Survey participants self-identified as a person of color 690 responses, analyzed data from 550 individuals serving on mainstream boards (not

Transcription

1 Survey participants self-identified as a person of color 690 responses, analyzed data from 550 individuals serving on mainstream boards (not organized around a particular racial or ethnic group) 72% African American/black 12% Hispanic, Latin or Spanish 9% Asian 3% Two or more races 2% American Indian or Alaska Native 2% Other 1

2 This is the more important question to ask! Has the board had an open and honest conversation about diversity and inclusion? 2

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5 The 1993 Nonprofit Governance Index results are based on responses from 398 chief executives and 399 board members; the 2010 Governance Index, 978 chief executives and 780 board members from predominantly 501(c)(3) organizations. 5

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7 Persons of color, serve on one or more mainstream nonprofit boards 690 responses; analyzed data from 550 individuals Age/Gender: Almost 2/3 were women (64%) compared to male (32%) or transgender (.3%). 40% were 40 to 55 years old, 33% over 55, and 17% less than 40 years old. Board Service: Of the POC that responded to the survey, most (86%) are currently serving on one or more mainstream nonprofit boards. 7

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9 Vital Voices This is encouraging until you consider that almost 26 percent only sometimes or never feel encouraged to be themselves or feel they have the same opportunities for leadership within the board. 9

10 What positively influenced your experience? I had the pleasure when I first served on a board to work with an individual who truly did not see or recognize color. She was passionate about the mission but always diplomatic regarding the differences among board members. She actively recruited a diverse board. I felt comfortable expressing differing points of view, which was an excellent way to begin. She also ensured that I received a board orientation so that I would know the expectations and requirements of a board member. Key for me has been the fact that my boards truly value the diversity of opinions and recognize that diversity adds richness to the decision-making process. 10

11 Being reminded, most often in subtle ways, that I was not a heavyhitter that is, what I brought to the table was diversity, not prestige, skills, resources, or connections of substance. Being treated as window dressing and not having my thoughts taken into account. Having my role on the board singled out as simply fulfilling a funder s diversity quota. 11

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13 Communications that reflect the needs of communities of color A process to identify and address non-inclusive behaviors 13

14 When it comes to diversity initiatives, there are no quick fixes or guaranteed recipes for success. Diversity initiatives require a major commitment and support from the top. 14

15 Before asking How do we become more diverse? boards must ask Why do we need to become diverse? Diversity might not be an issue, but inclusiveness might be. It is important for leadership to communicate and commit. Facilitate discussions - Confront difficult issues AND Create a safe environment to encourage dialogue and interaction on diverse views 1. How do we define diversity? 2. Why is diversity important to us? 3. Have we had an open discussion about changing demographics in our community and how it impacts our services, programs, and mission? 4. How might diversity and inclusion increase our ability to serve our mission? 5. What are the potential points of contention or resistance related to diversity? 6. Can our practices, traditions, or culture be perceived as biased or unwelcoming? 15

16 7. What, if anything, will we have to change in order to become more diverse and inclusive? 8. Is our chief executive committed to inclusiveness? If so, how has this been demonstrated? 9. Is the board committed to inclusiveness? If so, how has this been demonstrated? 10.As a board, what is our culture? 11.Are we welcoming to people with diverse backgrounds? 12.What are the elephants in the room? 15

17 Before asking How do we become more diverse? boards must ask Why do we need to become diverse? Diversity might not be an issue, but inclusiveness might be. It is important for leadership to communicate and commit. Facilitate discussions - Confront difficult issues AND Create a safe environment to encourage dialogue and interaction on diverse views Develop a case for change make sure it is compelling Post your case statement where people can see it -- communicate the strategy Communicate regularly with the people involved Your case statement should incorporate your organization s definition of inclusiveness, and a description of how you plan to put your commitment to inclusiveness into action. Think of it as an inclusiveness vision statement with detail. 16

18 1. Commit 2. Discuss Diversity With Board---Why is it important, what will a diverse board look like ; how will it benefit the organization and impact our mission? Are we Inclusive? 3. What s holding us back? Obstacles, problems, 4. Assign roles and responsibilities: Everyone needs a a role. Consider resources (people, time, money, task force, etc.) Personal Cultural Competency 1. I am comfortable being with groups different from my own. I am able to embrace different values and points of view. 2. I know how to respond to inappropriate comments. 3. I recognize and know how to respond when people avoid or deny that race and gender problems are issues. 4. I am comfortable discussing cultural competence and diversity. 5. I know how to be an effective role model and how to walk the talk by demonstrating commitment and support for developing cultural competence and encouraging diversity initiatives. 17

19 The chair should ask and encourage others to ask important questions such as: What kind of strategic alliances will best move forward the work of the organization? Whom do we need on the board to promote those alliances? Whom do we hope to have on the board of directors in order to achieve our strategic goals? In an inclusive organization: The leadership recognizes and embraces the opportunities and challenges that diversity presents to the organization, The leadership believes strongly in developing strategies that identify the assets and address the needs of diverse communities, The leadership integrates an awareness of diversity and inclusion into virtually everything the organization does, thereby literally transforming the organization. DiversityInc, a leading publication on diversity and business, annually ranks the top 50 companies for diversity. Companies are judged on four key areas, with CEO commitment being the most heavily weighted. 18

20 CEO commitment, according to DiversityInc, examines the chief executive s involvement in diversity, how she/he holds executives accountable for diversity success and board of director demographics. Examples cited include tying bonuses and executive compensation to diversity goals and having the CEO personally chair the diversity council. The DiversityInc Top 50 Companies for Diversity methodology analyzes (1) CEO commitment, (2) human capital, (3) corporate and organizational communications, and (4) supplier diversity. * The DiversityInc Top 50 Companies for Diversity methodology analyzes (1) CEO commitment, (2) human capital, (3) corporate and organizational communications, and (4) supplier diversity. 18

21 Including diverse members on committees creates larger circles and networks for outreach Can reach out to constituents as committee members Finding Prospects Consider: MBA Programs Executive Leadership Programs Organizations representing various racial and ethnic groups Also consider BoardnetUSA ( or similar organizations which matches up its database of 10,000 individuals with nonprofit organizations around the country. 19

22 The board needs to always communicate ideas, deficiencies, recommendations and solutions. Creating a culture that is open to new ideas and individuals from diverse backgrounds will remain difficult if communication is lacking. 1. What am I doing personally to move diversity and inclusion forward? 2. Have we made a visible commitment to diversity and inclusion (i.e. on the website, the mission statement, organization communications materials)? 3. What information do we have about how we are perceived (external perceptions of the board or organization; internal perceptions among board members and staff)? 4. What barriers to inclusiveness do we need to address? 20

23 Cultivate, Recruit, Orient, Involve Can give handout on When You Make a Mistake (see Articles and Reference Materials) and Diversity in Action (see Articles and Reference Materials). Diversity and Action talks more about the United Way example. 21

24 Educate on cultural competency: Board Management Staff Consider partnering with other boards/organizations for training and peer learning opportunities Establish goals and objectives: Build consensus around what diversity means to the board and organization, its benefits and challenges Develop organizational diversity and inclusion statement and post on website and publications Increase interpersonal and intergroup cultural competence Identify strategic recruitment partnerships and tactics to develop diverse pipeline of board candidates Interview exiting board members for insights on board culture and experience 22

25 Monitor activities and results Schedule progress reports on diversity metrics Continue critical conversations about diversity, inclusion, and change 23

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