Farrah Trim Peter (2:34)

I'm sure that could be a whole other conversation.

Logan Herring (2:36)

Yeah, we could talk about for a long time. But in two years we were able to stabilize Kingswood Community center and we used it as the foundation to give birth to two other tax exempt businesses. The Warehouse, which is a state of the art teen center that it was designed for teens by teens. So it's a 43,000 square foot facility that was donated to us by Capital One. It was appraised at $3.6 million when we received the building back in 2018. And we put $5 million in renovations into the building. So open floor concept literally every day run by teens. Reach Riverside is a community quarterback. It is implementing the nationally known purpose built communities model, which is holistic quality mixed income housing, cradle to career education, pipeline, community health and wellness, and economic vitality. And the way that these three organizations are set up is Reach Riverside is not only the community development organization, but it's also the managing partner of the three entities. So all of your administrative functions, everything from finance to marketing, to data and evaluation to IT safety and security, hr, all those administrative functions are held at Reach Riverside with about 40 full time individuals. And then they also provide that support and backbone to the Warehouse in Kingswood and really allow them to focus on our customers. But collectively, together, we operate as one. Although there are three separate 501C3s, three separate boards, but we move as one. So when you really talk about this term collective impact, I think we're the epitome of that. We've been able to bring about $388 million of resources to this neighborhood in the last six years alone. And back to your question is the way we collectively brand is we are branded as the work group. The work group itself is not an official entity. It's just the way we explain how we move as three organizations as one.

Farrah Trim Peter (4:35)

That's really great. I mean, I could get to it later, but I do want to talk about it for a minute. Now let's talk about nonprofit versus tax exempt businesses, because I was struck by that even the first time we spoke. But you've repeated it here today. So let me give you a minute to soapbox about that.

Logan Herring (4:50)

Yeah, absolutely. Happy to soapbox about that. So nonprofit is not a business strategy, right? It's just a tax status. And too often when you say the word nonprofit, people think of it, oh, that's cute. It's a charity. You're doing, you know, something more with less. Right? You're doing things on a Shoestring budget. You have really passionate people doing this work, but you're not operating it as a business. So, in fact, businesses are created to solve for problems. And in this social sector, you're typically solving for some of the world's hardest problems, but yet you don't want to put the infrastructure, invest in the infrastructure, the people, the resources in order to actually solve for the problem. So what you end up doing is what, you know, some people refer to as toxic charity, where you're there as a permanent crutch. You're not really solving for the problem. And what I'm really solving for in my organization, people say, what is your North Star? Our North Star is to put ourselves out of business. Like, that's why we exist. We're here to end intergenerational poverty. Then I don't want to be here 20, 25, 50 years from now celebrating how we're still in business. That makes no sense to me. So everything we do is, like you said, resident centered, customer focused. And if you understand anything about business, the reason why we call it internally customers is because customers have choice. And too often we treat our customers like they should be happy to get our services. No, we wanna make sure that if we were on the other end of these programs and services, it's at the quality that we would want it. And how do you do that? By getting the right people on board that meet somewhere in the middle between passion and professionalism. And that's what we employ here at the workroom.

Farrah Trim Peter (6:27)

That's great. And I'll just make a nod that Back on episode 134, I spoke with my friend Joan Gregoire Thomas on the podcast asking, does the nonprofit sector need to rebrand itself? So people who are intrigued by that convers, what Logan just shared, might want to tune into that.

Logan Herring (6:44)

Absolutely.

Farrah Trim Peter (6:46)

Well, let me go back to my preset set of questions here for you. When we were preparing, I was also intrigued by your work with what you called VIPs village impact promoters. And again, thinking about branding and thinking about ambassadors. Can you talk a little bit about who are VIPs and how does that program work?

