162 posts categorized "Women & Girls"

'Now is the time for philanthropy to support today's brave movements for justice': A commentary by Jesenia A. Santana

July 28, 2021

Black Lives Matter Phoenix MetroToday's racial justice movements need protection — and funders must respond

Like so many others across the country, members of Black Lives Matter Phoenix Metro have organized and participated in numerous protests and public calls for racial justice in the past year. Their activism has kept a powerful spotlight on the harms and trauma caused by white supremacy and the need for healing and liberation for Black communities and other oppressed people. But that work has come at a great cost to the safety and security of people and organizations on the front lines.[...]

Across the country, activists and movement leaders are facing heightened levels of risk, trauma, and violence simply for speaking out for our collective rights and standing up for Black lives and communities of color. If it is not trumped-up charges and police violence, it is vicious harassment delivered both digitally and physically by people and groups spewing racism and hate. The problem has only gotten worse since the January 6 insurrection at the U.S. Capitol.

Now is the time for philanthropy to support today's brave movements for justice....

Read the full commentary by Jesenia A. Santana, senior resource strategist at Solidaire Network.

'We understood what it meant to be silenced, afraid, and vulnerable': A Q&A with Mónica Ramírez

July 26, 2021

Headshot_Monica Ramirez_Justice_for_Migrant_WomenMónica Ramírez is an organizer, attorney, social entrepreneur, and founder and president of Justice for Migrant Women, whose work includes policy advocacy, civic and political engagement, public awareness and education campaigns, narrative shift initiatives, and multi-sector and multi-ethnic power-building collaborations. For two decades she has worked to protect the civil and human rights of women, children, workers, Latinos/as, and immigrants and to eliminate gender-based violence and secure gender equity, launching Esperanza: The Immigrant Women's Legal Initiative at the Southern Poverty Law Center in 2003. Ramírez also is co-founder of the Latinx House and Alianza Nacional de Campesinos, where she served as board president until 2018.

In our latest '5 Questions for...' feature, PND spoke with Ramírez about the intersectionality of women's, farmworkers', and immigrants' rights; the impact of COVID-19 on farmworkers; and the Healing Voices program. Here is an excerpt:

Philanthropy News Digest: You're credited with helping to galvanize the TIME'S UP movement against sexual harassment by publishing the "Dear Sisters" letter on behalf of farmworker women, addressed to women in the entertainment industry. What factors put migrant farmworkers at particularly high risk of sexual harassment, in both similar and disparate ways from women in Hollywood?

Mónica Ramírez: Women of color have historically been left out of the narratives featured in TV shows or movies, much less given the opportunities to feel safe and comfortable enough to bring to light their traumas and seek justice — and the same can be said for farmworker and migrant women. Most people don't realize that migrant women suffer from sexual harassment in the workplace at the hands of supervisors, recruiters, co-workers, and others. They are more vulnerable, as they're employed in small workplaces like private homes and small farms, sometimes with fewer than fifteen workers. And as these women are not covered by existing federal anti-sexual harassment law, they're particularly vulnerable to harm without any recourse to seek justice. To make matters worse, many are afraid to speak out about any incidents of sexual harassment that take place due to fear of deportation, being fired, or having their hard-earned wages taken away....We understood what it meant to be silenced, afraid, and vulnerable....

Read the full Q&A with Mónica Ramírez.

5 Questions For…Linda Goler Blount, President and CEO, Black Women's Health Imperative

July 08, 2021

Linda Goler Blount joined the Black Women's Health Imperative, the first nonprofit organization created by Black women to help protect and advance the health and wellness of Black women and girls, as president and CEO in February 2014.

Since then, Goler Blount has overseen investments totaling more than $20 million in Black women's health and research. She is responsible for moving the organization forward in its mission to achieve health equity and reproductive justice for Black women. BWHI recently announced that it received a $400,000 grant from the Rockefeller Foundation to improve vaccination rates among Black women and communities of color. The grant, part of the foundation's $20 million Equity-First Vaccination Initiative, supports hyper-local, community-led programs working to improve vaccine access and support educational outreach in five cities. BWHI will convene a Covid-19 Vaccine Awareness & Equity Task Force to provide high-impact advocacy recommendations to boost COVID-19 vaccine uptake. The task force will include the leaders of National Caucus & Center on Black Aging and National Coalition of 100 Black Women, policymakers, disparities experts, and community organizations.

Before joining the Black Women's Health Imperative, Goler Blount served as the vice president of programmatic impact for the United Way of Greater Atlanta, where she led the effort to eliminate inequalities in health, income, education, and housing through place- and population-based work. She was also the first national vice president of health disparities at the American Cancer Society, in which role she provided strategic vision and leadership for reducing cancer incidence and mortality among underserved populations and developed a nationwide health equity policy.

PND asked Goler Blount about the ways in which Black women have been disproportionately impacted by COVID-19, the Covid-19 Vaccine Awareness & Equity Task Force, and how to address the racial disparity in maternal mortality rates.

Headshot_Linda Goler Blount_Black Womens Health ImperativePhilanthropy News Digest: The Centers for Disease Control and Prevention reports that Black Americans are 2.9 times as likely as white Americans to be hospitalized with COVID-19 and 1.9 times as likely to die. In what ways have Black women in particular been disproportionately impacted since the pandemic began and what needs to be done to address this disparity?

Linda Goler Blount: The heavy toll of COVID-19 on Black America is sharpened for Black women, who live at the intersection of gendered and racialized oppression and are experiencing disastrous impacts on their health, economic stability, and social well-being. Black women are impacted disproportionately by underlying health conditions linked to severe COVID-19 cases, including obesity, cardiovascular disease, and diabetes, the high incidence of which serves as a consequence of America's long history of structural racism and gender oppression. The confluence of the gender pay gap and the racial wealth gap have made economic instability a harsh reality for Black women.

In addition, the physical health impacts of COVID-19 are clear, and the psychological stress of the pandemic is certain to have long-term effects on Black women's mental health as well. Perhaps most frustrating, though, is that the same structural racism that produces disease in Black communities is also creating barriers to treatment, care, and comfort — and worsening existing health crises. To address the physical health impacts on Black women, we need policy makers to ensure access to adequate and affordable health insurance, invest in initiatives that address systemic racism within health care; and expand Medicaid coverage in all states.

The economic fallout of COVID-19 extends beyond what many of us could have ever imagined, with 60 percent of Black households reporting severe financial problems and Black women maintaining the second-highest rate of unemployment during the pandemic. Policy makers should implement universal paid sick leave and expand eligibility for family and medical leave, raise the federal minimum wage, establish an independent equity committee to review and revise the eligibility criteria for economic relief programs, and develop a long-term funding strategy to support and increase businesses owned and operated by Black women. It is apparent that the social impacts of COVID-19 and racial injustice are wide-reaching and closely intertwined with the health and economic impacts of the pandemic and racial crisis — all of which affect Black women's quality of life. We believe lawmakers should address those impacts by extending the federal eviction moratorium and canceling debts, increasing the availability of affordable housing, and expanding quality broadband access across the country, with investments in low-income and rural communities to provide resources for quality distance learning and training.

PND: Black Americans report lower levels of trust in the healthcare system as a result of outright abuses like the Tuskegee study and day-to-day discrimination experienced when visiting healthcare facilities. What are some approaches you believe can work to restore trust in the healthcare system?

LGB: Vaccines save lives, but too many Black Americans have vaccine hesitancy. Vaccine hesitancy is well placed and often rooted in mistrust of the medical establishment and doubts about the safety and effectiveness of the vaccine. But I would tell those reluctant to be vaccinated that millions of people in the United States have received COVID-19 vaccines under the most intense safety monitoring in history. COVID-19 vaccines have been proven safe and effective. If too many Black Americans put off vaccinations, achieving widespread immunity in this country will be increasingly challenging.

A reassuring aspect the public should be educated about is the vaccine was developed by a Black doctor, vetted by Black physicians, and clinically tested on Black trial participants during the research and development phase. Dr. Kizzmekia Corbett stands at the heart of Moderna's vaccine development, and her research was applied to the development of a coronavirus vaccine now distributed around the world.

One thing needed to make this happen is trust — for predominantly white institutions to trust Black physicians and Black researchers to implement the cultural approaches they know will work with Black communities. That is going to mean giving time and resources to those Black institutions and doctors and healthcare providers, so they can go into Black communities and engage in strategies that are going to be really effective. There is also a need for strategic messaging tailored to Black Americans. Because Black communities must seek COVID-19 vaccinations, there is a need to double down on healthcare providers' critical role as trusted messengers in overcoming vaccine hesitancy.

PND: The goal of the Rockefeller Foundation's $20 million Equity-First Vaccination Initiative is to ensure that at least seventy million people of color are vaccinated by July. How will BWHI's Covid-19 Vaccine Awareness & Equity Task Force's work assist in reaching that goal?

LGB: Raising awareness about the COVID-19 vaccine in communities of color and advocating for its equitable distribution is a key 2021 priority for BWHI. Accurate, culturally sensitive information provides Black women with the background and knowledge to advocate for equitable and affordable access to this critical lifesaving vaccine during these uniquely challenging times. To that end, the BWHI Covid-19 Vaccine Awareness & Equity Task Force will provide high-impact advocacy recommendations for community-based tools, resources, and grassroots implementation activities for COVID-19 vaccine education and uptake. This will include CEO leadership of its strategic project partners, as well as a diverse group of leaders, policy makers, disparities experts, and community advocates who will coordinate and consult on COVID-19 community engagements, strategic initiatives, and resources. To close gaps, BWHI will form strategic partnerships with National Caucus & Center on Black Aging, Inc. (NCBA) and National Coalition of 100 Black Women (NCBW) to deploy COVID-19 vaccine and equity initiatives among Black women in five U.S. cities: Baltimore, MD; Chicago, IL; Houston, TX; Oakland, CA; and Newark, NJ.  BWHI will also collaborate with several community organizations to encourage vaccinations, including the Southern Christian Leadership Global Policy Initiative (SCL GPI), R.E.A.C.H. Beyond Solutions, New Jersey Department of Health, and the Women's National Basketball Players Association (WNBPA). Now more than ever, it is critical to arm Black women, who are the vital arbiters of healthcare decisions for their families and communities, with culturally relevant and accurate information that they can act upon to reduce the threat of the COVID-19 pandemic on communities of color.

PND: BWHI is the first nonprofit organization created by Black women to help protect and advance the health and wellness of Black women and girls. After thirty-eight years, are the challenges today the same as when the organization began? What's changed?

