Bridging the gap: Building impactful public-private partnerships for community empowerment

Bridging the gap: Building impactful public-private partnerships for community empowerment

By Laura Camila Rivera, Director of Marketing: Igniting Growth and Championing Equity in the Business Landscape

When these alliances are deeply rooted in community needs and guided by transformative leadership, they have the potential to bring about significant transformational change in marginalized BIPOC communities. However, not all partnerships are created equal…

The increasing interconnectivity of the world has led to a significant rise in the importance of public-private partnerships (PPPs). These partnerships bring together sectors and resources to work towards promoting change. 

When these alliances are deeply rooted in community needs and guided by transformative leadership, they have the potential to bring about significant transformational change in marginalized BIPOC communities. However, not all partnerships are created equal; some partnerships I’ve seen in Massachusetts are great examples. From my work at a quasi-non-profit organization, I’ve seen that the state is home to several noteworthy PPPs that have successfully brought about positive change in communities. 

However, there are also a few eyebrow-raising partnerships that have not been able to deliver the desired results. Across the US, there are dozens of examples of PPPs that failed due to corporate greed, soaring costs, lack of transparency, and overly optimistic projections.

It is crucial to thoroughly assess the efficacy of such partnerships to confirm that they genuinely contribute to improving the lives of the constituents they aim to serve. This will allow us to establish more successful and meaningful public-private partnerships that can drive positive transformations in historically disadvantaged communities.

The Role of Leadership

Effective leadership plays a crucial role in the success of public-private partnerships. Building genuine relationships with partners and giving priority to community needs is essential. Leaders must allocate sufficient time and energy to steer partnerships from transactional to transformative. 

For such partnerships to be truly impactful, they must be founded on mutual trust, common values, and a shared goal of driving positive change.

In Boston’s Roxbury, the Dudley Street Neighborhood Initiative (DSNI) is a remarkable success story of community-led transformation. DSNI was founded in the 1980s as a response to disinvestment and neglect that caused severe urban blight in Roxbury and North Dorchester. The neighborhoods suffered from vacant lots, illegal dumping, burned-out buildings, and more but the residents took action and established DSNI.

DSNI prioritized transformative relationships with the public sector, private businesses, and the local community, rather than transactional partnerships. This community-based organization achieved a historic milestone by obtaining eminent domain over vacant land in Boston’s neighborhood through a successful petition to the city. This was the first time such authority was granted to a community-based organization in the United States.

Since then, DSNI has launched numerous initiatives throughout its history with the goal of revitalizing the community, such as the development of community gardens, low-cost housing, parks, and even commercial areas. 

Nurturing a Community-Centric Mindset

To truly benefit the community through partnerships, a community-focused approach is crucial. This involves prioritizing the community’s needs through inclusive and forward-thinking strategies, while also building genuine relationships and trust with partners. 

One effective method is involving community members in the partnership development process, actively listening to their concerns, and integrating their feedback into the partnership’s objectives.

For a dash of inspiration, let’s look westward to Holyoke Food and Equity Collective (HFEC). This alliance of local farmers, food co-ops, and community organizations is making strides in tackling food insecurity in Holyoke. How? By genuinely caring about what the community thinks and wants. A transformed urban food landscape has resulted, delivering fresh and locally sourced produce to those in greatest need.

The urban farms project, one of HFEC’s key initiatives, promotes community gathering, education, and empowerment. HFEC places a strong emphasis on youth leadership programs, kindling the spark of advocacy in young hearts. They have successfully nurtured relationships with local schools, businesses, and nonprofits, and made advocacy a cornerstone of their work. HFEC’s holistic approach involves regular community meetings and investing in local leadership, particularly youth, to ensure the next generation of community leaders is ready to uphold and advance the cause of food equity. By advocating for systemic change, HFEC is not just fighting food insecurity, but also building a brighter future for the entire community.

Empowering Communities Through Collaborative Decision-Making

Transformative change is a team sport. Successful partnerships require essential components such as steering committees and a facilitative leadership approach. Steering committees play a crucial role in bringing representatives from all partners to make informed decisions and guide the partnership’s direction. 

On the other hand, a facilitative leadership approach fosters collaboration and shared decision-making among partners, promoting transformative change through community-driven actions. By implementing these strategies, partnerships can effectively engage in sustainable development and achieve their shared goals.

Let’s look at the Boston Health Care for the Homeless Program (BHCHP). This public-private partnership is doing collaboration right. The steering committee, composed of healthcare providers, community organizations, and patient representatives, is the heartbeat of BHCHP. Their efforts have successfully revolutionized healthcare for Boston’s unhoused population, showing just how much can be achieved with effective collaboration and shared decision-making.

BHCHP is an excellent example of collaborative decision-making due to its integrative and inclusive approach to healthcare. The program brings together a multidisciplinary team of professionals to provide holistic care for its patients, recognizing that their health issues intersect with other challenges. BHCHP also partners with other agencies to reach more patients and ensure consistent care, seeking input and feedback from these partners. BHCHP places a strong emphasis on patient involvement, and this respect for patient autonomy and involvement is a key feature of the program’s collaborative approach.

Reflecting and Learning from Others

Learning from both successes and missteps is crucial in public-private partnerships. The Massachusetts Bay Transportation Authority’s Green Line Extension project serves as an example of a partnership that encountered obstacles. The project aimed to extend the existing Green Line northwest from a relocated Lechmere Station into Somerville and Medford, two densely populated municipalities underserved by public transit. However, the project experienced delays and budget overruns, resulting from inadequate management and coordination between public and private partners. This forced residents to continue relying on more expensive or less efficient means of transportation and over time became disruptive for local communities. This instance highlights how a lack of clear communication and shared vision can create difficulties in PPPs.