Logan Herring (7:04)

Well, before I jump into VIPs, just really quickly, disclaimer is, I am known around here as an acronym Ologist. So we have acronyms for everything. VIPs is no different. So VIPs Village Impact promoters are eight residents that we hire, and we pay them $1,000 quarterly to help us deliver on this mission. So a lot of times, you know, you want people to be out in the Community to be your mouthpiece. You want people to be involved in the work that you do. And typically what we say in this sector is right. We want everybody that we work with to be at the table. We want them to come to meetings, we want them to attend things. But you're asking the community with the least amount of disposable income and time, which the most valuable thing we have on this planet is our time. Right. It's something we can never give back to give us that for free. No, that's disrespectful to the community. So we pay each of them $1,000 a quarter. And when you think about this, when we started out, our household income, our average household income in Riverside neighborhood was $12,000. So you're adding $4,000 to the overall household income. That's not insignificant. Right. But what it signals to them is that we respect you, we respect your time, we respect your expertise and your experience. Because at the end, you're the consumer. Right. And it's no different than the Amazons of the world. And Netflix is. It's catered toward your consumer, your customer. And so our VIPs are a gateway. They're like our focus group to our customers. They're our mouthpiece. They're the ones that are spreading all of the gospel, everything that we're doing. They're our biggest champions. And also they keep us honest. Like, I don't know about that or that's not getting great feedback in our community. And so that's our VIPs and we were very intentional. Although it is a great acronym. You know, when you think of a vip, you know, they should get the red carpet rolled out for them and you should really value what VIPs have to offer. And that's what we think about our residents in our community.

Farrah Trim Peter (8:57)

And just briefly, because I know again, we could have a whole conversation about that, how do you select or how many VIPs are there and do they get trained on a regular basis? Like, give me just a minute or two on how it actually works.

Logan Herring (9:10)

Yeah. So yes, we definitely, we work with our VIPs. All of them go through our Empower program. So another acronym, Economic Mobility, places ownership within everyone's reach. Our Empower program is like our flagship program to that North Star of the community being self sufficient and no longer needing us. So we have navigational coaches that work with all of our families that live in the neighborhood on their goals that they set out to be self sufficient. And so not only are they VIPs and their leaders. They're also getting the support that they need for their overall well being and the well being of their household. And then we see which neighbors step up, that take initiative, that are responsive, their follow through is good, and those are the ones that get recommended for us to be in our VIP program. Great.

Farrah Trim Peter (9:58)

And it's clear that you're using the community to give feedback on the programs and deliver programs that the community identifies and that they really need. How does that work from a communications perspective? How have you involved the community, VIPs, other members of the community, or like you said, your customers? How do you involve them in developing messaging?

Logan Herring (10:18)

Yeah, so we've highlighted them in videos. As a matter of fact, you know, one of the greatest questions I get asked, it's pretty controversial, right? Is that that G word gentrification. Right. Because we're building homes and people are like, logan, are you gentrifying? And I'm like, absolutely. And they look at me stunned and I say, yeah, we're gentrifying without displacing. Right. So if you think about it, you know, gentrification is really the, the moving of the income level in a neighborhood from a low to a higher income level. But typically that involves displacing the people that originally lived there. And what we were able to do was build 141 homes. To start, we were building 800 total, but we were able to build the first 141 homes and move 126 families from boarded up housing that was just run down over to brand new housing. And so 126 families out, 141 moved over. And then we videotaped some of those families and we talked to them and we got their testimonies and they are also in our Empower program. And then we highlight them on social media posts and when we do our tours. And as a matter of fact, we just did a tour today. We do a tour every two weeks, but we did a tour today and we have a 25 year old young man who is the project engineer on our new 81,000 square foot Kingswood Community Center, a $52 million construction project. And he hops on the bus and I asked him these planted questions. I'm like deontay, how'd you get into construction industry? And he's like, well you Mr. Logan, you did this video about me. The video went viral. We have the head of one of our largest construction firms in Delaware reached out to you. You connected him with me. He put me on projects. I went to Williamson School of Trades came out of there, he hired me for full time, and now I'm a project engineer on the very same community center in the very same neighborhood I grew up in and attended at the community center. And I have a two year old that's now in your early learning academy. And I was the project engineer on the $27 million extension at Eastside Charter School four blocks up. Like that's. Those are the types of things. Like it's not. And I tell my marketing team all the time, we don't have to manufacture content. All you got to do is take a camera and walk around and you see it every single day. It's just authentic.

Farrah Trim Peter (12:27)

Yeah. And it's clear to me as you're telling that story, how the community is authentically showing up in your. In your messaging and your materials. Have you ever done any focus grouping or feedback where the community is actually giving you feedback to messaging you plan to use, describing the work or the programs?

