it exhausting.

The upshot of this difference may mean that the introvert’s contribution to a project’s success is less obvious. Not wanting to be in a group work environment may be interpreted as resistance or laziness. Being reticent to speak may be seen as lack of investment in the project’s success. Going off on one’s own to complete a project component might be viewed as arrogance.

Diversity manifests in many ways and not all of them are immediately obvious. Managers would do well to educate themselves about the differences between extroverts and introverts and reflect on their impact on the work environment, especially around the topic of teamwork. At the same time, a good manager probably wants to determine where s/he falls on the extrovert/introvert spectrum and think through how that might influence her/his assessment of the performance of colleagues and those they supervise.

Reading Susan Cain’s book would be a good first step. The next step is putting that new thinking into action in the workplace.

Print pagePDF pageEmail page

The Beauty of Meeting Facilitation

Good meeting facilitation techniques will make almost any important discussion better and more productive.

What facilitation does is make sure that everyone is heard in an equitable way, that is, facilitation will usually prevent a meeting being dominated by a few very strong and persistent speakers. Facilitation also organizes people’s responses and thoughts in such a way that next steps are possible. This means that participants leave the meeting knowing what they have agreed on and how to proceed in the weeks and months to come.

Facilitation techniques break down meeting topics into workable parts. Then facilitation employs different strategies to both engage participants (make sure they don’t spend the entire meeting looking at their phones) and get the best out of them, their sharpest thoughts, and their real investment.

Training in meeting facilitation is available through the Institute for Cultural Affairs and the International Association for Public Participation. Critical ingredients to a successful facilitation include:

A well-prepared facilitator: A good facilitator is respected by the group, able to manage a discussion without tamping down participation, and able to mix seat of the pants adaptation and much thinking on one’s feet in order to consolidate the discussion and move things forward.

Sensible and diverse methods: If there are 3 or 4 different discussion topics, the facilitation method for each should be different. People get bored quickly unless there is a combination of individual and group thinking, three-word answers, and longer lists, on their feet and sitting down. But there’s a caution here: facilitation that are too fancy or too wacky will put people off. Only employ a technique that you, as a participant, would like.

Visual: Good facilitation is all about VISUAL. This means drawing circles on the board to ask people to come up with ‘spokes on the wheel,’ using big post-it notes to write short ideas that can then be stuck on the wall and arranged into categories, even drawing  pictures or using TinkerToys to illustrate a concept or plan.

Wilberg Community Planning recently designed the Facilitation Plan for the Milwaukee County Mental Health Redesign Working Forum held on March 5, 2014; and several facilitation techniques were used by four trained community volunteers Not only did the forum generate really good products that will move the Redesign effort forward, people enjoyed themselves and felt that their time was well-spent.

Take a look at the summary that was produced for the Working Forum. As you read through, you’ll get a sense of the facilitation methods that were used by each discussion leader. It might get you thinking about how to manage your next important meeting. If you’re interested in learning more about meeting facilitation or need help designing a plan, email me at jwilberg@wi.rr.com.

Mental Health Redesign Working Forum




Print pagePDF pageEmail page

The Difference between a Discussion and a Facilitated Discussion: Part 1

The nonprofit world loves meetings. An issue comes up. We need a meeting. A plan needs to be developed. We need a meeting.

We move as a group.

Personally, I think this is a good thing. Most projects will be made better if more people participate in the discussion.

But the key word is participate.

How many group discussions have you attended this month where two or three people do all the talking and the rest of the folks might as well be potted plants? It’s more than one, isn’t it? Two, three, dozens?

Generally a group discussion will follow an agenda. Most people think that an agenda is enough to keep a discussion ‘on track’ and keep participants from wandering off or circling back. An agenda may accomplish that goal but it won’t produce the type of results possible with a facilitated discussion.

Among the shortcomings of a regular group discussion is that a few people will dominate and others will coast. Unless an issue is of critical importance to a participant, he/she will wait for someone else to speak up and lead. That someone else invariably becomes the opinion leader for the group. If there are a couple of folks who speak up, they steer the discussion. In the absence of countervailing forces (other points of view), they set the group’s direction. But because not all were heard from and not all ideas put on the table, enthusiasm for next steps is weak, ownership is shallow, and progress is negligible.

Another problem with agenda-driven, non-facilitated group discussions is that they are topic-focused and not outcome-focused. When the group decides that an agenda topic has been covered (usually because no one has anything else to say), the next topic is tackled until each agenda item has gathered its share of opinions. “Does anyone have anything else to add?” is a question usually met with silence. “Ok, then, let’s go to the next item.”

People will leave a group discussion like this one feeling as if they have done their duty. They attended the meeting and maybe put in their two cents. Scratch that one off the calendar and go to the next gathering of the potted plants.

They probably won’t feel like they’ve made progress, built something, laid the foundation for a larger effort. That’s what would come from a facilitated discussion.

More about facilitated discussions in Part Two of this series.





Print pagePDF pageEmail page

Ten Things I’ve Learned from Being in Business 19 Years

This month marks the 19th anniversary of Wilberg Community Planning, an independent, mostly solo, consulting practice working with nonprofit organizations and government.

So what have I learned in 19 years of consulting? Naturally, there’s a list of 10 things:

1. You need to be willing to wash windows. Especially when starting out, it’s a big mistake to turn down any work.

2. Every job is important. If prospective clients think you only pull out the stops for one or two clients, they’ll go elsewhere.

3. Die trying. Going for the extra yard is fundamental.

4. Connect with all kinds of people. The junior staffer today could hold the checkbook tomorrow.

5. Align with people with skills. Make the people who really, really know how to do things right your best friends.

6. Carry your own power. If you work alone, you need to be mega-kilowatt.

7. Charge what you would pay. Be honest. How much would you pay you?

8. Teach to get smarter. Nothing makes you sharper than teaching what you know.

9. Keep your moral compass in your pocket at all times. Come to terms with what you will and won’t do for money.

10. Be joyful. Do the work that you love and you will never go wrong.

That’s it — what I’ve learned in 19 years. Stay tuned for next year’s list – 2015. 20 years of Wilberg Community Planning!

Print pagePDF pageEmail page