Community Engagement – Page 14

When Wombats Go Wild: Cultural Competency at the Mezzo and Macro Levels

Posted on June 10, 2013 by Vu

Last week I delivered my keynote speech in front of 300 or 400 people at the Northwest Development Officers Association (NDOA)’s spring conference. I think it went pretty well, except that my light jokes at the expense of hipsters may have offended some people. A young man came up to me after the speech and said, “Maybe next time, you might want to refrain from making fun of some people. I mean, I’m not a hipster, but if there were any in the audience, they may not have liked to be made fun of.”

Look, nonprofit work is plenty serious and very stressful, and if we can’t make gentle fun of hipsters and their asymmetrical hair, skinny jeans, and ridiculous glasses at a conference for fundraisers, then there is no hope for humanity.

Anyway, the speech was about cultural competency and community engagement. It was 35 minutes long and I swear only about 3 minutes total were spent ribbing on hipsters and their Pabst Blue Ribbon and weird, weather-inappropriate scarves. (29 seconds were spent making fun of “gluten-free” people who don’t have Celiac disease).

Since the speech was so long, I thought I would summarize the main point. Basically, “cultural competency” is a term we throw around a lot in the field, usually with metaphors like “Cultural Competency is not a destination, it’s a journey” and “Culture is like the engine of a car: You don’t see it, but it is integral to and greatly influences the car” and “In many cultures, staff are expected to make the Executive Director lemonade on demand, so get to it!”

What I’ve been seeing is that the discussion of cultural competency usually stays at the micro level, the differentiated interactions between individuals: Take off your shoes when you enter an Asian person’s house; hugging is not big in some cultures, so don’t hug everyone you meet; it’s not “Chinese New Year” it’s “Lunar New Year” since many Asian countries celebrate it besides China; label food, especially when you serve pork; just because a person doesn’t make eye contact, doesn’t mean they’re trying to be disrespectful; etc.

With so many cultures in existence, it is impossible to understand and be fluent in all of them. When we mean well, but because of our gap in knowledge we screw up, I call that being a cultural competency wombat, because wombats are cute and cuddly and they probably don’t mean any harm. I have been the recipient of wombat interactions, and I have been a wombat on numerous occasions. All of us are wombats from time to time, and it is OK, as long as we learn and don’t make the same mistakes.

But cultural competency extends beyond the micro level. At these higher levels—organizational, systemic—where our inherent wombattiness can cause some serious damage. Or at least, be extremely annoying.

When Wombats Go Wild, Mezzo Level

When you have some color in your background, you’re a person of color. This is easy to understand. In the same vein, when an organization is led by communities of color and serves communities of color, it’s basically an organization of color. And when a school is 95% kids of color (and we have several in Southeast Seattle), it’s basically a school of color. We have to understand that it’s no longer just an issue of people of color, but whole organizations and schools and neighborhoods of color, and the challenges faced by an individual of color is replicated at these higher levels too, and cultural competency must extend to these levels.

One challenge, for example, is that organizations of color become that one kid in the class that has to teach everyone about his culture. Or that Spanish speaking kid that has to help other kids with their Spanish homework.

Seattle has a strong emphasis on inclusion. We LOVE getting input from everyone on everything, and we know it is essential to get the communities of color’s input (even if we do absolutely nothing with it). Which is why my organization, the Vietnamese Friendship Association (VFA), gets hit up for everything. Each week we get at least two or three requests to recruit our Vietnamese clients for some focus groups—on education, safety, transportation, sewage overflow, you name it—usually without a single thought that we may require funds to do the work.

Inclusion is commendable, but if it doesn’t come with resources, it becomes a burden on organizations of color. I was on a committee that was in charge of allocating a bunch of money. We were reviewing a list of requirements to put in the RFP. Among the requirements were “Applicants must get input from communities and families of color.” That sounds great. But what happens, at least in Seattle, is that mainstream organizations cannot reach the communities of color. So then they contact organizations like VFA and Horn of Africa and Filipino Community of Seattle and East African Community Services to get help. These sort of well-intentioned “inclusiveness” opens the floodgate. It’s like if you’re a teacher and you’re teaching a lesson on Latin American countries and you said, “Pick a Latin American country and write a report. But before you turn in your report, check in with your classmate Pedro to make sure it’s accurate.” So now all the kids descend on Pedro. It’s not that Pedro does not want to help, but he has his own challenges and his own report to write.