LGB: Ironically, the biggest challenge today is the same as when the organization began thirty-eight years ago. Black women's most significant health issue is the system, as it was four decades ago. Deep-seated structural and systematic racism are not just obstacles to addressing Black women's health issues — they are the health issue. What underlies Black women's disproportionate myriad health issues and disparities is the country's long history of structural and systemic racism within social, commercial, and government systems that disadvantage Black Americans. They can be seen through inequities in socioeconomic status, segregated communities, and even how Black women's pain and conditions are disbelieved and dismissed by the medical community. Standard medical practice continues to fail to consider the unique challenges Black women face.

Today, however, there is greater recognition. The CDC declared racism a public health emergency by observing structural inequities that have resulted in stark racial and ethnic health disparities that are severe, far-reaching, and unacceptable. More than twenty cities and counties and at least three states — Michigan, Ohio, and Wisconsin — have also declared racism a public health crisis. There is a greater understanding among the medical establishment that Black women are made less healthy by medical racism and biases held by healthcare workers against people of color in their care. Even though the principal challenge remains the same, with the right tools, resilience is possible. BWHI will continue to advocate for advances in health equity and social justice for Black women, across their lifespan, through policy, advocacy, education, research, and leadership development. Since our founding, we have strived to identify the most pressing health issues that affect the nation's twenty-two million Black women and girls and invested in the best strategies and organizations that accomplish these goals and will continue to do so in the future.

PND: Since a maternal mortality checkbox was added to death certificates in all fifty states, the U.S. has better maternal mortality data and we now know that Black women are three to four times more likely to die from pregnancy-related complications and to suffer from severe disability resulting from childbirth than white women. What are some of the policies lawmakers should enact that would improve maternal health outcomes for Black women?

LGB: To address maternal health outcomes in Black women, BWHI calls for policy solutions to help us understand why this occurs, through the data and further conversation with Black women, and then fight for change. Our goal is to understand more clearly how racism, bias, and disrespectful care contribute to this tragedy and create a call to action to transform clinical practice and improve healthcare outcomes.

The Black Maternal Health Momnibus Act of 2021 is legislation pending in Congress designed to improve maternal health, especially for Black women most impacted by pregnancy complications. It comprises twelve individual bills that will address issues such as maternal mental health, social determinants of health, and COVID-19 risks for pregnant and postpartum women. It is an important first step toward addressing disparities in maternal mental health care and ensuring that all pregnant, birthing, and postpartum Black women have access to the health care they need. BWHI is also calling for policies that emphasize data collection, including a deeper analysis of data on the lived experiences of pregnant Black women. That data would inform a strategy to examine the underlying causes of poor maternal outcomes among Black women and to develop and implement strategies for policy, practice, and delivery systems to move the needle.

— Lauren Brathwaite

Funding criminal justice reform in Latin America: Investing in affected communities

June 15, 2021

Casa de las Muñecas_PhilanTopicThere is always a glass-half-full aspect to grantmaking: While we are proud of what our grants have helped accomplish, we recognize that we can always do better. Looking back on the past decade of grantmaking by the Open Society Foundations' Human Rights Initiative in support of criminal justice reform, we can draw critical lessons from both our successes and our failures.

We would like to share some lessons learned from our work funding communities affected by over-policing, mass incarceration, and state violence in Latin America.

A bedrock principle for us is that affected communities are the most capable drivers of long-term, sustainable change, and funders need to prioritize providing them with direct support.

There are four fundamental reasons why donors funding criminal justice reform should support leaders of the movement who are directly impacted by the system:

1. Investing in collective organizing and leadership provides affected communities with resources to build their power. It enables them to shape a narrative on public safety that highlights the stories of the victims and exposes the root causes of violence and harm such as social, economic, and racial injustices — and the way the criminal justice system is designed to criminalize and discriminate against marginalized communities. Funding their leaders also empowers affected communities to develop solutions to problems that directly impact them, and funding is critical to effectively challenging structural inequality and injustice through a bottom-up, rather than top-down, approach.

2. Investing in affected communities contributes to a more representative, diverse, and inclusive criminal justice movement that nurtures new and emerging leaders. In Brazil, for example, white — and often elite — legal and policy advocacy groups tend to dominate the criminal justice field — but this is changing. More Black activists and Black-led organizations such as the newly formed Black Coalition for Rights, are leading advocacy on criminal justice reform and placing racial justice squarely on the agenda of the broader movement, and more donors are funding racial justice work in the country. In Mexico, the trans-led NGO Casa de las Muñecas is introducing new perspectives in the criminal justice debate regarding discrimination against trans women, which other organizations in this space have not prioritized. Building the leadership of affected communities has a knock-on effect on mainstream organizations as well, motivating them to recruit staff and board members from these communities, diversifying their membership.

3. The strong connection between directly impacted people and their families, neighbors, and/or people with similar experiences gives those leaders and organizations legitimacy in the eyes of their communities and the public. They therefore have a greater capacity to mobilize and galvanize people around their demands. In the United States, as a result of the shift in the profile of its leadership to include more people from impacted communities, the criminal justice movement has pushed new and more radical ideas to the fore, such as "prison abolition" and "defunding the police," and is placing greater emphasis on initiatives dealing with violence prevention, community reinvestments, and reentry. In Latin America, a nascent network of formerly incarcerated women (including Red de Acciones por la Justicia in Mexico, Mujeres Libres in Colombia, and Amparar in Brazil), is developing an advocacy platform to promote transformative justice across the region, a topic that traditional criminal justice organizations, which have been more focused on technical legislative reforms, have not prioritized.

4. While directly impacted individuals are arguably the most capable and effective leaders of the criminal justice movement, they are also the most in need of and the least able to access resources. Groups and movements led by affected communities are typically under-funded and conduct most of their work on a volunteer basis. They lack the vital resources required for organizational and professional development (e.g., fundraising, advocacy) and end up giving their time and energy free of charge, despite precarious living conditions, such as insecure housing, lack of access to basic services (health care, education, etc.), and the stigma that comes with having spent time behind bars or the trauma of having lost a family member to state violence.

Donors have an important role to play in supporting affected communities' efforts to organize, strategize, and develop their own solutions to problems of which they have an intimate knowledge.

Here are four lessons we'd like to share from our experience in Latin America:

1. Funding affected communities requires grantmaking that is flexible, long-term, and premised on trust. Keep in mind that while grantees will choose the path that works best for them, it may take time to figure this out, and results may not be immediately tangible. There may be an advocacy win down the road, but the organizing, strategizing, and mobilizing necessary to make it happen could take years. Results need to be measured against movement-building milestones such as agenda setting, increased visibility of advocates and positions, stronger networks/development of new organizations, and law and policy reform).  

2. Affected communities should make their own decisions, but they need allies and assistance from well-established organizations that can offer respectful accompaniment and technical support. Allies (including donors) must perform a delicate balancing act: committing to nurturing the leadership of affected communities while knowing when to step back to let them make their own decisions.

3. We need to navigate movement dynamics carefully. Funding one set of affected leaders or organizations but not another may pit groups against each other. Donors need to understand alliances and rivalries and asses how best to support the movement as a whole. It is also important to recognize the tensions between movements. For instance, in Colombia, we cannot assume that solidarity is automatic between female coca growers in rural areas and women who use or sell drugs in urban settings, but they could rally around common goals such as the need for economic opportunities.

4. Some communities self-organize to defend their rights and interests but do not focus on criminal justice reform. For instance, while associations of sex workers, people who use drugs, or LGBTQI communities are victims of violence and criminalization, they tend not to operate in the criminal justice field. They could, however, be allies and help break silos between movements.

It's too early to demonstrate, in a quantifiable way, the impact of this strategic shift on policy and practice and people's lives. Yet, after a few years of funding affected communities in Latin America, we already see changes in the types of organizations and activists present in the criminal justice field across the region: They are more diverse, they have brought new voices and perspectives to the table, and they have given a sense of empowerment to disenfranchised communities. We hope the donor community embraces this approach and understands that systemic change requires a sustained and collaborative effort and a commitment to invest in building the infrastructure for movements that have historically lacked access to resources.

(Photo credit: Casa de las Muñecas)

Soheila Comninos_Nina_Madsen_PhilanTopic Soheila Comninos and Nina Madsen are program officers in the Open Society Foundations' Human Rights Initiative.

 

What COVID-19 has taught us about the humanitarian system and women's rights organizations

June 02, 2021

CFTA_feminist_humanitarian_networkWhen the COVID-19 pandemic struck — and with it came public health measures including stay-at-home orders — women's rights organizations (WROs) the world over were quick to sound the alarm: Gender-based violence (GBV) would increase. Women and "marginalized" groups would be disproportionately impacted by the pandemic, and the inequality they already face would deepen. The gendered impacts of crises are well documented, and COVID-19 would be no different.

WROs acted swiftly to address those issues, working to strengthen community-based mechanisms to ensure that women could report GBV and expect a response. Organizations adapted their systems and approaches to ensure that women could continue to access critical services during lockdowns, including psycho-social support, maternal and newborn child health care, and sexual and reproductive health services. WROs also advocated for recognition of the impacts of the crisis on women's rights and called for funding to be targeted to mitigating those impacts.

While responding to the pandemic and its fallout, WRO members of the Feminist Humanitarian Network (FHN), a collective of women leaders working together to transform the humanitarian system into one that is guided by feminist principles, saw an opportunity: Here was a moment to document the essential role WROs play in humanitarian action, to capture the work that they do, any time an emergency occurs, to ensure that women and "marginalized" groups aren't left out of relief efforts.

FHN member organizations — of which 70 percent are WROs working in the Global South and 30 percent are international non-government organizations (INGOs) and organizations based in the Global North — are working to achieve a global humanitarian system that is responsive, accountable, and accessible to women and the diverse organizations that serve them, and that challenges rather than perpetuates structural inequalities. A pervasive lack of recognition of WROs as humanitarian actors and leaders is just one of a number of critical issues that FHN is working to change.

The current humanitarian system and the actors it is comprised of (governments, United Nations agencies, INGOs, and national actors) systematically exclude women and their organizations from all phases of humanitarian action, from funding to decision making. WROs are rarely invited to contribute to national planning processes for humanitarian response or to sit on emergency committees. When a funding call is made, WROs rarely receive the information, and when they do, rarely succeed in their grant applications.

Needless to say, the impacts of this exclusion are enormous. Women's needs — and indeed, the needs of "marginalized" groups, such as people with disabilities, refugees, and the LGBTIQA community — go unaddressed as a result. WROs and women-led organizations, which often represent diverse groups of women and their communities, are uniquely positioned to highlight the needs of those they work with and ensure that they are addressed. When the leadership role of those organizations is undermined, basic requirements like including sanitary supplies in relief distributions and ensuring that distribution sites are accessible to people with disabilities are overlooked.

