FuncaVida 2030

Resilience requires flexibility adapting to change.  This trip required a mighty dose of it.

When we arrived in San Ramon after a long journey, we really only knew the name of the organization of need that we would work with.  We knew the location and could gather some limited information online from their website.  We did not know the people, place, or problems they would like our team to consider.  Before we dive into those details, our team needs identity:

·     Four Construction Management students (James, Dan, Owen, and Grant)

·     One Environmental engineering student (Al)

·     One Architecture/Construction Management student (Jack)

·     Three Health Services Management (HSM) students (Destiny, Helen, Richlynn)

·     One Psychology/Leadership student (Jasmin)

·     Two Carlson School of Management students (Josh – Non-Profit Mgmt, Britney - Finance)

In addition to this motley crew, we had two Integrated Behavioral Health graduate students engaged in field study within other organizations of need in San Ramon and San Jose, the latter – ICRA CasAbierta – our local co-leader Fernanda’s place of employment serving the needs of bisexual and transgender immigrants and migrants. (See previous post Semicolon ; )

Over the two weeks of our trip, effectively two days were lost due to travel complications (see They Must Know What They Are Doing), and within the first week, an unprecedented four students succumbed to illness, largely gastrointestinal revenge.  The only things were we meaningfully able to accomplish was an interview with the founder and leader of FuncaVida, our client that serves people recovering from cancer, a site tour and presentation by CasAbierta, and a quick visit to the vacant site that was donated to FuncaVida that required consideration in whatever recommendations we delivered.  The balance of the week was devoted to the cultural immersion events and the weekend visit to Manuel Antonio National Park (See Tapestry).

The team visiting the offices and staff of FuncaVida

That left one week – less than 5 days! - with a presentation date of Friday at 1:30. The task?  

Analyze the organization, understand how they function, their financial picture, examine their current space and determine whether a future purchase option and remodel of their presently leased space, and consider ways in which their operations and delivery of health-related services match their mission and vision.

Lengthy information gathering interview with the Founder in the hostel

This was a monumentally tall order.  Publicly, Yvonne, my co-faculty leader, and I were coaching and encouraging the team.  Quietly, I was skeptical that we would be able to deliver the kind of robust response that we have had on past excursions.

My fears were unfounded.  Monday morning, following the weekend excursion to the beach, their brain cells kicked into overdrive.  The architecture/construction/environmental team field measured the existing building and also evaluated the vacant site.  The Health Services Management team divided the administrative and management functions and started research on ways to compare and contrast their operations with an eye toward recommendations for improvement, including as well as marketing and human resource management.  The business team evaluated the financials and fundraising capabilities along with the alignment of mission to services, seeking alternatives and improvements. And our Psychology student, fluent in Spanish, studied how the Alcoholics Anonymous 12-step therapy principles could be recrafted and adapted to the organization.  With twice the time, this would be a large challenge.  With only 4.5 days, a very tall order.

They delivered – in a meaningfully robust way: in Spanish, in the local currency, and in the metric system, crafting a study – FuncaVida 2030 – delivered orally and by a professionally written proposal.

Presenting FuncaVida 2030

To be clear, these are college students.  They are learning, but also asking questions and pondering ideas.  In this particular case, FuncaVida’s finances are not terribly robust, operations lacked protocols and procedures, services were quite varied, and did not always support a verbose mission statement.  The existing facilities were not handicap accessible, and past improvements, so cherished by the founder, were perhaps not done in the most appropriate way.  Students were encouraged to present ideas that might challenge FuncaVida's status quo.  The organization was founded and continues to operate under the firm hand of its leader, a passionate cancer survivor with no succession plan, given her age.

It is never easy to challenge a strong-handed leadership model, but students were coached that they were consultants, first and foremost.  They come in, look around, research, make recommendations, and then leave, with their only hope that some of their ideas would resonate and stick – that is the best we can ever hope for.

The students challenged FuncaVida to:

·     Adopt a new mission statement – a more concise statement of their objectives and purpose

·       Consider re-adjusting their fundraising model and provide the support needed to develop and implement a fundraising plan

·       Adopt ten proposed points of commitment and promise (the AA model adapted)

·       Adopt and strengthen operating procedures and protocols to allow the leader more time to engage with clients, making certain their providers are operating consistently

·       Consider not purchasing their existing building, but instead extend the lease and craft a new facility by 2030 at a lesser cost on the vacant donated site, demonstrated using a compare/contrast evaluation of both options, financially and from a design perspective.  Adopting a name of the vacant site – La Paz (Peace) – to build interest, identity and excitement

·       Consider a solar energy option for the new or remodeled facility

·       Adopt a succession plan to assure longevity of operation and continuing purpose in the future.

Ordinarily, we complete these presentations within 1 to 1.5 hours.  This one lasted 2.5 hours, including a robust question and answer period and some amazing “fly-through” architectural visuals for both sites that never fail to dazzle a client. Special “Most Valuable Player” status is accorded to Fernanda, for without her excellent translation skills over this time, their message may not have been properly received.  She loomed large.

Satisfaction following a great presentation: students, staff, and client teams

FuncaVida was demonstrably pleased, enormously appreciative, and indicated they would adopt some of the suggestions immediately, including the new mission statement and adaptation of the 10 principles suggestion with slight adjustment.

Pasando, viviendo y apoyandonos en una vida mas saluable mas alla del cancer

Having, living and supporting ourselves in a healthier life beyond cancer

So proud – Gopher proud - they nailed it!  They deserved the cloud forest canopy zip-line tour, and a final walk up the hill to take in a magnificent sunset!  Time to move on . . .

EPILOGUE:

The trip is over.  We arrived home as this is written, without one student.  Joe tested positive for COVID and is required to quarantine in San Jose for at least 10 days.  Symptoms are mild, and things could have been so much worse with others infected as well.  Better that it comes at the end of the journey, for Joe made great contributions to the team, accomplished most of his objectives, and demonstrated a sincere interest in the work of the undergraduates.  We wish you well in your isolation, Joe; at least you have a decent view out the window - and no snow!