The funding for “inclusiveness” is usually never equitable. In fact, most of the time, it’s never even a consideration. Two weeks ago someone called me to ask us to help recruit Vietnamese clients for a focus group. They hired an outreach staff, but she had no luck getting people to sign up for the focus group, so they called me. I said, “So…basically, you got some money to hire a staff, but that didn’t work, so now you’re asking my organization to do this for you for free?”

Some requests are as ridiculous as some hipsters’ hair. One time a mainstream organization contacted me asking for help. “Can you spread the word about this community event?” the rep asked, “Also can you look these documents over to make sure they’re translated correctly into Vietnamese? It’s due in two days, so if you can get back to me by tomorrow, that would be great.” (I sent her a link to a translation company). We nonprofits of color do not have magical unicorn outreach power. Engagement of communities of color takes five times as much effort, since we’re dealing with language, transportation, socioeconomic, and other barriers. Even for VFA’s own workshops and community meetings, it takes calling our clients multiple times before they show up. Most don’t have emails and Google calendar. They have to be reminded a week ahead, three days ahead, one day ahead, the day of, and then relationship building follow-up the week after. This sort of work, if it is valued, must be funded. Just like people of color face challenges, nonprofits of color face challenges. Schools of color, neighborhoods of color face challenges. Often, it’s in the form of “Well, we can’t fund them because they don’t have much capacity. But we still want them to be involved. That will make them feel good to be asked to be involved.”

At this level, funders should try to distribute funds equitably, and try to contract directly with organizations of color if that is what the work entails. Mainstream organizations, if you need help with outreach, build sufficient funds into your project budget to compensate nonprofits of color for their time and expertise.

When Wombats Go Wild, Macro Level

At the systems level, that’s when we see how critical cultural competency is. For the past couple of years, I have been chairing the Southeast Seattle Education Coalition (SESEC), a collaboration of nonprofits of color, schools, families, and community members working together to improve schools in SE Seattle, the most diverse quadrant of the City. 8% of SE Seattle is White, compared to 43% district-wide. 72% of the students are free and reduced lunch, compared to 43% also. 22% are English Language Learners, compared to 10%. We have awesome restaurants down here, and also the most struggling schools. Seattle Public Schools grade their schools from 1 to 5, with 5 being the highest in performance. In SE Seattle, with some of the most amazing educators, only a single school is graded above a level 3. That would be Mercer Middle School, Level 5. Over 50% of kids of color will fail to graduate from high school.

It’s been like this for decades. And the lack of cultural competency at this level is pretty glaring. For example, I was attending a meeting on SE Seattle a while ago, and we talked about these issues, and a school board member was there. Everyone was upset by the disparities in SE Seattle. The school board member stood up, the sun dappled on her hair, and a hush fell over the room (I’m trying make this story more interesting, since this blog post is pretty long). “These numbers are unacceptable,” she said, “I need all you guys to send in letters and emails and bring your community members to show up at board meetings, because without an army behind me, there’s nothing I can do. Parents at other schools organize and send 50 emails, and they get what they want, so we have to do the same.” People murmured their agreement, vowing to rally the troops.

That was totally wombat, because the intention was good, and at first it makes sense. A man stood up, his face gaunt with time and planning too many annual dinners, his back hunched from too many meetings. “We can try to do that,” he said, “because our parents must make their voices known. At the same time, many of our parents don’t speak much English. Some have never touched a computer, much less know how to send an email. They work several jobs, so they might not be able to join meetings. How fair is this system then? While we build the capacity of our families, we MUST also change this system.” This system that exists, where the loudest voices win, is culturally incompetent and has been perpetuating inequity in education and other areas for decades.

We see this lack of cultural competency play out again and again at the macro level. The Families and Education Levy, for example, is supposed to help schools like the ones in SE Seattle. But the grant application is ridiculously complicated and burdensome, which is fine if every school had the same resources to write it. But the schools that have the least capacity to write these grants are the ones that most need the grants, as usually they’re the ones with the most kids of color and low-income kids. I was helping a school with this grant. This school has 97% kids of color. The principal and I locked ourselves in her office for several days to write this thing, and by the time we were done, the narrative was 28 pages long. It was the most ridiculous grant I had ever written, and it was like giving birth. (I know all about the pains of giving birth now that I have witnessed it first-hand). Another school, with even more needs, did not apply.

