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Changemakers of Color: a model for racial equity in the nonprofit sector

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Changemakers of Color: a model for racial equity in the nonprofit sector

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Changemakers of Color: A Model for Racial Equity in the Nonprofit Sector

Lakeya Renée Cherry, DSW, MSSW

Doctoral Capstone Project

Doctor of Social Work
Suzanne Dworak-Peck School of Social Work
University of Southern California

May 2020

Dedication
To my ancestors who paved the way. To my beloved grandparents, Fred and Dolores, for their
love and encouragement. To my mother, Sharon, whose strength and compassion is one to be
admired. For those whose journey will be challenged simply by the color of their skin, but who
will persevere.

Acknowledgments
My doctoral experience is not mine alone. I realize and acknowledge the many people
whose support and contributions made this dream a reality.
First, I acknowledge my family and closest friends. I love you! I am especially grateful to
Charles Bell, Jr., Monique Gary, and Helen Tran, who encouraged me every step of the way.
Thank You! We did this!
To the The Network for Social Work Management Board of Directors. Thank you for
your vision, leadership, mentorship, and support. Thank you for providing me access,
opportunity, and the freedom to innovate. Special thanks to current and past board members, Dr.
Marilyn Flynn, Chip Paucek, Wendell Knight, Alfredo Aguirre, Dr. Bruce Friedman, Kelsey
Louie, and Dr. John Tropman. I especially owe my deepest gratitude to Dr. Gary Bess and Dawn
Shedrick for their significant contributions to the Changemakers of Color Program.
To Idalia Gaitán. I cannot thank you enough for your administrative support with
Changemakers of Color. Thank you for believing in my vision and using your talents to support
its implementation and development.
Changemakers of Color- our first cohort! Thank you! Thank you to our coaches, mentors,
and trainers! May we work together to break down barriers and build a race equity culture in our
organizations and beyond.
Last, thank you to my USC Professors and others who have inspired, guided, challenged,
and mentored me. Special thanks to Dr. Michael Rank, Dr. Murali Nair, Dr. Juan Araque, Dr.
Eugenia Weiss, Dr. Ron Manderscheid, Dr. Renee Smith- Maddox, Diane Iglesias, Andrew
Benedict- Nelson, and Dr. Todd Rofuth.
CHANGEMAKERS OF COLOR 1

Changemakers of Color: A Model for Racial Equity in the Nonprofit Sector

“Never doubt that a small group of thoughtful, committed citizens can change the world; indeed
it’s the only thing that ever has.” – Margaret Mead