With these issues in mind, it’s imperative to maintain a critical perspective on the planning and long-term impact of public-private partnerships. To do this transparently, entities must encourage open lines of communication throughout the project lifecycle and actively seek the public’s feedback. As citizens, we need to actively participate in these decision-making processes to ensure our voices are truly heard. I urge you to attend public meetings, make your concerns known to local representatives, and leverage social media platforms to raise awareness, especially when these decisions and projects have a direct impact on our friends, families, and communities.

By learning from others’ experiences, making our voices heard, and holding governing bodies and private entities accountable, we can aspire to build partnerships that serve and empower our communities.

Laura Camila Rivera

Laura Camila Rivera

Laura Camila Rivera (she/her/ella) is an energetic and accomplished Director of Marketing & Communications at Commonwealth Corporation, a quasi-public workforce development organization dedicated to strengthening Massachusetts’ labor market. With an extensive background in marketing and a deep commitment to diversity and equity, Laura’s work is instrumental in promoting skills training and boosting job creation throughout the state.

Before joining Commonwealth Corporation, Laura honed her skills in change leadership at a prestigious consulting firm and throughout different Board engagements within community-based organizations. Her knowledge and experience in managing change initiatives have made her a force for innovation and transformation within organizations, skillfully navigating challenges and opportunities in the ever-evolving workforce landscape.

In addition to her role at Commonwealth Corporation, Laura is the founder of CAMI Studio, a creative agency that supports non-profits and BIPOC/Women-owned small businesses. Laura’s unique blend of marketing expertise, change leadership, and passion for social equity makes her a standout leader in workforce development, continually pushing boundaries and paving the way for a more inclusive and successful Massachusetts.

https://www.linkedin.com/in/lauracamilarivera/

https://lauracamilarivera.substack.com/

How understanding the cultural context in Nigeria’s restive zones can help us develop effective fundraising strategies that support meaningful change and address the underlying causes of conflict and unrest 

How understanding the cultural context in Nigeria’s restive zones can help us develop effective fundraising strategies that support meaningful change and address the underlying causes of conflict and unrest 

By Prince Charles Dickson, Ph.D., Local Peacebuilding Expert

…it became evident to me that exploring fundraising in the African context through the lens of ethnicity, social class, and cultural dynamics offers a more nuanced understanding of how fundraising efforts are influenced and propelled within communities. These factors intersect and intertwine to shape social relationships, trust, and social capital, ultimately impacting the success and sustainability of fundraising initiatives.

Understanding the relationship between race and fundraising in the African context requires recognizing the diversity and complexities of African societies. It is important to note that Africa is a vast and heterogeneous continent with diverse ethnic, cultural, and socio-economic backgrounds. Therefore, it is not appropriate to approach the topic of race in the African context in the same way it might be understood in other regions, such as the global north.

Instead of race, a more relevant lens to explore fundraising in the African context would be through the perspectives of ethnicity, social class, and cultural dynamics. Factors such as tribal affiliations, kinship networks, and community ties play significant roles in fundraising efforts in Africa. These factors shape social relationships, trust, and social capital, which in turn influence fundraising practices and success.

In my personal experience, I have witnessed the profound impact of ethnicity, social class, and cultural dynamics on fundraising efforts within the African context. Growing up in a close-knit community, I observed how tribal affiliations and kinship networks played a crucial role in fundraising initiatives.

During a community project aimed at building a school, the fundraising process was deeply influenced by our shared ethnic background. Members of our community, bound by common traditions and customs, rallied together to contribute funds and resources. The sense of belonging and shared identity propelled our fundraising efforts as individuals felt a strong obligation to support their own ethnic group.

Furthermore, social class dynamics also played a significant role in fundraising. Those belonging to higher social classes within our community were often in positions of influence and had access to more resources. Their contributions carried weight and served as catalysts to inspire others to donate. On the other hand, individuals from lower social classes relied on their strong community ties and solidarity to contribute what they could, often through non-monetary means such as volunteering time or offering skills and expertise.

Cultural dynamics further shaped our fundraising practices. Traditional ceremonies and gatherings provided platforms for fundraising, fostering a sense of collective responsibility and shared goals. These events were not only opportunities to gather donations but also served as social occasions that reinforced community bonds and celebrated our cultural heritage.

Through these personal experiences, it became evident to me that exploring fundraising in the African context through the lens of ethnicity, social class, and cultural dynamics offers a more nuanced understanding of how fundraising efforts are influenced and propelled within communities. These factors intersect and intertwine to shape social relationships, trust, and social capital, ultimately impacting the success and sustainability of fundraising initiatives.

Understanding the specific cultural, historical, and socio-economic dynamics of each African society is necessary for a nuanced understanding

In many African societies, fundraising often takes the form of communal efforts aimed at supporting community projects or addressing shared challenges. These efforts are often grounded in the principles of Ubuntu, a philosophy emphasizing interconnectedness and communal responsibility. Fundraising activities in African communities may include collective contributions, communal labor, or organizing events to mobilize resources. The success of these efforts relies on community cohesion, shared values, and trust among individuals.