Cultural competency is extremely critical, especially when the injustices that we are trying to address usually disproportionately affect communities of color. The concept has been tossed around a lot and beaten into all of us, but usually only at the micro level. What we have at all levels are often well-meaning people who are trying to help, but all of us naturally impose our own perspectives on to things and people. If VFA has time to recruit people for their workshops, why can’t they recruit the same people for my focus group? If I can access social media, other people should be able to. If I can write a 28-page grant, why can’t these school principals? If some parents can write emails and testify at school board meetings and write op-eds, why can’t other parents? These wombat assumptions are annoying, but at the higher levels, they can be deadly, silently perpetuating the cycle of inequity while all of us are talking about whether it is culturally appropriate to shake hands with some clients or not, or whether we should take off our shoes.

Feng Shui for Nonprofits, Part 2: The 7 Basic Meeting Formations

Posted on May 27, 2013 by Vu

When I was growing up, my mother always told me to study hard. “Study hard,” she said, “so that you can work in an office one day and go to meetings and push paper, and not have to do manual labor like me and your dad.” Then she would add: “And eat some food. You look like a pale exhausted monkey and are the second least attractive member of our extended family.” (Thank God for cousin Nghi and her one twitching eye).

Anyway, Mom got her wish, because I do work in an office and I go to a lot of meetings, and sometimes those meetings are even useful. Our field does a lot of meetings, and yet we don’t stop to think much about them. Today, we’ll talk a little about the layout of the room and how it impacts the dynamics between participants. We barely notice, but simple things like where tables and chairs are placed and where the meeting participants are sitting in relation to one another makes a huge difference in power dynamics, and thus, the outcomes of the meeting.

First, let’s talk about large meetings with multiple people. The results of the meeting can be determined before anyone even walks into the room by how the tables and chairs are arranged.

The Power Formation. The front of the room is the seat of power, and people in the front are perceived to be more powerful than everyone else. This is why we naturally place politicians, panel speakers, and other experts and authority figures in the front of the room. This can be tricky, though, because sometimes you do not want them to be perceived as more powerful than you. One time, I was attending a community meeting designed to hold some higher-ups in Seattle Public Schools accountable for the inequity among our schools. This meeting was organized by the community. I entered the room and saw 8 seats in the front, facing the audience of 15. While the intent was to place the officials in the “hot seat,” the reality was that they now seemed like authority figures towering over the rest of us. By the end of the meeting, they got us to promise that we’ll work harder to close the achievement gap.

The Circle Formation. Having everyone sit in a circle (or square) conveys a sense of democracy and community. It is also is the appropriate diffuser of power, forcing authority figures to recognize unconsciously that they are just like everyone else, the toiling, unwashed masses. This is what we should have done instead of the Power Formation in the situation above. Plus, the Circle Formation is the most efficient formation for snack distribution.

The U Formation. Arranging tables in a U shape conveys a sense of regalness. The person placed at the head of the table cannot have a diametric opposite, meaning this person has ultimate power. This formation best used when there is a very special guest of honor present, such as the Queen or an Iron Chef, in which case, break out the fine linens and hire some butlers. Otherwise, this formation is pretty stupid and should be avoided at all times.

The Small Groups Formation. Having people sit in small groups fosters both teamwork and competitiveness. It reminds people of high school, when they had to sit in small groups and do projects together, occasionally teasing that one lanky vegan kid who with the bad haircut because his dad always cut his hair. Well, oh yeah, David? Look who’s a nonprofit executive director now while all you got is a “JD”?! What is that anyway, some sort of degree you made up?!

Sorry, I got distracted. This formation is a great way to get people to know one another, especially if you throw in a competitive game or two. It is also an effective diffuser of power. When you have multiple authority figures, scatter them across different groups. When more than one is present, their power combined is not additive, but exponential, along with how annoying they are, being all chummy with one another and saying stuff like, “Yes, let’s get lunch soon” and “Vu, why isn’t the draft of next fiscal year’s budget done? The board must approve it at the next meeting.”

