December 2022

Sometimes you read a book that really shifts the way you see the world.  As the 20^th anniversary of Decatur Education Foundation approached last year, I began to think about what the future held. After a dozen years as executive director, I was proud of our community and all that we had accomplished together. I also knew that it didn’t feel authentic to emerge from the pandemic years and return to business as usual after so much disruption. A board member suggested the book The Four Pivots, by Dr. Shawn Ginwright, which discusses some of the fundamental shifts that need to happen to achieve social change. I listened to the author on Brené Brown’s podcast and went on to read the book.

Each of the pivots is applicable to DEF and where we find ourselves at this moment, but the one that is most critical is the shift from “problem-fixing” to “possibility-creating.” Dr. Ginwright analyzes how leaders and non-profits get fixated – even addicted to– problems that we are trying to solve, and do not put enough thought into what should be created in their place. 

DEF has been an organization defined by solutions. In fact, our mission is to connect people, resources and ideas to solve the problems facing our kids.  In this moment, however, coming out of the pandemic, we have to acknowledge the significant toll the pandemic has had on our kids and every part of their lives. There are so many problems to solve, it can feel like we are plugging leaks in a dam that was already at the brink of bursting.  The Four Pivots made me realize that in order for DEF to move boldly into the post-pandemic future and deepen our impact, we would need to move away from a focus on problems and toward a focus on possibilities.  

This was the “aha” moment that prompted DEF to commit to a Year of Strategic Inquiry - taking time to shift our mindset to creating possibilities with and for our kids. 

Typically, when faced with big changes or challenges, non-profits engage in strategic planning which includes a needs assessment and an analysis of strengths, weaknesses, opportunities, and threats. It felt to me that we needed a different approach, one that met this unique moment we find ourselves in and that acknowledges that there is a lot to be gained from looking at a variety of “expertise”. 

To learn from the lived experience of our youth, we are expanding our partnership with VOX ATL to train local youth facilitators who will design and host sessions with their peers to answer the question: What would help youth in Decatur feel connected, supported, and valued? What would help youth thrive? These questions reframe the traditional problem-focused work and allow youth to envision a future anchored in possibility. We learned from our pilot project with VOX ATL last spring that really listening to youth takes time and a willingness to let go of traditional notions of power and leadership, and we are ready to expand that work.

We will use the extensive academic research to position what we hear from Decatur youth in the broader context of youth experience overall. The Search Institute’s Developmental Assets and the body of research on protective factors will help us understand factors that lead to better outcomes for youth.

The inquiry will also include visiting with and learning from innovators: organizations that center their missions on youth voice and leadership. We are focusing our visits on youth-centered spaces, learner-centered environments, and youth-led advocacy organizations.  The first of these visits took place in October with visits to the Neutral Zone in Ann Arbor and the Congress of Communities Youth-Driven Community Center in Detroit.  Several other visits are planned including trips to Denver and Boulder, Seattle and Boise. Great youth-centered work is happening in every part of our country. 

I hope DEF’s year of inquiry inspires other education foundations to go beyond the traditional methods of strategic planning and take time for deep thinking and true possibility-creating.  To meet this unique moment in time requires a new model – one that is built on curiosity, youth engagement, and learning from those who are doing forward-thinking, youth-centered work outside the foundation world. There is so much to be gained from leadership that embraces active learning to help create the future we want to see. I can’t wait to share what we learn!

Check out some of the resources and innovators I plan to learn from HERE.

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“We’re not a fundraising board.” Nearly every education foundation has heard this said, but the reality is: Every board member has a responsibility in the fundraising process. Here are some tips to dispel board member myths and fully realize your board’s potential for fundraising:

Myth 1: “Fundraising is the staff’s job.”
It’s unrealistic to think staff members can uncover better community connections than your board members already have. Ideally, your board members were recruited, in part, for their influence, affluence and expertise. Staff members will have the time and abilities to administrate the process, and they will bring professional insights to the table, but board members will have the natural contacts.

Myth 2: “Asking people for money makes me uncomfortable."
When a solicitation is made, only one person asks for the gift. By the time this takes place, dozens of hours will have gone into preparing for the ask. A board member might be a part of the process by suggesting the prospective donor, reaching out to a prospect or offering a tour of the nonprofit. They might even join in on the solicitation meeting and share a personal story, such as, “I’ve been so moved by what this nonprofit has accomplished, I’ve included it in my estate.” A staff member can ask for the gift, but board members still can have a major impact on your fundraising efforts.

Myth 3: “We’re a ‘working’ board.”
Translated, this usually means: “I’m donating my time. Don’t expect me to give you money, too.” However, many grant-making foundations will specifically ask if there is 100% board participation before considering a gift. The thought is: “If the people closest to the organization aren’t investing, why should we give?” Board contributions don’t need to be huge, but they do need to reflect strong buy-in. When recruiting new board members, make sure this point is understood upfront.

Board members are legally responsible for the nonprofit’s fiscal welfare. Fundraising ensures money is available for the mission, and this should be job number one.