Socio-economic disparities and inequalities also impact fundraising in the African context. While race may not be the primary driver of these disparities, factors such as colonial legacies, political systems, and economic structures have shaped patterns of wealth and resource distribution. As a result, fundraising efforts may be influenced by disparities in access to resources and opportunities. Those with greater financial means or social capital may be more successful in mobilizing resources.

It is crucial to avoid generalizations when discussing fundraising and its relationship with race in the African context. Instead, understanding the specific cultural, historical, and socio-economic dynamics of each African society is necessary for a nuanced understanding. Taking into account factors such as ethnicity, social class, community ties, and socio-economic disparities provides a more accurate lens to explore the complexities of fundraising in Africa.

To succeed in fundraising in Nigeria’s restive zones, it’s essential to understand the cultural context

This personal experience … highlighted the need to foster inclusivity and diversity within organizations and to recognize the unique perspectives that individuals from different racial backgrounds bring to the table. By acknowledging and leveraging these connections, we can create a more equitable and successful fundraising environment, ultimately making a greater impact in our communities.

The considerations above are necessary to understand the Nigerian context, especially when it comes to Nigeria’s restive zones. These areas are often characterized by ethnic tensions, political instability, and economic disparities, which can create significant challenges for fundraising efforts.

In Nigeria’s restive zones, the issue of race is not always straightforward. The country is home to more than 250 ethnic groups, and these groups often have different cultural traditions, languages, and beliefs. Additionally, there are historic tensions between the North and South regions of the country, which can impact fundraising efforts.

To succeed in fundraising in Nigeria’s restive zones, it’s essential to understand the cultural context and the unique challenges each region presents. This includes building relationships with local communities and leaders, understanding the history and current political climate of the region, and developing targeted fundraising strategies that are culturally appropriate and sensitive to local needs.

In addition, it’s important to recognize that fundraising efforts in Nigeria’s restive zones may face unique challenges related to security concerns, access to resources, and the lack of infrastructure. These challenges require creative and innovative fundraising strategies that prioritize community engagement and participation.

By understanding the complex relationship between race, culture, and fundraising in Nigeria’s restive zones, organizations can develop effective fundraising strategies that support meaningful change and address the underlying causes of conflict and unrest.

How learning these lessons prompted me to adapt my fundraising approach to one that was more equitable and had greater impact for the community

Growing up in a diverse community, I was always aware of the importance of embracing different cultures and celebrating our unique identities. However, it wasn’t until I became actively involved in fundraising initiatives that I truly understood the profound impact that ethnicity can have on the success of these endeavors.

During my time as a volunteer for a local non-profit organization, we organized a fundraising event aimed at supporting underprivileged children in our community. As we began our preparations, I noticed that our team consisted of individuals from various racial backgrounds. We were a melting pot of different ethnicities, each bringing our own experiences and perspectives to the table.

As we reached out to potential donors and sponsors, I couldn’t help but notice how race played a significant role in their responses. Some individuals seemed more willing to contribute when approached by someone from their own racial background, while others were indifferent to the race of the person making the request. It became evident that there was an underlying connection between race and the level of support we received.

This realization prompted us to adapt our fundraising approach. We strategically assigned team members to engage with donors who shared their racial backgrounds, leveraging the power of relatability and cultural understanding. We also made a conscious effort to emphasize the diversity within our organization, showcasing how we were united in our mission despite our different backgrounds.

Through these adjustments, we witnessed a positive shift in our fundraising efforts. Donors from various racial backgrounds felt a stronger connection to our cause, recognizing the inclusivity and diversity within our team. Our ability to acknowledge and appreciate the relationship between race and fundraising enabled us to reach a wider audience and secure the necessary support for our initiatives.

This personal experience taught me the importance of understanding and embracing the relationship between race and fundraising. It highlighted the need to foster inclusivity and diversity within organizations and to recognize the unique perspectives that individuals from different racial backgrounds bring to the table. By acknowledging and leveraging these connections, we can create a more equitable and successful fundraising environment, ultimately making a greater impact in our communities.

Prince Charles Dickson, Ph.D.

Prince Charles Dickson, Ph.D.

Dr. Prince Charles Dickson is Peace Insight’s Local Peacebuilding in Nigeria. Based out of Jos, Plateau State, Dr. Prince Charles is a peace practitioner and policy analyst with decades of experience in media, public policy, psychology, and development practice. He is currently the Team Lead for the Nigerian-based Tattaaunawa Roundtable Initiative (TRICentre).

Prince Charles is a certified negotiator and arbitrator, with training in journalism and psychology. He is also a Henry Luce Fellow and Ford Foundation grantee, and holds certifications in Religion and Global Politics, Gender, Negotiation and Conflict Management and Analysis, Interfaith, Peacebuilding and Conflict Resolution.

Prince Charles is an alumnus of the University of Jos and the prestigious Humanitarian Academy at Harvard and the University of Texas at Austin. He holds a doctorate in Psychology (Policy & Human Development) from the Jesuit-run Georgetown University, Washington DC.

Engaging authentically with racialized, modest income, and Millennial donors

Engaging authentically with racialized, modest income, and Millennial donors

By Roxanne Tackie, passionate promoter of racial equity in the nonprofit sector and beyond

Charitable giving potential is often measured by individual tax returns, and gifts sent to registered charitable organizations. However, people who don’t claim tax credits are still generous. Consider donors who give to crowdsourcing platforms which cannot be claimed by income tax. Or donors who give to people or organizations that are not linked to registered charities. Or what about those who donate their time through volunteerism?