Logan Herring (12:45)

Yeah. So one of the greatest examples, I think, is our teen execs. So we mentioned the VIPs, right? And you get that concept with adults. Well, imagine doing the same thing with teenagers, which we do. So we have eight teens to match those VIPs, so we have 18s at the warehouse. Every year we get a new cohort of those 18s and we pay them $15 an hour, 15 hours a week, year round. And they help us run the warehouse. Not only do they help us run the warehouse, they also manage our social media on Instagram and the channels that teens actually access, like the facebooks and the LinkedIn, the adults do that part. But for the Instagram and all the other social media that I'm not privy to, the TikToks, they actually run those channels. And what we learned at the outset of this in 2018, when I was working with 25 teams from all over the city to basically for the entire summer is do design, sprinting and piloting of programs and to see what is the warehouse really going to be about. They did a teen night one night and they had three days to market it. And if it were us, you know, we do all of the typical channels of marketing, we probably put it in the newspaper and put it on Facebook and put it online and make calls. And I don't know what they did, but in three days they had 400 teens show up. And it was out of hand, not in the bad way, but just because it was at the Wilmington Police Athletic League. So they had to have a certain amount of police presence for the, you know, if you have 50, you need two officers. If you get the 400, like, we were not prepared for this. So they shut it down and we had to go restore that relationship with the pal and write an apology note and all those things. But the moral of the story is that we should not be the ones that are conveying the message to the customers if we are not proximate to it or we don't understand it. And so that's been the greatest, I think, pivot we made very early on is that we can't always carry the message ourselves. There are more, more qualified people that can do that, and they might not necessarily have a communications degree. Right. But they're the ones that can get the communication across to the people that really needs habit.

Farrah Trim Peter (14:55)

Great. Well, I want to flip a little bit and talk a little bit more about you because I, you know, in meeting you and reading your background, I know that you were raised in Wilmington's West Center City neighborhood, which is just south of where you now work. And I'm curious, how has being from the community shaped your leadership and participation in other programs to support the community, such as boards, professional associations and other business ventures?

Logan Herring (15:19)

Yeah, it's, you know, it's a unique spot to be in. It's like a double edged sword. Right? Because as a young black man who, you know, has achieved some success professionally, I'm often looked at as like, you know, the golden child to join all of the boards and be involved in all of the things. And I'm supposed to represent the quote, unquote, black voice for our entire community, the state, and sometimes nationally. Right. And, you know, I take that as a responsibility that, you know, I just can't relinquish because I don't feel like doing it all the time. It reminds me of when Allen Iverson was on the 6th. It's like, I'm not a role model. And it's like, well, you have no choice because people are looking up to you. But I also understand that it's not my job to own that entire space myself. It's my job job to kind of open doors for other people. And the experiences that I've had throughout my journey, going through private school to public school to Catholic school to liberal arts college, I've been exposed to all walks of life. And so it's allowed me to do what they call a code switch. Right. But it's also allowed me to understand because I come from communities very similar to Riverside, which, you know, Wilmington, Delaware, population 70,000 people. Like you're literally five minutes away. So we're one big community. Community. And you know, just being a part of the fabric of this community. Every conversation I have in Delaware, they say you're like two or one degree of separation apart from somebody either date or mated or related. And then when you're, when you're in these, these boardrooms and you're the only black person, which I am in a lot of boards, and you're the youngest by far, which I am on a lot of boards, I just remember what people have always taught me along the way is that you always have something to add of value because you're the only one with your perspective and your experience. And I realize that my experience is my expertise as compared to other people's experience. Cause they haven't gone what I've gone through. And so, you know, that's, I guess the best way to respond to that question.

Farrah Trim Peter (17:17)

Yeah, I appreciate that. Well, I'm struck by how important authenticity really is to you. It shows up in how you talk about your work, how your organization operates. And I just want to, before we go, had one more question back to communications. How does that authenticity, how does it show up for you in your day to day communications and the words you even use to describe your work?

