Anne Follis is executive director of the Foundation for Parc, acting as the point-of-contact for the organization, both internally and externally. She’s also liaison to the Parc Foundation.
Prior to her career with Parc, Follis owned and managed a successful resume and outplacement firm, which she expanded to serve a national clientele. Her background includes experience in education and public relations, and she’s the author of two books and several articles. Among her volunteer efforts, she served as an ambassador for Junior Achievement and taught a resume writing class for inmates at the Illinois River Correctional Center.
Follis and her husband have three children.
Tell about yourself and your family.
In August, my husband and I celebrated our 35th wedding anniversary, so that’s something of a milestone. We have three grown children, with three grandchildren and another on the way. My family is a constant source of delight and joy. I’m extraordinarily blessed.
You’ve made several career changes. Tell about your careers prior to joining Parc.
I was a full-time mom for several years, although throughout my career as a homemaker I did a lot of freelance writing and wrote a book. In addition, during much of that time, I was politically active in various leadership positions, and I’ve always been involved in church, doing pretty much whatever was needed. Given all of that, it’s perhaps understandable that I tended to get a little cranky when people would ask, "Do you work, or are you just a housewife?"
When my youngest started kindergarten, I decided to go back to school to get a degree in English and communication. I knew from my work in the women’s movement that it’s utter foolishness to believe there will always be a man to take care of you, and I needed to have what they called in those days a "back-up plan." It was a long haul, but I’m so glad I did it. I loved going to school, and my education has opened up a number of opportunities for me.
I taught speech communication part time on and off at Bradley University, and I taught high school English and speech for a year. Then I had the opportunity to buy a résumé writing firm, something I’d never thought about doing, but which was a good match to my talents and skills.
In the 1970s, you founded the National Organization of Housewives for ERA. What influenced you to begin that organization, and how successful was it? In terms of numbers? Affecting policy?
I was raised in a home where we were expected to think for ourselves. I used to say we had politics and religion for dinner every night, and I’ll always remember the lively conversations that went on around the kitchen table. I was taught to eschew simplistic thinking and to question what I read and heard. It wasn’t cynicism-just healthy skepticism. Nobody in our family could get away with following a belief of any kind blindly without thinking it through. We were taught to back up our assertions. So when the opposition to the women’s movement emerged, with its scare and smear tactics, I was offended. I felt it was an insult to my intelligence, and I set out to get the facts for myself.
That was no small challenge, given the hyperbole on both sides of the issue at that time. But I came to the conclusion that the Equal Rights Amendment would actually benefit married women more than any other group because of the many state laws that gave unfair advantage to husbands in the areas of property, finances, inheritance, and other aspects of family law. A constitutional amendment guaranteeing justice and equality without reference to gender seemed exceedingly fair and reasonable, and focusing on its benefit to married women was a positive response to the unfounded, and at times preposterous, charges that it was a threat to traditional women.
In terms of success, the amendment wasn’t ratified, to my great disappointment, but I felt we made a difference nonetheless. We were a small group compared to others, with members in about 30 states. We provided educational materials and organized lobbying efforts, focusing on the legal discrepancies effecting married women that would be directly impacted by the amendment. And we got a great deal of publicity. The press is always looking for something out of the ordinary, and a group of traditional homemakers working for equal rights was an attention grabber, so we had a public forum for our views. I like to think we infused a little bit of light into an issue that was generating an inordinate amount of heat.
You owned and managed a successful résumé and outplacement firm for more than 12 years. How was your firm unique within that industry?
During the years when I was building and managing my business, there was a revolution in the résumé writing industry. Up until that time, there was no training or credentialing for résumé writers-no professional organizations, no universally agreed upon standards for quality and ethics. I became an active member of the Professional Association of Résumé Writers in 1993, shortly after its formation, and a Certified Professional Résumé Writer (CPRW) in 1994, the only one in the area to earn that designation.
I created a Web site, advertised on the Internet, and expanded my business to a national clientele, all of which were unheard of when I first started. I sought outplacement assignments, wrote articles for numerous publications, contributed résumés and cover letters to four books, and wrote a book, Power Pack Your Job Search! I went to seminars and conventions to keep my knowledge and skills in the field as up to date as possible.
Essentially, I became a résumé and job-search consultant, working with a diverse clientele ranging from recent college grads and blue-collar employees to professionals and executives of every stripe. It was very rewarding.
What are the common mistakes made by those writing their résumé and searching for a new job?