Our world is constantly changing, as are our attitudes and approaches. Still, many fundraising practices remain focused on pointing to data encouraging fundraisers to seek donations from very wealthy, typically white, cisgender male donors. This trend has then informed practices based more on “tradition” rather than truly examining the fundraising landscape, and how it has changed over time. 

Canada’s demographics are changing, and our country is becoming increasingly more diverse. Racialized communities are growing with South Asian, Chinese, and Black communities together representing over 16% of Canada’s population compared to just over 13% in 2016. Canada also has significant ethnocultural diversity; over 450 ethnic or cultural origins were reported in the 2021 census. Also, more than 2 million Canadians self-declare as Indigenous. 

In addition to racial and ethnic shifts in the population, millennials are now the fastest-growing generation in Canada and also make up the largest portion of the working-age population. This group is expected to be the largest generation in the country by 2029, outnumbering baby boomers. Furthermore, about one million people make up the 2SLGBTQ+ community in Canada. 

So with these striking changes in the way Canada looks, isn’t it apparent that our approaches to fundraising should evolve? Shouldn’t we consider the giving patterns and practices of racialized and millennial donors? 

The charity of racialized and millennial donors

Interestingly, there is not much research on high net-worth racialized donors because typically, the sector has treated these donors as “anomalies,” or people who do not represent the majority. But we need to be very cautious with this assumption because it is untrue and certainly unproven. In fact, the report Philanthropy Always Sounds Like Someone Else: A Portrait of High Net Worth Donors of Color shares data from qualitative research with 113 high net-worth donors who are Black, Indigenous, and Persons of Colour. 

And what about donors with modest incomes? Charitable giving potential is often measured by individual tax returns, and gifts sent to registered charitable organizations. However, people who don’t claim tax credits are still generous. Consider donors who give to crowdsourcing platforms which cannot be claimed by income tax. Or donors who give to people or organizations that are not linked to registered charities. Or what about those who donate their time through volunteerism? 

Clearly, the number of people making charitable donations is higher, and perhaps significantly higher, than those claiming tax credits. 

How can organizations be inclusive and welcoming to racialized, modest-income, and millennial donors?

So the big question is – since the sector has likely underestimated the giving potential of racialized, modest-income, and millennial donors, how do organizations ensure their fundraising practices are inclusive and welcoming to these communities? And more importantly, how do organizations engage these communities in a way that is authentic and non-performative? 

It is not an easy answer, but here are some basic practices that organizations can start working on immediately. 

  1. Create an environment that attracts a diverse board and staff. We’ve often heard the saying, “great minds think alike,” but the truth is, “great minds don’t think alike.” There is value in diversity of thought as it leads to more perspectives and innovation. So if your organization’s board and staff do not have diverse representation from communities of colour, people of modest incomes, and younger generations, consider what barriers exist that may be preventing diverse perspectives from joining your team and work to eliminate them. This may require some self-reflection so your team can work to be stronger. 
  2. Share Inclusive Stories. Storytelling and fundraising go hand-in-hand. But how we tell stories can impact how inclusive an organization’s fundraising efforts are. For example, do donor testimonials perpetuate stereotypes? Donors are not “saviors” who swoop in and save the day for a community. They do, however, work alongside organizations to support a cause so communities can better support themselves. Ensure your organization is careful how it words stories, and always be mindful of how historically marginalized communities are being presented. 
  3. Decline support from problematic figures. This one may seem challenging, but there is sometimes good reason to decline a donation or decline support from a volunteer. Our consultancy once worked with a 2SLGBTQ+ organization concerned that a public figure who had made derogatory comments about the gay community was pledging support to their organization as a way to make amends for his past comments. This organization knew that accepting a donation from this public figure would damage their reputation with their own community, thus they could not accept it. A nonprofit organization’s reputation and goodwill with the community is paramount to its success. Therefore, maintaining strong values and knowing when to say “no” is of utmost importance. 
  4. Work to build relationships over time. There is truly no substitute for building donor relationships. If your organization sees the value in having an inclusive approach to fundraising, it will take time to build relationships and appeal to diverse audiences. But if you are doing good work for the right reasons, with patience and consistency your organization will build relationships with a diverse community of donors and supporters. 

In the words of Mahatma Gandhi, “no culture can live if it attempts to be exclusive.” The data shows us clearly, there is no “one-size-fits-all” approach to cultivating relationships with donors. As our communities continue to become more diverse, the sector’s fundraising practices should follow. Any organization that wishes to thrive into the future must recognize how the world is now, and how it will continue to change in the future. Traditions can be helpful, but they don’t have to stay the same. 

One similarity between all donors is they want to help, so in response, we must speak to all of them inclusively. When we choose to expand the types of donors we focus on, the stories we tell, and the board members that volunteer with our organizations, we can set ourselves up for the new opportunities that come from diversity.

Roxanne Tackie

Roxanne Tackie

Roxanne (she/her) has over a decade of experience in the nonprofit sector. As a former Executive Director, Roxanne’s role as a nonprofit professional has included identifying prospects, grant and proposal writing, developing and implementing stewardship plans, and creating impact reports for donors. Roxanne currently works alongside her sister at Story Point Consulting where they create digital tools and training aimed at increasing fundraising capacity for staff and volunteers of small, grassroots nonprofits. The best part of Roxanne’s work is learning about the diverse organizations within the nonprofit sector, and using her skills to help people develop genuine and long-term relationships with their supporters.

