Winter 2026

IN THIS ISSUE:

CITY OF CHICO:

STRENGTHENING CITY SERVICES THROUGH GRANT FUNDING WHEN THE PLAN FAILS

Morrison Founder and Principal, Brent Morrison, discusses how to adjust and recover when business setbacks happen.

GETTING TO KNOW JOYCE MCCHESNEY

Learn more about Morrison’s Business Administrator, Joyce McChesney!

MORRISON SNAPSHOTS

Check out some of our highlights from this fun season. It’s been busy!

CLIENT CORNER

There is always something new going on, so get caught up with our latest client news.

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Chico is a vibrant Northern California town of approximately 100,000 residents, located 90 miles north of Sacramento, that blends small-town charm with a rich cultural and natural landscape. Best known as the home of California State University, Chico (Chico State), which enrolls around 14,000 students, the city proudly embraces its identity as a college town – one deeply shaped by the university’s diverse student body and its iconic 132-acre campus nestled in the heart of historic downtown. Chico is equally defined by its stunning outdoor spaces and recreation opportunities, most notably Bidwell Park, one of the largest municipal parks in the nation, stretching nearly 11 miles along Big Chico Creek from downtown into the Sierra Nevada foothills.

Rooted in the fertile soils of Butte County, Chico – the county’s most populous city – honors its strong agricultural heritage through the orchards, farms, and local growers that sustain both the local economy and community spirit.

Chico is managed by the City of Chico municipality, which includes 10 departments that provide essential public services under the direction of a sevenmember City Council elected by local residents. The City operates under the council–manager form of government, with a professional city manager overseeing day-to-day operations and implementing policies set by the council. Together, the City’s departments – including Public Works, Community Development, Fire, Police, and Parks – work to maintain vital infrastructure, ensure public safety, and enhance the community’s quality of life.

Through this collaborative structure, Chico strives to deliver efficient, transparent, and

responsive governance that supports both its residents and its long-term growth.

With its talented team, the City of Chico has experienced significant success in securing federal and state grant funding for needed road improvements and public safety infrastructure. However, the catastrophic wildfires of the past decade – leveling entire Butte County communities and displacing thousands of residents – created tremendous challenges and pressing needs for the entire region. According to CalFire, forty percent of Butte County’s 1,636 square miles were consumed by wildfire in the last 10 years, causing disastrous impacts on residents already burdened by disproportionate rates of poverty, unemployment, and trauma.

The most destructive of these was the 2018 Camp Fire that devastated Butte County’s Town of Paradise, destroying 19,000 structures and displacing 50,000 residents. As one of the county’s most affordable housing markets, Paradise’s loss compounded regional housing insecurity.

The high cost of rebuilding and limited availability of affordable units forced many survivors to relocate to Chico, where the housing crisis has continued to compound and vacancy rates are half the state average according to the most recent Butte County Point in Time survey. Furthermore, the 2024 Park Fire that sparked in Chico’s Bidwell Park burned through the nearby community of Cohasset and became the fourth largest wildfire in California’s recorded history.

Ninety percent of the homes lost in the Park Fire were located in Cohasset (North State Public Radio).

C ONT INUE D ON INSIDE RIGHT PANEL

NEWSLETTER | WINTER 2026

WHEN THE PLAN FAILS: REGROUP AND RECOUP You have likely heard that failing to plan is planning to fail. Let me suggest that you better plan to fail, because sooner or later you will. If that sounds a little grim, in fact it’s just reality.

Every organizational leader has experienced a plan that didn’t go as expected to one extent or another. It may have been a product launch that didn’t fly, an acquisition that didn’t happen, an unsuccessful hire, a drop in demand, labor shortages, or just about anything else you can think of.

For the most part, I tend to describe these situations as a change of plan rather than a failure. Aside from the negative connotation, things we describe as “failures” are often due to situations that would have been difficult to foresee until you start putting things in place. A true failure takes place when you don’t plan for things that might reasonably have been accounted for.