People tend to think of a résumé as a list: Where did I work? What did I do? And too often, the finished document reads like a generic job description or, worse, an obituary. A résumé is a marketing tool. Without exaggerating or misrepresenting the person for whom it’s written, a good résumé highlights talents, achievements, and special skills in a way designed to make that person stand out from other job candidates with similar backgrounds.
In terms of a job search, most people are still thinking the old fashioned way: send out a résumé and/or fill out an application and wait for the phone to ring. Studies have shown over and over again that proactive networking and follow through is the most effective way to identify potential openings and get one’s foot in the door in today’s job market.
How has the job search changed in the last five years for college graduates? For laid off or displaced workers?
If there’s one thing you can count on in today’s business environment, it’s change. My dad worked for RCA from college graduation to retirement. That’s what almost everybody did back then. Today, you can expect to change jobs eight to 10 times in a lifetime, and to change careers as many as five times.
New graduates generally understand that, but I’ve found that people from previous generations have a really hard time making the adjustment to the new paradigm. I told clients over and over again, "The old model is gone, and it will never come back. You’re going to have to adapt to the new one." That means keeping skills up to date, continuing education and training, and being willing to adapt to change-sometimes constant change. I advised clients to think of themselves as entrepreneurs, planning and managing their own careers, rather than looking for a company that would take care of them until retirement.
Tell us about your experience conducting a résumé-writing class at a correctional facility. What prompted you to take on that project?
Actually, they called me to ask for advice about how to teach résumé writing to soon-to-be released inmates, and I volunteered to come in once a month and do it for them. Not to sound too cliché, but I’ve been so very blessed, and I just felt this was a good opportunity for me to give something back.
How did you arrive at your decision to join Parc?
It took place over the course of several months and numerous interviews, and it was a difficult decision, as any major change usually is. I was ready for a new challenge, and the cost of health insurance-a nightmare for anyone who’s self-employed these days-was rising exponentially. In addition, Parc is a wonderful organization, and I believe wholeheartedly in their mission. And the job was a good match to my skills and interests. In the end, it simply seemed like the right time and the right opportunity.
How do your previous experiences help in your work today?
When you manage a business, no matter what products or services you offer, you’re in public relations, communications, development, and marketing. I represented my business to the media and the public, designed promotional materials, and was always looking for opportunities to get the word out about what we had to offer. That, in a nutshell, is what I do at Parc, so my years of self-employment-not to mention my experience as a political activist, teacher, and freelance writer-provided me with a good foundation for this position.
You experienced some physical challenges. How have you been able to overcome those challenges?
I went through two years of chronic, debilitating pain, which for the most part is gone, in spite of a poor prognosis. I did my own research, rather than rely exclusively on doctors and therapists, and learned about some medications that have been used experimentally to treat this particular condition (Myofascial Pain Syndrome). They made a difference, but I don’t take them anymore, and the pain hasn’t returned. I’m convinced the major cause of my recovery was prayer and faith, combined with a lot of love and support from both my immediate family and my church family.
Tell about Parc today-its clients, programs, how it helps the community, etc.
Parc, a not-for-profit organization serving more than 1,000 individuals with developmental disabilities and their families, was founded in 1950 by a group of parents hoping to provide a greater diversity of options for their children than were available at the time. They envisioned community activities; training and education; therapeutic, intervention, and vocational opportunities; and a small, caring, well-staffed, adult residential settings. Today, Parc has achieved all of those goals, and throughout its history, it’s been on the cutting edge of progress in services to persons with developmental disabilities.
Parc is unique in a number of ways. Our clients range from those with mild cognitive impairments to severe and profound cognitive and physical disabilities. It’s a challenge to support such a diverse group of people, but the agency has a long history of adapting services to meet a wide range of consumer needs.
Among other groundbreaking programs, we have a respite service that’s second to none, offering a caring and well-staffed home for people age two and older with disabilities for up to 30 days a year at no cost to families. We also work collaboratively with other agencies to provide early intervention and childcare
Parc also has a computer lab for clients with physical disabilities, many of whom aren’t able to participate in vocational or other activities. The lab has a variety of adaptive equipment, including trackballs to access mouse functions, a miniature keyboard for clients with restricted range of motion, expanded keyboards for those with limited fine motor control, extra large monitors and screen magnifiers, talking software, color coded labels on computer keyboards, miscellaneous positioning equipment, plus 14 computers. Because of physical disabilities, many of the clients who use this lab have had little control over their lives in the past. With the adaptive equipment, they’re able to design creative cards, banners, and posters; access the Internet; send and receive e-mail; and perform a number of inter-agency jobs for pay, giving them a measure of autonomy they’ve never experienced before.