In addition to presenting an opportunity to showcase the role that WROs working at grassroots, local, and national levels play on the frontlines of humanitarian action, COVID-19 offered a snapshot of the global humanitarian system — how the current system works and the challenges it presents for WROs in the Global South — the patriarchal and colonial practices embedded in the system that are at the root of the lack of recognition, lack of access to resources, and exclusion that WROs experience.

And so FHN members in Bangladesh, Kenya, Lebanon, Liberia, Nepal, Nigeria, Palestine, and South Africa – conducted research to document their own humanitarian leadership, and that of their peers in the response to the pandemic. Their findings have been published in a series of national reports and a global report entitled Women's Humanitarian Voices: Covid-19 through a feminist lens. The reports highlight multiple critical barriers presented by the humanitarian system that undermine the leadership of WROs, and describe not only their ability to respond to crises but their long-term sustainability as essential women's rights actors working to protect and advance women's rights.

In six of the eight studies, WROs were unable to access donor funding, in large part as a result of excessive due diligence requirements that these organizations, working around the clock to respond to the emergency with limited resources, were (particularly in times of crisis) unable to fill. Instead, WROs undertaking critical work — ensuring that women with disabilities were able to meet basic needs throughout the crisis, for example — funded their efforts with their leaders' personal resources or funds contributed by the community. At the same time, women and their organizations were excluded from decision-making processes — left out of planning undertaken by international and national actors and from emergency response committees at all levels.

And yet those organizations persevered, working collectively in the "spirit of sisterhood" to challenge injustice, demand that their voices be heard, and work to influence the response efforts — and ensure that women's needs were addressed in each context. WROs continue to take action so that women are not left behind in the COVID-19 response and women's rights are advanced through humanitarian action.

For many of us working in the humanitarian sector, the pandemic has re-emphasized much of what we already knew: Emergencies exacerbate gender injustice, in part because the humanitarian system reinforces existing patriarchal social structures by excluding women from funding and decision making. Women's Humanitarian Voices: Covid-19 through a feminist lens has captured the creativity, resourcefulness, and deep feminist approaches of WROs in the Global South and has presented a powerful argument for why that system must change.

To be part of that change and to create a system that is inclusive of all and creates sustainable, transformative change, humanitarian actors across the system must immediately increase support for organizations advancing women's rights, in the form of direct, long-term, flexible funding. They must recognize their expertise and follow their leadership. A feminist humanitarian system is not only possible; it is critically needed and requires every humanitarian actor — including, importantly, donors — to take action.

Holly_Miller_Naomi_Tulay_Solanke_PhilanTopicHolly Miller is lead at the Feminist Humanitarian Network, a global collective of women leaders working together to achieve a humanitarian system that is guided by feminist principles. Naomi Tulay-Solanke is executive director of Community Healthcare Initiative and a member of the Feminist Humanitarian Network Steering Committee.

Supporting the South's small businesses is supporting an equitable recovery

March 26, 2021

Closed_due_to_coronavirus_sign_GettyImagesLike the rest of the nation, small businesses across the South have faced unprecedented challenges since the beginning of the COVID-19 pandemic. Millions of them saw demand drop and had to close their doors as their reserves were depleted. The breadth of the impact has been staggering — from industries like travel, food service and hospitality, to dentists, artists, mechanics, and farmers.

While federal relief efforts have been helpful for some, they have been insufficient or inaccessible for many, especially women, people of color, immigrants, and other underbanked populations. To address the gap, a number of philanthropic programs have been launched in states across the country to help small businesses at the back of the line — or not in the line at all.

The South has long suffered from a lack of philanthropic and institutional investment, a trend that has continued through the pandemic. The region benefits from only 56 cents of giving for every dollar granted in other regions. And for every dollar given to address structural change in the rest of the country, just 30 cents goes toward these issues in the South, despite well documented challenges with economic mobility, particularly in communities of color. This lack of investment could mean a slower, more difficult recovery and a deepening of those structural issues in the region.

Now is the time to change that trajectory, and supporting small businesses, including small-scale farmers and critical community organizations, is a place to start. Small businesses create jobs, drive economic vitality in communities, and have a tremendous impact on the well-being of families: entrepreneurship is second only to home ownership as an effective means of building family wealth. Plus, we know that small businesses tend to provide higher-quality jobs and are active participants in their communities.

Given adequate resources to navigate and rebuild from the pandemic, these resilient, creative, and resourceful entrepreneurs can overcome the immense hardships they are facing; in fact, many are already showing their resolve to do so. For countless small business owners, there has been no other option.

Unfortunately, even pre-pandemic, many of these businesses lacked access to affordable credit. NextStreet estimates that the credit needs of un- or underbanked small businesses exceeds $80 billion — and that was before banks pulled back because of the economic uncertainties created by COVID-19. We saw bank lending decline 16 percent during the Great Recession; given the recent trends of bank consolidation and the loss of many community banks, we expect the pandemic-driven decline to be even steeper in low-income, rural, and already underresourced communities across the country.

Luckily, we know — and have seen throughout COVID — that nonprofit community-based lenders certified as community development financial institutions (CDFIs) take the opposite approach. In times of crisis, they lean in. CDFI lending increased during the Great Recession, with many CDFIs doing five to ten times more lending in 2020 than in previous years to support the immediate needs of the small businesses and community-based organizations operating within their footprint.

That is why we are building and supporting the Southern Opportunity and Resilience (SOAR) Fund alongside thirteen CDFIs across the South. The program was designed to support the needs of local community lenders so they have access to low-cost capital, a technical assistance ecosystem, and a centralized technology platform that helps them find small businesses, including small-scale farmers, and nonprofits who need their help.

The economic recovery from the impact of COVID-19 is going to be long, and support for small businesses will be needed well beyond the administration of vaccines. If we want the post-pandemic recovery to be more equitable than the last one — and be focused on the potential and opportunity in local economies across the South — we need solutions structured to support the scaling of organizations that have been built in and served these communities for decades.

If we want to create asset- and wealth-building opportunities while maintaining the critical cultural fabric of our communities, philanthropists need to come together to support CDFIs and the small businesses they were built to serve.

(Photo credit: GettyImages)

Beth Bafford_Jennifer_Gadberry_philantopic - CopyBeth Bafford is vice president of syndications and strategy at Calvert Impact Capital, which is acting as the arranger for the SOAR Fund. Jennifer Gadberry is vice president of asset management at Heifer Foundation, an investor in the SOAR Fund.

Empathetic leadership during the storm

March 17, 2021

Texas storm capture"Lead with an iron fist," said some.

"Never let them see you cry," others recommended.

"You were born to lead," many affirmed.

Countless people have offered advice and encouragement to me as a leader over the years. Yet the idea of empathy in leadership has rarely been addressed.

As a Black female nonprofit executive in Texas who earlier this winter found herself in a vulnerable moment, I feel compelled to record some of my struggles. First there was the pandemic, followed by the killing of George Floyd and heightened racial tensions, and then — boom! — a winter storm with near-zero temperatures that collapsed the state's power grid and left millions of Texans in dark, unheated homes. Even as it was happening, I knew it was going to be bad, and most likely deadly.

My first instinct was to reach out to my staff and inquire about their housing, food, and other needs. In my experience, employers in times of crisis rarely do wellness checks on their employees (other than to inquire whether the employee will be coming into work or not). While nonprofits are quick to respond to community needs during a disaster, how many organizations offer direct support to their own staff? As an empathetic leader, I was concerned first and foremost that those closest to me were safe and out of harm's way.

During the deep freeze, I considered my teams' mental health and reminded them of our EAP program and insurance plans that could assist with counseling. With a team comprised largely of women of color, I understood how responses to crisis and trauma live in our bodies. But in my role as executive director of Faith in Texas, I also knew I had to consider all the harms suffered by the communities my organization serves.

Where did that leave me? Self-care seems to be the rage these days, but it's much easier said than done. Infuriated by the lack of accountability on the part of Texas officials, ERCOT, and electric companies serving the state, I decided to take a break from the news. But within an hour, an employee texted me asking if we could help dozens of families that had been locked out of their hotel rooms and had nowhere to go.

It was then that the magnitude of the crisis became apparent. This wasn't a time for self-care. As a single mother, my heart ached for the displaced mothers and their children. I imagined them trying to survive the freezing cold, dealing with harsh conditions as they scrambled to find public transportation to the suburbs, where mutual aid groups could secure them rooms. I imgained them trying to find food to eat, water to drink, hygiene products, even underwear for themselves and their kids.

It was more or less the same thing the employee who texted me was experiencing. A Black woman and mother of small children, she, too, was scrambling to find temporary housing. And yet she was advocating for others in crisis; self-care would have to wait.

In the days that followed, family and business colleagues from around the country reached out to check on me and my sons. And my answer to their first question was always, "I'm fine. Grateful to be safe, warm and healthy." But I was numb.

Through my contacts, I began to hear about helpers on the front lines — heroic individuals, small nonprofits, and local Black churches that were doing crucial, in-the-moment work to help people survive. I knew their names wouldn't be mentioned during funder calls. And while local and national media outlets were making an efort to highlight the work they were doing and individuals around the country were responding to calls for donations, I realized I had a responsibility to elevate all the organizations and people who were selflessly neglecting their own self-care to provide critical services. Truth be told, I wasn't sure if every organization had 501(c)(3) status, but that hardly seemed to matter. They needed — and deserved — all the resources they coud get. And they deserved to be trusted to use the money — not just in-kind donations —  in an effective manner. Standing up for grassroots organizations is another role I embrace.

Leading with empathy probably isn't the best long-term strategy for a Black female nonprofit executive looking to impress large funders and donors, but, inspired by John Hope Bryant's Love Leadership, it's the legacy I prefer to leave. Like Bryant, I recognize that there can be no strength without suffering, no power without vulnerability. As Black women calling for equity and healing, my sisters and I speak out of love and respect, from a history of suffering, and mindful of our own vulnerability. All we ask is that you give us an opportunity to show our greatness.

(Photo credit: Mario Cantu/Cal Sport Meia via AP Images)

Headshot_Akilah Wallace_cropAkilah S. Wallace is executive director of Faith in Texas. This article originally appeared in the Opinions section of  Women of Color in Fundraising and Philanthropy.

A conversation with Teresa C. Younger, President and CEO, Ms. Foundation for Women

November 04, 2020

The death of U.S. Supreme Court Justice Ruth Bader Ginsburg and the nomination — and likely confirmation — of Seventh Circuit Court of Appeals Judge Amy Coney Barrett to a lifetime appointment on the court have intensified the debate over women's reproductive rights, while the disproportionate impact of COVID-19 on communities of color and nationwide protests against systemic racism have highlighted the challenges faced by girls and women of color.