Antiracism as a mental health practice

Antiracism as a mental health practice

By Dāna James, Empowerment & Engagement Specialist

No matter how straight I got my hair or how many big words I knew. Even the praise I received in most spaces for how articulate I was felt tinged with something else. Something I didn’t yet have words for.

I make total sense. 

There was a time when I could never have said those words without irony, but those battles have been fought, and that time has long passed. You make total sense too. Always. *pauses* 

Yeahhhh, how did that feel?

I was born to two very different people with very different experiences. My mother is the daughter of a man who watched his father make instruments from discarded wood he found in the dumpsters of his neighborhood and a woman whose family did not experience the impacts of the Great Depression. Seriously. 

When I came home in elementary school with my assignment to ask my grandparents about their experience in that era, it was equally revealing and confusing. It just led to more questions. Both 1st generation Italian immigrants, my maternal grandparents still somehow seemed to belong to two different worlds. But I admit, I always have more questions. All I’ve ever wanted was to understand and be understood. 

My father is a descendant of the histories tied to the southern states of the US and the African Diaspora. The details of that lineage are a little less linear, but the summary points I have to offer are: my grandfather drove his own cab, and my grandmother was beautiful and she knew it. Both grew up in the same region and shared similar experiences, though rarely feeling anything other than oppositional energy toward each other, according to what’s trickled down to me from my elders. We’ll leave it there. 

This half of the cultures that exist in my blood and bone eluded me for many years for a myriad of very human reasons… but that’s a story for another time. For now, I just want to paint a picture of where baby Dāna was once upon a time. You could say I spent my childhood cosplaying as a white girl. In high school, I laminated a chart of my hairstyles — over 40 — not a single natural hairstyle in the bunch. Yes, Legally Blonde had a profound impact on me (the chart was inspired by the BTS on the DVD, iykyk), but I grew up chasing an ideal that I could never embody, never assimilate into. No matter how straight I got my hair or how many big words I knew. Even the praise I received in most spaces for how articulate I was felt tinged with something else. Something I didn’t yet have words for.

My mother and I traveled a lot when I was young, so the difference between my parental cultures didn’t strike me much back then. As far as I knew, every space had a different culture. My school was a Jewish community, we went to Buddhist retreats several times a year, and our friends were mostly from different regions and backgrounds — walking within and between worlds I didn’t belong to was not unfamiliar.

Also not unfamiliar was the feeling in my body of not making sense. As a child, these moments were often brought mostly by other children’s curiosity. Passing moments of discomfort and searching for the words to explain myself. Explain why I am what I am while fighting off the feeling that there’s something wrong with it. That nobody could make sense of me because I, in fact, did not make sense.

“Why are you brown and your mom isn’t?” 

“You hear her? SistER, why she talk like that?”

“You should really try to fix your hair.”

As childhood spaces of curiosity shifted into workplace dynamics of expectation, the effects grew from passing discomforts to full-blown mental health impacts. Adult spaces brought the same challenges to assimilation but with much greater consequences. The quicksand that is our financial experience within capitalism ensures those consequences. I’m a performer by training, so taking in feedback is a natural part of my process. Still, nothing prepared me for what I experienced:

“It’s important you present professionally, but you’re showing off your *ahem” assets too much.” And then, after wearing baggy sweaters for a while, “Maybe you should wear more form-fitting clothing. Looking polished is important. You want to move up here, don’t you?”

Or

From one day to the next, within the same workspaces, I would be told, “You just really need to socialize. It’s important to build relationships.” And then the following week, “You’re being seen talking too much. Folks are saying you’re not focused on your work.” That comment happened the same week I launched a CRM by myself for the entire organization. So I had some inclination that this feedback really wasn’t about me. But still, it kept coming.

Round and round and round I’d go, taking in and revamping my personality, my appearance, and my work ethic based on the feedback of the minute. Doing my best to contain the emotional pain that came from always feeling like I was the problem. This was the only logical conclusion. I never saw any of my peers experience the same attention from authority. Though the feedback changed from space to space, culture to culture, the common denominator was me. If my 20’s mind had a sound, it would be T-Swift’s “It’s me, hi, I’m the problem, it’s me.” I was sure of it. Repeated it like a mantra and told myself all I had to do was be less. Less loud, less social, less vibrant, less opinionated, less engaged, less creative, less laughter, less feelings, less less less. And I tried. But even my silence wasn’t safe. “You’re just so noticeable when you’re happy that when you’re not, your silence makes people uneasy. You seem angry.”

I was. I am. 

I’m angry that for centuries all our diverse and vibrant ways of being have been synthesized into the illusion of a standard that fits nobody I’ve met in my time on this planet. I’m livid that every person who manages people isn’t required to have a base level of trauma-informed awareness necessary for working with and within populations of people who are healing from generational harms of all kinds. And most of all, I’m outraged at how efficient white supremacy culture is at maintaining and propagating itself. Especially within our own minds.

Now, I have been lucky. I have always been able to build relationships within my environments that help me navigate them. In my 20s, when I finally hit a wall with this experience of cyclical not-enoughness, I was lucky to have someone close whose love for me was obvious and intentional. That day, she told me something I already knew, but nobody helped me to understand. 

“Why is this what happens to me? Everything I’m taking in is conflicting. It doesn’t make sense. I feel crazy.”