Executive Summary
The American Academy of Social Work and Social Welfare created The Grand
Challenges for Social Work initiative to challenge social workers to address the most pressing
problems of society. The Grand Challenge, Achieve Equal Opportunity and Justice, highlights
the systemic injustices that exist in society, which denies marginalized communities’ equal
access to opportunity and resources (Calvo, Goldbach, & Padilla, 2018; Goldbach, Amaro, Vega
& Walter, 2015). The stratification of people based on their identity, socioeconomic status, and
perceived power has created a world focused on differences rather than commonalities. This
focus on difference has led to the perpetuation of stereotypes and the unjust and unequal
treatment of those in society who lack power and privilege. This difference in treatment can be
observed in all systems across society. While much has been done to understand the diversity of
this country and to celebrate it, understanding does not address the unconscious bias and
microaggressions that cause further separation and exclusion of those deemed different or
unworthy. Inclusion and equity are ideals that are still beginning to take shape and form but are
necessary to achieve equal opportunity and justice for all people. In health and human services,
as is the case with most sectors, people of color have been denied opportunities to lead and serve
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in leadership roles. This exclusion of opportunity is a byproduct of institutional racism and
unconscious bias.
Changemakers of Color (CoC) is an innovative one-year program created to address
systemic practices and social norms that allow the racial leadership gap in the health and human
services sector to exist and persist (See Appendix A). The CoC Model has two elements: (1)
create a supportive network of aspiring leaders of color who receive mentoring, coaching, and
training to aid them in leadership attainment; and (2) involve and connect gatekeepers within
health and human services to changemakers, to mitigate bias and expand networks and
opportunities. In 2019, The Network for Social Work Management piloted this program with
eight leaders of color from California who work in healthcare. By providing people of color in
the nonprofit sector opportunities to receive support and training, and expand their networks with
key influencers within the health and human services, they will have an increased likelihood of
leadership attainment. Equitable leadership in the nonprofit sector then has the potential to
impact all social work grand challenges as concepts of health and wellbeing can benefit from and
be improved by a better understanding of racial inequity. Changemakers of Color introduces a
conceptual framework that changes the dialogue around bias to one that creates awareness of the
issue and provides solution-focused strategies for change. By supporting people of color and
connecting them to a network of allies, CoC promotes a community that shifts norms and
dismantles systemic barriers that have historically separated people as opposed to uniting them.
In health and human services, a racial leadership gap exists that favors white
professionals as leaders of organizations and Boards of Directors and denies people of color
equal opportunity for leadership roles (Kunreuther & Thomas, Breitfeld, 2017; BoardSource,
2017; Teitsworth, 2018). Historically, whiteness has been the norm in leadership and this
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normalization of white people as the standard ultimately impacts who are hired as leaders across
all institutions (Liu & Baker, 2016; Paynter, 2017). This norm has created a barrier to entry for
leaders of color in health and human services who have leadership aspirations.
Although many organizations claim to have a social justice orientation they do not
promote, hire, or recruit persons of color for leadership or board positions. Boards and
organizations tasked with recruiting and hiring tend to be biased against minorities and as a
result, nonprofit staff recruit from their own networks, which are primarily white by association
(Fernandez & Brown, 2015; Paynter, 2017; Ray, 2019). This recruitment and hiring bias is
problematic because white people represent the majority in nonprofits, so the lack of diversity in
their networks increases whiteness in the sector. Furthermore, women of color in nonprofits, for
example, face racial and gender barriers to their advancement more so than white women and
men of color. They also receive lower pay and are more likely to be delegated to an
administrative role regardless of their qualifications, training, and interest in leadership (Biu,
2019).
The Changemakers of Color methodology addresses the stated problem because it
provides a space for people of color in the sector to connect over shared experiences of bias
while providing them access to resources and networks they typically cannot access. Their
exposure to this program as demonstrated in the referenced pilot can increase their overall
confidence and readiness for leadership. It also has the potential to increase their social capital,
which may later improve their likelihood of being referred for leadership opportunities (See
Appendix B). As the pilot has been completed, the next steps for the program are to seek
funding to scale the program nationally. A national program will provide access to changemakers
of color throughout the country who have leadership aspirations and are willing and able to
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participate in this type of program. As the pipeline of changemakers increases, efforts will also
be made to simultaneously recruit and build a network of allies, which addresses the second
stage of the CoC model. Future steps might include more research and longitudinal studies about
the impact of Changemakers of Color over an extended time in addition to the challenges with
building and sustaining a network of allies within a system not built for this type of
collaboration. Moreover, partnerships with employment search firms and other organizations
such as universities will be important to the future of the program to ensure the placement of
leaders in leadership positions. This model also has the potential for replication across public
sectors. The Changemakers of Color Program represents an innovative step forward because its
methods are supported by research. The CoC program explores the historical roots that have
created the current situation of unequal opportunity and justice and uses this information to
present a solution that has the potential to connect diverse people, address inequities, and thereby
create long-term systemic change.
Conceptual Framework
Problem Statement
A racial leadership gap exists in health and human services that favor white professionals
as leaders of organizations and boards of directors and consequentially denies people of color
equal opportunity for assuming leadership roles (Kunreuther & Thomas- Breitfeld, 2017;
BoardSource, 2017; Teitsworth, 2018). The Social Work Grand Challenge, Achieve Equal
Opportunity and Justice, highlights the systemic injustices that exist in society, which denies
marginalized communities’ equal access to opportunity and resources (Calvo, Goldbach, &
Padilla, 2018; Goldbach, Amaro, Vega & Walter, 2015). In the nonprofit sector, “only seven
percent of nonprofit chief executives and 18 percent of nonprofit employees are people of color”
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(Dubose, 2014). The majority of people serving on Boards of Directors and Executive positions
within the nonprofit sector are white (Schwartz, Weinberg, Hagenbuch, & Scott, 2011). A 2012
BoardSource Report revealed that only 18 percent of Board Members in the nonprofit sector are
non-white (Buse, Bernstein, & Bilimoria, 2016). A 2017 Report by BoardSource titled, Leading
with Intent reported that 90 percent of CEO and 84 percent of Board Member respondents were
all white (BoardSource, 2017).
In the Building Movement Project’s Race to Lead Report, three problems were identified
that contribute to the racial leadership gap in the nonprofit sector:
1. Executive recruiters are not equipped to identify potential candidates of color for top-
level nonprofit positions.
2. Boards are predominantly white and often do not support the leadership of staff of color.
3. Nebulous concepts like “fit” are great hiding places for implicit bias (Kunreuther &
Thomas-Breitfeld, 2017).
On the contrary, research has revealed that people of color were just as qualified as their white
counterparts for leadership roles in terms of education and experience and even desired these
leadership roles more. In the workplace including the nonprofit sector, stigma can lead to
unconscious bias during the hiring or review process (Chamberlain, 2016; Kagetsu &
Gunderman, 2017). This bias by dominant groups has the potential to further inequalities and
take away opportunities from people of color. Furthermore, people of color who do seek
leadership opportunities often lack the personal and professional connections necessary for
upward mobility, which also makes them less likely to be considered for leadership roles (Kilian,
Hukai, & McCarty, 2005; Gaddis, 2012).
The segregation that exists in our personal networks, school systems, and neighborhoods
perpetuates a mentality of us versus them and heightens the gap for marginalized groups
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(Camera, 2016; Schuetz, 2017; Rothstein, 2017; McPherson, Smith-Lovin & Cook, 2001). Most
people socialize in communities with people who look like and behave like them as this is what
they know and makes them most comfortable. The lack of integration of social networks can
create heightened fear of the unknown and lead to more divisiveness and bias between racial
groups (Mohdin, 2018). These biases could also lead to increased health disparities for
marginalized communities (Goodman, 2016; Yearby, 2020). To ameliorate this problem,
strategies must be implemented to integrate communities, expand social networks, address
unconscious biases, and connect people. When people are connected and have the opportunity to
learn and grow from each other, then it ultimately impacts their worldview and perspectives. If
people are isolated in communities and social networks that look and act like them, then the
norm will become the status quo.
Critical Race Theory (CRT) provides a lens to consider the power structures that exist
within our society that place people of color at a disadvantage and lead to institutional racism
and implicit bias (UCLA School of Public Affairs, 2009; Ford & Airhihennuwa, 2010; Ospina &
Su, 2009). Angela Davis once said, “The challenge of the 21
st
century is not to demand equal
opportunity in the machinery of oppression, but rather to identify and dismantle those structures
in which racism continues to be embedded” (Davis, 2015). Changemakers of Color (CoC) is an
innovation created to dismantle systemic practices and social norms that allow the racial
leadership gap in the nonprofit sector to persist.
Current Environmental Context
Diversity, equity, and inclusion (DEI) are popular buzzwords in today’s society. The
business sector has been mindful of DEI for some time as it has been shown to positively
influence creativity, innovation, and their bottom line (Hunt, Layton, & Prince, 2015; Turner,
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2018; Holger, 2019; Roberts & Mayo, 2019). In the health and human services and the
philanthropic community, many organizations and foundations are drafting statements and
recommendations, but as of yet, there has not been real traction sector-wide in terms of closing
the gap.
The majority of organizations that focus on DEI are focused on the awareness piece of
the conversation (National Council of Nonprofits, 2019; Cohen & Gavett, 2019). This means that
they are “Awake” to the fact that there are issues that exist around diversity, equity, and
inclusion and they want others in their community to be aware of it as well (ProInspire, 2018).
Equity in the Center is an organization that mobilizes people and organizations to dismantle
institutional racism and white supremacy through an Awake to Woke to Work race equity
framework. In the Awake stage, organizations are focused on creating a racially diverse
workforce. In the Woke stage, organizations work on “inclusion” by working to ensure that their
new racially diverse workforce is actually comfortable and feel free to be themselves within the
organization. In the last stage, Work, organizations pay closer attention to systems and aim to use
a race equity lens to evaluate and dismantle its systemic practices (ProInspire, 2018). To see a
change in the sector, a commitment to race equity will be necessary to dismantle long-held
systemic practices. However, as long as there continues to be an emphasis on diversity, there
may never truly be a change since the root of diversity is difference, thus suggesting a focus on
addressing differences through equity, inclusion, and belonging.
The Civil Rights Act of 1964, the Equal Employment and Opportunity Act of 1972 and
Affirmative Action were created to circumvent discrimination in education and the workplace
(National Conference of State Legislatures, 2014). Although these acts were well-intentioned,
systemic racism persists, particularly the existence of discriminatory practices, resulting in unjust
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or unequal workplaces for marginalized people of color (Phelan & Rudman, 2011; ProInspire,
2018; Ray, 2019). This lack of progress suggests that the wrong conversations are being held and
that the focus should not necessarily be on mandates but inclusion and community building.
More than a decade ago the National Football League (NFL) recognized the existence of
pervasive, systemic racism within the League. To address it, the “Rooney Rule” was
implemented to increase diversity among coaching staffs and address the concern of unconscious
biases about the abilities of coaches of color and the “old boy” network that prevented qualified
coaches of color from receiving consideration for open positions (Collins, 2007). In the
government sector, the Local and Regional Government Alliance on Race and Equity created a
How-To Manuel for racial equity plans (Curren, Nelson, Marsh, Noor & Liu, 2016). Although
there have been some Federal policies to address the problem, the underlying currents of racism
are so prevalent that the private sector, like the NFL, had to enact policies to increase racial
equity. To overcome these injustices there needs to be a comprehensive, strategic approach to
tackle the issues of bias and racial inequities.
The racial leadership gap within the health and human services sector is a problem that
has existed for decades (BoardSource, 2017). In the field of social work, for example, social
workers have yet to adequately engage with the problem of racism and tackle it aggressively.
Race and racism are not something mandated in social work education. Social Workers are often
encouraged to be culturally competent or culturally humble, but not all schools or faculty
actively discuss race, racism, white privilege, institutional racism, or unconscious bias and its
influence on the social worker and those they serve in the community. This lack of educational
emphasis places social workers at a disadvantage in the workplace because one must know
themselves, understand the system, and be able to confront and address their own beliefs to
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effectively work with people who are systemically at a disadvantage. If social workers and other
health and human service professionals are not taught this terminology and made aware of how it
can impact them and their decision-making then regardless of good intent, unjust reactions and
results may occur such as the aforementioned racial gap in leadership.
Nonprofit organizations must do more as it pertains to talent management. Talent
management encompasses human resource processes and strategies that an organization utilizes
to hire, develop, and manage employees (Cappelli & Tavis, 2018). Many organizations focus on
capacity building but do not see the correlation between investing in talent and building capacity
to grow and advance their mission. They often do not provide mentoring and professional
development opportunities to their employees, so when it is time to fulfill a new executive role,
they do not have qualified candidates from within to consider but have to fill the role with
external candidates (Landles-Cobb, Kramer, Smith-Milway, 2015). A Bridgespan Survey
revealed that leadership development and succession planning are an organization’s greatest
weakness (Kapila, 2014). This is unfortunate as many baby boomers are “reaching retirement
age,” and the sector itself is expected to need almost 80,000 new leaders per year (Sargeant &
Day, 2018). These weaknesses provide an opportunity for future innovation and programming
that could strengthen the pool of talented leaders of color who are ready and able to move into
executive roles.
The field of social work has a code of ethics that indicates that social workers should not
only be competent as it pertains to diversity and cultural issues, but should also not “practice,
condone, facilitate, or collaborate with any form of discrimination on the basis of race” (National
Association of Social Workers, 2017, p. 27). With Social Justice being a core value of the social
work profession and a grand challenge, social workers especially should strive to build a race
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equity culture inside and outside their organizations. Unfortunately, these ideas tend to serve as
theoretical underpinnings of the sector instead of beliefs that are intentionally addressed and
practiced by its employees through direct action.
The dismantling of systemic practices cannot be done overnight, but with hard work and
dedication, change is possible. Existing approaches have often led to silos that do not actively
engage people with power and influence. Many efforts around DEI are led by people of color as
these are the people who desire equal opportunity and justice the most because without it, they
are negatively affected (Teitsworth, 2018). However, White stakeholders are at the helm of
foundations, nonprofit boards, and nonprofit organizations. They hold the power and are the ones
who can implement practices and procedures that are just for everyone (Cohen & Gavett, 2019).
There must be more concentrated efforts to engage and educate white stakeholders as allies in
DEI work to achieve a decrease in the racial leadership gap and an equitable society.
Social Significance
Nonprofits are the third largest sector in the US with a composition of over 11 million
people (Paynter, 2018; Salamon, 2018; Bureau of Labor Statistics, 2018; Salamon & Newhouse,
2019). Over half of nonprofit employees work in health and human services (McKeever &
Gaddy, 2016). People of color constitute 30% of the American workforce, but according to a
report by Commonwealth Partners, less than 20% of nonprofit staff and only about 22% of
foundation staff are people of color (Fernandez & Brown, 2015; Weisinger & Borges-Méndez,
2016). This gap in nonprofit professionals of color, generally, and in leadership, particularly, is
alarming when considering the demographics of the US. The US Census Bureau reports that the
number of minorities within this country is expected to increase from 38 percent in 2014 to 56
percent by 2060 (US Census, 2015).
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People face disparities based on race, gender, sexuality, socioeconomic status, and
geographic location. These disparities negatively affect one’s interaction with healthcare,
education, and the criminal justice system. It also affects people of color’s ability to obtain a
leadership position because biases held by dominant groups. The idea that anyone in America
can make it if they work hard enough is unfortunately not true. Studies have shown that despite
how hard women and people of color have worked, they still face disparities in their climb to the
top (Mastracci & Herring, 2010; Gloor, Morf, Paustian-Underdahl & Backes-Gellner, 2018).
White privilege and white supremacy cause people of color to lack power and as a result,
they are treated unfairly (UCLA School of Public Affairs, 2009; Ford & Airhihennuwa, 2010;
Ospina & Su, 2009). DiAngelo (2011) coined the term, white fragility to describe the defensive
outward displays of emotion and other behaviors by white people in reaction to conversations
about racism and privilege. Most white people have not had anti-racism education and do not
feel the need to engage with race at that level because they do not think they are racist or
privileged. They often create strategies that allow them to feel innocent when confronted with
their privilege (Philips & Lowery, 2018; Kendi, 2019). Unfortunately, this denial and fragility
will make it difficult for honest conversations to take place in the workplace around race. People
of color will continue to face obstacles in the workplace because of their absence of power and
privilege unless white people care enough to openly engage in conversations about Whiteness
and use their privilege for good and come to terms with their white fragility.
Stigmatization is defined as one group using their power over another group (Calvo et al.,
2018). The use of power by dominant groups furthers inequalities and takes away opportunities
from people of color. For example, stigma can lead to unconscious bias during the hiring or
review process (Chamberlain, 2016; Kagetsu & Gunderman, 2017; Yearby, 2020; Stephens,
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2020). In the nonprofit industry, this means that a person of color can be qualified and an
appropriate fit for a board role or executive role, but can be overlooked due to these unconscious
biases. To obtain equitable outcomes for people of color desiring leadership roles, those with
power must become conscious of and address their biases. Research has shown that even when
confronted with their bias and made aware of their privilege, many white people will still choose
to take a stance of innocence (Philips & Lowery, 2018). What does this mean for people of color
