FINAL THOUGHTS

including supporting alumni. Funding is an important component of this conversation including the extent to which funding needs are met.

In the past 2 years, we have shared recommendations and best practices through the production of the five reports noted in the introduction. Among these is the “New Normal” evaluation report, which reported on the ways in which that particular investment approach addressed the social-emotional learning needs during COVID-19. Survey materials were developed by UD and supplied to the pilots who, in turn, administered the surveys to their participants. This yielded common data across New Normal programs. Over 250 youth completed a survey administered after participation in the pilot. Findings from the youth surveys revealed that youth are eager to help those in need, and feel close to their friend group, even during the pandemic. However youth disagreed that: • “Adults in my town or city listen to what I have to say;” • “I am popular with others my age;” • “I feel like an important member of my local community;” • “I have a lot of friends;” • “I give time and money to make life better for other people.”

Regarding social awareness, about 40% of youth disagreed with the statement “I am comfortable describing my feelings.” This was echoed in post-survey comments, where respondents expressed reluctance and discomfort when discussing sensitive topics.

Youth participants provided several recommendations for future programs: include more time for in-person sessions; extend the length of the program; integrate more physical activities; expand the marketing and reach in their community; and structure the program as an outlet for socializing and stress release (and make it less like school).

FINAL THOUGHTS In the “Final Thoughts” section of programming feedback surveys from 2019-2021, fellows were asked what advice they would offer future 4.0 applicants or fellows. The main themes expressed were encouragement to apply, to keep going with the 61

challenge, to remain open and adapt ideas to community feedback, and to build relationships with cohort members and coaches. Following are select quotes that represent these themes that were expressed by fellows in response to this question over multiple survey years: “Apply, apply, apply!! It'll be one of the best things you've ever done.”

“Applicant: APPLY!! 4.0 ESSENTIALS Fellowship was such a liberating and empowering experience for me. As a Black woman I oftentimes experience imposter syndrome and self-doubt. Through ESSENTIALS I gained tangible skills, knowledge, and language to share the mission and purpose for creating my very own early childhood venture. Future Fellow: Be fearless and deliberate in this journey. Share your truths. Build genuine relationships with peers and 4.0 staff. Maintain the relationships post camp and most importantly ask for feedback, peer review, and support as needed.

“Come in ready to expand your horizons and lean into the community as much as possible, with a lens of reciprocity. That is 4.0's most incredible asset: the most diverse, highly dedicated community of passionate change-makers.”

“This is a great opportunity to connect with others who are supportive and passionate. Stick with the process; each part of it is meaningful and important in its own way.”

“Speak your truth about where you are with your venture/idea right now, and don't be ashamed if your idea feels small! Locate where you are, where you've been, and consider the next steps toward where you want to go. If you can say all of those things, you are more prepared than you realize, and 4.0 could be the place to help you on your journey. Own it!”

“Actively engage, test your ideas, and be vulnerable. It is an amazing experience.”

“4.0 teaches you the skills and the steps to connect with different stakeholders and transform an idea into concrete actions.”

“The fellowship is about learning, not necessarily succeeding. If you're willing to put in the effort, then you will learn a lot from executing your pilot.”

“Trust your gut! Even if your pilot doesn't pan out the way you wished it had, the spirit of your idea is valuable - stick with it, don't be afraid to pivot, and anchor the changes you make in community feedback.”

“If you get two months into the fellowship and realize your idea doesn't work...that is okay and means the fellowship works.”

“I would encourage applicants to be clear about the needs of the community they want to serve and to stay flexible about the ways they seek to provide a solution in a way that the community has expressed.”

“Do it if you want to have the support and structure to really take the first step towards bringing your business idea to fruition.

“Go into the Fellowship with an open mind and challenge your pre-existing idea. Receiving feedback can sometimes appear overwhelming. Don't be afraid to share your thoughts and ideas and work through your idea. Be willing to connect with others. It is one of the most beneficial supports you can have in forming an equitable and inclusive idea.”

“Go with your gut, don't overthink it too much and believe in yourself as much as everyone else believes in you! The first step is just as important as the last. Make everything and every day count.”

“Be open and trust the process. This fellowship will only strengthen you and your idea.”