Aside from the normal stuff, there have been many events with large local, regional, or national economic impacts that would have been hard to plan for. To date myself, in my lifetime there has been the Arab States oil embargo of 1973; the recession of the early 1990s; the 9/11 terror attacks; the “Great Recession” of 2007 – 2009; the historic 2018 Camp Fire in Paradise, California; the global COVID-19 pandemic; and the 2025 Southern California wildfires. You could throw in the recent recordbreaking government shutdown, though I will leave the finger pointing to others.

The things that cause plans to fail are not always signs of incompetence or mismanagement, but rather are part of what it means to run a business in a changing and unpredictable environment. Small and midsized businesses often operate with limited buffers, shifting customer expectations, and the pressure to do more with leaner teams. This makes planning essential, but it also makes the experience of a failed plan feel more personal.

The most resilient and sustainably successful organizations share a common trait: they know how to respond when things do not go according to the original design, and they are not shocked when it happens. The focus shifts from blame to learning, from what went wrong to what we do next. Consider the following:

Fess Up Directly and Calmly Step one is to acknowledge that the plan didn’t produce the intended result. This may seem simple, but many organizations skip it, instead allowing frustration, assumptions, or hallway conversations to define the narrative. When leadership acknowledges the situation clearly and without defensiveness, it builds trust and helps prevent speculation.

Instead of saying “It’s fine, it’s not a big issue,” say “That didn’t produce the outcome we expected. Let’s dig into it.” This tone sets the stage for collective problem-solving rather than frustration or confusion.

Leaders model how the organization deals with setbacks, and calm acknowledgment leads to focused solutions.

Assess, Don’t Blame Not all failures are created equal, as noted above. Some come from flawed assumptions, some from failed execution of the plan, and others from changing external conditions. The goal is to understand the root cause, which isn’t always the easiest or most obvious explanation. Effective approaches include: • Data review: Compare what was projected to what occurred. Look for patterns rather than isolated data points.

• Customer and stakeholder input: Their perspective can reveal realities internal teams miss.

things that cause plans to fail are " The not always signs of incompetence or

mismanagement, but rather are part of what it means to run a business in a changing and unpredictable environment.

"

• Process evaluation: Did communication, handoffs, or unclear expectations play a role?

• Show visible commitment to adjusting and learning rather than blaming

• Root cause analysis tools: For example, the simple “Five Whys” method popularized by the Toyota Corporation can highlight underlying issues better than a surface-level post-mortem.

• Demonstrate that adjustments are simply part of healthy strategy.

The key is learning, not fault-finding. Blame creates defensiveness, which tends to shut people up – exactly the opposite of what is needed. It is true that blame may be in order, but do it professionally and privately, at least initially. Don’t make “blame” your culture for plans that don’t turn out.

Clarify the Goal Sometimes a failed plan just shows that the original objective was not accurately aligned with business capacity, market timing, or available resources. Clarifying the goal ensures the organization remains aligned on what matters most.

When people feel respected and informed, they stay engaged, even through corrections and rebuilds.

Document the Lessons Learned Organizations that learn well outperform those that repeat the same patterns. After the plan has been revised or concluded, document: • Key assumptions that didn’t hold true • What signals were missed (or noticed too late) • What processes helped or hindered progress • What the organization would do differently next time.

Ask yourself if the objective is realistic given your staffing, expertise, and financial structure. Has the business environment changed since planning began? Is the goal still necessary, or has the situation fundamentally changed?

Over time, this “lessons library” strengthens forecasting, decisionmaking, and confidence in future planning cycles.

A more focused, well-resourced goal can produce greater long-term results than a broad, aspirational one that drains momentum.

Many strategies fail not because they were flawed from the start, but because they were not monitored closely enough. You can benefit from shorter, more frequent review cycles rather than once-a-year planning.

Time for Tinkering Adjust the plan using what you learned. Once you feel confident that you understand why the plan failed and what the revised target should be, create a revised strategy. Adjustments might include: • Scaling down the project into phases • Redirecting the budget to the areas where the highest leverage exists • Reassigning responsibilities to match strengths and workload • Piloting new approaches in small segments before making large changes • Bringing in outside expertise where internal capacity is insufficient.