in society who are left powerless? While recognition of biases is critical, it suggests other
strategies must be implemented such as ones that confront stigma.
The concepts of diversity, equity, and inclusion (DEI) matter morally in that we live in a
diverse world and should care whether our fellow humans have equal opportunity and justice.
Health and human service professionals work with people every day who are at-risk and face
adverse outcomes. Many of these people are people of color. It must be acknowledged that
people from diverse backgrounds may better understand the circumstances and needs of those
from a cultural background similar to their own. Ideally, professionals reflective of the
communities being served could ultimately impact the outcomes of the organization and the
client. DEI is not simply the right thing to do. It is also good for business. Health and human
service leadership must fully commit to its mission to do good in the community and tackle
problems, by first fighting for equity within its internal structures and against inequitable
practices in the outside world (Hunt et al., 2015; Forbes Insights, 2011; Collins, 2007; Bonilla-
Silva, 2015; Phelan & Rudman, 2011; Liu & Baker, 2016).
Conceptual Framework
The Greenhouse Model for Social Innovation posits that social problems can be solved if
you identify norms that hold these problems in place and then use and diffuse a deviant to
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subvert the norm (Leitner, Benedict-Nelson, Malham Jr., & Huang, 2017; Benedict-Nelson &
Leitner, 2018). Societal norms such as people hiring who they know, White people are more
suitable for leadership roles, or assumptions about one’s race, are all codes that regulate
behavior. These norms have created a barrier to entry for leaders of color. Kunreuther &
Thomas-Breitfeld (2017) recommend that any work to support leaders of color must also address
the biases embedded within our systems and involve stakeholders such as boards and funders.
Typically organizational models to address bias or support leaders of color have limited impact
because they are not created with systemic change as an ultimate goal. The Changemakers of
Color model is different because it aims to address the needs of leaders of color while
simultaneously disrupting systems. The theory of change can incorporate a critical race theory
perspective that requires changing the norms and views of the stakeholders that have contributed
to these long-standing norms, to produce a transformative systemic change, which in this case
would benefit leaders of color in health and human services. As Kunreuther & Breitfield alluded
to, people of color can be trained and provided additional training, but if stakeholders do not
buy-in i.e., diversify their networks and systemic practices are not addressed and changed, the
leadership training will not garner desired results for people of color.
People of color in the health and human services sector lack the formal networks and
social capital that white people have, which is a barrier to their advancement (Ibarra, 1995). The
Changemakers of Color model, as observed in Appendix C is two-pronged in that it focuses on
changemakers of color and equity allies. Changemakers join a supportive cohort and receive
mentoring, coaching, and training. Equity Allies are White people who are intentional with using
their privilege and power to directly facilitate access and opportunity for those from
marginalized backgrounds to disrupt oppressive systems and build a race equity culture. They are
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needed to help advocate, sponsor, and open doors for changemakers. Research has shown that
“diverse leaders need a combination of a developmental culture, career (e.g., sponsorship,
coaching) and psychosocial (e.g., encouragement, friendship) support, and holding behaviors
(e.g., containment, enabling perspective) from key developers to successfully navigate learning
cycles required to ascend to the top of organizations and boards” (Chanland & Murphy, 2017, p.
121). The CoC Program will aim to cover all these recommended areas to heighten the ability of
changemakers’ to attain a leadership position.
The second prong of the changemakers program addresses stakeholders, such as funders
and board members from organizations, who will be invited and encouraged to participate in the
program as mentors, speakers, trainers, and “allies’ for racial equity. Boards of Directors and
Executives would obtain access to a new diverse, pool of talent who exist outside of their typical
circles. Changemakers will also have access to recruiters and headhunters in health and human
services who are looking for diverse leaders. Succession planning is increasing in importance for
stakeholders as one generation prepares to retire, so this new pool of leaders should be of interest
to stakeholders. Stakeholders who participate, particularly white allies, will be encouraged to
become aware of and strategize as to how they can address unconscious biases that may have
precluded them from considering a person of color for a board or executive role. By establishing
this two-pronged approach, both the changemakers combined with partnerships with
stakeholders who are committed to racial equity will create change. These stakeholders can
encourage their white and people of color colleagues in other circles to engage and shift
practices, which ultimately could open more doors for Changemakers and other aspiring leaders
of color.
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The immediate personal outcomes for changemakers are improved confidence and self-
efficacy. Many people of color lack the confidence to move into leadership roles because of the
treatment they face in the workplace. Many are discouraged and lack self-efficacy because (1)
they don’t see room for growth, or (2) think they will be excluded from growth opportunities.
The Changemakers of Color model creates a cohort of leaders of color in the sector who have
each other to lean on for support in addition to their mentors and coaches. This supportive
network is something not common for people of color in the workplace who often are isolated.
The intermediate outcomes for changemakers are whether their job changes in scope or
responsibility, whether they receive a pay increase, if their knowledge changes in relation to
training topics, and whether their network expands. Many changemakers are ready to assume
leadership now or will be ready soon with further coaching. Ideally, through their participation in
the program, they will become more in tune with their strengths and passions and seek out
additional opportunities to contribute and lead within the workplace. Demonstrating their
strengths may lead to their bosses providing them more responsibilities and/or increasing their
pay. The changemakers will also participate in various training throughout the program on topics
ranging from branding and storytelling to leadership, resource development, philanthropy,
political engagement, strategic planning, and board development. Training sessions will be two
hours each and interactive. Changemakers will receive assignments before participation in the
training and they will discuss what they learned and how they will apply the information during
their coaching sessions. Lastly, all trainers are invited to become part of the changemakers’
network as an equity ally. By the conclusion of the program, changemakers should have a
diverse, expanded personal network.
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The long-term programmatic outcomes for the individual changemakers are the
attainment of an executive leadership role or a board seat. The changemakers have varying years
of experience and all work in different capacities. They are selected based on an overview of
their submitted application, personal statement, and letter of recommendation. The long-term
goal from participation in this program is that they will ultimately become executive leaders in
the sector, which would then help to close the racial leadership gap in the sector. Furthermore,
changemakers will increase their social capital a few years after completing the program. They
will be required to remain involved and participate in the changemakers' model as an alumnus.
Equity Allies are crucial to the success of the proposed Changemakers model. The
immediate personal outcome for Equity Allies are an opportunity to learn from their assigned
changemakers. Meanwhile, intermediate outcomes include ongoing support, participation, and
increased advocacy on behalf of marginalized groups and that their networks will be expanded
by their involvement with Changemakers of Color. The long-term systemic outcomes for Equity
Allies by way of their involvement with Changemakers of Color are the creation of a pipeline of
leaders of color, inclusion of leaders of color in management and board roles, and enhanced
organizational competency in diversity, equity, and inclusion.
Changemakers of Color is suggested as an innovation to help bridge the network gaps
that prevent eligible people of color from obtaining the leadership roles they seek. The nonprofit
sector is the third largest sector in the US, but its leadership is not diverse, inclusive, or equitable
(Paynter, 2018). This programmatic model aims to provide a support structure for people of color
while also connecting those with power with those who do not have power. By working
collaboratively to tackle the deeply engrained racism that exists in our society and in our
workplace, equity is possible. Equity creates equal access to critical resources for everyone,
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which ultimately influences the health and well-being of all people. People of color face
adversities in their day-to-day lives in addition to bias and discrimination. Equitable treatment
would give people of color a voice, equal opportunity, and justice as human beings. As Tamara
Copeland, President of the Washington Regional Association of Grantmakers stated, “It’s up to
all of us to face the fact that this oppression continues and to fight it. And when we do, all people
of color will face a brighter future. In fact, all Americans will” (Copeland, 2018, para. 22).
Systemic change may seem impossible, but with commitment and collaboration, the impossible
might just become possible.
Problems of Practice and Innovative Solutions
Proposed Innovation and its Effect on the Grand Challenge
The Changemakers of Color Model is “new and creative” because it aims to include and
connect those with power with those who lack power. To address norms that result in biased
behaviors that negatively impact people of color in the nonprofit sector, it is important to include
actors who have the power to change their behaviors to solve the problem. This idea correlates to
the social work grand challenge, Achieve Equal Opportunity and Justice, which aims to address
and dismantle systemic injustices that have left communities of people marginalized.
Dismantling can only occur with those who promote and uphold these unjust systems. The
Changemakers model would target people of color in the nonprofit sector who desire leadership
roles in addition to Boards of Directors and Executives as they have power and influence within
an organization and are primary decision makers. People of color can be trained but if they do
not have relationships with those in positions of power, it would likely take longer to achieve
diversity in nonprofit leadership. The program would also connect the Board Members and
Executives to a new pool of talent, which is diverse, outside of their typical circles, and people
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not typically thought to have power and influence. The subversion of norms and purposeful and
strategic widening of networks is what makes the Changemaker model innovative. The Board
Members and Executives would have the opportunity to network, mentor, and ultimately address
some of the biases they might have, which may have precluded them from considering a person
of color for a board or executive role in this sector.
Views of Key Stakeholders
Boards of Directors and Executives are the primary stakeholders who hold the power to
shift the culture of an organization, but other stakeholders including employees of color, human
resources departments, clients or recipients of an organization’s services, and funders who also
support an organization’s functioning. All of these stakeholders have similar interests and
motivations. Overall the majority of an organization’s stakeholders desire to serve the
community and make an impact. All employees regardless of race generally desire to do their job
well, keep their bosses happy, and be recognized for their work. Human Resource Departments
and Boards of Directors desire to find quality employees. Boards of Directors and Chief
Executive Officers desire to raise money to sustain an organization, which will then bring value
to the community. Funders consider organizations to fund, whom they believe will make a
meaningful difference in their community with the support of these funds. Clients want to find a
place where they are treated well and can have their needs met. All of these stakeholders connect
and all of their interests and motivations play off each other and impact each other in some way.
It is important to note that stakeholders should want to make adjustments in any attitudes,
behaviors, policies, and procedures that promote inequitable practices in the workplace and
contribute to injustices in the community.
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Most human service organizations aim to be a resource for vulnerable people. Most of
these vulnerable people are of color, so diversity in organizational staffing and diversity in its
leadership would introduce to these communities more people who have a deeper understanding
and appreciation of their culture and challenges experienced as people of color. Better
representation lends an opportunity for greater creativity and innovation in problem-solving for
these communities. Our country is gradually becoming more diverse and will ultimately attain a
shift in which the minority becomes the majority (Turner, 2018). Boards of Directors who truly
care about mission fulfillment will ideally understand the bigger picture and will be willing to
support a model such as Changemakers of Color, which creates a new pipeline of diverse leaders
in health and human services.
Personal Networks have the power to address and curb our biases. Who we know and
associate with can influence how we think, behave, and treat other people (McPherson, Smith-
Lovin & Cook, 2001). Therefore, increased diversity in our networks has the potential to
challenge biases once held. If one truly cares about diversity, equity, and inclusion, then one
should be willing to look inwards and address one’s own behavior first, which would include an
intentional modification of one’s network. Carson (2019) states, “The truth is, as the CEO or
hiring manager if your teams are not diverse it’s your fault. No one else’s” (para. 2). People
have to be willing to step outside of their comfort zone and take extra steps to achieve
diversity. The data show that there are qualified people of color being overlooked for
positions, so organizations need to look deeper if these individuals are not immediately
available (Kunreuther & Thomas, Breitfeld, 2017; BoardSource, 2017; Teitsworth, 2018). By
broadening one’s network and approach, one will have access to new, diverse pools of talent.
If diversity already exists in the workplace, McKinnon (2019) suggests that organizations
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could bring employees closer together by focusing on the lived experience of every employee.
Efforts to share experiences may occur differently depending on the organization, but people
need to also see similarities and not just differences when forming relationships and
connections. If people were able to picture more of themselves in others then perhaps there
would be less bias. Furthermore, people who are committed to equity would be great
candidates as allies (Coleman, 2018). There is strength in numbers, so the more people who
care about DEI, the greater the impact each person can have by influencing their personal and
professional networks.
Evidence and Current Context for Proposed Innovation
Critical Race Theory recognizes institutional racism as something that is part of the
history of the United States (UCLA School of Public Affairs, 2009). Separate but equal laws
aimed and, in many cases succeeded in keeping people of color and white people from
intermixing. While these laws no longer exist, they still impact every institution in society. The
US is a lot more diverse today, but racism and bias still exist. Gaps exist that disproportionally
favors white students over students of color in education, achievement and opportunity (Startz,
2019). In the US, Black men die of preventable and treatable diseases at a higher rate than all
other races (CBS New York, 2019). In addition, minority women are more likely to live in
poverty and have increased rates of disease and disability due to structural racism (Yearby,
2020). Kendi, a professor at American University believes that disparities between groups of
different races are caused by racist policies (Deisen, 2019). Who makes the policies and who are
they for? Ashley Jardina, a political scientist believes that while many white people do not have
specific views about race, they are uncomfortable with increased diversity. She states, “It’s in
part because they’re worried about the status of their group and the loss of the privileges that
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their group has. If you think about racism in part as being about structural inequality between
groups, then this is a lot about racism. It’s about a racial hierarchy. It’s about systems of
oppression” (Chotiner, 2019, p. 6). As a result, beliefs about racial hierarchy impact the
treatment those deemed inferior receive in society whether it be financially, in education,
healthcare or otherwise. Moreover, Robin DiAngelo, an educator on white racial identity posits
that because white people associate racism with being mean, they feel that if they are nice
people, they cannot be racist. These views about niceness absolve them from bringing racism to
the table (DiAngelo, 2019). There are policies that uphold injustices and policies that can be
created to dismantle these injustices. However, true progress cannot occur if those with power
are unable to understand their power and how to use it in a manner that is just for all people.
Despite good intentions, most diversity and inclusion programs fail. They fail because
they “activate bias instead of stamp it out” and they’re not necessarily inclusive (Dobbin &
Kalev, 2016; Sherbin & Rashid, 2017). Diversity and inclusion programs are popular and seen as
a solution to address bias within the organization, but they tend to lead to more bias. People do
not like to be controlled, so if they are required to go to training or instructed on how to hire or
promote, they will rebel. This reality suggests that new ideas are needed to address bias and
bring diverse people together in a manner that will not leave one group feeling defensive or at
fault, but will encourage them to utilize their privilege and power to support equitable outcomes
for all people. In a recent study, about half of the minority employees surveyed indicated that
they experience bias daily and majority groups often underestimate the extent of this bias
(Krentz, 2019). To achieve any manner of social change, it is important to meet people where
they are including those with power and privilege. The Changemakers of Color Model intends to
fulfill the needs of people of color in the workplace as it pertains to support, networking, and
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training while also including white allies in the process of addressing racial inequities and
deepening their understanding of the reality of what it is like to be a person of color in the
workplace.
Comparative Assessment of other Opportunities for Innovation
Pipeline programs have existed for many years to help underrepresented groups
matriculate into college, as well as enroll in advanced degree programs such as medicine, law,
and business. Most pipeline programs include access to inspirational speakers, activities, and
training to increase student’s interest in a particular college or program. These programs are
meant to also increase the likelihood of the participant’s admission or success in school by
teaching them various skills and connecting them to a supportive network. Unfortunately, most
pipeline programs are short and do not extend past a few weeks or a few months. While some
pipeline programs may include a mentoring or coaching component, the programs rarely include
mentoring, coaching, and training consecutively and for a year or more. Management Leadership
for Tomorrow (MLT), is a nonprofit organization whose work resembles closely the proposed
Changemakers of Color model, however, MLT targets men and women from underrepresented
groups who desire to obtain MBAs or have recently acquired MBAs and are on a leadership
trajectory. The goal of MLT is to increase the number of underrepresented minorities in
executive roles primarily in the corporate sector. Changemakers of Color is focused on creating
systemic change for people of color working in health and human services to address the racial
leadership gap in the nonprofit sector. Although MLT and CoC both highlight the importance of
networks, the CoC model is a transformative change process that specifically attempts to involve
and include on an ongoing basis white allies in the process of racial equity as it pertains to
leadership.
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There is limited academic literature that speaks about the racial leadership gap in the
nonprofit sector. Much of the academic literature available about this topic area focuses on the
importance of diversity in the workplace, gender discrimination, and the importance of
leadership training and mentoring. These articles speak about diversity and inclusion but leave
out equity unless it pertains to gender. Gender and power imbalances in the workplace, the role