Teresa C. Younger has served as president and CEO of Ms. Foundation for Women since 2014 and before that was executive director of the Connecticut General Assembly's Permanent Commission on the Status of Women and executive director of the ACLU of Connecticut — the first African American and the first woman to hold that position.

PND spoke recently with Younger about the underfunding of organizations focused on women and girls of color, the impact of COVID-19 and the reenergized racial justice movement on funding for women and girls, and the outlook for women's reproductive rights and equality.

Teresa C. YoungerPhilanthropy News Digest: Before she was named to the U.S. Supreme Court, Ruth Bader Ginsburg was the founding director of the ACLU's Women's Rights Project and an inspiration to gender equality advocates everywhere. What did Justice Ginsburg mean to you, a woman and fellow ACLU alumna, and to an organization like the Ms. Foundation? And what do you think her legacy will be?

Teresa C. Younger: Justice Ginsburg's legacy was being a progressive woman who dedicated her life to making sure the voices of the unheard were heard. She fought every day for equality for all. This fight continues beyond her lifetime.

Justice Ginsburg's work spanned decades. When I started at the ACLU thirty years after her time with the Women's Rights Project, it wasn't surprising that her impact was still felt in that space. And it was an honor to work in a place that had spawned strategic activism for so many. For me, the ACLU fostered a deep understanding of the importance of grassroots organizing, litigation strategy, public education, and legislation on a state and national level.

Her legacy also lies in her dying wish for the American people to have a say in who fills her seat on the court. At a time when millions of people have already cast their ballots, the GOP is rushing a candidate through an illegitimate hearing process in a desperate attempt to hold on to their power. They are doing all they can to erase the powerful legacy of a powerful woman. A legacy that we will carry forward in the fight for racial and gender equity for all.

PND: In August, the Ms. Foundation received a $3 million grant from Twitter and Square co-founder and CEO Jack Dorsey's #startsmall LLC in support of women and girls of color-led organizations impacted by COVID-19, with a focus on those in the South. Why are organizations in the South especially vulnerable, and how will those funds be allocated?

TCY: Even before the communities we serve were affected by COVID-19, the Ms. Foundation worked to fund and support capacity building for women-of-color leaders and their organizations. We've developed and implemented strategies that will help mitigate the mounting impacts of the global pandemic on the most underresourced regions of the country, specifically the South.

In our recent report, Pocket Change: How Women and Girls of Color Do More With Less, we found the total philanthropic giving to women and girls of color is just $5.48 a year for each woman or girl of color in the United States. And this meager funding is not distributed evenly, with the South receiving only $2.36 in philanthropic funding per woman or girl of color, the least of any region in the U.S. Given such inadequate investment and the obstacles women and girls have faced in 2020, we see it as our job to safeguard the survival of organizations that build the power of women and girls, specifically women and girls of color, and to make sure women and girls of color receive the resources they need to lead and uplift their communities.

PND: What kind of impact do you think COVID-19 is going to have on the foundation's work over the next year or three? Do you think those changes are temporary or more likely to be permanent?

TCY: To be clear, COVID-19 is not solely responsible for the crises we face today. Instead, it has exposed and heightened systemic inequalities across the United States. Preexisting health, economic, and social disparities have been laid bare as people of color are infected and die at higher rates than other groups, suffer from higher unemployment rates and a corresponding lack of health care, and struggle to secure access to safe and socially distanced housing.

Grassroots leaders and our grantee-partners were already working to address these issues pre-pandemic. COVID-19 hasn't changed the work, but it has increased the urgency behind it. And the longer our political leaders fail to take action to protect the health and safety of struggling Americans, the more this is likely to become the new normal. Given that uncertainty, the leadership of grassroots women of color-led organizations is needed more than ever. The lived experiences and expertise of those most impacted by health and economic disparities is absolutely critical in developing and implementing solutions that best serve our communities.

PND: According to Pocket Change, just 0.5 percent of total foundation grantmaking in 2017 was designated to benefit women and girls of color. In the wake of George Floyd's death and the renewed attention on the long history of racial injustice in the U.S., do you expect we’ll see a meaningful increase in funding for women and girls of color?

TCY: Even as many people are experiencing a social justice awakening, it is imperative that actions go beyond lip service and social media posts. This is a movement and not a moment, and it is critical that we see an increase in funding, especially for women and girls of color. Pocket Change was a call to action; by highlighting the major discrepancies in philanthropic giving, we are calling on everyone, not just philanthropy, to invest in women and girls of color.

Women and girls of color have been on the frontlines of every major social movement in our history, and they are still leading today. This is why I joined the powerful leaders of Black Girl Freedom Fund and was a co-founder of Grantmakers for Girls of Color. When we show up for women and girls of color, we are making the country better and stronger for everyone.

PND: "Intersectionality" has become something of a buzzword in the social sector. Do you think we'll see a shift toward more funding in support of such strategies over the next couple of years?

TCY: In the words of Audre Lorde, there is no such thing as a single-issue struggle because we do not live single-issue lives. As we explained in the Pocket Change report, women of color-led organizations work on multiple issues within multiple movements. As philanthropists, it's on us to understand that organizations employ various strategies to address various systems of oppression. We must trust and understand that the women on the ground doing this work every day know the best way to fight for their communities.

Real progress is realized when it uplifts all communities that exist on the margins. The Ms. Foundation's efforts are actively and intentionally interconnected as it strives to create a just and safe world where power and possibility are not limited by gender, race, class, sexual orientation, gender identity, disability, or age.

PND: You're a member of the Democracy Frontlines Fund's Brain Trust, which helped select the ten African American-led racial justice organizations that received multiyear commitments from the collaborative. Can you tell us a little about the criteria and the selection process involved?

TCY: It was an honor to be part of Democracy Frontlines Fund's Brain Trust, especially in this moment. Together, members of the group are working to push philanthropy to make multiyear commitments and help stabilize grassroots organizations led by people of color at a time when the stability of such groups is in jeopardy.

With the aim of disrupting traditional philanthropy, we identified and vetted ten exemplary Black-led organizations to receive funding. The cohort includes groups committed to building sustainable local power, reimagining safety, amplifying the voices of disenfranchised voters, and prioritizing Black, LGBTQI+, youth, disabled, undocumented, and formerly incarcerated leadership. The DFF slate illustrates that change happens at the speed of trust, and no organization can effectively tackle our society’s problems without including those disproportionately affected by those problems.

PND: In 2018, the Ms. Foundation announced a five-year strategic plan focused on supporting women and girls of color as a means to promote gender equity and advance democracy. The plan called for the creation of a 501(c)(4) fund in support of local grassroots efforts to elect women and advance legislation and policies. Where does that effort stand?

TCY: We created the Ms. Action Fund, a 501(c)(4) that funds grassroots activism in marginalized communities, including Indigenous communities. At a time when our rights and lives are on the line, we are excited about the potential of supporting women candidates across the country who can have an impact at the local, state, and national levels. We'll be kicking off and intensifying our state-level actions in 2021.

PND: The 2020 Social Progress Index from the Social Progress Imperative has the U.S. as one of just three countries whose overall social progress score has worsened since 2011, with relatively low rankings in the areas of women's property rights (fifty-seventh among a hundred and sixty-three countries), early marriage (fiftieth), and equality of political power by socioeconomic position (eighty-fourth), social group (forty-ninth), and gender (forty-fifth). A century after the Nineteenth Amendment was ratified, what would you tell people who fear that progress toward achieving equal rights and opportunity for women has stalled?

TCY: Let that fear drive you rather than derail you. Let your frustration be your fuel in the fight for equity for all.

When you see injustice, take that moment to consider who you are fighting for and question whether your feminism goes beyond your lived experience. True equality is about making sure everyone has a seat at the table and is listened to when they speak. It's about making sure we all have the same rights, not just on paper, but in practice. It is about making sure we have autonomy over our bodies, the lives we lead, and the opportunities we are afforded. It is about making sure we all have the right to live with dignity. True equality requires vigilance, resilience, empathy and support. It depends on our collective power, because when we take action together, we achieve more than any one person could ever achieve alone.

Kyoko Uchida

5 Questions for...Michael Nyenhuis, President and CEO, UNICEF USA

October 22, 2020

UNICEF — the United Nations Children's Fund — is probably best known to Americans of a certain age for the orange trick-or-treat boxes it has been distributing to young trick-or-treaters since the 1950s. The successor to the International Children's Emergency Fund, which was created in 1946 to address the needs of children and mothers affected by the far-reaching devastation of World War II, the social welfare organization today works to improve the lives and defend the rights of children in a hundred and ninety-two countries and territories. 

Recently, PND spoke with Michael Nyenhuis, president and CEO of UNICEF USA, a nonprofit, nongovernmental organization established in 1947 to support UNICEF's work on behalf of the world's children, about the organization's historic decision to allocate funding and resources to help a handful of cities in the United States become more child-friendly, what it is doing to adapt its Trick-or-Treat for UNICEF campaign to our new COVID reality, and his advice to nonprofits trying to make their message heard in a very noisy world.

Headshot_michael_nyenhuisPhilanthropy News Digest: You joined UNICEF USA as president in March, after the World Health Organization had declared COVID-19 a pandemic. Given your experience in the humanitarian aid and development field, what were your immediate concerns for the organization?

Michael Nyenhuis: There were two. One was our ability to respond to COVID effectively around the world. UNICEF has done a terrific job of delivering personal protective equipment to forty million healthcare workers in some of the neediest countries and providing critical wash and sanitation supplies for seven and a half million people in countries that don't have the infrastructure we have here in the United States. We've all seen how challenged our response in the U.S. was, so you can imagine how much more difficult it is in far less resourced places, but, as I say, UNICEF did a terrific job of responding to the crisis in the short term.

My other concern was the impact of the pandemic on the critical health and education and nutrition programs that UNICEF operates around the world. We provide basic vaccines for 45 percent of the world's children, and yet our ability to deliver those vaccines and get kids vaccinations when they need them was compromised by the shutdowns and disruptions to supply chains. We're still seeing the impacts. There are a billion and a half kids out of school around the globe, and most of them lack the technology to access a curriculum. It's those kinds of basic programs for children, which UNICEF, under normal circumstances, provides so effectively, that were interrupted by the virus. And the question was, and is, "How do you to take meaningful measures to stem the spread of COVID and at the same time keep those programs going?"

PND: Clearly, there are COVID-related needs everywhere. In August, your organization announced that, for the first time in its history, it would allocate funding and resources to help cities in the United States become more child-friendly. The initial cohort of cities includes Houston, Minneapolis, and San Francisco. What was the reasoning behind the decision to devote resources to the U.S, and was the inclusion of Minneapolis in the initial cohort connected to the killing of George Floyd and the protests sparked by his killing?

