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The Covid-19 pandemic and our long overdue national reckoning on racial injustice have thrust into sharp relief the results of centuries of economic inequality and systemic racism. While the pandemic and its accompanying economic devastation have hurt so many, people of color and low-income communities have been hit exceptionally hard. More than 100 million people in America—half of all people of color and one-quarter of all White people—struggled to make ends meet even before the pandemic and they continue to bear the heaviest toll, even as the economy bounces back.For corporate leaders, this historic moment presents an opportunity to make lasting progress against stated commitments on racial equity and ensure the billions of dollars pledged to communities of color actually lead to equitable outcomes. Our 2021 CEO Blueprint for Racial Equity will guide you beyond diversity and inclusion commitments to the heart of the business opportunity ahead: addressing the intended and unintended impacts of your products, services, operations, policies, and practices on people of color and low-income communities, with key recommendations across the three domains of corporate influence.
In 2019, the National AfterSchool Association (NAA) convened a series of leadership conversations focused on creating a culture of professionalization in afterschool, which included a discussion of the need to build a leadership pipeline and to foster more diverse leadership, starting with a focus on supporting and retaining leaders from minoritized racial and ethnic backgrounds. These leader-focused discussions were a natural next step in NAA's long track record of commitment to equity and advocacy for the professionalization of the afterschool field, including through the development of Core Knowledge and Competencies for Afterschool and Youth Development Professionals, and by annually honoring the Next Generation of Afterschool Leaders. NAA is now elevating the importance of building a diverse leadership pipeline through the launch of a Professional Learning Community (PLC) in spring 2020, with grant support from the S.D. Bechtel, Jr. Foundation and in partnership with the California School-Age Consortium (CalSAC) and Development Without Limits (DWL). NAA also engaged Policy Studies Associates (PSA) and Public Profit as learning and research partners. This brief, researched and authored by PSA and leveraging interview and survey data from Public Profit, results from a collaborative effort intended to frame efforts to embrace, support, and retain afterschool leaders of color.
In 2014, Ithaka S+R partnered with The Andrew W. Mellon Foundation, the Association of Art Museum Directors (AAMD), and the American Alliance of Museums (AAM) to study the representational diversity within art museums through quantitative means. To collect this data, Ithaka S+R developed a survey instrument which was administered to directors of AAMD and AAM member art museums.Four years later, we have administered a similar instrument to these museum directors in order to gauge the extent to which museum staff have changed demographically in recent years. The instrument was slightly expanded, affording new insights into the composition of art museum employees.Key FindingsGender remains majority female; museum leadership positions have grown five percentage points more female in last four years.In curatorial roles, management positions are about 15 percentage points more male than non-management roles.Museum staff have become more racially and ethnically diverse over the last four years.Among intellectual leadership positions, education and curatorial departments have grown more diverse in terms of race/ethnicity, while conservation and museum leadership have not changed.
Dissonance & Disconnects: How entry and mid-level foundation staff see their futures, their institutions, and their field, examines the thoughts and feelings of early- and mid- career practitioners on philanthropy and their futures in it. The report focuses on themes including participants' experiences at work, the alignment between their institutions' practices and their values, and how participants see their futures in the sector. It is meant to support conversation among emerging leaders and senior executives about foundation practices and how they can better unlock talent up and down the org chart while also bringing foundations into deeper alignment with their values.
This Racial Equity Toolkit provides restaurant management with practical resources for assessing, planning, and implementing steps toward racial equity at your business. There is no step too small: every action you take helps your business thrive and fosters stronger local relationships with your workers and consumers.This toolkit combines the expertise of three national organizations: Restaurant Opportunities Centers United (ROC United), Race Forward, and the Center for Social Inclusion. Collectively, these organizations have decades of experience in restaurant-standards innovation and racial-equity consulting. To ensure this tool is useful, realistic, and accessible for real-life people in the industry, we partnered with two respected fine dining and casual dining restaurants in the San Francisco Bay Area: Alta (San Francisco) and Homeroom (Oakland).
Healthcare and information technology (IT) are two of the fastest growing sectors in the United States and provide numerous high-paying career options around the country. However, most of these living-wage careers are only available to individuals who have advanced degrees and other costly credentials, which are real barriers to many people of color in low-income communities. Providing access into healthcare and IT careers will become an increasingly critical role for workforce development agencies as these sectors continue to take over more of the labor market.Drawing from academic research, interviews with workers of color and key experts in the field, and results from a 2016 Race Forward survey of 70 workforce development organizations nationwide, Race-Explicit Strategies for Workforce Equity in Healthcare and IT identifies barriers to achieving equitable employment outcomes for workers of color in the workforce development field, and outlines solutions to increase racial equity through a systemic, race-explicit, and outcome-oriented approach.The report identifies major internal and external barriers to greater adoption of race-explicit strategies for equity in the workforce development field, including racial bias and discrimination, limited tracking of racial disparities and outcomes, and a lack of services to support low-income workers of color.
Most would agree that in recent years, the field of philanthropy has begun to take seriously the need to increase diversity within its sector -- and particularly among its leadership. Indeed, we are a long way from the days when the founding members of the Association of Black Foundation Executives (ABFE) stood up at a Council on Foundations meeting to advocate for more equitable representation among Council leadership and in grantmaking institutions more generally.In most major foundations today, it is now commonplace not just to track but to require diversity of staff and leadership both within their own organizations and externally among their grantees.Earlier this year, even the Chronicle of Philanthropy marveled at the progress that American philanthropy has made toward these goals, highlighting the diversity reflected by several major foundations' recent senior hires. "The new executives are very different from the people who held these elite jobs even a decade ago," the Chronicle reported. "They are much more likely to be black, gay, or female and to come from modest backgrounds."Yet, emerging data suggest that the experiences of many Black professionals in grantmaking institutions may challenge the current thinking on the field's increasing commitment to diversity. Currently, only 3 percent of philanthropic institutions are led by Black chief executives,3 and the percentage of Black individuals holding trustee positions at philanthropic foundations remains stagnant at 7 percent.Meanwhile, there have been slight declines in the percentage of Black professional staff (from 10 percent in 2010 to 9 percent in 2012) and Black program officers (from 17 percent in 2010 to 16 percent in 2012) working within grantmaking institutions.This decline in overall representation by Black philanthropic professionals in the sector is disturbing not just because it is happening -- but because until now, there has been little data on why it is happening. Why are Black philanthropic professionals leaving the field, and where are they going? Is this trend at its beginning or nearing its end? Most importantly, is there anything that ABFE and its allies can do proactively to address this issue?
The Institute of Fundraising (IoF) carried out this piece of research to get a better understanding of the make-up of the fundraising workforce and gain an insight into the diversity of the profession.