This is where flexibility becomes a strategic strength. I think of it as “Plan Be,” as in “Be flexible.” A revised plan is not weakness but a sign of responsiveness.

Communicate, Communicate, Communicate Albert Einstein is quoted as having said “If you can't explain it to a six-year-old you don't understand it yourself,” and it is true that communication can be the “silent failure point” in organizational strategy. If communication is untimely or unclear, employees may continue to operate under the assumptions of the previous plan even after leadership changes course. If the plan wasn’t a secret, the changes shouldn’t be either.

Make sure these are clear: • What changed • Why it changed • What success now looks like • How progress will be measured

Implement a Regular Plan Review Rhythm

Consider: • Monthly operational reviews • Quarterly strategic adjustment meetings • Defined checkpoints tied to milestones.

Use the Experience to Strengthen Leadership Leaders who navigate failed or changed plans with steadiness and clarity can build credibility. They demonstrate that effectiveness is not measured by avoiding setbacks, but by responding to them promptly and appropriately.

It helps to: • Separate the problem from the people • Be both optimistic and realistic • Communicate openly when outcomes shift • Make adjustments without losing direction.

The Takeaway Every organization, regardless of size, industry, or longevity, will have plans that don’t work out as intended. What separates resilient organizations from struggling ones is not the absence of setbacks but how they respond when setbacks happen.

Morrison has assisted many organizations with strategic, operational, financial, succession, and other planning. We have seen that a changed plan can become a turning point toward a better strategy, a moment that strengthens culture, and a foundation for more confident planning in the future.

• Who is responsible for what.

Support Morale and Organizational Culture Failed plans can create frustration and fatigue. Team members may question leadership direction or worry about stability. This makes the impact on organizational culture especially important during significant changes in the original plan. Make sure you: • Acknowledge the work people have already put in • Reinforce the organization’s mission and purpose

ABOUT THE AUTHOR

Principal Brent Morrison founded Morrison in 2002, bringing over four decades experience leading and advising companies in agribusiness, manufacturing, distribution, and nonprofits. Brent has led, assisted, and analyzed many long - and short-term plans – navigating the inevitable changes that come with them. We would be happy to discuss how we can help with yours.

CITY OF CHICO, CONTINUED

To proactively and compassionately support fire-affected residents, the City of Chico strategically directed resources toward expanding critical services to meet immediate community needs. As demand continued to grow, the City of Chico began exploring alternative revenue streams – including grant funding – to sustain these expanded services and address increasing infrastructure pressures.

Morrison was pleased to respond to a request for proposals to conduct strategic grant planning and grant writing services for the City of Chico that could serve our hometown.

With the Grants Team’s strong experience in securing grant funding for city governments coupled with its deep community and civic involvement, we were confident that we could provide strategic and effective support in

pursuing grant opportunities that fit with the specific needs of our community.

awarded a combined $19.41 million in funding from Morrison-supported applications.

Morrison was thrilled to be selected and began to collaborate with the City of Chico on a number of competitive grant applications to fund projects to improve critical infrastructure, services, and resources to its residents. This has included several grant opportunities to support the beautification and increased use of recreational spaces; transformative road infrastructure improvements of a major city corridor; and funding for the installation of underground broadband infrastructure to ensure fast, reliable, and affordable internet to residents, businesses, and local schools, among others. The City of Chico has been highly successful in securing funding from multiple grant programs and has been

It is a tremendous honor for Morrison to support the work of the City of Chico and its dedicated team in fulfilling its mission to protect and enhance the community of Chico’s quality of life for present and future generations. We are proud to champion their hard work and to witness first-hand the impacts of grant-funded efforts in our neighborhoods and communities!