MN: Actually, the idea of UNICEF USA working more directly on children's issues here in the United States has been simmering for some time, and the decision to go ahead wasn’t just a response to recent events. Our tagline at UNICEF is "for every child," and for some time now we've been thinking about the needs of vulnerable kids in some of the wealthier countries that typically provide a large portion of the resources for UNICEF programs globally.

UNICEF also has a framework called "Child-Friendly Cities" that it has used effectively in communities around the world, over three thousand of them to date, where we work with municipalities to help them develop child-friendly policies and programs and think about how they're using their budgets and resources to positively impact children. We started to see that as an opportunity here in the U.S. as well.

So, all that had been going on behind the scenes, and then more recent events, COVID in particular, really ended up shining a light on the needs of kids in underprivileged communities and communities of color here in the U.S. that have been disproportionately impacted by COVID. The racial justice issues that came to the fore after the killing of George Floyd simply accelerated our plan to move forward with the Child Friendly Cities Initiative, and that's what we've been doing.

We actually had a meeting last year with officials from cities that were interested in the initiative, and Minneapolis, San Francisco, and Houston were among those cities. They also happen to be cities we were already in conversation with, so the fact that Minneapolis is one of the first cities to work with us is more coincidental than anything, but I think the timing is fortuitous.

PND: With whom will you be working in those cities?

MN: Well, typically we work with the department in the mayor's office or city government that is responsible for child-focused programs in the community. Sometimes that's the health department, sometimes it's the education department, sometimes it’s a combination. And our work with them is based on looking at the policies they’ve developed that impact children and making sure they are child-friendly. If we feel they aren't, we have templates they can use and different ways for them to think about modifying, adding, or adopting those policies to more effectively promote healthy, productive, and safe environments for children in their communities.

Beyond that, our efforts to convene public-sector agencies and child-serving not-for-profits focused on improving conditions for kids — especially vulnerable kids — and get them talking about how they can work together to make sure kids have the things they need to thrive often serves as a catalyst for more effective programming. I'm talking about things like equitable access to health care and a more equitable distribution of parks and playgrounds where kids can play safely. We're in conversation with dozens of cities that have expressed interest in the initiative, and our aspirational goal is for every community across the country to develop child-friendly programs aligned with our framework, because, again, it's a tested and proven approach to making communities more safe, secure, and healthy for children.

PND: Most Americans know UNICEF from its orange Trick-or-Treat for UNICEF boxes. Obviously, Halloween is going to look different this year. What percentage of your annual fundraising revenue is tied to Halloween, and what are you doing to adapt to our new COVID reality?

MN: Trick-or-Treat for UNICEF is an iconic part of the fall fundraising season here in the United States, and millions of kids have been involved in it over the seventy years we've run the program. Over that time, we've raised $180 million for programs that impact kids around the world. But beyond the money, it is a program that engages kids when they're young and helps them think about the globe in a different way and recognize that they are global citizens who can do something to make a difference for other children in other places who may not be as fortunate.

I Trick-or-Treated for UNICEF when I was a kid, and it really made me understand that the world was bigger than my neighborhood and that there were children in faraway places who didn't have the things I was lucky to have and had needs I could hardly imagine. No doubt, it’s one of the things that led me to humanitarian and development work. And, you know, I speak all the time to supporters of UNICEF who had their first exposure to the organization through our Trick-or-Treat boxes. So, the program is bigger than just what we're able to raise every year, although it is an important part of our budget. It's really about creating global citizens who are going to be interested in other people, other countries, and global causes the rest of their lives.

You won't be surprised to hear that this year we're pivoting because of the COVID crisis to a virtual trick-or-treat experience. And what we've cooked up is really pretty amazing and is going to be fun for kids to participate in. Kids who sign up will get to track how much they raise through their own virtual trick-or-treat box and decide where they want their money to go — we'll give them several options for how the money they raise can be invested to help other kids around the world. To learn more and register, just go to trickortreatforunicef.org.

PND: Excellent. As a former journalist, do you have any advice for nonprofit communications professionals who may be struggling to get their message heard at this very, very noisy time?

MN: I don't know that it's advice, but what I would tell people is that the challenges we are experiencing here in the U.S., whether it's COVID or racial injustice or a dysfunctional political system, are challenges that people in other countries are also experiencing. Take South Sudan, for instance. I was having a conversation with our team there a couple of weeks ago, and all the pre­cautions we are taking here to prevent and slow the spread of COVID — masking and social distancing and delaying the start of schools — all those things are happening in South Sudan, too. But even though there are similarities, the depth of the need and the capacity needed to recover from something like COVID in a place like South Sudan is very, very different. So, while it can be useful to draw parallels, let's not lose sight of the reality in really resource-poor countries, and let's not forget that people in those countries need our help as much as they ever did.

— Mitch Nauffts

A conversation with Mari Kuraishi, President, Jessie Ball duPont Fund

October 06, 2020

Mari Kuraishi came to prominence as president of GlobalGiving, which she co-founded with her husband, Dennis Whittle, in 2002. During her time there, the crowdfunding platform facilitated over $514 million in giving by more than a million donors to twenty-seven thousand projects around the world. In 2011, Kuraishi, who previously had worked at the World Bank, where she spearheaded the launch of the Development Marketplace, was named one of Foreign Policy's 100 Global Thinkers for "crowdsourcing worldsaving." Since January 2019, she has served as president of the Jessie Ball duPont Fund in Jacksonville, Florida.

PND recently spoke with Kuraishi — who chaired the board of GuideStar before it combined with Foundation Center in 2019 to form Candid and then served as co-chair of the Candid board during its first year — about the impact of crowdfunding on the global development landscape, her work at the Jessie Ball duPont Fund, and what she has learned about the social sector's response to urgent problems.

Mari_kuraishi_jessie_ball_dupontPhilanthropy News Digest: After seeing firsthand through your work at the World Bank the difficulty local officials and social entrepreneurs often had in securing funding for their development projects, you and your husband co-founded the world's first crowdfunding platform. Back then, what made you think individuals in developed countries would be willing to participate directly in the funding of such projects?

Mari Kuraishi: That is a very good question, because back in 2000 when we left the World Bank there actually was very little evidence that people were ready to give online, let alone to projects based thousands of miles away. To be sure, many generous donors existed, giving to brand-name NGOs like CARE, Oxfam, or the International Red Cross, but even those organizations were not yet online. Still, we were convinced that individual donors would give if they had a platform through which to do it. We were also sure that changes in technology would transform people's sense of proximity, and we knew that proximity was a key driver of generosity. What we weren't so sure about was how quickly it would happen.

PND: How has the popularity of crowdfunding and crowdfunding sites changed the international development landscape in the last dozen years or so?

MK: That's a little harder to calculate. Crowdfunding has definitely transformed giving in the U.S. since we founded GlobalGiving; online giving now represents almost a tenth of giving overall, starting from almost zero in 2000. That means more than $4 billion flowed through online giving platforms in 2019. What part of that $4 billion goes to international development projects, I can't tell you. But I do know this: in 2002, when we put up the first version of our website, we processed $25,000 in donations. This year it looks like GlobalGiving will process close to $100 million in donations to thousands of project leaders all over the world.

PND: While you were at GlobalGiving, the organization developed a framework of core values that included things like "always open" and "listen, act, learn, repeat." The emphasis on listening, on solutions developed by those on the front lines, and on continuous improvement through evidence-based learning has been adopted by many other nonprofits and foundations in recent years. Do you think what appears to be a gradual shift away from top-down funding models to more bottom-up crowdsourced models is here to stay?

MK: You're speaking right to my confirmation bias. I'm the woman who thought online giving was around the corner at the end of the year 2000. Yes, I think respecting the problem-solving capacities of communities and local leaders is here to stay. Not only are we seeing hashtags like #shiftthepower, we're seeing movements like Black Lives Matter and the Women's March come to the fore, so I cannot help but think that citizen leadership is on the rise. And perhaps I'm splitting hairs here, but it's not necessarily a shift away from top-down to bottom-up, so much as there is a scope for both types of leadership and action — just in different contexts.

PND: You are a firm believer in using data to grow and strengthen trust between funders and nonprofits. Is the sector making progress in that area, and what are some of the challenges that may be slowing that progress?

MK: Yes, I think we are making progress in the use of data to grow and strengthen trust between funders and nonprofits. First, data is easier and cheaper to collect and analyze; we have technology to thank for that. Second, we have emerging standards for what data matters — ranging from the philosophical, conceptual, and qualitative frameworks provided by movements like Leap Ambassadors, centered around the Leap of Reason initiative launched by Mario Morino, to the specific and granular, like the GuideStar/Candid Exchange profile. All of this creates a way for organizations to benchmark their own status and progress. I see three challenges in this regard: first, data scientists are still scarce and expensive in the social sector; second, not as many funders understand how to interpret the data, which means that sometimes we don't make the jump into trust-based philanthropy as readily as we might; and, finally, not everyone agrees that the corollary to greater transparency from nonprofits is more unrestricted funding.

PND: What is your take on how COVID-19 is impacting charitable giving in general and crowdfunding for development projects in particular?

MK: You should probably ask Alix Guerrier, my successor, as he's the man at the helm of crowdfunding in the midst of the COVID-19 crisis. I can tell you, though, that what I've heard from grantees at the Jessie Ball duPont Fund — who do not engage in international development — is that their traditional models of fundraising, which rely in great part on in-person events, have taken a hit, and that has spurred them to think a lot more about the potential for crowdfunding to fill the gaps.

PND: The Jessie Ball duPont Fund's grantmaking activities are guided by two strategic themes: equity and placemaking. What are the foundation's top priorities at the moment? And have the COVID-19 crisis and this summer's protests against systemic racism changed how you approach those priorities?

MK: Our priorities are in striking the right balance between seeking specific opportunities for change while also meeting the needs of our grantees and enhancing their resilience and effectiveness. To that end, we've built out an ambitious technical assistance program for grantees focused on fundraising, listening to constituent feedback, building capacity around data and equity, and achieving organizational transparency. The COVID-19 crisis really pushed us to undertake this as a hedge against the speed and magnitude of change that the crisis wrought. The protests against systemic racism redoubled our commitment to equity, which we had identified as a core direction through a strategy review we conducted last year. It has also increased the urgency I personally feel around making sure that we are not perpetuating systemic injustices through the patterns and processes of our grantmaking.

PND: As of the beginning of the year, about a third of the fund's endowment was invested in a socially responsible manner or to achieve a positive social or environmental impact. Can you tell us about the kinds of impact investments the fund is looking to make?

