Community-Led Approach:
WLI cohort members are transformational leaders. They are the experts, possessing the answers and abilities to catalyze innovation from within the community. The shared desire to expand networks yields a commitment to overcoming cultural, linguistic, and philosophical barriers to ensure that all community members are heard, seen, engaged, and in a position to make decisions that affect Watts.
Knowledge Building and Curiosity:
WLI facilitates a learning environment that promotes sharing and partnership across community members who might not otherwise convene in the same spaces. By establishing a shared space for cohort members, these leaders engage with one another from a place of inquiry, opportunity, and a willingness to listen openly, trust, and respect.
Multicultural Collaboration:
WLI stakeholders believe we are stronger together. There are multiple social and cultural issues facing Watts that intersect across various areas. Because of the long-fraught relationship between Black-led organizations and residents and Latino/a-led organizations and residents in Watts, WLI intentionally focuses on multiracial collaboration, learning, and honest dialogue.
Inclusivity:
WLI focuses on the intersection of human need, understanding that a tapestry of programs, services, and resources lead to thriving communities. WLI has an intentional selection process to identify local nonprofit organizations and community leaders that reflect this intersection.
Unity:
WLI is grounded in an environment of respect, compassion, and togetherness. This is central to both our purpose within WLI and the work cohort members engage in throughout the community. We recognize that issues, needs, and people all interact in a dynamic ecosystem; we do not operate in silos. We foster emerging partnerships that cohort members have developed with one another for a broader, more meaningful impact. Through respectful dialogue and shared learning and experiences, partnerships are strengthened and expanded throughout the community.