Logan Herring (17:39)

Yeah, I think it just derives from the fact that this is very personal for me in a number of different ways. Right. I'm raising a family of a wife and two kids, a nine year old and a 14 year old, two boys, two black boys growing up in America, which right now is just, you know, it's scary times at times, you know, to raise two boys. But I would also say my personal journey, the fact that my grandfather was a huge community leader in the city of Wilmington. He's the first person to endorse Joe Biden's political career. You know, Reverend Jesse Jackson used to stay at his house just, you know, everything that my life has been, you know, I try to personalize everything. And I didn't grow up with, you know, the world, but I did have access and privilege to certain things that people that live right next door to me didn't have. Right. And then I think about what I want for my kids, my two boys, and then I think about what I want for every kid that lives in Riverside. And those two things shouldn't be different. Right. If I'm fighting for my kids to make sure they have access to all of the greatest things, then why wouldn't I do that for other kids who might not have somebody fighting for them. And so when you really make it personal, I say you can't do anything purposeful without making it personal. And you think about everybody that's led, like a great cause or a great charity, Right. It started with, you know, think Michael J. Fox. Right? Or you think of people, celebrities. Like there's a part of it that is personal to them, which is what drives them to do it for other people because they experienced it and it's meaningful, and that's what it is for me.

Farrah Trim Peter (19:10)

And do you think that perspective changes or influences the words or phrases you use when you're writing or speaking in any way, or is there an example you can think of about that?

Logan Herring (19:20)

Yeah, I think for me, it's really about looking at things from an asset base and what's. What's possible, not what's probable. You know, I was at a conference last year, and there was a man on stage, Larry Miller, who wrote a book recently, and he's the chairman of Jordan Brand. And he tells in his story that he grew up in Philly and he killed another teenager at the age of 16, I believe, went to jail, served his time, came out, wanted to join one of the eight large accounting firms and got all the way up to getting hired. And. And then they retracted the offer because of his background. So he vowed never to share his background again. He climbed the professional ranks, did very well professionally, went on to be the chairman of the Jordan Brand, and he is now just finally coming clean to the rest of the world about his history. The reason why I bring that story up is because too often we give up on our young people, right? We give up on people who may have trouble past or may have done something in the past. And so that, like, that's what drives me when I. When I communicate, is just like, again, making it personal, understanding that everybody has a story. And I don't care if anybody looks at me and wants to judge my story. It's the reason why I'm here. And, you know, when you hear other people speak with such authenticity, like, how dare I not do the same thing?

Farrah Trim Peter (20:42)

Yeah, that's great. And just I'm checking. I think the name of that book is Jump My Secret Journey from the Streets to the Boardroom.

Logan Herring (20:48)

Absolutely.

Farrah Trim Peter (20:49)

Yeah. So put that on the book club list, friends.

Logan Herring (20:51)

How many people out here wearing Jordans because he decided to persist?

Big Duck Host (20:55)

Right.

Farrah Trim Peter (20:56)

You know, yeah. Well, if you're out there and you're listening and you want to learn more about the work group, go to wrkgroup.org you can also connect with Logan on LinkedIn. We're going to link to all of these things on the transcript of this episode@bigduck.com insights Logan, before we go, is there any other advice or tips you'd like to share regarding how organizations can center community voices in their messaging?

Logan Herring (21:21)

Yeah, find the resources to make sure that you are really showing appreciation for the people that are being affected by your work. So you might not have $1,000 to pay them quarterly, but if you're going to bring them in, at least feed them, maybe provide some child care. Something again, time is something you can't get back. And we don't want to be disrespectful to the people that we're really trying to help. And just think about it through that lens if you may. Great.

Farrah Trim Peter (21:48)

Well, thank you so much and everyone. Have a great, great rest of your day.

Big Duck Host (21:54)

Are you a fan of this podcast or Big Duck's other resources on nonprofit communications? If you are, we'd love to hear from you. Please drop us a line by writing to helloigduck.com to tell us what you're working on and what topics you need help with. We also welcome getting your feedback via reviews. You can review this podcast wherever you listen. We'd love to hear from you.

Farrah Trim Peter (22:16)

This is the Smart Communications Podcast, Developing the Voices of Determined Nonprofits, brought to you by Big Duck.

Big Duck Host (22:23)

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Farrah Trim Peter (22:36)

Connect with us@bigduck.com Sam.