MK: The majority of our socially responsible investments, roughly $108 million, are in portfolios of companies that have been screened for best business practices, such as anti-discrimination, gender and racial equity, workforce development, wealth creation, and anti-pollution, among others.

About 6 percent, $18 million, is invested in high-impact funds and companies focused on affordable housing, support for small businesses, medical/social service tech, and clean energy. Illumen Capital, for instance, has a double bottom line of anticipated market-rate return and social impact. By directing capital to women- and people of color-owned businesses, Illumen finds traditionally overlooked value and doubles down by also working with financial managers to reduce their implicit biases in investing.

The Jessie Ball duPont Fund is largely place-based and about $12 million of our high-impact investments are in the communities Mrs. duPont cared about. These investments have mostly been in community development financial institutions (CDFIs) that provide access to affordable capital to developers, as well as individuals who might not qualify for traditional commercial bank loans but need money for a car, mortgage, or to capitalize a small business.

PND: Asian Americans have not always been front and center in movements for racial and social justice. Why is that, and do you think it is changing?

MK: Yes, you're right that Asian Americans are underrepresented in movements for racial and social justice. But we did have people like Fred Korematsu, who explicitly challenged the internment order for Japanese Americans all the way up to the Supreme Court — and lost — and Yuri Kochiyama, who was at Malcolm X's side when he was assassinated. Both were radicalized by their experience of internment, and perhaps that points to an answer to your question about Asian Americans and racial or social justice. Perhaps, as a community, we have tended to not tell those stories of injustice — except for extremely visible and acute events like the internment — and thereby have not mobilized our own communities. I do think that Asian-American Gen Z-ers and millennials seem to be as fired up as their peers — my personal favorite is K-pop fans mobilizing for Black Lives Matter — but I'll admit my conclusion is based entirely on an anecdote here.

PND: Your professional career has included stints at a huge, well-resourced multilateral organization, at a social enterprise startup, and now at an established private foundation. What have those experiences taught you about the ways in which the social sector responds to urgent problems and about what it might do differently to create more impact and really move the needle on those problems? Are you hopeful it will be able to do so?

MK: That's difficult to distill into a short answer, but here's a take. Large, well-resourced multilateral organizations organize their inputs and subject their business processes to scrutiny, much like large, for-profit multilateral institutions do, with one exception: their results aren't subject to competition. Social enterprise startups usually have to compete to get attention and capital to survive, but many don't have the resources to invest in other resources, such as human capital. The foundation world isn't really impacted by competition, either. I'd say that I was forced into greater accountability and transparency and soul-searching at the startup than at either of the two other places. So, the one thing I might say is that competition, channeled well, matters.

It would be good, I think, for us in the foundation and multilateral-aid worlds, to hold ourselves accountable to a greater degree of transparency, such as benchmarking ourselves to common standards. Of course, I can foresee the potential for dispute around those standards, so perhaps we just start with greater transparency and see where it leads us. But the urgency of the need to become more effective than we are today, I think, is undeniable. It's the only feasible response to what Jon Kabat-Zinn calls the "Full Catastrophe," because in the short run at least, we can't magically come up with more resources to dedicate to the growing list of challenges we face.

— Kyoko Uchida

5 Questions for...Monique W. Morris, Executive Director, Grantmakers for Girls of Color

August 24, 2020

Launched in 2015, Grantmakers for Girls of Color (G4GC) has since grown from an online platform into a grantmaking organization focused on addressing the structural inequities faced by girls and young women of color and centering their voices in philanthropy and movement building.

Based on focus groups and surveys of girls and young women of color, the organization's 2019 report Start from the Ground Up: Increasing Support for Girls of Color identified nine types of structural barriers to the success of young women and girls of color, including disproportionately applied school discipline, insufficient financial aid, poverty and the struggle to meet basic needs, gender discrimination and patriarchal power dynamics, mental and behavioral health challenges, and exposure to community, domestic, and interpersonal violence. The study also found that funders and girls of color often frame the same issues differently.

Before becoming the inaugural executive director of G4GC, Monique W. Morris co-founded the National Black Women's Justice Institute, which works to reduce racial and gender disparities across the justice continuum. She is the author of Sing a Rhythm, Dance a Blues: Education for the Liberation of Black and Brown Girls and Pushout: The Criminalization of Black Girls in Schools, which was released as a documentary in 2019.

PND spoke with Morris about her vision for G4GC, the impact of COVID-19 on the Black community, and what the reenergized movement for racial justice means for philanthropy. 

MoniqueMorris_G4GCPhilanthropy News Digest: What is your vision for Grantmakers for Girls of Color as it makes the transition from a funder network into a grantmaking organization?

Monique W. Morris: Girls and gender-expansive youth of color live at the intersections of sexism, racism, and other forms of oppression. My charge is to do all I can to help realize Grantmakers for Girls of Color's vision of mobilizing philanthropic resources so that Black girls and other girls and gender-expansive youth of color achieve equity and justice in this critical moment in our history.

I became the executive director of G4GC at the beginning of April, just as the country had shut down because of the pandemic, and then in May we saw the beginnings of a global movement for racial justice and against anti-Blackness. As an independent entity under the fiscal sponsorship of Rockefeller Philanthropy Advisors, we are now able to shape our own future and determine how to best move forward. The needs mapping we're doing right now will help us inform that process. And while we will continue to serve as a resource for donors and funders seeking to support girls, fem(mes), and gender-expansive youth of color, we will also be increasing our capacity in the areas of research and grantmaking. 

Soon after I joined G4GC, we launched the Love is Healing COVID-19 Response Fund, our first grantmaking initiative as an independent organization, and to date we've awarded more than  $1.5 million to over eighty organizations across the country. I'm excited about what lies ahead, and we hope other funders will join us in this critical work. We have lots of other exciting partnerships and opportunities on the horizon.

PND: We hear you're planning to introduce a participatory grantmaking program. How would that work?

MWM: Yes, we believe participatory grantmaking is a critical driver of broader systems change. We see our partner organizations serving as agents of change rather than constituents. At this moment, all across the country, we're seeing girls, particularly girls of color, leading change in their communities, organizing protests, and advocating for justice. We see girls of color playing an important role in facilitating the paradigm shift this country needs and deserves.

That's why I am so excited about the Youth Advisory Committee we're forming to explore participatory grantmaking. We want to connect funders to the issues faced by girls and young women of color and help them better respond to those needs. The committee will help us figure out how to strengthen the capacity of girls of color to be active decision makers in the grantmaking process.

PND: According to Pocket change — how women and girls of color do more with less, a report published by the Ms. Foundation for Women, less than 1 percent of total foundation funding is awarded in support of women and girls of color. How do you explain that, and how can it be addressed?

MWM: In philanthropy, in academia, in the media, and in movement and policy circles, we generally adopt a male-centered approach to the fight for racial justice. If we think about Black girls and other girls of color at all, we tend to think of them as trickle-down beneficiaries of our work and investments in these issues. That has to change if we want girls — and our communities — to thrive. 

That study showed that of the $66.9 billion given by philanthropists in 2017, just 0.5 percent was awarded to organizations representing women and girls of color. That's about $5.48 per woman/girl. What it shows is that funders continue to operate with the assumption that the money they donate will "trickle down" to groups that are doing the work of empowering women and girls of color. And that is not happening. We have to be more intentional with our investments.

PND: In response to the pandemic, G4GC launched the Love Is Healing COVID-19 Response Fund, which, as you mentioned, has awarded more than $1.5 million to date. Given how the virus has disproportionately impacted African-American communities and highlighted existing health, economic, and other structural disparities, do you expect grantmaking to nonprofits serving girls of color to increase more broadly in the sector over the coming months and years?

MWM: I certainly hope so, and we are pushing with our partners to make that a reality. The COVID-19 crisis has shown how important it is that we dismantle the structural barriers that keep BIPOC girls from thriving. I wrote an op-ed in May about how, while the media and thought leaders had begun to acknowledge the harsh light that COVID-19 was shining on the racial inequities, less attention was being paid to how the crisis had exposed another ugly truth: the long-term marginalization of girls and gender-expansive youth of color. 

Unless we act now to close the disparities these kids face in every aspect of their lives, we will deprive them of their rightful opportunity to thrive and have a long, healthy life. This is a time for the philanthropic community to step up for young girls and women of color.

According to the CDC, there is growing body of evidence that suggests the virus is having the greatest impact on BIPOC communities. The majority of frontline workers — restaurant staff, cleaning crews, daycare workers — are people of color. Health care is too expensive for many of them. Organizations that had already been working to address these longstanding issues through an intersectional lens and need support are why we created this fund. The grant partners we have been able to identify and support through the Love is Healing COVID Response fund had been fighting to end the marginalization of girls of color well before the pandemic. These organizations have responded to COVID with creativity, courage, and compassion — and philanthropy, too, must meet the moment in similar fashion.

PND: Has the reenergized Black Lives Matter movement and the push to end police violence against people of color caused you to change your plans for G4GC? And are you hopeful, here in the summer of 2020, that the arc of the moral universe, to quote Martin Luther King, Jr., bends toward justice and that the United States will finally live up to the promise of its creedal documents?

MWM: It has reinforced and lent even greater urgency to our mission. We cannot continue to allow the issues and experiences impacting the quality of life for girls of color — Black, Indigenous, Latinx, Muslim, and Asian-American and Pacific Islander girls — to be relegated to the category "niche," which can lead to underinvestment and erasure that prevents the realization of their potential. It is my hope that in our efforts to provide more resources to movement work, we are able to embed a robust investment strategy that supports and ultimately provides opportunities for our girls.

This is a potentially historic moment of reckoning and reconciliation for our country around race, and I am heartened to see the beginnings of the radical transformation that those of us who do this work day in and day out have long hoped to see. But we won't get there unless we are intentional about centering the needs and lives of Black girls and gender-expansive youth. The philanthropic sector and society more broadly are not paying enough attention to the unique issues these girls face. In this moment, when more funders are asking how they can support the struggle for racial justice and anti-Blackness, we need to put Black girls and girls of color at the center of those efforts. We need to be there for the young people who desperately need our trust, allyship, and support.

— Kyoko Uchida

Women and the changing face of philanthropy

July 29, 2020

Women_high_fives_GettyImages_PhilanTopicAs the current global public health crisis galvanizes people to give, women are well positioned to accelerate changes in the philanthropic landscape that are already in motion.

According to Giving USA's recently published Report on Philanthropy for the Year 2019, charitable giving in America totaled nearly $450 billion in 2019, the second-highest total ever (adjusted for inflation) and a 4.2-percent increase from 2018.