of women in the workplace, obstacles women face, as well as the importance of mentoring and
sponsorship of women for advancement are readily available. Although not specific to people of
color, this data still has relevance. Data exist that indicates that people of color lack formal
networks and supportive structures, which prohibit their advancement in the workplace (Krentz,
2019; Merluzzi & Sterling, 2017; Thomas, 2001). This data is important because it shows the
relevance of a program model such as Changemakers of Color, which builds in supportive
structures such as mentoring and coaching.
In the future, it would be worthwhile to gather information about the benefits of diverse
leadership in the nonprofit sector, data about allies and their relevance for fighting bias, in
addition to data about the influence that diverse networks could have on addressing bias.
Furthermore, research on successful pipeline programs and the elements that have contributed to
their success will be instrumental for building and sustaining a pipeline of changemakers.
Innovation Linkage to Logic Model and Theory of Change
The logic behind the Changemakers of Color Program is that by providing people of
color in the nonprofit sector mentoring, coaching, training, and access to networks their sense of
self-efficacy will increase, along with their level of support, and the likelihood of receiving a pay
increase or job advancement. The long-term goal is that Changemakers will ultimately move into
a leadership role and have increased social capital. Equity Allies, by participation in
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Changemakers of Color, will increase their advocacy on behalf of marginalized groups and as a
result, organizations will have increased competency in diversity, equity, and inclusion. Pairing
changemakers with Equity Allies will create a pipeline of leaders who can be considered as
organizations’ strategize for the future and develop succession plans that include people of color.
Furthermore, norms about the characteristics of a leader could be disrupted. By introducing
people and formulating new networks, unconscious bias that currently prohibits people of color
from being considered by white leaders has the potential to be changed.
Likelihood of Success
A successful pilot of Changemakers of Color (CoC) was completed in January 2020. See
a sample of results in Appendix B and the complete evaluation in Appendix K.
Project Structure and Methodology
Description of Capstone Deliverable/ Artifact
A grant application and methodological tools have been prepared to demonstrate proof of
concept and readiness for funding. A grant application was submitted to Comcast NBC Universal
in response to its Project Innovation solicitation. Project Innovation aims to strengthen
communities through innovative solutions. The Changemakers of Color Program aligns with the
Culture of Inclusion grant category (Appendix K).
Comparative Market Analysis
The Changemakers of Color Program has many competitors such as LeaderSpring,
National Urban Fellows, The Pipeline Project, Leadership for Asian Pacifics (LEAP), and
ProInspire. These competitors are similar to Changemakers of Color because of their
commitment to diversity, social justice, equity, and the advancement of marginalized people of
color. Their overarching goal is to further develop leaders of color and they do this by leadership
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development activities. Many of their programs only focus on a specific gender, race, or a
particular demographic e.g. LGBTQ or geographic community. One key advantage that these
competitors have is name recognition and history as most have been around for a while, whereas
Changemakers of Color is a new intervention with only a completed pilot as evidence of its
value. Nonetheless, Changemakers of Color once launched nationally will be intersectional in
nature and have a different, unique approach to help leaders of color advance. It aims to recruit
and include not only marginalized people of color of all races from across the country but also
allies who have the power to open doors and provide access and opportunities to leaders of color.
This intentional networking of changemakers and allies to disrupt norms and shift perspectives
makes the Changemakers of Color program better than its competitors.
Project Implementation Methods
The Changemakers model can best be described using the Reach, Effectiveness,
Adoption, Implementation, and Maintenance (RE-AIM) implementation framework (Appendix
D). This framework was selected due to its reliability of success in a “real world” context
(Glasgow, Vogt, & Boles, 1999). Table 1 (Appendix E) shows a Gantt chart of the pre-
implementation activities used for the CoC pilot and deemed necessary to scale the model
nationally. This table includes the following activities: conclusion of the pilot, evaluation,
fundraising (grant writing), marketing, and recruitment and outreach from January 2020 through
January 2021. Table 2 (Appendix E) shows a Gantt chart of the implementation activities once
the program is scaled. This table includes the following activities: program start, immersion,
mentoring, coaching, training, check-in, conference, evaluation, and program conclusion.
Obstacles, Alternative Pathways
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An obstacle to Changemakers program is the vastness of the nonprofit sector. The
population of focus may be difficult to identify or be disinclined to participate once identified.
Those who do apply may already be on a leadership trajectory and thus the program may or may
not ultimately impact their career goals, although the program will increase the likelihood of
career success. Due to the vastness of the sector, marketing effectively to identify a
representative cohort of eager people of color with leadership aspirations and allies committed to
racial equity may prove challenging. The CoC Model is in a good position for the chosen
problem because it will operate within the structure of The Network for Social Work
Management (NSWM), where a one-year pilot recently took place. NSWM already has an
established brand, reputation, and network. Its reach will help scale the Changemakers program
nationally and attract supporters and participants.
Leadership Strategies
Multi-faceted strategies are important for the successful implementation of
Changemakers of Color. The following strategies as shared in Brownson et al (2017) will be
utilized to scale the intervention nationally. These strategies include building a coalition;
identifying and preparing champions; involving executive boards; promoting network weaving;
recruiting, designating, and training for leadership; using advisory boards and workgroups; and,
visiting potentially new sites. All of these strategies involve networking and relationship
building, which are critical components of the changemaker’s model and necessary for its overall
success. The recruit, designate, and train for leadership strategy applies directly to the
changemakers and the training they will receive as part of their participation in the program.
Involvement by internal and external stakeholders is necessary for the program to be successful.
Other organizations that will be asked to participate include NADD, BPD, CSWE, and NASW.
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NADD and CSWE have identified leadership development as part of their ongoing mission and
goals.
Financial Plan and Staging
The estimated budget for a national cohort size of fifteen changemakers is $210,000
(Appendix G and H). This estimate does not include in-kind support. The primary revenue
source is grant funding from foundations in addition to organizational sponsorship (e.g., NADD,
BPD, and CSWE) and individual donations. The projected actual cost for the program is
$210,000 and $41,490 in-kind from The Network for Social Work Management. As
Changemakers of Color are within the auspices of NSWM, fringe, indirect expenses and
evaluation services will be provided in-kind. If these services were not provided in-kind, the
estimated total expense for a full year of the program would be $251,490.
Line-item Budget
(Appendix G)
Staging
The Changemakers of Color Model has two primary phases: one is a focus on growing a
pipeline of leaders of color in the nonprofit sector and two, the creation of a network of Equity
Allies. A third phase might include partnerships with search firms to directly facilitate the
placement of changemakers into executive and board leadership roles (Appendix B). The focus
of the budget is on phase one of the program.
Project Impact Assessment Methods
Measurement Approach
The Changemakers of Color research design is a pre-experimental/observational design
with a post-test. The primary population of focus for measurement is changemakers. This design
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will contribute to available knowledge as a case study and has the potential for a longitudinal
study.
Outcome Measures
The outputs that will be used to measure important phases of the CoC intervention are 15
changemakers who will attend two full-day immersions, receive 12 mentoring sessions, 12
training sessions, 12 peer coaching sessions, and attend one multi-day conference within one
calendar year. These measures are useful considering the problem and target population because
people of color often lack peer support and social capital unlike their white counterparts, so these
outputs will directly address an unfilled need (Munn, 2018). Furthermore, although people of
color in nonprofits are just as qualified as their white counterparts for executive positions,
additional training and guidance are encouraged to provide greater leverage and opportunity
(Kunreuther & Thomas-Breitfeld, 2017). The changemakers are full-time professionals with
personal lives, so their participation in this program would be in addition to their regular life
activities, so the time allocations for mentoring, coaching, and technical training are deemed
reasonable in consideration of their multiple responsibilities (Appendix D).
Evaluation
Mixed methods will be the primary evaluation type combining outcome and process
evaluations. Changemakers will receive a short survey after every training in addition to one
mid-point and one final evaluation. The surveys will incorporate some aspects of the following
measurement tools: Leader Role Efficacy Scale (LRE), Self- Efficacy/Confidence Scale,
Mentorship Assessment Scale, and the Executive section of NSWM’s competencies.
Standardized scales are not necessary when a sample is small (15). To attain reliability, the same
training surveys (12) will be administered after each training. Validity is determined through
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interviews after the training concerning participant experience. This design is strong because it
uses multiple measures. Also, data from the pilot will contribute to available knowledge as a case
and/or longitudinal study. Furthermore, the study is low-effort (surveys), affordable, and
manageable. Design weaknesses are its small sample size and lack of a control group. It also
does not manipulate variables or randomize, which makes it difficult to prove cause and effect or
correlation.
Stakeholder Engagement Plan
Internal Stakeholders
Boards of Directors and Executives are the primary internal stakeholders who hold the
power to shift the culture of an organization as they are the decision makers. Other internal
stakeholders are white employees of these organizations who could potentially become equity
allies. People of color who aspire to leadership and those already in leadership roles would also
be vital stakeholders. The Network for Social Work Management (NSWM) has a network of
over 15,000 health and human services professionals across the country. Therefore, engagement
and recruitment efforts would occur primarily through this network. Individuals and
organizations that are committed to building a race equity culture within their organizations
would be encouraged to sign a pledge and commit to action items that would assist with this
vision. For accountability and recognition, the organizations would be featured on the Network
for Social Work Management’s website and social media platforms as partners in this work.
External Stakeholders
Studies have shown that a racial leadership gap also exists in the philanthropic sector
(Borealis Philanthropy, 2018). Many funders are now taking steps to build a racial equity culture
within their organizations and to fund initiatives that aim to address systemic inequalities.
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Organizations that support the Changemakers of Color model and are featured on NSWM’s
website as a partner could share this with funders when they apply for funding as verification of
their efforts towards building a racial equity culture. Other external stakeholders important to the
Changemakers of Color concept are mentors, coaches, and trainers. All of these stakeholders are
individuals within the nonprofit sector who would be recruited nationally. Last, partnerships
would be established with search firms who are seeking diverse talent. Partnerships with search
firms would allow for more direct placement of leaders of color in executive and board
leadership roles by providing them direct access to a pipeline of trained leaders of color ready to
assume leadership.
Communication Strategies and Products
Mass media such as print and online tools e.g. email, videos, and social media will be
used to provide greater awareness of the racial inequities that exist in the nonprofit sector and to
promote the Changemakers of Color and Equity Ally concepts as a model for racial equity.
During the pilot year, marketing tools were developed such as logos, a webpage, memes, email
campaigns, an infographic, and a Twitter page to promote the Changemakers of Color program.
Blog posts were also written to further draw attention to this issue and the proposed solution
(Appendix K). The findings from the pilot will be used to draft a final report to the funder (CA
Endowment). Also, publishing and speaking opportunities will be pursued. The Network for
Social Work Management has its academic journal and annual conference, which will aid in the
dissemination of findings.
Ethical Considerations
The primary ethical concerns for the Changemakers of Color Program are informed
consent and confidentiality. The program aims to create a safe space for the changemakers where
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they can openly share any adverse work experiences, which are believed to be a result of their
racial identity. Therefore, conversations had and information shared by the changemakers are
private and should not be shared without explicit consent from the participating changemaker.
Assuring confidentiality would help prevent any potential backlash the changemakers might face
from their workplace or future place of employment. Furthermore, the cohort size is small and
the changemakers are highlighted publicly on The Network for Social Work Management
website as participants in this program. While this draws attention to the issue and can be
positive attention for the changemakers, it might also result in negative consequences. For
example, an organization that has a changemaker as a participant might feel that others will
assume their organization is not equitable due to this particular changemakers' participation,
which could lead to retaliation. Other potential negative consequences are that stakeholders may
decide that this issue is not worth their time or consideration. If they choose to get involved, it
may be for the wrong reason. Some might feel that changemakers do not have leadership roles
because they do not deserve them. While others may help, but have a superiority or savior
complex about their assistance. They may disregard the changemaker’s actual qualifications and
the role systemic racism plays into this gap and think of themselves as being the sole reason a
changemaker now has access. These decisions and ideations may be made without an effort to
understand the data and the underpinnings behind the racial leadership gap. If a majority of
stakeholders decide the data is not relevant or adopt these mentalities, then it might contribute to
continued stagnation, divisiveness, or a widening of the racial leadership gap.
Conclusions, Actions and Implications
Summary of Project Plans
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The next step for the Changemakers of Color Program is to utilize a team approach to
analyze the final data (Appendix K) from the pilot and identify key trends, themes, and patterns
from the surveys, including subgroups of participants that have experienced variable impacts.
Members of the team will include in addition to this author, a subcommittee of the Network for
Social Work Management that includes academics and senior managers. Once this is completed,
the team will make connections based on the literature review and assessments of findings to
draw meaning from the data. A report will then be drafted and submitted to the pilot funder (CA
Endowment). Also, funding, publishing, and speaking opportunities will be explored within the
first year after the pilot to draw further awareness to this issue, obtain individual and
organizational support, and most importantly secure funding to scale the program nationally.
The long-term plan for the Changemaker’s Program is to continue to create an
intersectional pipeline of changemakers of color who have leadership aspirations and grow an
expansive network of equity allies who are committed to doing their part to ensure these
changemakers have access to the opportunity they are qualified for and are seeking. As both
networks expand and connect, partnerships with search firms will be sought to directly facilitate
the placement of changemakers into executive leadership and Board of Director positions.
Current Practice Context for Project Conclusions
The Changemakers of Color pilot was successful. The data revealed that changemakers’
confidence and readiness for leadership improved through their participation in the program. In
addition, they reported increased support, expanded networks, and an increased likelihood to
apply for a leadership role (Appendix B). The Changemakers of Color Program was created
specifically to address the racial leadership gap in the nonprofit sector. The Network for Social
Work Management’s reach is expansive, yet primarily geared towards social work faculty and
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health and human services professionals, so the program will continue to exist primarily within
this context. However, it is important to note that while the CoC model was designed with racial
equity in the nonprofit sector in mind, racial inequities exist in every segment of our society.
Therefore, if the model proves successful over time, then there is potential for replication across
all sectors e.g. business, law, and technology because the underlying issues that perpetuate the
racial leadership gap are pervasive across all sectors.
Project Implications for Practice and Further Action
The greatest insight about the Changemakers’ Program is that to be successful and
sustainable over time, it is going to take trial and error. Systems do not change overnight.
Institutional racism has existed since the founding of this country, so the problem of a racial
leadership gap, particularly in a sector such as the nonprofit sector where people are least likely
to think this would be an issue is indeed a grand challenge. Changemakers of Color is one
solution to a problem that has been considered and researched for over twenty years but has not
changed. With this being said, it is challenging to determine and quantify the need for this
program to achieve a shift in the racial composition in leadership positions. What may work and
prove valuable programmatically for one changemaker may not work for another changemaker.
People of color may not want to invest the additional time and effort to be considered for a
leadership role in which they believe they are already qualified. What works in California, may
not work for people outside of California. Furthermore, one cannot predict the personal and
professional challenges or barriers future changemakers will face. For example, changemakers
from the pilot indicated that they experienced personal and professional challenges and barriers
throughout the program that impacted their participation. Likely, future cohorts will also face
challenges that may impede their engagement with the program.
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One also cannot predict the likelihood that organizational leaders will become more open
to racial diversity in their executive teams and Boards of Directors. This is why the Equity
Allies’ part of the model is important and innovative. It asks stakeholders with an expressed
commitment to racial equity to take actionable steps to “move the needle.” By doing this, the
model also allows for the possibility of norm shifting among the stakeholders due to the
intentional diversification of their networks.
Other considerations for the future are whether changemakers or their employers should
contribute financially to the program. The pilot cohort saw value in the program but was not sure
whether their organizations would have supported or sponsored their participation in the
program. One changemaker indicated that their participation was not shared with their employer
and was instead kept a secret. Monetary contributions by changemakers’ place of employment
might improve changemaker attendance and engagement in addition to organizational investment
and commitment. Consequentially, a fee might also dissuade or limit participation by either
party.
Lastly, if the program scales up as planned, the hybrid model might be expanded to
include another component, which is partnerships with search firms that would facilitate direct
placement of the changemakers into leadership roles. There will be a need for more senior
leaders in the nonprofit sector, so a ready pipeline of changemakers paired with headhunters
would help with succession planning and address the racial leadership gap.
Project Limitations
(See Appendix J for more information about limitations and next steps)

