Alliance Background
The changing demographics of communities throughout the state led MACDC and Local Initiatives Support Corporation (LISC) and along with area CDCs, to begin working together in the early 1990's to find ways to increase the racial and ethnic diversity of CDC staffs - particularly at the mid- and senior levels. It had become apparent that neighborhoods in which community development corporations (CDCs) worked were becoming increasingly of color, yet the leadership of CDCs remained overwhelmingly white.
After more than a decade and a variety of programs and strategies later, more people of color occupy mid- and senior level positions within CDCs. However, the pace of change is slow and much remains to be done, especially within senior management levels. A number of studies and surveys of employment in Boston have confirmed the under representation of people of color (Asians, Blacks, Latinos and Native Americans) in leadership positions across the board - in the public sector, in corporate America and in nonprofits. However, few surveys have focused on CDCs, and none - to our knowledge - has looked at the reasons for the limited number of people of color in leadership positions within CDCs.
- In the spring of 2002, the Diversity and Human Capital Committee, a joint committee of MACDC and LISC, sponsored two focus groups to better understand the barriers to increasing the number of people of color in CDC management and leadership positions. We asked people of color who were currently working at or had previously worked for a CDC to choose what they believed to be the most important barriers.
- "Racism/prejudice" was the most frequently mentioned barrier by more than a third of the participants. This was followed by the "lack of support and/or mentors," chosen by 13%. Other significant barriers included the lack of education, i.e. a degree, the lack of career paths and salary levels.
- In the fall of 2002, a survey of a diverse group of CDC staff was conducted to solicit their perceptions on the barriers to the recruitment and advancement of people of color in CDCs. Web-based surveys were sent to approximately 85 CDC staff members, again including several former staff members, in the Greater Boston area.
A broad group of stakeholders from the community development field came together - under the banner The Alliance- Advancing Community Development by Confronting Racism - and articulated this vision for the community development field:
- As organizations, we are dynamic, open, welcoming, supportive, and participatory. We value, respect, and celebrate diversity. We encourage open, two-way communication and embrace different leadership styles and perspectives.
- All leaders within the community development movement (at the staff, board, and community levels) are committed, courageous, and supportive of diverse leadership. As a whole, the leadership reflects the communities in which we work and builds an open, respectful relationship with the community. Leaders actively recruit individuals from a wide range of backgrounds, cultures, races, and economic circumstances and set the tone for an inclusive, supportive organizational culture.
- Leaders and others within the community development movement acknowledge the existence of race and racism in our organizations and our communities, and demonstrate the will and the commitment to addressing the issues.
- Learning, teaching and mentoring are valued. Community development organizations create ongoing opportunities for learning and growth among staff, board, and residents at all levels. Current leaders demonstrate their commitment to learning by actively mentoring new leaders of color within the movement.
- The community development field is well known and is a career of choice for individuals from a wide range of backgrounds, cultures, races and economic circumstances. There are clear paths for advancement and people understand the skills and competencies needed to advance in the community development field.