The Ghost of Debbie Rabidue: Who will call for Outside Audits now she's gone?

Comrades first let it be known that Audits are an Enemy of the People.  Why?  Because Audits are an attempt to bring Top Down Corporate State Control over a KBOO .

Detractors will point and mock (They will!  True!)  that KBOO wouldn't exist without  state control that allows them to operate as a nonprofit corporation.  But these are LIES!   As Glorious Leader has said again and again and again, KBOO is a MEMBERSHIP organization, run by MEMBERS.  And members don't have to give a flying fuck about the IRS, FCC, or another other state controlled acronyms!   And whatever KBOO is, it is not a corporation because all corporations are bad and KBOO is good.

We're sure the intellectual brilliance and logic of these  arguments will, should they ever inquire, leave the IRS astounded and send them packing.

 The time comes to remind cadre of Dasterdly Debbie and her attempts to chain cadre to the millstone of fiscal accountability: 

http://portland.indymedia.org/en/2013/05/423203.shtml#414676

Please quit spreading untruths and causing more damage to KBOO

06.May.2013 21:12

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Debbie Rabidue - Finance Coordinator.. KBOO STAFF

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Well... here goes. I guess I will be the next major target in your attack campaign, because try as hard as I could, I cannot keep my shut about the constant misrepresentation of the Grant, Board Training and Policy Development.

Please stop with the incoherent ranting and raving about corporate board training funded by a grocery store. This is so far from the actual truth. I wrote that grant application. It was to the Meyer Memorial Trust, and they have absolutely ZERO affiliation with Fred Meyer and they ask that we make that clear when we accept their funding. 2nd, the grant was to fund 2 pieces of the KBOO strategic plan that was written mostly with a collaborative group of members and volunteers, with a dash of staff added in. "Board Development & Training" and "Policy Development". Although I don't think the KBOO strat plan is the most compelling read I've come across, it was a road map to help KBOO Board, Staff, Volunteer and Members to work together to bring KBOO to a place of sustainability. The Plan was adopted by the Board and the Staff in 2011. No one here ever heard of Lynn Fitch back then. Arthur Davis had already been beat-up and chased out before the work was started on the Strat Plan, and neither Station Manager was around when I applied for the grant funding to assist the Board.

I felt so strongly that in order for other objectives in the strategic plan to have any chance of success, the internal capacity needed to be strengthened in order to support the intense work that was laid out in the Strat Plan. I felt that needed to start with stabilization and fiduciary knowledge within the Board. Then stabilization within the management, and then the staff and volunteers. (Too logical, I know) I also believed that the Board needed training to understand their powerful role as fundraisers and in community outreach (as it is in most non-profits)The Board also was in need of policies that were vetted through a non-profit legal expert so that KBOO was protected and meeting every government and employment requirement in existence. The consultant and legal professional that the Board used for the policy development, was the very same attorney that helped to write KBOO Bylaws back before most of us even knew there was a KBOO. Bylaws the Membership adopted! I was hoping with these tools the Board could unite and work together to bring strong leadership and guidance to the management, staff and volunteers as we worked to further achieve the goals in the strategic plan. I applied for the MMT grant because I believed so strongly that this 1st piece of the strat plan needed to be achieved before we could support the efforts to take on Media diversity and fundraising diversity. Huge tasks.
Now...after seeing some unsettling behavior and actions, I wished I would have acted like the majority of the staff collective and just ignored this when the 1st application was rejected. I think the funds were spent wisely, but I also think that the Board as a whole, fell apart (badly) when they needed to come together and act like Directors. I can't fault the entire Board, but the actions of a few have made the Board unable to function as a whole unit. I feel that the generous funding from a Grantor that I had to practically beg to give us a chance, was just wasted. I don't think I can get back any faith in any group within the KBOO walls. I'm saddened by this wasted gift.