I’m not sure why, but on this day, coaching me into yet another strategy seemed to weigh on her as much as I felt the effort of embodying them weighing on me. She stumbled in a way I’d rarely seen her act. After starting the same sentence a few times with different iterations of “this isn’t really my place,” “But you already know,” and “maybe it’s better if you don’t see it through this lens,” she looked me in my eyes and just said, “You’re a black woman.” My brain went straight into auto-response because, yeah, I knew that. I knew that the Civil Rights era had happened in the 60s and that half of my lineage had more recently been recognized as, you know, people. My mother was always passionate about education, so I knew the things. At least, I thought I did. 

“Yeah, I know, what does that have to —”

She took my hands in hers. “Dāna. You’re a black woman.” I heard everything unsaid that time.

She took my hands in hers. “Dāna. You’re a black woman.” I heard everything unsaid that time. 

And suddenly, everything started clicking into place. I did know the things. I’d taken human rights courses in college, studied histories of religions, and knew the trends and statistics of Black experience. Still, nobody had given me any tools or permission to recognize what it felt like in my body when those experiences were present tense. 

All the awkward moments of my childhood, the funny feeling I got in my gut when I was told I was “one of the good ones,” even the resentments I’d seen hurled back and forth between my parents — there were words for it all, and I’d known them for years. I just didn’t think I had a right to claim that cultural experience. (Something I still struggle with to this day, I recently realized after watching The 1619 Project on Hulu. Episode 3 hit. But, again, that’s a story for another time.) 

She held me while I cried. Bless the managers with the courage to care.

From the time I was little, I was always looking for patterns. You see, when you don’t really fit anywhere, you get really good at identifying norms. And trying your best not to trip over the invisible lines. It starts with folks always pointing it out (lest your spirit get a moment’s peace) and can often morph into a decided effort to use all your energy to assimilate. But assimilation can never be accessible for me. Even alone, I exist in duality. This used to feel exhausting, but now it feels like a superpower. It helps me to see our intersectional experiences, and I’ve come to the conclusion that without awareness of the day-to-day aspects of white supremacy culture, we can spend our whole lives never getting outside of the small and confining box the values of that culture puts our human experience in. Without those barriers removed, we simply bounce back and forth within them. Like Pong… but less fun and with even less color.

So what are we supposed to do? 

The epidemic of ‘not-enoughness’ has successfully sustained itself for eons, and there seems to be little defense against the onslaught of messages we receive from our mainstream culture about our own worth and value. And we struggle. Our only defense is therapy if we’re lucky enough to be able to access and afford services, which, in the US, is not the average experience. Let’s talk about that for a second.

Our healthcare system in general, and by extension, mental healthcare is a system. A system that is built on knowledge and history that carries its impact to this very day. The origins of our healthcare system are more “What’s wrong with you?” and less “What’s wrong with us?” If you ask me, when we can look around and see that our personal challenges resonate with most people around us, it matters if the systemic goal is to fix symptoms or address causation. One addresses the present; the other looks toward the future.

We speak of racism, sexism, and xenophobia in terms that alienate it from the beliefs and histories that fuel the violence that manifests. The worst part of that being the way it alienates us from seeing the normalized ways that those beliefs encourage folks to behave to this day. Though we often find ourselves agreeing (in most spaces) that we do not want to be complicit in these atrocities, we rarely explore what these patterns look like when physical violence isn’t present. Luckily, those who came before us have done much of the leg work. 

In 1999, Dr. Tema Okun worked to distill the extensive knowledge shared by herself and her colleagues in equity workshops into a succinct outline of, seemingly benign, day-to-day characteristics of white supremacy culture. Now, without context and critical analysis, these may not make sense to many folks as the insidious poisons that lead to genocide, erasure, classism, and the overall experience of oppression. And it’s our choice to work toward understanding that context or not, but I advocate for curiosity. 

These poisons exist within parent-child relationships, friendships, and workplace exchanges. And they have the same impact in an office as they do in households. Within a culture that believes in Perfectionism, nobody escapes the fear of their mistakes being found out and what it might mean to their relationships. If there is Belief in One Right Way, anything or anyone different is inherently wrong or, at the very least, dismissed and belittled. And if we maintain a Fear of Open Conflict? Well, how then can we ever explore differences at all? Do we even allow ourselves the freedom to explore within our own minds? Only we can speak to the culture within us, but without knowing what to look for, how can we know? We agree that we want a shared culture that divests from white supremacy, but do we know it when we see it? Do we know it when we feel it?

The culture of white supremacy is the pinnacle of what drives folks to struggle with their human existence because it stops us from seeing our own experiences clearly. And it can keep you from yourself.

The culture of white supremacy is the pinnacle of what drives folks to struggle with their human existence because it stops us from seeing our own experiences clearly. And it can keep you from yourself. Whether systemic or personal, the harms that come from these values are universal and self-propagating. It is the reason that so many well-meaning parents fail to listen when their child advocates for themselves, the reason we strike back harder than we mean to when in conflict with a partner or friend, and the reason we don’t resist some of the harsh feedback that comes from outside of us. Because what we say to ourselves is often much worse. 

What I don’t want to do is minimize the factual risk that comes with resisting assimilation into white supremacy culture. Because for most of us, those risks are material and violent. Our family lineages are made of the stories of who resisted and what consequences were wrought. Our risks are ours to assess. But what I do want to do is begin to focus on how important our own internal culture is, especially when we serve as leaders. I believe it to be the area where we have the most work to do and the area that will have the most impact. 

Whether in our families, our teams, our personal relationships or even our own mindsets, how we treat ourselves is the blueprint for how we treat others. And if we cannot find liberation within our own bodies, how then can we believe we can extend it to anyone else? 