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Conclusion
Change is possible but it requires the effort of thoughtful committed citizens who do
more than just create and participate in DEI programs. It requires the dismantling of systems and
white supremacy cultures. The two-pronged Changemakers of Color model promotes unity and
fairness through a dynamic change process. Institutional racism is deeply rooted in society, but
this does not mean it is permanent. Change takes time and collaboration but will only be
permanent if something different is done rather than the old and familiar methods of talking
about cultural competence, cultural humility, and diversity without careful consideration of the
role race and racism plays in inequality and inequitable outcomes. Professionals are drawn to the
health and human services realm out of a concern to improve the world and those who live in it.
Awareness that disparities exist does not eliminate them. This reality has been made more
apparent by the COVID-19 epidemic and how it has exposed vulnerabilities within our world
and systems. It has demonstrated how power and privilege can impact whether one has access to
life’s basic necessities in addition to who is deemed valuable and worthy. By diving deeper and
understanding the social norms behind social problems, one can create deviants to subvert these
norms. Changemakers of Color is a new model that does not ignore inherent issues in society but
recommends relationship building, networking, and the formation of community as a method to
bridge and unite differences.

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Appendix A
Changemakers of Color Program Overview

The Network for Social Work Management piloted Changemakers of Color from 2019 –
2020 with eight leaders of color based in California who work in healthcare. This pilot was made
possible due to generous support from The California Endowment. This grant required The
Network for Social Work Management to focus its pilot only on leaders of color based in
California who work in healthcare.