So...Please STOP trying to crucify Lynn for implementing the tasks she was directed to do by the Board and by the Strategic Plan (that the Membership played a huge role in developing). AND yes... Program changes are supposed to happen. Read the strat plan and read the 2008 NFCB Station Assessment. FYI... NFCB are not corporate warmongers! http://www.nfcb.org/ and last time I looked, the huge volunteer and community group that put together the KBOO Strategic Plan where not 'corporate warmongers' either! FYI... I did not get involved with the writing or the goals of the Strat Plan, that came from the many members & volunteers that created the Plan. I do support it however, and think it was a good start to sustainability.


KBOO Staff Collective Management was not staffed with experienced and skilled 'managers' in the important areas of managing the operations such as legal, even 100% of the FCC compliance, HR and best business practice to protect the Foundation's assets. I can go on and on, but will spare the gruesome details here. I do however have tons of documents that will strongly dispute your claim that " Collective management worked just fine, and saved the expense of hiring a manager. It did not "fail" but was killed by Board members who are too close to the Business Community and too far from grasping the original meaning of "democracy" (it didn't always mean "going along with the Boss")."
Also, SCM was 'killed' by the Staff and not the Board. The staff was not able to get 100% consensus or even consensus -1 to support SCM. SO a final proposal never went to the Board to request that the interim SCM become the model of management at KBOO. The staff did not reach consensus because the interim SCM lacked accountability and the staff, as a whole, we not able to follow our own guidelines in the SCM proposal. So yeh, SCM failed.. I was there! We did not have the crucial skills, training and experience to manage and to protect KBOO. Although, it was fun to not have a boss! (not really) Not much really got accomplished in that 2 and half year period. We did spend a lot of time in meetings though. I didn't because I quit going to them and just focused on what I was hired to do.

KBOO STRATEGIC PLAN... What projects the MEYER MEMORIAL TRUST (not the grocery store) funded:
Chapter 5: Reinventing KBOO - A Plan of Action  http://kboo.fm/about/stratplan/05
KBOO Strategic Plan CHAPTER 7: Proposed Organizational Changes  http://kboo.fm/about/stratplan/7

Goal #1 - Board Development

The Board will strengthen its effectiveness and its cohesiveness.
Strategies:

Reaffirm a basic skill set in board practices and functions for all KBOO board members, to broaden the board's expertise for successful operation of board functions and overall organizational leadership and development.
Support and invigorate the committees serving under the board's direction.
Strengthen board commitment for development of a strong and active board that will oversee the implementation of this strategic plan.

Implementation Plan:

Action Step: The board will complete and implement a plan for professional board development. This includes identifying and conducting skill-specific training in:
Board Basics:
Agenda- the purpose of and how to set the agenda
Meeting Minutes- the purpose of and simple format
Meetings- how to run a meeting, policies and procedures
Roberts Rules of Order- Quorum, voting, polling, consensus building
Working with Program Director and collective management body
Policy Development and Adoption
Board's Role in Fundraising
Board's Role in Organizational and Board Development
Officers and Executive Committee Roles
Legal Obligations and Financial Responsibilities
Committees:
Definition, function and purpose of committees
How to develop committees
How to run a committee and be effective
Committee work plans
How to report to the board from committee
How committees work with staff and board
Committee recruitment

