Update from Board Chair and Executive Director
2008: First Quarter Update on Shambhala Mountain Center
The first quarter of 2008 has seen a number of major developments taking place at Shambhala Mountain Center.
The Board of Directors has launched a Strategic Planning process to assist in laying out a three year plan which will integrate the vision and mission of SMC with the practicalities of what infrastructure areas need to be addressed and how to create financial stability and capability in the midst of major challenges. The process will re-examine the business model, programming, facility needs, and financial structure. This effort has been inaugarated by a special Stratetic Planning Committee formed by the Board last November consisting of Alan Schwartz, JoAnn Martin-Braun, Michael Mischke-Reeds, Dan Hessey, Jerry Colonna, Connie Brock, Richard Reoch and Karen Wilding. The development of the plan will be led by Jon Barbieri, the new incoming Director of the Center, along with Michael Mischke-Reeds.
On March 11, the leadership of SMC was handed over by Allan Cross to Jon Barbieri. Allan left in early April to start a new job in San Antonio, while Doria will remain as Protectoress until she joins Allan, which is expected to happen at the end of May. Allan and Doria’s strong heart connection to the lineage and SMC has helped to create and stabilize many positive changes at SMC, especially in operations and in strengthening the SMC staff community. In addition to the change in Directors, a number of other management positions are also in transition at this time. There are currently openings for the Director of Development, Director of Programming and head of Practice & Study positions.
The beginning of 2008 has been highlighted by the strategic planning process, changes in staff, the addressing of multiple infrastruture needs, and the renewed focus on the financial challenges which SMC faces.
The expansion of SMC to date, with the additions of both the Shambhala and Rigden Lodges, has greatly increased the capacity for programs and has also stretched the existing infrastructure to the point where new water capacity and distribution systems along with a new waste water treatment plan are necessary in the next few years. In addition, the existing kitchen and dining rooms need to be replaced and expanded during a similar time period.
Financially, 2007 was the best year yet from an operational point of view, with over 90% of operational expenses met by program revenue. Nevertheless, short–term debt increased as shortages in fundraising occurred. Short term debt (which here is defined as less than a year or prior short term debt converted to 3-5 year debt) currently totals $1,370,000. The challenges going forward in meeting operations and infrastructure needs are great, but we are looking forward to bringing the practicalities and vision together. We have already received a pledge for a matching grant of $500,000 towards a goal of raising $3,000,000 this year.
While the specifics of the Strategic Plan are not fully developed, it is clear that starting with this year, SMC needs to take a leap forward by addressing the infrastructure needs, re-exmaining its business model and stabilizing and strengthening its financial condition. The Board is committed to making this year a major step toweards accomplishing these goals.
Finally, and as important, the vision of SMC continues to become more clearly defined in its two aspects:
1. Providing for the deepening and understanding of the Buddhist and Shambhala teachings for the Shambhala community and the greater Buddhist sangha
2. Providing the environment and opportunity for others to connect to their inherent goodness and wisdom through a spectrum of programs focused on increasing awareness through mind/body disciplines and traditions.
To address the first aspect, we are looking at ways to enrich programs and make them more accessible. For the second aspect,we are exploring pilot programs which can bring together regional, national and international leaders to examine issues such as; how to train leaders to implement peace in times of conflict, how to develop a more sane approach to economics, and to explore the new emerging philanthropy model which invests in regions to develop sustainable economies. This aspect also includes the aspiration to engage in dialogue with other contemplative traditions of both mind and body
This is a time when the resources, skills and experience of many community members are needed for the exciting journey which SMC has embarked on. Simply put – we need a few good shinjanged men and women to become key members of our core staff and management team. Want to explore taking a leap? Contact Jon Barbieri at 970-881-2184 X211. If you have any additional questions about SMC and its current operations please feel free to contact Jon or the Board Chair Karen Wilding. Karen can be reached at 303-444-3403.
May 9th, 2008 at 11:57 am
There a tremendous lack of foresight and wishful thinking, along with experimental preprograms planned had no fiscal buffers when the future projects were planned.for SMC. Outside of the Stupa, many of us didn’t even know what was being planned and implemented.. I wouldn’t expect complete transparency, but quite a bit was lacking.