It is noted that the objective is to scale Changemakers of Color nationally, to allow for
the participation of more leaders of color across the country regardless of area of concentration.

Programmatic Elements

Research has shown the value of coaching, mentoring, and competency-based training for
leadership attainment (Chanland & Murphy, 2017; Fernandez, Noble, Jensen & Steffen, 2014;
Ladegard & Gjerde, 2013; Lewis, Martina, McDermott, Trief, Goodman, Morse, LaGuardia,
Sharp & Ryan, 2016; McNamara, Fealy, Casey, O’Connor, Patton, Doyle & Quinlan, 2014;
Davidson & Foster- Johnson, 2001; Ehrich, Hansford, Tennent, 2004; Johnson- Bailey &
Cervero, 2002; Grant, Studholme, Verna, Kirkwood & Paton, 2007).

Coaching
For the pilot, there were two coaches. The changemakers were split into two groups of
four. They met with their assigned coach for a minimum of one hour per month for group
coaching throughout the one year program. Each changemaker also met individually with their
assigned coach for a minimum of thirty minutes per month to discuss their progress on identified
goals. Once scaled nationally, the target cohort size is fifteen. There will be three coaches and
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the changemakers will be split into three groups of five. The goal is for them to continue to meet
individually and as a group each month with their assigned coach.

Mentoring
Changemakers also receive individual mentors. They are responsible for meeting with
their assigned mentors for a minimum of one hour per month for a full year. During the pilot
year, one mentor was assigned to two changemakers due to challenges with securing enough
executive-level mentors of color.

Training
Also, Changemakers attend monthly two-hour virtual sessions where they receive
technical training and hear from guest speakers.

Evaluations
Surveys are given after each training session. Halfway through and at the end of the
program, changemakers are evaluated. There is a total of fourteen surveys. Twelve of the surveys
are shorter in length and shared after each training while the mid and final survey is longer and
seeks more detail about experience and impact.

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Appendix B
Changemakers Pilot Final Evaluation Results (Sample)

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Appendix C
Logic Model
Phase 1: Changemakers of Color

Inputs /
Resources
Activities /
Throughputs
Outputs Short-Term
Outcomes
Long-Term
Outcomes
(Impact)
Program
Staff
Marketing
Recruitment
15 Changemakers Improved confidence /self-efficacy Obtain Executive
or Board
Leadership
Funding Training 2 Immersions Supportive Network Increased social
capital
Coaches Mentoring 1 Conference Job changes in scope or
responsibility

Trainers Coaching 12 Mentoring
Sessions
Pay increase
Mentors Networking 12 Coaching
Sessions
Knowledge change in relation to
training topics

Equity
Allies
Surveys 12 Trainings Expansion of Networks
Technology 14 Surveys
Classroom
Space

Books and
Materials

Marketing
Evaluation
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CHANGEMAKERS OF COLOR

Phase 2: Equity Allies

Inputs /
Resources
Activities /
Throughputs
Outputs Short-
Term/Intermediate
Outcomes
Long-Term Outcomes
(Impact)
Program Staff Establish
Intersectional
Network
25-50 Equity
Allies
Increased advocacy on
behalf of marginalized
groups
Creation of pipeline of
leaders of color
Changemakers Create
Awareness
Quarterly
coalition
meetings
Expansion of networks Inclusion of leaders of
color in management and
board roles
Equity Allies Support +
Linkages
3-5 Social
Media
Campaigns
per month
Enhanced organizational
competency in diversity,
equity, and inclusion
Funding Informational
Interviews
A monthly
digest of
opportunities

Technology Referrals
Marketing

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Appendix D
RE-Aim Implementation

Reach
The initial stage for the Changemakers of Color (CoC) Program is recruitment and
outreach. This stage involves marketing and advertising to reach the broadest national audience
of nonprofit professionals of color. The goal is to ultimately identify fifteen changemakers from
a pool of national applicants and then to match each one of the fifteen selected changemakers
with a mentor. The fifteen changemakers will be split into three groups of five and each group
will be assigned a coach. It is noted that the recruitment and outreach stage will also include the
identification of mentors, coaches, and trainers.
Effectiveness
The next stage of the intervention is an in-person immersion, which will be the
changemakers’ first opportunity to meet each other, program staff, and their coaches in person.
Immersion is an all-day event that includes training and an optional opportunity to socialize
afterward. After the immersion, the first virtual coaching, training, and mentoring sessions begin
the following month and continue every month until the year has concluded. Six months into the
program, the changemakers also have the opportunity to attend NSWM’s annual conference.
The changemakers are responsible for meeting with their mentors for a minimum of one
time per month for a minimum of one hour. Additional meetings and of greater length are
welcome in changemakers and mentors agree. Coaches are responsible for meeting with their
assigned changemakers once a month for up to two hours. Changemakers also receive two hours
of training each month. Changemakers are required to attend and actively participate in all
coaching and training sessions unless an obligation prohibits their attendance and they have
given organizers advance notice.
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Adoption
The Changemakers of Color Program has already been adopted by The Network for
Social Work Management and its Board of Directors and has recently concluded a one-year
pilot. The intervention occurs primarily online (virtually) using Zoom technology except for a
few in-person events i.e., two all-day immersions and a multi-day conference. The locations of
these events are to be determined. CoC will be administered by the CEO and Administrative
Coordinator of NSWM with the support of paid coaches, trainers, and in-kind mentors. It is
noted that NSWM’s network will be utilized for programmatic staffing e.g., trainers, mentors,
and coaches in addition to general outreach and recruitment support at the onset of the program.
Implementation
Surveys are given after each training session. Halfway through the program, a check-in
occurs by phone with each changemaker to obtain their verbal feedback about the program
(Appendix K). This feedback is used to assess the fidelity of the program at each step in relation
to program goals and make adjustments if necessary.
Maintenance
Final evaluations were provided to changemakers at the end of the one year program.
Following a review of the collected data, programmatic adjustments will be made in preparation
for the next cohort of changemakers. This information will also be used to report to funders the
outcomes of the intervention and to seek future funding. As seen in Table 2 (Appendix E),
evaluation and fundraising are important steps that occur yearlong to ensure future stability. The
long-term goal for the program will be to build a pipeline of leaders of color who are tracked
longitudinally to build a community and assess for outcomes. As the pipeline increases, the next
step is to link and connect changemakers to allies. In the future, a partnership might be
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established with search firms to directly facilitate placement of changemakers into executive
leadership and board of director roles.

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Appendix E
Tables 1 and 2
Table 1: Gantt Chart for Pre-Implementation Activities for National Launch of COC: January
2020 through January 2021
Table 1 describes the activities that will take place following the pilot in preparation for the next
cohort of Changemakers of Color.

Activities Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Jan
Pilot
Concludes

Evaluation
Fundraising
Marketing
Outreach/
Recruitment

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Table 2: Gantt Chart for National Launch of COC: January 2021 through January 2022

Table 2 describes the primary activities that will take place once Changemakers of Color is
launched nationally.