Timeline: June 2011 - June 2013.
Action Step: Review and revise job descriptions, responsibilities, duties and procedures for KBOO board members, committees and volunteers.
Timeline: June 2011 - June 2012.
Action Step: Provide further board education and training in operations, diversity, fundraising, development, outreach and other emerging issues for the organization.
Timeline: June 2011 and ongoing.
Action Step: Revise and refine board recruitment practices to ensure that the board members possess the breadth of skills set and expertise that is necessary for success.
Timeline: June 2011 to August 2011 - Before Annual Meeting in September.
Action Step: Improve committees by recruiting new members based on expertise, revising work plans and ensuring board member participation for each committee.
Timeline: June 2011 - December 2011.
Action Step: Provide leadership for volunteer recruitment, activities and recognition.
Timeline: Ongoing.
Action Step: Increase active fundraising, broadening and deepening giving to meet the fundraising goals and needs of the organization, including Fund Drives, community outreach, and grant writing, among other fundraising efforts.
Timeline: To coincide with Fall Fund Drive and ongoing.
Action Step: Coordinate and develop comprehensive Human Resources training program to emphasize the distinct and interrelated relationships of board to staff to volunteers to community partnerships. The outcome will be better decision-making and the ability to put into effect policies and procedures that are of maximum benefit to the organization.
Timeline: June 2011 - July 2011.
Action Step: Review and revise, as needed, this strategic plan and its goals, implementation and action steps on a bi-annual basis. Participants in the review can include board, staff, support volunteers, Working Group members and community and private individuals.
Timeline: June/November 2012; June/November 2013; June/November 2014; June/November 2015; and June 2016. 

 Glorious Leader was swift in her rebuttal of these probable lies. (We're not actually sure because, knowing it's an Enemy of the People, we just copypasted.  The best way to counter Enemy propaganda is to NOT read or listen to it.)

Dear Debbie, loyal accountant

07.May.2013 12:21

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theresa mitchell

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With all due respect, Debbie, I can't accept an assessment of collective leadership from you nor Andrew, as you were both the least cooperative with the project. That's putting it nicely. As for the Meyer Memorial Trust, they can try to distance themselves from ol' union-busting Fred if they want, but here is a cut-and-paste from their website:  http://www.mmt.org/learn-about-us "Meyer Memorial Trust was created by the estate of the late Fred G. Meyer. Find out more about the man behind MMT, whose memory still inspires us today."

People can learn to cooperate without a "boss." It requires practice and committment, and in the context of US society it is difficult, because there will always be anti-socialist hysteria within and without the group. Ironically, transparent cooperation within the original Soviets would have prevented their downfall--they fell to their habit, kowtowing to a big boss. Yet I have seen it work, and work well--and it does come without the stress and expense of an Executive Director.

It is also somewhat deceptive to claim that the collective management "killed itself" when you were so instrumental in its demise. As for a final proposal to the Board, the Board was so hostile to the idea that it kept returning and refusing models; so, again, deception.

Your links are revealing, however:

"3. Revise and implement a new fundraising plan that is diversified, asks more of present supporters and expands into new funding opportunities."
"4. Create strategic and clear connectivity between the complex and interrelated aspects of the organization as a means to improve overall operations internally and within the Portland Metro area."

Now let me translate that bureaucratese for the members, in its current incarnation: "3. Wipe out controversial programming and replace it with corporate-friendly stuff, so that donations can be brought it from, say, Jiffy Lube and such. Stop depending on small member donations, because that is what keeps KBOO assets distant from the Important People who have millions and billions." "4. Make clear connections by eliminating messy decision processes and replacing them with ONE BOSS TO RULE THEM ALL who can set programming and staff changes without opposition."

It's all about that American pro-corporate pressure, isn't it? And when KBOO has been sanitized and downsized, it may not even be necessary to "drown it in a bathtub."

As for Lynn Fitch, she may feel that it is appropriate to "hold the cards close to the vest" in a business change situation. But (again I must remind all parties) KBOO is not a business, in the usual use of that word. It is a 501(C)3 nonprofit and it reflects the will of its constituency, even if that will grates against Limbaugh listeners and hipsters with google glasses.

And, though I sympathize, it may be that Lynn will not be able to perform her duties anyway, if she is sentenced to any length of time for drunk driving. (And was the Board informed of this at hiring time?)
 http://www.whosarrested.com/oregon/multnomah-county/portland/mcso/2218257-lynn-m-fitch

The best course of action would be a return to collective management, at least temporarily. It's natural for people to be tense with each other after a conflict, but there are professionals who can help with that (and they're cheaper than Bullard Law). 