And while conventional wisdom might have predicted a decline in giving over the first three months of 2020 due to COVID-19, the pandemic has actually motivated Americans to give at a rate higher than seen in the wake of the 2008 financial crisis and after the 9/11 attacks. Further evidence of Americans' generosity was provided by Fidelity Charitable, which released a report in June showing that grant awards from its donor-advised funds since the beginning of the year totaled some $3.4 billion, up 28 percent over the six-month period in 2019.

Another survey, this one conducted by the Community Foundations Public Awareness Initiative, found an 80 percent year-over-year increase in gifts to thirty-two community foundations from March to May 2020.

"Before the pandemic started, women were increasing their giving and broadening beyond what they might normally support," Jennifer Alcorn, deputy director of philanthropic partnerships for the Bill & Melinda Gates Foundation, told Forbes. "From research and development, local food banks, giving direct relief to families across the country, to global health — women are a driving force behind the increase in giving we're seeing right now."

This shifting dynamic is best understood as a movement started by women eager to engage in philanthropy that has the potential to benefit women. According to the Boston Consulting Group, private wealth held by women grew from $34 trillion to $51 trillion between 2010 and 2016 — an increase of 50 percent in just six years. It's a trend likely to continue, as a significant amount of the private wealth projected to change hands over the next few decades is likely to be transferred to women.

What's more, it seems that philanthropy comes naturally to women. A 2017 study by the University of Zurich found that women are more likely than men to engage in prosocial behavior (defined as voluntary behavior intended to benefit others), including simple acts of kindness and donating to charity. Indeed, research supported by PayPal found that women give more to charity despite earning 19 percent less than men, and that as they age they become even more generous.

Perhaps most importantly, women are taking control of their own destiny. A study by the Women's Philanthropy Institute at Indiana University-Purdue University Indianapolis found that women increasingly are spearheading efforts focused on addressing women's issues. Specialized women's funds and foundations are going beyond grantmaking to achieve impact, engaging in activities such as relationship-building, partnerships, and policy advocacy to pursue broader social change.

All of this affirms what I have witnessed as a professional philanthropist and social activist: as women secure more power for themselves, the face of philanthropy will continue to change. It is vital that women shape those trends with intention and an eye to strategy.

One way women who engage in philanthropy can be consequential is to encourage increased support for nonprofits working to empower women and girls, including organizations focused on preventing and funding a cure for breast cancer, providing relief for women who are victims of domestic violence, and supporting female entrepreneurs. While women are exceedingly generous when it comes to donating to other important causes, just 1.6 percent of Americans' charitable giving goes toward nonprofits that work to empower and advocate for women and girls. If women better support one another, others will surely follow and increase their support for women who find themselves at risk.

Women also can more effectively support each other by approaching philanthropy strategically and with the goal of maximizing their return on investment. Individually and collectively, we can be more discerning when deciding where to give and using data to shape our decisions. Viewing giving as a business whose ultimate objective is to deliver the best result for the greatest number of girls and women almost always will amplify the impact of one's gift.

At the Ruderman Family Foundation, we use an intersectionality lens to focus our philanthropic investments: empowering marginalized communities and women to take a more active role in shaping their lives. My experience over the last twenty years has taught me that our approach to  managing challenges and creating solutions works. Philanthropy has proved to be one of the best vehicles we have to express our values and put to work our skills and expertise. I know, and my experience has taught me, that women and girls can be powerful agents of change, and it is up to  philanthropy to help them fulfill that destiny in the boldest way possible.

The tangible impact of women's giving will continue to change the world. The COVID-19 pandemic is an opportunity to accelerate this much-needed revolution.

Shira Ruderman_PhilanTopic Shira Ruderman is the executive director of the Ruderman Family Foundation.

Addressing domestic violence by preventing homelessness

July 22, 2020

Tumblr_inline_n84b290FdQ1qzcsi9-300x253Over the last four months, we've witnessed the dangerous coalescing of domestic violence and homelessness — both of which were problems before the pandemic but have become more urgent since the arrival of the virus. Elevated stress levels have led to an increase in abusive behavior, while stay-at-home-orders have made it difficult for survivors to seek help. The economic fallout from the virus also is pushing many into joblessness, homelessness, and unsafe environments.

Together, domestic violence and lack of affordable housing make life exponentially harder for those who experience them. Recognizing the deep connection between the two issues — which affect millions of individuals, families, and communities — provides us with an opportunity to come up with solutions at their intersection. One such solution that is proving successful in California is the Domestic Violence Housing First model, an innovative approach that acknowledges the enormous threat to the lives of too many Californians posed by domestic violence and housing insecurity.

Housing insecurity is a significant factor in the decision of many survivors of domestic violence to remain in abusive relationships — and in the continued exposure of too many children to that violence. The lack of affordable housing in many parts of California makes it harder for those experiencing domestic violence to leave the person causing them harm. To break this cycle of violence — a cycle that often perpetuates itself across generations — we must do more, and do better, to support those most at risk.

Since 2016, the state of California has been implementing the Domestic Violence Housing First model, which assists domestic violence survivors with funds needed to cover the cost of options directly related to their housing stability, well-being, and safety. Recently Blue Shield of California Foundation released an evaluation of the program.

The model empowers survivors of domestic violence to make decisions related to their critical needs and connects them with a supportive community of service providers. Funds provided through the program can be used for rental assistance and a wide range of expenses, including food, safety measures, transportation, utility payments, and childcare costs. Flexibility is a key aspect of the program; often, it is the small challenges and expenses that lead to housing instability and homelessness.

Imagine a situation in which you can make the rent (if barely), but the car you rely on to get to your job needs new brakes or a new transmission, and so you're forced to choose between paying for the repair or the groceries you need to keep your family fed. The Domestic Violence Housing First model allows survivors to pay for both, making it possible for them to escape homelessness and an unsafe relationship.

A Housing First case study in the evaluation illuminates how even modest funds to cover the cost of moving can change the lives of survivors of domestic violence and their children. Meathead Movers, a local California moving company that provides discounts and waives identification requirements for survivors, gives individuals — regardless of citizenship status — a safe and affordable way to move from one location to another. Being able to afford such a mundane but critical service can help survivors build a new life.

It's clear that if we address the housing instability of survivors, we'll also be taking a significant step toward addressing California's homelessness problem. Indeed, the Blue Shield of California Foundation evaluation found that, statewide, 58 percent of the flexible funding provided by the Domestic Violence Housing First program directly served to prevent homelessness.

COVID-19 has put all sorts of pressure on state budgets, but California, like every other state, must take the long view and devote more resources toward ending domestic violence and homelessness. The Domestic Violence Housing First model gives us a blueprint for deeper investments that will keep many survivors and their children from having to couch-surf or live in their cars. while providing a pathway to safe, stable housing.

Now more than ever we need strategies to prevent domestic violence survivors from becoming homeless. We believe in people and families — and in affordable housing as a right. Together, we can create a stronger, safer, and healthier California for all.

(Photo credit: National Coalition for the Homeless)

Richard_Thomason_Krista Niemczyk_PhilanTopicRichard Thomason is the director of policy at Blue Shield of California Foundation and Krista Niemczyk is the public policy director at California Partnership to End Domestic Violence.

5 Questions for...EunSook Lee, Director, AAPI Civic Engagement Fund

June 25, 2020

Launched in 2014 with support from the Carnegie Corporation of New YorkEvelyn and Walter Haas, Jr. Fund, Ford Foundationand Wallace H. Coulter Foundation, the AAPI Civic Engagement Fund works to foster a culture of civic participation among Asian Americans and Pacific Islanders (AAPIs). Since its inception, the fund has provided funding to strengthen the capacity of twenty-five AAPI organizations in seventeen states working to inform, organize, and engage AAPI communities and advance policy and systems change. 

EunSook Lee, who has served as director of the fund since its inception, coordinated the 2012 National AAPI Civic Engagement Project for the National Coalition for Asian Pacific American Community Development and, prior to that, served as senior deputy for Rep. Karen Bass (D-CA), as executive director of the National Korean American Service & Education Consortium (NAKASEC), and as executive director of Korean American Women In Need.

PND spoke with Lee earlier this month about xenophobia and racism in the time of COVID-19, the importance of civic engagement in an election year, and her vision for fostering a greater sense of belonging among Asian Americans and Pacific Islanders.

EunSook Lee_AAPI CEFPND: The AAPI Civic Engagement Fund was created by a group of funders who saw a need to expand and deepen community and civic engagement among Asian Americans and Pacific Islanders, who historically have been both a community of color and a predominantly immigrant and refugee population. After more than a hundred and sixty years of immigration from Asia, why, in 2013, midway through Barack Obama's second term, did the AAPI community become a focus for funders?

EunSook Lee: While we launched the fund in 2013, it was conceived as an idea after the 2012 elections, a season that was emblematic of how funding had flowed in the past to AAPI communities: episodically and chaotically. Just months before the presidential election, a burst of investment came in from civic participation funders and political campaigns in support of efforts to get out the vote in AAPI communities. As part of that influx, the Wallace H. Coulter Foundation pledged $1 million for a national project focused on civic engagement and identified National CAPACD as the organization to host the effort.

In a very short period of time, we made grants to dozens of groups, connected them to State Voices and other civic engagement entities for the first time, and provided support where we could to help them execute their plans for the election. With a few exceptions, most AAPI groups had not been sufficiently resourced or supported to develop their infrastructure. We couldn't sit back and hope they would succeed, so we did a bit of everything to help them build the capacity they needed to get the word out in their communities.

We also decided it was important to show how AAPI communities had voted, so we partnered with the Asian American Legal Defense and Education FundLatino Decision, and others to hold a first-of-its-kind multiracial election eve poll that polled Asian Americans in their own languages. The resulting data enabled us to shift the narrative on Asian-American civic engagement, demonstrating that the Asian-American community had turned out in record numbers and that its views on most issues were in alignment with the views of other voters of color.

Following the 2012 elections, a number of funders became interested in pursuing a longer-term effort to build year-round capacity for AAPI groups and put an end to the cycle of episodic funding tied to election cycles. And that's how the AAPI Civic Engagement Fund was born.

PND: The coronavirus pandemic and some of the political rhetoric it has engendered have heightened the visibility of Asian Americans and Pacific Islanders in ways that have not always been positive or welcome. What are you hearing from grantees about the kinds of challenges they are facing as a result of the public health crisis, and how is the fund responding?

EL:  The challenges resulting from coronavirus are layered. At the AAPI Civic Engagement Fund, we acknowledge how difficult the work is for AAPI groups that may not have the resources or capacity to meet current needs but know they cannot turn their backs on the communities they serve.