Activities Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Jan
Program Start
Immersion (s)
Check-Ins
Mentoring
Coaching
Training
NSWM
Conference

Evaluation
Program
Concludes

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Appendix F
Program and Outcomes

Goals and Objectives
Goal # 1: To increase the leadership opportunities available to POC in the nonprofit sector who
participate in the Changemakers of Color (CoC) Program

Outcome Objective # 1: To increase POC in the NPO sector’s sense of self-efficacy by 50% by
the end of the 12-month Changemakers of Color.
Outcome Objective #2: To increase POC in the NPO sector's supportive network by 25% by the
end of the 12-month Changemakers of Color.
Outcome Objective #3: To increase POC in the NPO sector’s knowledge as it pertains to
leadership and management topics by 25% by the end of the 12-month Changemakers of Color
Program.
Outcome Objective #4: To increase POC in the NPO sector’s readiness for leadership by 50%
by the end of the 12-month Changemakers of Color Program.
Process Objective # 1-4: To conduct over 36 hours of mentoring, coaching, and leadership and
management training sessions over 12 months as indicated by agency records.

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Appendix G
Line-Item Budget
Organization Name: The Network for Social Work Management
Project Name: Changemakers of Color

Budget Period for FY 2020-21

REVENUES Projected In-Kind
Comcast NBC Universal $75,000.00

Kresge Foundation $75,000.00

Ford Motors Foundation $20,000.00

American Express $20,000.00

Organization Sponsorship per fellow @ $1500 (12 (3 scholarships)) $18,000

Individual Donations $2,000

TOTAL REVENUE $210,000 $0.00

EXPENSES

Personnel

Chief Executive Officer (salary and benefits) @ 200 hours (55) $11,000.00 $705.00
Administrative Coordinator (salary and benefits) @ 326 hours (21) $6,850.00 $160.00
Coaches ($300 (60 hours (3 coaches) $54,000.00

Trainers ($500 X 12 sessions (2 hours per session) $6,000.00

Mentors (honorarium) ($1000 X 15 mentors) $15,000.00

TOTAL Personnel $92,850.00 $865.00
Marketing

Marketing/Design $2,500.00

Website $1,500.00

Social Marketing/Advertising $1,500.00

TOTAL Marketing $5,500.00 $0.00
Immersion (2)

Room Rental $3,000.00

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CHANGEMAKERS OF COLOR
Immersion Catering $4,000.00

Immersion Supplies $3,000.00

Travel for staff, coaches, etc $10,000.00

Immersion Honorarium for speakers, trainers, etc $4,000.00

TOTAL Immersion $24,000.00 $0.00
SUPPLIES

Training Educational Materials (Books) $2,250.00

Technology (e.g. Zoom, Accredible etc) $1,275.00

Participant items including certificates, plaques, & branded materials $1,500.00

Other $2,000.00

TOTAL Supplies $7,025.00 $0.00
Miscellaneous

Personnel Travel - staff, coaches $3,000.00

Evaluation Support

$25,000.00
Conference Registration @ $375 each (15 Changemakers) $5,625.00

Indirect Expense @ 10% (office/ operational expense)

$5,625.00
3 Changemaker Scholarships $1500 (3) $4,500.00

Travel Stipends (3 Events) @ $4,500 (15) Changemakers $67,500.00

Indirect Expenses (10%)

$10,000.00
TOTAL Miscellaneous $80,625.00 $40,625.00
TOTAL EXPENSES $210,000.00 $41,490.00
Surplus $0.00

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CHANGEMAKERS OF COLOR

Appendix H
Staffing Plans and Costs
The primary personnel for the Changemakers of Color Program is the CEO of the
Network for Social Work Management (NSWM), Administrative Coordinator for NSWM,
coaches, trainers, and mentors. The estimated cost for the CEO is $11,000, which accounts for
200 hours at $55 an hour. NSWM will cover fringe benefits-in-kind, which are approximately
$705.00. The estimated cost for the Administrative Coordinator is $6,850, which accounts for
326 hours at $21 an hour. NSWM will also cover fringe benefits-in-kind for the Admin, which
are approximately $160.00. The Admin will assist with outreach, case management, recruitment,
and overall management of the CoC program. Other personnel costs include $54,000 for three
coaches at $300 an hour for 60 hours total. Trainers are responsible for 2-hour sessions each,
which includes preparation beforehand. Their estimated costs are $500 per session for 12
sessions, which amounts to $6,000 in total. Mentors will be asked to mentor in-kind, however,
they will be incentivized with a $1,000 honorarium after the program, a thank you plaque, and a
complimentary registration to NSWM’s annual conference ($375 value each).
Other Spending Plans and Costs
Non-personnel expenses for the Changemakers of Color Program include marketing
activities, which cost $5,500 total and accounts for $2,500 for marketing and design activities,
$1,500 for website improvements, and $1,500 for social media and advertising. The two
immersions cost $24,000, which broken down accounts for $3,000 room rental, $4,000 for
catering, $3000 for supplies, $10,000 for travel expenses, and $4,000 for speaker honorarium.
The total cost for supplies is $7,025. This cost includes $2,250 for educational books at $150 per
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CHANGEMAKERS OF COLOR
Changemaker, $1,275 for technology such as Zoom and Slack as the majority of the program
will occur virtually, and $1500 for participant items such as framed certificates of completion for
Changemakers, appreciation plaques for mentors and coaches, branded Changemakers of Color
swag, and $2,000 for other/ miscellaneous. The total cost for miscellaneous expenses is $80,625,
which broken down includes $3,000 for personnel travel (CEO, Administrative Coordinator, PT
Support, and 2 Coaches). Other expenses that are actual costs are conference registrations at
$5,625 for 15 registrations at $375. Three changemaker scholarships are also budgeted at $4500.
In addition, $67,500 is budgeted to offer a $4,500 total travel stipend to fifteen changemakers for
attendance at three events. The final costs in this category are in-kind expenses, which total
$41,490. Evaluation accounts for $25,000 of this expense, In-kind conference registrations for
mentors total $5,625, and indirect expenses (10% office/operational expenses) account for
$10,000 of the $41,490 in-kind expenses.

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Appendix I
Additional Research
Allyship
Gibson, P. A. (2014) Extending the ally model of social justice to social work pedagogy, Journal
of Teaching in Social Work, 34:2, 199-214, doi: 10.1080/08841233.2014.890691
Spanierman, L. B., & Smith, L. (2017). Roles and responsibilities of white allies: Implications
for research, teaching, and practice. The Counseling Psychologist, 45(5), 606–617.
https://doi.org/10.1177/0011000017717712
Social Network Analysis (SNA)
Garcia, S., Shin, E., & D'Souza, A. (2008). The application of social network analysis as an
assessment tool in the field of diversity and inclusion. Diversity Factor (Online), 16(4),
1-8.
Son, J., & Lin, N. (2012). Network diversity, contact diversity, and status attainment. Social
Networks, 34(4), 601–613. https://doi.org/10.1016/j.socnet.2012.06.006
Marin, A., & Marin, A. (2012). Don’t mention it: Why people don’t share job information, when
they do, and why it matters. Social Networks, 34(2), 181–192.
https://doi.org/10.1016/j.socnet.2011.11.002
Wegener, B. (1991). Job Mobility and Social Ties: Social Resources, Prior Job, and Status
65
CHANGEMAKERS OF COLOR
Attainment. American Sociological Review, 56(1), 60-71.
Mouw, T. (2003). Social capital and finding a Job: Do contacts matter? American Sociological
Review, 68(6), 868-898.
Bloom, P., & Bagno-Moldavsky, O. (2015). The conditional effect of network diversity and
values on tolerance. Political Behavior,37(3), 623-651.
Marin, A. (2013). Who can tell? network diversity, within-industry networks, and
opportunities to share job information. Sociological Forum, 28(2), 350-372
Mollica, K., Gray, B., & Treviño, L. (2003). Racial homophily and its persistence in
newcomers' social networks. Organization Science, 14(2), 123-136
Ibarra, H. (1995). Race, opportunity, and diversity of social circles in managerial
networks. The Academy of Management Journal, 38(3), 673-703
Prejudice, Bias, Racism
Brewer, M.B. (1999). The psychology of prejudice: Ingroup love and outgroup hate? Journal of
Social Issues, 55: 429-444. doi:10.1111/0022-4537.00126
Nocona, P. & Almeida, R. V. (2014) Articulating the scaffolding of white supremacy: The act of
naming in liberation, Journal of Progressive Human Services, 25:3, 230-
253, doi: 10.1080/10428232.2014.940485

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Appendix J
Limitations
Size
The cohort size for the pilot was small (n=8) therefore the data was not statistically
significant, yet nevertheless informative. The cohort will remain relatively small as the program
scales (n=15).
Leaders of Color
During the pilot year, the recruitment of mentors and coaches of color was challenging.
For example, changemakers from the pilot cohort indicated that it mattered to them whether their
mentor was a person of color. If leaders of color are preferred by changemakers as coaches and
mentors, this may impact recruitment and selection processes. The revised national model will be
improved to account for some of these potential challenges e.g., improved marketing, early
recruitment and incentivizing of mentors and coaches.
Financial
Revenue has the potential to constrain the program as the primary source of
programmatic funding is grant funding (Appendix G). Reliance on grant funding will not be
sustainable in the long term but is necessary as the program begins to scale. Many foundations
are now prioritizing the building of a racial equity culture, which should increase the likelihood
that Changemakers of Color will be considered for funding.
Next Steps
The immediate next steps are to secure grant funding to scale the Changemakers of Color
Program nationally. Without the assurance of funding, it is unlikely that The Network for Social
Work Management would have the financial resources to scale the program nationally. In the
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CHANGEMAKERS OF COLOR
meantime, as applications are submitted to potential funders, it is important to continue to spread
awareness in the sector about this problem, why it matters, and encourage stakeholders to join
this movement as an Equity Ally. It may also be worthwhile to partner with social work
organizations such as NASW, CSWE, NADD, BPD, and the American Academy of Social Work
and Social Welfare to work collaboratively to build a race equity culture as these ideas are in line
with the stated values of the profession.