Like the Joe Uris  T-shirt-Gate, where the staff designed T-Shirt with "pinko-commies"  clearly meant "crazed black whore Mexicans(or something)"   Glorious Leader decodes Dastardly Debbie's Doublespeak:

"3. Revise and implement a new fundraising plan that is diversified, asks more of present supporters and expands into new funding opportunities."

is CLEARLY the same as

 3. Wipe out controversial programming and replace it with corporate-friendly stuff, so that donations can be brought it from, say, Jiffy Lube and such. Stop depending on small member donations, because that is what keeps KBOO assets distant from the Important People who have millions and billions." 

And another:

"4. Create strategic and clear connectivity between the complex and interrelated aspects of the organization as a means to improve overall operations internally and within the Portland Metro area."

is CLEARLY the SAME AS

 "4. Make clear connections by eliminating messy decision processes and replacing them with ONE BOSS TO RULE THEM ALL who can set programming and staff changes without opposition."

 How Glorious Leader knows that " new funding opportunities" will lead to a "Wipe out controversial programming" is not clear.

Nor is it obvious, or even logical that, "Create strategic and clear connectivity" is going to result in "ONE BOSS TO RULE THEM ALL".

 Outside critics might say Theresa is ad libbing with scare caps. Or  taking any part of any plan that threatens the Inner Party and hammering it into an anti-Fitch agenda.

 Or even scrapping the bottom of the slimly barrel by trying to intimidate Debbie with Fitch's mugshot.("The nexta mugshot couda be yous!")

Our rebuttal is simple logic you can't argue with:  FITCH IS EVIL.   

Our Leader's vision , and apparent ESP, is sweeping in it's brilliance.  Any suggested improvement, change, call for responsibility and accountability is part of an Evil Fitch conspiracy to destroy KBOO, even if the plan in question existed years before Fitch was hired.  And Debbie?  Just another Fitch Footsoldier marching to the Fiscal Responsibility drums.

Dastardly Debbie is called out:

You didn't play nice Debbie!

08.May.2013 22:19

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Like Totally

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Seriously Debbie,
Like Theresa said, you and Andrew didn't play nice with the other staff during the collective mis-management.
I mean, if you had just gone along like everyone else, you could continue to be sitting high on the hog, milking the sucker members who donate money year after year.
Oh remember how much we laughed when we would say during pledge drive "all of your donations are well spent!"

Don't you know KBOO operates outside the realm of economic reality? It's not a business, it doesn't need to make any money. We'll just not replace managers who quit or other staff that leave, then there will still be money left for us.
Who cares if equipment is outdated, our website doesn't really work, and we couldn't even handle running FCC required emergency tests for months. Just remember the golden rule "it wasn't my fault." See when there is collective mis-management, we all get to escape any accountability for our incompetence!

Why are you always sweating the details? Seriously, just chill out and drink the Kool-Aid!!!

If only you had played nicely with the other kiddies on the playground, this whole mess would have never happened.

Oh well, a girl can dream... 

 "Seriously, just chill out and drink the Kool-Aid!!!"  Words for loyal cadre to live by! 

Her final act of betrayal was calling for an audit, AGAIN:

AnonymousJuly 3, 2013 at 2:35 PM

Sorry, I should have been more specific, they do an OUTSIDE audit as much as is legally required, if not more. They had an OUTSIDE audit done either this year or last year. Debbie Rabidue is on it in that she makes sure OUTSIDE audits happen.
Of course, she is no longer employed at KBOO, she wasn't very good at rearranging deck chairs, so for the next outside audit, someone else will need to make sure it happens.

 At least KBOO will be free of audits!  If Debbie had just done along with the Inner Party, everything would be fine!  True, years down the road, when all the Inner Party is in Federal Prison for fraud, she'll be smugly thinking "Ha, ha, bet you listened to me now!"

 

But we know, deep deep deep inside, Debbie's betrayal of the Inner Party will HAUNT her to the end of her days.

Glorious Leader assures us loud, raucous, uncontrollable laughter by ex party members is a sign of being haunted by deep remorse.  Really.

-MT