Journal of Public Affairs Education

Transformational Service and Action Learning
The Koina Center
During the winter of 2009, the Koina Center was a new organization
that had recently submitted its materials to the Internal Revenue Service for
recognition as a public charity. The Koina Center’s purpose was to function as
a separate, sustainability initiative promoting Lutheran education, religion, and
collaboration in the West Michigan area. The organization contacted a regional
university in the hopes of partnering with a professor, a class, or a program as
it developed its ability to generate sustainable funds. Upon hearing about this
wonderful opportunity, communications between the executive director, Krista
Kurth, and myself were initiated on behalf of forming a service-learning experience
for grant-writing students.
The Koina Center was selected for representation in this article for several
reasons. First, as a start-up organization, the Koina Center saw the utility of
co-facilitation as an organizational advantage. Following the adage that “two
heads are better than one,” the executive director demonstrated a willingness to
serve as a liaison in meeting with students, coming to the class, and opening
her doors for their input. Second, the Koina Center’s FRO is incomplete. As
mentioned previously, there is no correct way to provide information on the
FRO, nor is the lack of data in some areas a hindrance for partnership. The
organization’s collaborative over competitive philosophy made it noteworthy.
Third, the selection of a faith-based organizational partner signals the long-standing
importance of this area of the nonprofit sector and represents an ever-increasing
belief in its ability to fill the service gap generated by the government.
Before continuing, readers should take the time to review the Koina Center’s
FRO as presented in Appendix B. Initially, the reader will find that some items,
or questions, have not been completed by the Koina Center. Rather than regarding
this missing information as a hindrance for advancement, the reader is encouraged
to think of these areas as works in progress or starting points for discussion with
team members. The comments provided next reflect one possible co-facilitation
between team members as they move toward the development of a fund
sustainability program.
Organizational Name and Mission.
On the surface, the naming of an organization and its defining of a mission
would appear quite simple and clear-cut. However, a name may suggest brand
recognition, community partnerships, or even a propensity for or against
collaboration through the use of particular logos and spokespeople. This is exactly
what happens with the Koina Center; its name uses scripture to emphasize the
importance of sharing for the mutual benefit of others over the individual. Using
verbiage that signals partnership and commonality, the name and mission “provide
pathways for connecting people who care with causes that matter for now and in
the future” by “convening/calling people together, helping them collaborate for the
32 Journal of Public Affairs Education