One of the most confusing phenomena over the last few years for me has been watching my peers who are minimally melanated struggle to understand that they themselves are also exposed to white supremacy culture on a day-to-day basis and are also conditioned by fear and violence. In fact, none are more aware of the expectations of white spaces than those who grew up in them. And none more regularly choose assimilation over authenticity. Our bodies remember the choices we make, and they shape our internal culture.

Resistance to assimilation incites extreme responses from those still struggling to understand what white supremacy culture is. However, it is small day-to-day moments that chip away at our self-worth and our courage, and slowly convince us that there’s no point in trying. That is the lie that the generational curse of white supremacy told us. It’s up to us whether we want to believe it.

The next time you finish hosting a training and the wind gets taken out of your sails because you realize you actually didn’t have more participants the last time, ask yourself. Is that your voice? Or white supremacy?

When you’re at a networking event and an unfamiliar hand finds its way onto your body, uninvited, and a voice in your head says, “Don’t make a scene.” Is that you? Or white supremacy.

When what you need more than anything is someone to just know what you’re going through, but a voice says, “Don’t burden them” each time you reach for the phone, I just want you to know: that’s white supremacy. Don’t you let it win, honey. You’re loved.

I implore us as human beings to think of our antiracism work as a cornerstone of any mental health practice. Only then can we begin to see that as the problem instead of policing our own human fallibility.

Last year, a courageously introspective ally wrote an article entitled White People: Heal Thyself To Be More Effective At Antiracism! I submit that they are two sides of the same coin. When our awareness is such that we can see the threads of white supremacy culture in our day-to-day, we begin to understand that both goals lead to the same place. I implore us as human beings to think of our antiracism work as a cornerstone of any mental health practice. Only then can we begin to see that as the problem instead of policing our own human fallibility.

We now have the data, qualitative and quantitative, that provides context to some of our biggest questions. We know how we got here; collectively, we make total sense. We as individuals are the product of the environment that nourishes us, poisons and all, and it’s about time we stop gaslighting ourselves asking, “Why am I like this?” Only then can we begin the real work of what we’re gonna do about it.

It’s hard to focus on our own work, I know. I’ve been wading around in my own psyche for a while, and I’ll be damned if I’m not still finding hidden hurts and myths swept under rugs in the corners of my mind. 

Healing is messy, and there’s a lot of grief involved, so if it’s easier for you to do hard things for others, then sure, heal yourself to be a better ally. Whatever gets you on the train. Maybe once you’re onboard, you’ll see that this is a shared fight against the poisons in the water. Literally and figuratively. 

The train is already moving, but if you’re running to catch up, don’t worry, love. 

Breathe. 

Stay curious. 

We’ll save you a seat.

Dāna James

Dāna James

Dāna James (she/her) has built a career on bringing together workflow solutions and emotional intelligence. An established resource at national conferences and recognized as an expert in workflow design, engagement strategies, and power dynamics in collective spaces, Dana shapes meaningful experiences to explore belonging and nurture empowerment as a coach and consultant for teams and individuals. She currently serves as a member of the CCF Global Council and hosts the Transformative Culture Coalition (TCC). Focused on moments of dissonance, TCC is an internally-focused cultural competency and investment program where folks lean into the principles of emotional intelligence, antiracism, and restorative justice while nerding out about pop culture content. Who says we can’t cultivate joy WHILE learning about antiracism and justice? Let’s go!!

IG: @missdanajames
Venmo: @collectiveexperience

Loving the levers: how to use your power as a grant writer to make change

Loving the levers: how to use your power as a grant writer to make change

By Holly Newman Dzyban, who is always ready to fight for a good cause

Even if you are a low-level employee, you don’t have to just sit by—and you definitely don’t have to hide your nonprofit’s sins… Grant writers have the power to center those injustices and keep our nonprofit’s attention on them until it’s easier to deal with them than look away.

For me, nonprofit work and grant writing were an accident. I started as an AmeriCorps VISTA for a Tribal language program. They needed money, someone forwarded me a grant application, and I got busy. A few decades and about $10 million later, I keep coming back to grants. 

The work sings to me because I am mission-driven and I love to write, yet over the years I realized that there is more to my role than words and money. 

As a grant writer, I hold a lot of power. 

It doesn’t seem like I should. If my title is grant writer, I am definitely not the formal leader of the organization. Yet I introduce the nonprofit to people the ED may never meet.  For these people, my words—how I describe the work we do, our mindset and values—establish the organization’s identity. 

That’s a serious responsibility, so over the years, I’ve worked closely with many EDs to ensure that my descriptions reflect reality. 

But sometimes, sometimes, reality isn’t what we want it to be. Maybe the project the ED wants you to pitch isn’t quite as thought out as it should be. Maybe the staff is dealing with conflict and division. Maybe leadership is dragging its feet on addressing racist structures. 

Even if you are a low-level employee, you don’t have to just sit by—and you definitely don’t have to hide your nonprofit’s sins. I was raised with the mindset that if you see injustice, you have a duty to use whatever power you have to do something about it. Grant writers have the power to center those injustices and keep our nonprofit’s attention on them until it’s easier to deal with them than look away. 

Here are six ways to do it:

    1. Use grant application questions to prod your leadership to address problematic practices.

One far-too-common problem is excluding clients from planning and operations. Yet funders often ask directly about this dynamic: How is your organization participant-led? How does this project incorporate participant feedback?