MOR R I S ON S NA PS H TS HONORING ANA

In October our Morrison team honored former Morrison Principal, Ana Klein by taking some time out of the office to hit the tennis courts at the Chico Racquet Club. Ana, who passed away in 2023, was a talented tennis player and could often be found with a racquet in her hand, or coaching her beloved team members. It was a beautiful morning remembering and celebrating Ana.

MIDNIGHT TIDES: A NIGHT BENEATH THE WAVES GALA

Members of our Morrison Grants Team had the chance to attend the Chico Area Recreation & Park District’s Gala held at the Lakeside Pavilion in Chico in October. The event was a fundraiser in support of CARD’s future Aquatics & Recreation Center, which is slated to open in 2026. From crab cakes to live music from Decades, the evening was elegant and fun.

RUN FOR FOOD

The Morrison Team continued our tradition of volunteering for the annual Run for Food, which this year celebrated its 20th anniversary. During the week of Thanksgiving, our team helped runners collect their race bibs and t-shirts at our local downtown Fleet Feet. With approximately 5,000 registered participants, the 5K supports the great work of our client, the Jesus Center.

FARM CITY CELEBRATION AGRI-BUSINESS BUS TOUR

Several of our Morrison team members attended the annual Farm City Celebration Agri-Business Bus Tour.

The tour began at the Chico State University Farm and went on to visit five local farms and agri-businesses to learn about the importance of agriculture to the local community. Our stops included Western Canal Water District; Larrabee Farms (where our team snapped a photo in their pecan orchard); the Llano Seco Wildlife Refuge; Four Corners Hulling; and Far West Rice.

CHICO STATE FARM STORE GRAND OPENING

California State University, Chico’s College of Agriculture celebrated the grand opening of the Jay Gilbert Farm Store and Agriculture Education Center, which began welcoming shoppers in October. A handful of Morrison team members – including three College of Agriculture alumni – attended the opening ceremony. The store showcases the richness of North State agriculture, from locally produced meat, dairy, honey, and plants to goods from Morrison clients like Sohnrey Family Foods and Lundberg Family Farms.

TEAM MEMBER PROFILE

GETTING TO KNOW

JOYCE McCHESNEY

Q&A WITH JOYCE WHAT IS THE BEST PIECE OF ADVICE YOU’VE EVER RECEIVED?

I have often heard my dad say “enjoy the ordinary” and as I’ve grown older, I realize that there is a lot of truth to that.

WHAT IS YOUR FAVORITE WEEKEND ACTIVITY?

I love going to the farmers’ market on Saturday mornings with my husband, grabbing a coffee, walking around town, and running into people we know.

WHAT ARE YOU CURRENTLY READING?

If you’ve called the main Morrison office line or visited our Chico office, you’ve most likely been greeted by Joyce McChesney, Morrison’s Business Administrator. The heartbeat of our company, Joyce is responsible for Morrison’s business and office administration, including managing key vendor relations, banking, and office administration. Joyce also coordinates Morrison’s marketing newsletter and internet presence, working closely with our team and our creative design and marketing consultants.

Perhaps her toughest role at Morrison, Joyce also keeps our company kitchen well-stocked, always ensuring that there is plenty of caffeine on-hand for last minute grant deadlines.

Joyce brings over six years of experience in administration and customer service to

her role. Prior to joining Morrison, she worked in an administrative and client service role for a Chico-based business, serving medical professionals and clients.

Her responsibilities included working with the public, managing records and reports, detailed external correspondence and accuracy of records, scheduling and confirming appointments, closing the daily books, and ensuring accurate reconciliations.

Joyce holds a bachelor’s degree in Animal Science from California State University, Chico (one of three Chico State College of Agriculture grads on our team!) as well as an associate’s degree in General Science from Santa Monica College .

Together with some friends, I recently started a little book club and we’re reading “Hello Beautiful” by Ann Napolitano.

WHAT IS A FUN FACT ABOUT YOU?

A big part of my childhood was spent living in the Netherlands. My parents are originally from there and all my extended family still lives there as well. I got to visit last summer with my husband and it was really fun being able to see family and reminisce about living there.