Many of our meetings are one-on-one. For those meetings, it is important to analyze with whom you are meeting and for what purpose. Then determine the appropriate formation to take:

The Adversarial Formation (aka The Interrogation Formation). Sitting directly across a table from someone sends the message that you want to be formal. We use this position when we are playing competitive board games, like Chess. This is a good position when you want to keep your distance or seem imposing. Sometimes it becomes the Interrogation Formation, where a panel of people sits across the table from one person, usually to glare at them while asking interview questions and looking cryptic. Generally I avoid sitting directly across a table from anyone in a one-on-one meeting, as it is unconsciously intimidating. It is useful though when you’re dealing with unsolicited visitors, people you’re meeting for the first time, staff who want to meet with you to complain about their health insurance not kicking in even though it’s been eight months or some other ridiculous reason. Or you are just trying to hide a fifth of whiskey. The bigger the table, the more formality is conveyed. If the table is small, though, such as at cafes, the effects are greatly minimized.

The Intimate Formation. Sitting on the same side of the table as someone sends the message “We’re on the same team” and is really creepy. Unless you know someone well, never ever sit on the same side as they are sitting. It’s like giving an awkward hug, but for an hour, or however long the meeting lasts. Exceptions can be made if you need to look at some documents together, or if for some reason the two of you are on the porch with a cold beer each, sharing war stories or something.

The Corner Formation. Sitting across from someone in such a way that there is one corner of the table between the two of you is a great middle ground between the intimidating Adversarial Formation and the creepy Intimate Formation. I like to use this position as the default when I am meeting with people one-on-one. It makes me seem approachable, but there is still a buffer between me and the other person, allowing them to feel a sense of security. This is a great formation to use when interviewing people for jobs, as it allows them to feel relaxed in a formal setting. It’s also great to use when you have to give bad news or feedback.

Those are the 7 main meeting formations. Learn them well and you’ll be able to greatly affect the outcomes of any meeting. But there are other formations, for more advanced meeting goers. For example the Flanking Formation, where two people from the same organization will flank someone from a different organization, causing disorientation and intimidation. Then there’s the Wagon Wheel Formation, the Intervention Formation, the Fish Bowl Formation (aka the Thunder Dome Formation), and the Lemmings Formation.

But we’ll discuss those later in a future post. We’ll also discuss the different snacks and how they affect power dynamics. Hint: Hummus is an effective tool when deployed strategically.

Cultural compentency wombats: My keynote speech at the NDOA conference on June 7th

Posted on May 20, 2013 by Vu

Hi everyone. Sorry I’ve been absent for two weeks. I am going to try to consistently publish each Monday morning from now on, rain or shine. With such a schedule, the quality of the posts may be lacking, but at least they’ll be consistent. Like someone once said: “Consistent adequacy always trumps inconsistent excellence,” a motto that I want to pass down to my son in one of those idyllic father-son moments. With the setting sun painting the skies crimson and amber in front of us as we sit on our porch, the last remnants of summer fading to the mournful song of the cicadas, I’d turn to him and say, “Son, excellence is hard to achieve, and consistent excellence next to impossible. Aim for reliable mediocrity…”

With so many profound life lessons to share, I am glad the Northwest Development Officers Association (NDOA) invited me to be their keynote speaker on June 7^th at their Spring conference. This decision to invite me just proves that NDOA is run by highly-intelligent, innovative, and good-looking people. Public speaking is scary, though, and I want to be very honest and say that I am freaking out more than a little and have thought once or twice about running off into the wilderness, far far away from civilization…like maybe Federal Way, Washington.

Still, it is a great honor, and a great chance to avoid my staff for several hours, so I will work hard to ensure that I don’t suck at my speech in front of three or four hundred development professionals.

So, what am I going to talk about? Cultural competency, community engagement, and wombats. I have been writing about these topics for several years now, including a post called “Are You a Cultural Competency Wombat? Take this Quiz to Find Out.” Of course, this was a while ago, so only 7 or 8 people actually read that post (and only because I threatened to cut their health insurance), so I am going to just repost an excerpt here:

“Are You a Cultural Competency Wombat? Take this Quiz to Find Out.”

The term “cultural competency” has been thrown around a lot. For instance: “We must be more culturally competent in our outreach efforts in order to synergistically shift the paradigm for collective impact.” And also: “Stop being so culturally incompetent! In many cultures, staff are expected to make the Executive Director a mango lemonade while he naps!”