May 10th, 2008 at 11:16 am
Dear Friends,
Thanks for the chance to express my view on SMC.
I work a couple of times a week at the Call Center in Boulder and have noticed some areas that you may not have considered. These areas are about programming.
The first area I’ve noticed is how well introductory programs are doing (LevelI and Turning the Mind…) in fall winter and spring. Often these programs have been passed over for more “exciting” offerings that sometimes do well and sometimes not.
Summer is good for advanced programs as they are now.
Aside from Garchen, etc., it would be so good if drupchens (lots of different ones are out there) could be added for advanced practitioners. Especially needed is the Chakrasamvara drupchen for people who are stuck in this practice. SMR created a format that could be used for this. DKD offers a small one in spring but it can only take 6 people. It may take some communication to get people apprised of this possibility but it will pay off for both practitioners and the center over time. Other drupchen could be considered as well. Six (four) dharmas, mahamudra and so on.
Thanks for you time, Marcia Usow
May 14th, 2008 at 11:09 am
Please yall take note. We need more pit(worm)toilets. Why has that system never been expanded? Also, BYOT bring your own tent campground established! Please address these issues & reply. With the high prices of over $1,000 for a 2 wk stay freezing in a cold tent currently, I am discouraged to attend. With all the current projected plans & can only see even higher prices.
mARTha Pokorny Houston TX
lodro_sertso@yahoo.com
PLEASE REPLY
May 17th, 2008 at 12:42 pm
Dear friends,
I heartily agree with Marcia Usow. I attended the Chakrasamvara drupchen at DKD this winter, along with John and Adana Barbieri and a handful of other terrific people, and would love to see one at SMC in the Stupa or a tent. Melissa and Jim Robinson are treasures in their knowledge of this complex drupchen, and we should not limit the chance for practitioners to experience making the sand mandala together and doing the group practice. As a “stuck” Chak. practitioner, it has inspired me to dig deeper, go further. I will help create this drupchen at SMC! With your help.
Siincerely, Kerry Schwartz
July 4th, 2008 at 6:47 am
I understand people’s sense of alarm over the financial challenges. I also think it’s easy to armchair quarterback this situation. The Board has taken on risk, more risk than some people are comfortable with. Generally, most people don’t like risk, especially in a complex society where institutions function as a buffer from risk, a sort of “cocoon” if you will. There is a big difference between availing one’s self of an organization’s services and being involved in figuring out how to provide those services to the end user.
Bringing organizations forward, particularly those whose mission is unconventional or ground breaking is scary. At some point you have to balance the risk of allowing things to stagnate versus the risk of venturing forward. Once you start being bold, there are no guarantees, but eventually boldness is the only way to overcome inertia. One of my favorite country songs has a line “The hardest thing I learned is there aint no easy way.”
One of the hardest parts of this type of Board work is the tendency of other people to freak out when they see that risks are being taken. I’ve seen eager, talented and well intentioned people join Boards only to resign because they are shocked at just how daunting the collective task at hand is. The inside stories of how many organizations and institutions were built are typically marked by periods of great uncertainty, crisis, and internal conflict. Just as with individuals, adolescence in organizations can be painful and confusing. Leaders don’t have the luxury of freaking out.
I want to encourage everyone to honor and support SMC’s Board in this time. Criticism is healthy, but let’s try and hang together to support our leaders, to infuse them and the situation with windhorse energy. The time and personal commitment it takes to do what they do is huge, time away from their families and their practice. Thank you Karen et al for what you’ve taken on!
-Bob
August 18th, 2008 at 11:32 am
# Rob Graffis Says: Your comment is awaiting moderation.
August 17th, 2008 at 11:08 pm
In Response to Bob Sutherland,
When I mentioned “fiscal buffers”, I meant having a “Plan B” if “Plan A, doesn’t work out as expected. Or at the very least, being flexible as opposed to “staying the course” if the desired results don’t occur.
I saw the ex CEO of Cca-Cola interviwed last week talking about his book on how to fail in business, and he said being to rigid, or not admitting mistakes were made will get a company in trouble.
I do like the idea of some type of yearly group Chakrasamvara practice for those of us not ready to do the puja.
Rob Graffis