HOW WOULD YOUR FRIENDS DESCRIBE YOU?

My friends would describe me as loyal, kind, and someone who shows up with encouragement and a listening ear.

WHAT ARE YOUR FAVORITE ACTIVITIES?

I love being outdoors, going camping which usually includes hiking, taking care of my many houseplants, trying my hand at water color, and spending quality time with friends and family – usually over a cup of coffee.

WHAT IS A SONG THAT REMINDS YOU OF A SPECIAL MEMORY?

Any song by John Denver, Dire Straits, Sting, or Phil Collins brings me back to long road trips with my family when I was younger. My parents may or may not have had a heavy influence on my current musical tastes.

WHAT IS ONE LOCATION ON YOUR BUCKET LIST?

It’s hard to choose just one place, but I would love to visit New Zealand someday and explore the various locations where The Lord of the Rings movies were filmed.

1385 Ridgewood Drive Chico, CA 95973 5 3 0 - 8 9 3 - 4 7 6 4 • W W W. M O R R I S O N CO. N E T

BUSINESS & ACCOUNTING ADVISORY • PEOPLE SOLUTIONS • GRANTS FOLLOW US

C L I E N T CORNER The Morrison Client Corner is a regular feature of our newsletter.

Here, you’ll find updates on what a number of our clients are up to, their achievements and milestones, and the generally great things happening in their companies or organizations.

AG COUNCIL PRESIDENT RECEIVES HONORARY AMERICAN FFA DEGREE

Emily Rooney, president of the Agricultural Council of California, received the prestigious Honorary American FFA Degree during the National FFA Convention in Indianapolis, Indiana on October 31, 2025. The Honorary American FFA Degree is bestowed upon individuals who have provided exceptional service to agriculture, agricultural education and more. Emily is a tireless supporter of the FFA program and its impact on students. Among her efforts, Emily serves as chair of the California FFA Foundation Board of Directors working to guide fundraising efforts to support FFA and ensure the success of this vital leadership development program.

Congratulations Emily!

If you’re a client of ours, we’d love to stay up to date with what is going on within your organization and invite you to share your highlights in this space. Feel free to send any press releases, newsletters, or happenings to jmcchesney@morrisonco.net

NAPA VALLEY GRAPEGROWERS EXECUTIVE DIRECTOR NAMED 2025 WINE INDUSTRY LEADER

WineBusiness Monthly published its list of 2025 Wine Industry Leaders on November 1, and Napa Valley Grapegrowers Executive Director Caleb Mosely is among eight “Wine Protectors.” Since he joined the organization as executive director in 2024, Caleb has set out to modernize Napa Valley Grapegrowers' strategic direction while navigating generational tensions inherent to agricultural nonprofits.

His focus on groundwater stewardship and climate-smart agriculture reflects operational priorities growers face, not just promotional talking points.

Through infrastructure development, policy advocacy, and knowledge transfer, Caleb is working to position Napa’s growers for adaptation and resiliency. Cheers to Caleb!

WESTERN CANAL WATER DISTRICT RECEIVES FARM CITY CELEBRATION AWARD

Western Canal Water District received the Agri-Business Award at the annual Butte County Farm City Celebration Awards on October 27, 2025. The award honors members of the business community who have contributed to the success of Butte County agriculture. Western Canal Water District is a water delivery authority formed in 1984 to manage approximately 300,000 acre-feet of water flowing from the Feather River, Butte Creek, and upstream storage projects to 59,000 irrigable acres in Butte and Glenn Counties. Beyond ensuring reliable water deliveries to agricultural landowners, Western Canal’s district FIRST CLASS M U.S. POSTAG boundaries include 6,500 acres of wetland PAID and riparian habitat, including state and CHICO, CA national wildlife areas that provide critical PERMIT NO winter bird habitat along the Pacific Flyway.

WELCOME NEW CLIENTS CALIFORNIA DAIRY CAMPAIGN

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NEWSLETTER | WINTER 2026