We all agree that Cultural Competency is a good thing, but do any of us really understand what it is? I mean, sure, there are tons of research papers and books and stuff on the subject, but who actually reads them when we all have so much work to do and Season 3 of Downton Abbey just started? [Note, this post was written in February, when references to Downton Abbey were still relevant and very cool].

Cultural Competency is complex, and we can delve deep into it for hours. But for this post, I just want to spend a few minutes discussing cultural competency and how it manifests in the basic logistics of community engagement. Let’s begin by checking to see how culturally competent you currently are.

Question 1: You are leading a committee to talk about community safety and you want to ensure participation from residents of color. Where should you have the meeting? A. At my office downtown; it’ll make it easy for everyone, since downtown is a central location. B. At the local bar, since it’s an informal place where people can be free to express their opinions. C. Maybe a library, or a community center, some place with easy parking.

Question 2: You are thinking of having food at this meeting. What should you order? A. Prosciutto finger sandwiches, baked brie and dried pears, crudités and olives, accompanied by a nice pinot noir. B. Grilled pork banh mi’s (Vietnamese sandwiches), spring rolls C. Pita and hummus, chicken skewers, fruit.

Question 3: You want communities of color to be well-represented at this meeting. How should you go about outreaching? A. Send out flyers, emails, and Facebook messages. B. Call up the various ethnic organizations and ask them send out word to their community members. C. Have information translated and placed in ethnic media such as newspapers and radios, send staff to physically visit various places with translated materials.

Scoring: Give yourself 0 points for every A answer, 17 points for every B, and 900 points for every C. If you got 0 to 900 points, you are a cultural competency goblin. If you have 901 to 1816 points, you are a cultural competency wombat. If you have 1817 to 2700 points, you are a cultural competency platypus.

***End of excerpt. Read the rest of the post here.***

Most of us are wombats. Wombats are cuddly and cute in their clumsiness. But in order for us to be effective, to bring about change, to successfully fight for social justice, we must strive to be a cultural competency platypus. I will be talking about experiences I’ve had and observations I’ve made about wombat-like behaviors that I’ve seen, both at the micro and the macro level (we’ll also discuss the mezzo level, which everyone ignores, because “mezzo” just sounds silly). We will brainstorm tips to be more cultural competent, within our own individual work, in partnerships with other organizations, and in systems that have been impacting our field and our clients. We will touch on community engagement, a crucial element of nonprofit work, one that many of us screw up on all the time, and how we can avoid sucking at that (Hint: stop asking ethnic nonprofits to recruit their clients for focus groups without sufficient funding).

We’ll discuss all those issues and others, and if we have time, I want to run by the group my idea for a Broadway show about nonprofit work: “501c3: The Musical!”

I hope to see you at the conference.

Tips for not sucking when you’re on a panel

Posted on March 29, 2013 by Vu

This week, I was asked to speak on a panel to a bunch of social work students on working with refugee and immigrant clients. Panels are like the lunch buffet of information sharing. It is a group of people with knowledge of a certain topic, asked to speak together with the hope that at least one of them will say something interesting. It is a great idea for our attention-deficient culture, but it is often poorly executed, oftentimes due to the panelists themselves.

Now, the average attention span of an audience member is nine seconds, so it was frustrating when the first panelist took 21 minutes to introduce herself, going into details about her childhood upbringing, her first trip to Disneyland, her favorite color, that one magical night when she tried peroskis for the first time, etc. The second panelist, an otherwise delightful woman, took cue from the first and spent 17 minutes telling her life story. The students, thinking this might actually be a clever real-time demonstration of how to communicate with refugees and immigrants, paid careful attention.

So I thought I would provide the following tips on how to be a dynamic, interesting panel speaker. If you are ever asked to be on a panel, please review these notes below. Many of these tips also work for other speeches, such as wedding toasts and eulogies:

Tip 1: Prepare. It is important to be ready. Many panelists make the terrible mistake of not preparing for the panel. Several days ahead of time, make sure you prepare yourself by informing your friends through tweeting and updating your Facebook timeline that you will be on a panel. Have a friend come and take an awesome picture of you from the audience.
Tip 2: Try to go first or last. Being first allows you to set precedence. If your intro is only one minute long, for example, the other panelists will follow. I prefer being last, which allows me to listen carefully to the other panelists’ points and then synthesize, which makes me look extra smart, e.g., “Yes, I agree with Mark’s statement; theretofore, and indeed, a strength-based approach is the best return on ROI.”
Tip 3: Talk like a human being. Panelists sometimes get this inflated ego, like oooh, I’m on a panel, I’m an expert. Then they try to sound intelligent, using a language that I call “expertese,” which is very annoying. The only time you should try to sound smart is when you’re talking to grad students, in which case, it is not only appropriate for you to use jargon, but also expected of you to make up some terminologies that sound real, for instance, “Post-modern misoxenistic tendencies among the media are challenges newcomers to the country face on an almost morpholateral basis.” It makes the students feel smart. They pay a lot of money for their degree, so it’s nice to boost their ego.
Tip 4: Tell hilarious jokes that are related to the topic. For example, “A Program Director, a tutor, and a refugee family with two small children walk into a school. The school asks why the long faces? The Program Director says, ‘You don’t have enough culturally appropriate services for immigrant and refugee students and families, so they’re struggling academically.” (I may need to work on my punch line).
Tip 5: Gage your audience’s reaction and energy. Watch their body language. If they’re yawning or stabbing themselves in the eyes with the corner of their binders, they’re bored out of their wits, and it’s time to ante up on the jokes.
Tip 6: Use strategic cussing. Mild expletives like “pissed” “damn” and “hell” make people think you’re passionate. Sprinkle them in once a while. For example, “Politicians always think ‘why don’t these refugees and immigrants ever attend a town hall meeting? Don’t they care?’ That pisses me off!” Remember, you’re trying to talk like a human being, and that’s what humans sound like, dammit.
Tip 7: Tell stories. Audience members love good, relevant stories. Nothing is more effective than stories. Statistics are very helpful (“Over 50% of immigrant and refugee students will not graduate from high-school”), but a good story can humanize the message and help to drive it home. Make sure your story has a point though: “And eating that peroski for the first time was when I realized how difficult yet wonderful it is to be in a new land.”
Tip 8: Get audience participation. It wakes them up. And why should you do all the work. Try to call on specific people in the audience. If you know their name, that’s great, but if you don’t, it’s appropriate to call them out by their distinguishing features, “The best way to work with refugees and immigrants? I could tell you, but first, what do you think? You, young man with the cold sore, what say you?”
Tip 9: Get into a fight with other panelists. The whole point of getting people together is so they can bounce off of one another. But panelists tend to be self-contained. That’s just boring. Either agree with someone, elaborate on others’ statements, or else respectfully disagree. At every panel I’m on, I try to get into at least one verbal fisticuff with another panelist. Just try not to make it personal, like “Oh yeah, Ed? Well your FACE has a responsibility to learn English and assimilate.”
Finally, Tip 10: Wear the appropriate clothing. I always wear glasses and a red button-down shirt. Glasses convey wisdom, and red suggests power. Then, I leave the top two or three buttons of my shirt unbuttoned, conveying a subtle sense of sexiness. Wisdom, power, sexiness. All good panelists project such an aura.

I hope those tips are helpful. Share this with any of your friends who tweet or post on Facebook that they will be on a panel. (Also, check out NWB’s 12 Tips for Not Sucking as a Panel Moderator). If all of us can learn to be better panelists, maybe, just maybe, we can achieve world peace in our children’s lifetime.

Or at least panels wouldn’t be such boring-ass events to sit through.

A different kind of retreat

Posted on March 5, 2013 by Vu

Hi everyone. I just joined Twitter. I have 9 followers. Is that a lot? I don’t know. If you want to follow, it’s @nonprofitwballs #confused #stilldontunderstandhashtags. On to this week’s post:

Over the weekend the Southeast Seattle Education Coalition (SESEC) had our retreat. Whenever we have a major event, I tend to freak out, believing that all sorts of things will go wrong. I get night terrors, waking up in cold sweats screaming, “We gave people the wrong address! The zombies are coming!” (I should probably refrain from watching TV when I’m stressed out).

OK, first some background. Southeast Seattle is home to the most diverse zip code in the nation, 98118, which means ridiculously delicious ethnic foods. Unfortunately 98118 is also home to some of the most struggling schools. Seattle Public Schools District grades its schools from 1 to 5, based on absolute scores on tests as well as how fast they’re improving, with 5 being highest in terms of achievement. Of the 20 schools in SE Seattle, only one school is above a level 3, despite some of the most amazing and dedicated educators working here.