Are there specific challenges you face as the foundation director of a not-for-profit? Are those challenges increased in times of a softened economy?
I handle all communications for Parc, both internally and externally. I participate in fund raising activities and work with the organization’s Foundation Board to develop long-term strategies to insure Parc’s health and viability. And there are challenges aplenty.
Of course, funding is always an issue for nonprofit organizations, and that’s especially true in today’s economy. A significant portion of Parc’s budget comes from government sources, and we haven’t received a cost-of-doing-business increase in three years, even though insurance and other costs have risen significantly. There have even been moves to cut revenue allocations for agencies that provide services to persons with disabilities. Many of our employees haven’t had a raise in three years, and critical services are increasingly threatened.
In recent years, Parc has explored other avenues for generating revenue under the leadership of Polly Meagher, our vice president of Business Development. This has included for-profit ventures like The Perfect Landing Restaurant at the Greater Peoria Regional Airport. Personally, I’ve focused on increasing public awareness about Parc services and programs, combined with the limitations of government funding, to increase donations from businesses and individuals.
Other issues include the critical shortage of direct care workers, and this impacts every one of us, as we may all be in need of direct care someday. Fast food workers often have better pay, raises, and opportunities for professional development than people who provide direct care to individuals with special needs, including the disabled and the elderly. In addition to raising some serious questions about our society’s priorities, this makes it increasingly difficult to find and keep qualified, caring employees to provide this important work.
Speaking for myself, I believe intrinsically that the true measure of the greatness of a civilization has nothing to do with money or power or influence; rather, it’s measured by how a society treats people who are least able to provide and speak for themselves. Because of this, I’m especially concerned about government budget cuts that threaten the most vulnerable people among us. Keeping this in perspective, Illinois is eighth out of 50 states in income levels, and yet 42nd in funding for persons with developmental disabilities, and if things don’t change soon, we will slip to 43rd in the nation. So there’s no question we can and should do better.
The advances that have been made in recent decades in the care and treatment of persons with special needs have been wise and humane and, in the long run, far more economical than past policies of denial and neglect. But many of those advances are in jeopardy. It’s imperative for people to know the issues, speak out, keep in touch with lawmakers, and make their voices heard. In many ways, I believe this is the most serious challenge facing anyone who would be an advocate for those with disabilities.
What, if any, are the misperceptions in the community regarding Parc clients?
I can tell you what I know: Our clients are people. They have hopes, dreams, and plans. They experience happiness and disappointment; they laugh, they love, they get angry, and they cry. They want to have control in their lives and to make their own choices. In so many ways, they’re just like everybody else.
Historically, persons with developmental disabilities have been drastically marginalized at best, or institutionalized, warehoused, abused, and neglected at worst. And that’s been a travesty. Parc has always worked to mainstream people with special needs into all aspects of life, based on individual abilities and preferences. And it’s done an outstanding job. I can honestly say the staff here is the most dedicated and resourceful group of people I’ve ever worked with. I consider it a privilege to be a part of the good work this organization is doing.
Unfortunately, there are people who, for whatever reasons, are uncomfortable with those who are "different," and Parc has encountered some of that. Parc’s approach to the problem has been simply to keep doing what it does best: getting people into community jobs, providing homes, offering education, training, social activities, and generally holding the course. For the most part, people come around once they get to know our clients.
What advice do you have for other women who would like to begin a new career later in life?
I’m not, by any stretch of the imagination, a reckless or impulsive person. And like most people, change is a little scary to me. At the same time, we all have God-given talents and we want to spend our days doing something meaningful and rewarding.
While I was running the résumé business, I counseled many women (and men) who were considering a late-in-life career change, and my approach was a kind of cautious openness. I encouraged them to explore different possibilities, perhaps get some training or continuing education, and I brainstormed with them about their skills and interests to determine some possible options.
While change can, indeed, be scary, it isn’t necessarily our enemy. There are times when change is warranted. At the same time, I urge caution before making any major career decisions. Move too hastily and you may wind up in a disagreeable situation that can be harmful to your career path, your long-term income, and your emotional well being. On the other hand, too much caution and you might miss a good opportunity. Like so many other things in life, it’s simply a matter of finding the right balance. It’s important to weigh the options, benefits, and risks before deciding whether or not to take the plunge. In my case, that’s the process I went through, and the change has been very positive. TPW