I love these questions because they show an awareness that our clients are the experts on their own lives. They know what kind of support they need and how to make it work for them. 

Despite this, nonprofits often do not develop programs in partnership with the people they are supposed to benefit. What I usually see is a concept envisioned by an ED. Then the staff creates a plan around the idea, recruits participants, and launches the program. Occasionally, participants will get to share feedback afterward. 

As a grant writer, you can steer your nonprofit toward a more just relationship with participants. When a grant application includes this question, take it to your ED. Ask them how they would answer it for this project at this time. If your organization doesn’t obtain participant input, don’t try to hide it. Tell the funder. 

When the grant is rejected, take it back to your ED. Explain why that approach doesn’t work. Emphasize how often this question comes up and how much funders want to see participant-driven programs. If the funder provided specific feedback, share that as well. 

Then work with your ED to brainstorm a new way to plan—one that includes clients. And look for capacity-building grants to support your organization’s efforts to grow out of the status quo.

    1. Leverage outside influences to prod your leadership to address problematic power structures.

No one likes to hear that a grant they wrote was declined. But rejection and the accompanying feedback  have a power all their own.

I once worked for a nonprofit serving a client base that was 75% people of color, yet our board was 75% white. Though our staff had been pointing out the problem for years, the board’s diversity commitment remained hollow. It didn’t gain traction until I could point to feedback from funders that our leadership did not adequately reflect the audience we served. The board saw that the gap was costing our agency money, and change was afoot.

Should we have to rely on a “higher” power to make change? No, of course not. Organization and board leadership should listen to staff, especially those who work directly with the clientele, and especially when it comes to DEI issues. But when an organization is stuck in old thinking, there is no shame in drawing on powerful allies to light a fire under leadership.

    1. Leverage budgets to embed wage justice in grant commitments.

Many grant applications require a project budget and budget narrative. For ongoing programs, it’s easy to just plug in figures from the current year’s budget.

But consider this: The grant won’t be awarded for months. Who knows what will change before then?

In a funding application to pay staff salaries, I budgeted $150K, basing my proposal on what my coworkers were earning at the time. A few months later, my agency set a new minimum salary, resulting in significant raises for our front-line staff. I was thrilled to see everyone earn a living wage. But because the raise was under wraps when I submitted the grant, the figures were all off when the grant was awarded. I had to jump through all kinds of hoops to revise the budget.

Learn from my mistake. Instead of aligning your grant budget with current wages, factor in cost-of-living increases. When the grant is awarded, your leadership team will not only have the money for COLA—it will also have an incentive to live up to the submitted budget.

    1. Leverage data to disrupt external power dynamics.

For small nonprofits, government funding can seem like the holy grail. It’s consistent. It’s often renewable. And receiving it means your agency is being taken seriously.

Yet it’s no secret that government contracts don’t fully pay for the work they are supposed to fund. Overhead rates are often fixed at 10%, regardless of how much it costs to operate an organization.

But this chronic underfunding won’t change unless nonprofits push back—and by nonprofits, I mean grant writers. You have relationships with the government and foundation funders. Be honest with them about the full cost of doing business.

This article is a great place to start: https://www.bridgespan.org/insights/library/pay-what-it-takes/pay-what-it-takes-philanthropy.

And don’t be afraid to walk away from funding. If the cost of taking on that grant project is more than your nonprofit can afford, don’t accept the grant. But to maintain that relationship, you must be open and upfront with the funder about why you’re turning down their offer.

    1. Cede power. 

I often serve as the face of my nonprofit during funder visits. Because I wrote the grant that brought the funder to our door, I’m sometimes the only person who knows exactly what we promised to do with the money—even though I’m not doing the work myself.

But what about the people who are doing the funded work? Shouldn’t they be the face of the organization? Should I really have this seat at the table just because I write well?

Talk about privilege!

A few years ago, I pitched a career pathways project to a major city funding body. My nonprofit was invited to speak directly with the advisory committee about the program and how it worked. We could send five staff to the interview.

I was the de facto lead of the interview team, but so many amazing people were involved that I had trouble narrowing it down to just four other interviewees. From the program director, who was from the community we aimed to serve, to the coordinator drawing on their own career pathway experience, they all had so much more to offer to the conversation than I did. So I took a deep breath and let go of my seat at the table. I prepped the interview team so they knew that grant inside and out, and they knocked it out of the park.

Did we receive the grant? No. But I still believe we made the right choice—and the comments from the funder made it clear that they respected our approach.

    1. Work with your eye on the long game.

Inequity and injustice are infuriating, and we want them to be fixed now. But most people  (even those with massive power) are not villains. Find what you can agree on, and make progress while you build a deeper relationship. Then you can leverage the relationship to grow more common ground.

We are all messy and complicated. We can cut out the people we disagree with, but that robs us of the chance to see them grow—and we all have room to grow. Seeing and loving one another despite our worst is what makes justice possible. 

Holly Newman Dzyban

Holly Newman Dzyban

Holly Newman Dzyban (she/her) is a grant writer, rabble-rouser, peace-maker, and perennial volunteer. Raised crossing contexts as a military brat, she constantly looks for barrier-constructs to disrupt and mindsets to unsettle. Currently daylighting in grants for a Washington-based nonprofit, her history spans science education, the local foods movement, and revitalizing indigenous languages. She loves grammar jokes and watching her kids interrogate their own realities. You can connect with her on LinkedIn.