Language barriers are a primary obstacle for our partners right now. Local and federal agencies are setting up new programs, processes, and rules as they go, and that basic information is not reaching non-English speakers. Whether it is about applying for unemployment or getting information about small business loans or helping your child with online learning, monolingual AAPIs are navigating a maze with little to no language support. At the same time, physical offices are closed, so those who are not familiar with Zoom or struggle with Internet connectivity are unable to get the information through other means.

After the three Vietnamese papers serving the tri-county Philadelphia area had to shut down due to the coronavirus, Philadelphia-based VietLead and other grassroots groups started making wellness calls to community members. Others are translating support materials and posting them online, holding in-language webinars on Zoom, and posting information on YouTube and Facebook, which are easier for many people to access. Some have also distributed information directly to homes along with drop-offs of basic food supplies. And because those who are undocumented have been unable to access the majority of relief programs, a number of AAPI groups have set up their own cash-relief programs for those who have been left out.

The anti-China rhetoric that began with the Trump administration has exacerbated and exposed longstanding bigotry against Asian Americans in this country. A number of our grantee partners are working with their communities to track incidents of racism, and all have heard from community members who have been subjected to verbal abuse and bullying, denial of service, vandalism, graffiti, and even physical assaults. Some of the cases of discrimination are occurring in the workplace and may be considered civil rights violations. Others rise to the level of a hate crime.

NativeHawaiians and Pacific Islanders (NHPIs) have been especially impacted on account of existing inequities. One-fifth of NHPIs are uninsured, and in general they suffer from higher rates of heart disease, cancer, and diabetes. Partly because of those factors, the latest figures for California show that NHPIs are nine times more likely to contract COVID-19 and are dying at a disproportionately higher rate than any other group in the state.

We are working to support and amplify the various ways AAPI groups that are responding to this health crisis. We established the Anti-Racism Response Network Fund, which to date has made emergency grants totaling over $1.5 million to an estimated forty groups in twenty states. We are also working with sister funds to direct some of their COVID relief funds to AAPI groups. We also plan to support the online convenings of these groups as they do what they can to support each other, learn about each other's programs, and find ways to collaborate and amplify the voices of progressive AAPIs.

PND: Voter registration and turnout rates among AAPIs, despite being historically lower than those of other populations, have risen in recent years. As highlighted in a 2019 report from the fund and the Groundswell Fund, 76 percent of AAPI women said that they had encouraged friends and family to vote in the 2018 midterm elections. How do you see that trend playing out among the AAPI population in the 2020 elections? And what kind of role do you think AAPI women might play?

EL: The Wisconsin primary was disastrous in terms of protecting the health of voters and running the election efficiently. AAPI groups focused on civic engagement and the empowerment of their communities are vital to advocating for safe, efficient alternatives such as vote by mail, ensuring language access, and getting the vote out. We have heard about a range of systems failures that COVID-19 has exacerbated, especially cases of incompetent leadership at various levels of government. Because our groups are connected to their members, they are best positioned to galvanize them to vote.

More specifically, AAPI women are being recognized as critical organizers and community leaders. Our 2018 Asian American Election Eve Poll talked about how they not only were more active in protests and at the polls but also effectively mobilized others. In fact, twenty of our twenty-two core civic engagement grantees are led or co-led by women. There is no question that AAPI women will continue to power this movement through the 2020 elections and beyond, driving voter turnout and raising awareness about the issues most important to their communities.

PND: AAPIs Connect: Harnessing Strategic Communications to Advance Civic Engagement, a report recently published by the fund, notes that "[t]echnology offers the potential for AAPIs to be more connected with one another and to [the] larger society, but...it also has the potential to exacerbate divisions and create a more disconnected America." How is technology exacerbating division and disconnection within the AAPI community? And what are the biggest challenges AAPI groups face in building capacit — not just in the area of communications, but overall?

EL: At one time, there were a few mainstream media outlets that most Americans relied on for their news. For those who were bilingual or monolingual, in-language media supplemented that access to information. While there is now an explosion of platforms where information and news is being disseminated, some of the critical in-language news outlets are financially unstable or shutting down. Our national conversation has suffered as a result. At the same time, AAPI communities are being left out of many conversations. Not only is there a greater likelihood of our being isolated from the mainstream or from other communities in terms of the information we consume, there's also a greater possibility that we may end up being uninformed or misinformed.

AAPI groups have an opportunity to play a greater role in addressing this disconnect by looking at ways to build their communications infrastructure. But they need support and funding to deepen that work and make an impact on the local, bi-multi-lingual/biliterate, harder-to-reach populations.

As in other areas, AAPI communities and community-based organizations are often playing catch-up. According to our grantee partners, the biggest barrier they face in building communications capacity is a lack of resources. That includes funding to support dedicated staffing, skills building, and tools that equip them to communicate the critical work they are doing in their communities.

That has become a focus for our fund, to support the training and building up of the strategic communications capacity of AAPI groups. Funders can help by dedicating more resources in terms of grants and other learning opportunities so that AAPI groups can establish their media and communications muscle and infrastructure. They can also look at ways to strengthen movement-wide tools and overall creating funding strategies with a racial equity and intersectional justice lens.

PND: Over the course of your career, you've led grassroots nonprofits, served as a congressional staffer, and worked as a consultant to funders. Having observed the process of social change from all those perspectives, what is your number-one recommendation, in this moment of uncertainty, for groups that are looking to bring about social change?

EL: It is essential in this moment that AAPI organizations be seen — and see themselves — as part of this larger movement-moment in an authentic, non-performative way. We cannot be used as a wedge to divide or undermine the focus on systemic racism. We must commit to genuine and radical solidarity over the long term based on an understanding of how freedom for our respective communities is intertwined. We must push forward pro-Blackness in our communities and share analysis on the root causes of anti-Blackness, which is keeping us from true systemic change.

Many AAPI organizing groups are centering Black lives and framing anti-Blackness through the lens of our lived experience. Civil rights and organizing groups are including AAPIs in their efforts to tackle poverty, health inequities, and barriers to reentry for individuals emerging from incarceration. But there is an opportunity in this moment to dig deeper, to acknowledge that your organization may not have done as much as it could have to follow Black leadership and work with organizations that have deep ties to the Black community and have been doing this work for many years.

It is important that AAPI organizations examine our practices and past policy decisions to better align our future actions with our words. We must think more deeply about what it means for organizations to be anti-racist, to tackle systemic inequities, and to embrace an agenda that goes beyond our immediate self-interest. To achieve this, we need more AAPI organizers and social justice organizations, not fewer, better infrastructure and increased capacity, and more financial support for that infrastructure and capacity.  

— Kyoko Uchida

The power of diverse boards: an argument for change

June 04, 2020

Diversity_board_PhilanTopic_GettyImagesWe have a lot of work to do. Most of us have known this for some time, but the events of the last few weeks highlight just how much work remains to be done. The fight for diversity, equity, and inclusion never ends, and a clear and ongoing commitment to all three is needed if we are to create positive change. That commitment must start at the top.

Boards of directors operate at the highest level of organizational leadership, with each director expected to play a role in the development of the organization's strategic vision, operations, and overall culture. Numerous studies have shown that diversity positively impacts a company's financial performance. Indeed, a McKinsey & Company study found that firms in the top quartile for ethnic diversity in management and board composition are 35 percent more likely to earn financial returns above their respective national industry median.

Is the same true for the social sector? Is it important for nonprofit boards to embrace and model diversity, equity, and inclusion? The answer, unequivocally, is yes, and here's why:

Diversity drives organizational performance

Diversity inspires innovation. A board that is diverse in terms of ethnicity, gender, and skill sets is more likely to generate innovation and push all its members to be more creative and open-minded. Today more than ever, social sector organizations need to develop multiple revenue streams, and leading-edge expertise in areas ranging from strategy to financial planning to operations is critical to a board's ability to conduct effective oversight.

Diversity catalyzes creativity. Diverse boards tend to be better at creative problem solving. Those who have had to adapt to physical disabilities encounter challenges on a daily, if not hourly, basis, while those subjected to systematic racism have had to adapt their entire lives. The ability to overcome challenges often translates to adaptive leadership, opening a world of possibilities in terms of program execution and organizational management.

Diversity fosters network breadth. Current or past clients who serve as board members add an element of authenticity and credibility to board deliberations and can serve as a "voice of experience" that informs and improves program planning. A greater awareness of who is actually being served gives boards information they need to develop strategies grounded in real-world facts. Such an understanding also provides context for proper resource allocation and effective strategic action, while helping to deepen an organization's relevance and impact.

Inclusion drives action

Let's try a thought experiment: take away all the benefits created by more diverse boards and imagine what the sector would look like :

  • too many nonprofits relying on a single, precarious revenue stream;
  • approaches to problem solving that are never improved on because "it has always been done that way";
  • clients who are viewed as beneficiaries rather than as equal partners in collective change efforts;
  • recruitment of staff and donors from among those who look and think like us; and
  • logic models and outcomes metrics informed by a single point of view.

Something magical and important happens when differences not only are not dismissed but are valued. But the benefits that diversity brings to a board are unlikely to be realized without an equal focus on inclusion. The perspective of all board members must be continuously sought and heard, and differences of opinion should always be welcomed.

Equity is the result

Equity and systems change are the outcomes of leaders fully embracing diversity and inclusion. In the absence of inclusion, it is too easy to become comfortable in our silence. Without diversity of thought and perspective, our value systems are compromised and systemic injustice goes unchallenged.

It is clear that board diversity, equity, and inclusion matter for all organizations, and especially so for nonprofits. To truly maximize a nonprofit's effectiveness, as well as its financial success, nonprofit boards must work diligently to ensure that different viewpoints are heard and incorporated. Change doesn't happen automatically or overnight. Boards must actively seek out those who can bring new perspectives to the table and challenge the status quo.

For those who currently serve on a nonprofit board, now is the time to act. Speak to your colleagues about steps the board can take to develop internal policies aimed at strengthening its diversity and begin to build a foundation for organizational leadership that supports change.

Similarly, if you've ever considered lending your time and talent to a nonprofit, now is the time to connect with one that is aligned with your passion and expertise. In these challenging, uncertain times, nonprofits are looking for all the expertise they can get their hands on.

The success of any organization starts at the top. Boards that want to maximize their effectiveness and performance must include socially and professionally diverse individuals who are committed to doing the work and are prepared to speak up and act for change. Good luck!

Pam Cannell_for_PhilanTopicPam Cannell is CEO of BoardBuild and has dedicated her entire career to nonprofit leadership and board governance.

Quote of the Week

  • "[L]et me assert my firm belief that the only thing we have to fear is...fear itself — nameless, unreasoning, unjustified terror which paralyzes needed efforts to convert retreat into advance...."


    — Franklin D. Roosevelt, 32nd president of the United States

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