SESEC was formed for a couple of reasons. First, education reform in Seattle has been really contentious, with people blaming each other and throwing rocks. Reading comments on any article on education is like peering into the darkest recesses of the human souls. The tension is everywhere. I’ve seen friends literally get into fist fights at the Farmer’s Market, arguing about charter schools. OK, not literally, but there definitely was vigorous head shaking and vague threats of squishing the other person’s organic heirloom tomatoes. SESEC believes instead of fighting about stuff we don’t agree on and threatening to damage prized organic produce, why don’t we work on stuff we can agree to, like parental engagement and extended learning programs.

Another reason we were formed is that while in Washington State we have many efforts to improve schools, communities of color are not well represented. It is alarming and a symptom of a not-quite-effective system when the “achievement and opportunity gap” most impacts kids of color, and yet the communities of color are barely there at these tables that are making major policy recommendations. We communities of color in SE Seattle must be in the front leading and painting a vision where all kids are successful. “All Fives in Five,” we say, our campaign slogan to push for all schools down here to become a Level 5 school within 5 years. And we believe we can get there if we all work together.

A year later, we now have about 50 organizations and schools working in collaboration, one of the most diverse coalitions in the State. That’s why we had to have the retreat, to prioritize our goals and develop an action plan, and why I bolted up in bed screaming, “Pork sandwiches?! Nooooooooo!!” (With so much diversity, having culturally appropriate food is very important).

On the day of, I had gotten up early so that I had extra time to freak out. I was worried that people wouldn’t show up, or they couldn’t find the place, or the babysitters we recruited would flake out and the children in the childcare room would escape and run amok, or that people would find the retreat useless, or that one more of my favorite characters would die on Downton Abbey. I was worried about whether we had enough stickers for when people started voting on the advocacy priorities. Each person gets five and a half star stickers to vote with. What if we didn’t have enough stickers?! People who didn’t have stickers would then have to vote by writing their initials like animals and the retreat would be a failure!!!

38 people showed up representing over 25 different organizations. The attendance was great, but I was still stressed. Our facilitator had her baby on a sling. The baby started making loud baby sounds. At one point, we could hardly hear a guest speaker because some children were curious and left the childcare room and climbed on to their mothers’ lap and started asking questions such as “can we get some stickers?” Arrg, I needed to crack down on the babysitter in the childcare room, I thought. For various activities we broke into groups. “If my five-year-old son is looking for me,” said a mother, “can you let him know I’m in the basement with a group?” How could anyone concentrate with children running around?

Then, as I watched our facilitator, whose baby was now snuggled up asleep in her sling, I realized something. In my worries about having an efficient retreat, I lost sight for a moment of why we were having it in the first place. This is what the community looks like. This is our community. We cannot retreat from our community. It is diverse. It includes children and babies. Most of the people in the room were not professional lobbyists or policy analysts. These are direct service providers and parents and educators, people who gave up six hours of their Saturday after working hard all week to be here.

After I took a breath and calmed myself down, I looked around the room and saw how awesome it was that so many people came, and what a great community we had. At least 60% of the room were people of color from all over the world. One Somali mom, for whom English is not her first language, told us it was her birthday. It was her birthday, and she was here in a church foyer working to improve the education system.

The groups took turns reporting out. The five-year old had found his mother and was happily eating a cookie. His mother started reporting on what her group had discussed. “We believe that every school needs a counselor or case manager, or both,” she said. The little boy, not missing a beat, shouted, “My mom is right!” The room broke into laughter. “We first need to map out which school currently has which resources in this area, and what they need,” she continued.

“My mom is right again!” said the little boy, “that’s two times now that she is right.”

The day was a good learning experience for me. Most times the purpose of a retreat is to withdraw from civilization so that we have time to think. But I have seen this to become the default in social justice work, where in the drive for expediency, we leave behind the people most impacted. They become the “for whom” we do the work, the recipient of our fight for equity. It is an ineffective model. When we do this type of work, it cannot be “for” the community. It must be alongside the community, and the Southeast Seattle community looks like this room. The babies, the little kids, the parents fighting hard to understand the discussion, they are not a detriment to the work. They are our community; they are our strength.

Overall, it was a good retreat. I can relax for a couple of days before starting to freak out about our annual dinner.