“Be ready to explore areas that you haven't thought of while building your program. Be open-minded to learning new things and seeing different perspectives.”

“DO IT! Connecting to like-minded individuals is so necessary in the challenging line of work to disrupt the status quo. We, revolutionaries, need families to fall back on, to energize from, to hear stories for inspirations, to receive nourishment from. You are not alone in this work. Apply to be a part of the family you've been looking for.”

“Really use your coach and cohort to challenge you and move your idea forward.”

“Trust the piloting process and reach out to your cohort members!”

“Embrace every moment with flexibility and give yourself grace. Take advantage of every opportunity to build human connection with your cohort. They are inspiring and just as nervous to go through a pilot as you!”

“Reach out to cohort members for one on one time to get to know them. That was the most valuable part of the experience!”

“Be open to feedback and receive the coaching.”

“You get out of 4.0 what you put into it. The organization has a great network of past fellows and supporters, which can be a great resource if you take the initiative to tap into it.”

“As with most things in life, this fellowship is what you make it.”

“Dream big. Focus down.”

Open-ended comments from 4.0 fellows about their experiences and advice for future fellows reflect 4.0’s mindsets and skills such as trying again after failing, identifying assumptions, breaking down a problem and testing it, and evaluating connections with affected communities. 4.0’s core strategies (Curriculum, Coaching, Community, Cash, and Continuous Improvement), which are integral to the organization’s Logic Model and theory of change, are also exemplified in this feedback. These comments from 4.0 fellows demonstrate that lessons of self-reflection, resiliency, pivoting, and connection are integral to the 4.0 experience and beyond.

RECOMMENDATIONS Based on these findings, the researchers from CRESP propose several recommendations for consideration by 4.0: 1. Consider an in-person alumni meeting for those who completed the program during COVID. a. Alumni from this time would like to have some in-person experience. A gathering, follow-up refresher or similar attempt to invite them to network and celebrate their accomplishments would be welcome. 2. Assist alumni in connecting to 4.0 in new ways and through existing channels they might not be aware of. a. If not done already, consider informing graduates before they leave the program of the alumni opportunities available to them, and sign them up at that time. Additionally, other opportunities to increase outreach to alumni communities should be explored, as alumni are mixed in terms of their 65

familiarity with what communities exist and how they can get involved with them. b. Create additional supports for alumni around funding, which is an important reason that they would like to stay connected. Alumni would like ongoing opportunities to learn about where to find resources, how to apply for funds, and how to write grants and structure proposals. 3. Explore the ways in which 4.0 training could tailor efforts to best support entrepreneurs with similar interest areas, perhaps offering content expertise and evidence-based ideas, as well as examples of effective strategies to foster fellows’ understanding of current best practices. a. Additional needs described during the application stage may also be a framework for common instruction, such as app development and technology infrastructures. i. A venture self-assessment completed by fellows periodically throughout 4.0 participation, as well as the opportunity for alumni to pick workshops that are themed around where their idea is now, including topics such as pivoting may be of use. This could particularly support those that are re-designing ventures/pivoting. b. Furthermore, teambuilding during and after the fellowship for common venture ideas could be expanded upon. c. Finally, consider how fellows are educated about the variety of activities, theory and content options used in similar programs. For example, creating a mix of activities that include opportunities for physical activity and de-stressing, especially if programming extends the school day for youth. 4. Ascertain fellows’ incoming knowledge and utilization of mindsets and skills such as joy, anti-racism, equity and determination. This is critical so that programming is not redundant with their existing knowledge. Rather, programming should expand upon the areas where there are gaps or dive deeper into areas where they already have background knowledge. 5. Continue developing evaluation tools and measures that are as targeted and efficient as possible.

a. Consider a process that occurs annually to review survey tools from the prior year. As part of this strategy, reflect on the alignment of tools with program components and priorities. Maintain consistency whenever possible and update the tools as needed for the subsequent year, eliminating questions when they are not needed. b. Furthermore, a strategic review of the graduation survey in concert with the alumni survey and data collected on fellow applications may be of use.

Questions such as those that focus on participant records of their assumptions, for example, may be lengthy for respondents to complete and difficult to use in reporting.

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