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CHANGEMAKERS OF COLOR

Appendix K
Prototype

See Attachment

2

Program Overview:

Changemakers of Color (CoC) is an innovative one-year program created to address systemic practices
and social norms that allow the racial leadership gap in the health and human services sector to exist and
persist.

The CoC Model has two elements (1) create a supportive network of aspiring leaders of color who receive
mentoring, coaching, and training to aid them in leadership attainment, and (2) involve and connect equity
allies within the health and human services sector to changemakers, so as to mitigate bias and expand
networks and opportunities.

The Network for Social Work Management piloted Changemakers of Color from 2019 – 2020 with eight
leaders of color based in California who work in healthcare. See changemakers on pages 4 – 5.

For the coaching component of the program, the changemakers were split into two groups of four. They
met with their assigned coach for a minimum of one hour per month for group coaching throughout the
one year program. Each changemaker also met individually with their assigned coach for a minimum of
thirty minutes per month to discuss their progress on identified goals. See coaches on page 6.

Changemakers also received individual mentors. They met with their assigned mentors for a minimum of
one hour per month for a full year. See mentors on page 6.

In addition, the changemakers attended monthly two-hour virtual sessions, where they received technical
training and heard from guest speakers. See the training schedule on pages 7 – 8.

The following document also includes programmatic elements from the pilot, foundational materials for
the development of an equity allies network, in addition to marketing, logistics, and evaluation samples.

This pilot was made possible due to generous support from The California Endowment.

3
TABLE OF CONTENTS
4 – 3 6
4 – 5
6
7 – 8
9
10 – 13
14 – 25
26 – 31
32 – 33
34
35 – 36
37 – 50
37
38 – 40
41 – 42
43
44 – 45
46 – 50
51 – 60
51
52 – 54
55
56 – 59
60
61 – 78
61 – 62
63
64
65
66
67 – 68
69
70
71
72 – 77
78
79 – 109
79
80 – 81
82 – 83
84 – 91
92 – 109
2019 – 20 PILOT PROGRAM
PILOT COHORT
COACHES AND MENTORS
TRAINING SCHEDULE
TRAINING PROPOSAL QUESTIONS
SAMPLE TRAINING
2019 IMMERSION
2020 CLOSING EVENT
BLOG POSTS
INFOGRAPHIC
GENERAL PROGRAM INTEREST
EQUITY ALLIES
WORKING DEFINITION
CHANGEMAKERS’ RESPONSES TO EQUITY ALLIES
CHANGEMAKERS OF COLOR EQUITY ALLY INTEREST FORM
EQUITY ALLIES TWITTER
EQUITY ALLIES FEBRUARY 20, 2020 CALL AGENDA
EQUITY ALLIES FEBRUARY 20, 2020 CALL MINUTES
MARKETING
LOGOS
WEBSITE
MEMES
CAMPAIGNS
PROMOTION FLYER
LOGISTICS
CHANGEMAKER APPLICATION
CHANGEMAKER ACCEPTANCE/REJECTION NOTIFICATIONS
CHANGEMAKER GUIDELINES
CHANGEMAKER PARTICIPATION AGREEMENT
CHANGEMAKER CHECK-IN FORM
MENTOR APPLICATION
MENTOR ACCEPTANCE/REJECTION NOTIFICATIONS
MENTOR GUIDELINES
MENTOR PARTICIPATION AGREEMENT
MASTER CALENDAR
BUDGET
EVALUATIONS
IMMERSION EVALUATION SURVEY
IMMERSION EVALUATION RESULTS
TRAINING EVALUATION SAMPLE
FINAL EVALUATION
FINAL EVALUATION RESULTS
4

2019 – 20 Pilot Program
PILOT COHORT

2019-20 CHANGEMAKERS

Christina Boatwright
Early Childhood and
Family Specialist
City of Long Beach,
Department of Health and
Human Services
“More so now than ever
before, my passion for
social justice, equity,
inclusion and
representation is at the
forefront of how I operate
in my profession, and in
my private life. Female,
Latina, Jew, Social
Worker, Mother, Wife,
Daughter, even while I live
my truth, my
intersectionalities bring
light to others around
racial equity, diversity and
inclusion.”

Cherie Fowler
Project Case Manager
UC Irvine Medical Center:
Elder Abuse Forensic
Center
“As a double minority, an
African American woman,
I have experienced many
of the challenges of trying
to establish connections,
network with other
professionals in the
healthcare sector, and
frustrations with being
overlooked for training and
leadership opportunities.
Because of this, I often
take opportunities to
educate the forensic
center team on the
specific needs of clients
and advocate for cultural
change within our agency
that recognizes,
addresses, and actively
working towards meeting
those who are
underserved in our
community.”

Sheia Goff
Project Coordinator
Health Service Advisory
Group
“Having worked in the
healthcare industry for
over ten years, I’ve seen
very few people of color
obtaining leadership roles.
I believe that many
organizations should
support trainings on
diversity in the workplace
and being able to explain
and understand the
difference. Organizations
may say 'We are working
to diversify our upper
management,' instead of
saying 'We’re ensuring to
diversifying our upper
management.'"

Alycen Chan Hall
Capacity Building
Coordinator
Los Angeles County
Department of Health
Services
“Leaders must seek input
from individuals with
different experiences and
backgrounds who bring
with them varying
perspectives. They must
collaborate to review
policies and make
decisions that consider
short and long term
effects. This means
having open
conversations about race,
unconscious bias,
internalized and
externalized racism, and
how they can participate in
building shared practices
to build trust.”

5

Nidia Hernández
Clinical Social Worker III
UCLA Health
“Throughout my
educational and
professional experience, I
have lacked insight on
ways to seek a managerial
and leadership role that I
can thrive in. I believe this
is due to the fact that in
my experience I have yet
to see a diverse person in
a position I strive to attain.
It is this lack of diversity
and representation that
continues to drive my
passion to rise up and
continue to pave my own
way.”

Benjamin Nguyen
Clinical (Training) &
Technology Transfer
Specialist
UCLA Integrated
Substance Abuse
Programs at the UCLA
Jane and Terry Semel
Institute for Neuroscience
and Human Behavior
(UCLA Health)
Anthropology
strengthened my
appreciation for cultural
humility to better
understand
the unique psychosocial
stress and adversities
experienced by less
advantaged minority
Groups. My professional
journey and commitment
to incorporating more
diversity, equity, and
inclusion in health, human,
and social services has
been intertwined with and
driven by my personal
identity challenges as a
gay, effeminate, first-
generation, Vietnamese-
Chinese American.”

Mayra I. Ramírez
Associate Director,
Regional Collaboration
Department of Health
Services, Los Angeles
“The disparities and
barriers that communities
of color face need to be
acknowledged to create
substantial work. To help
people of color achieve
their greatest potential we
need to work towards
giving them the
infrastructure needed to
thrive. Only then will
people of color be
motivated and willing to
participate in the
sustainability of health
care outcomes while being
inclusive, interconnected
and financially stable.”

Joyce A. Thompson
Manager Care
Management
UC San Diego Health
“I entered the field of
social work in order to be
an advocate for equality
for those who could not do
it on their own. I have
been in the field of social
work for over 20 years,
crossing many different
sectors. Through my
personal and professional
experiences, I have
learned the importance
and need for equal access
to what should be basic
fundamental human rights:
food, shelter, education,
and healthcare.”

6

COACHES AND MENTORS

COACHES

Dawn Shedrick
Founder & CEO
JenTex Training & Consulting

Baron Wright
Founder & CEO
CreateX

MENTORS

Thenera Bailey
President & CEO
The SISGI Group

Karen Dixon
Executive Director
Harlem Dowling-West Side
Center for Children and
Family Services

Kelsey Louie
Chief Executive Officer
Gay Men's Health Crisis
(GMHC)

Kishani Moreno
Chief Operating Officer
Gay Men's Health Crisis
(GMHC)

Tamisha McPherson
Executive Director
Harlem United

Tracy Schrider
Consultant
Self-Employed

Marvin Southard
Director Doctoral Social Work Program
Professor of the Practice in Social Work
Department of Social Change and
Innovation
USC Suzanne Dworak-Peck School of
Social Work

7
TRAINING SCHEDULE
Training #1: Storytelling
Friday, February 8, 2019
12 - 2 pm PT / 3 - 5 pm ET
Laura Iaffaldano
Chief Operating Officer & Co-
Founder
BizLove
Training #2: Foundations of
Leadership + IDDEA
Friday, March 8, 2019
12 - 2 pm PT / 3 - 5 pm ET
Juan Carlos Araque, PhD
Clinical Associate Professor of
Leadership, Research and
Policy Department of Children
Youth and Families
USC Suzanne Dworak-Peck
School of Social Work
Training #3: Topics in
Fundraising
Friday, April 19, 2019
12 - 2 pm PT / 3 - 5 pm ET
Sarah Lange
Principal & Founder
New Era for Nonprofits
Training #4: Topics in
Fundraising Part II
Friday, June 7, 2019
12 - 2 pm PT / 3 - 5 pm ET
Sarah Lange
Principal & Founder
New Era for Nonprofits
Training #5: Finance
Workshop
Friday, August 9, 2019
11 am - 12 pm PT / 1 - 2 pm ET
Audrey Schmedes
Financial Advisor
Merrill Lynch, Pierce, Fenner &
Smith Inc.
Training #6: Thought
Leadership and Public
Discourse
Friday, September 13, 2019
12 - 2 pm PT / 3 - 5 pm ET
Michael Rank, PhD
Clinical Associate Professor
USC Social Work Department of
Social Change and Innovation
Training #7: Leaders for Community Action +
Equity
Friday, October 18, 2019
12 - 2 pm PT / 3 - 5 pm ET
Hilary Sedovic, LMSW
Learning and Education Manager
Creative Reaction Lab
Training #8: Developing Your Leadership
Strategy
Wednesday, November 20, 2019
11 am - 1 pm PT / 2 - 4 pm ET
Amanda M Stylianou, PhD, LCSW, Associate
Vice President, Quality & Program Development
Safe Horizon
8
July Guest Speakers: Social Work Leaders in
Complex Care: Building A Movement Towards
Health Equity
Friday, July 12, 2019
11 am - 12 pm PT / 1 - 2 pm ET
Tracy Schrider, LCSW, ACM
Self-Employed Consultant
Victor Murray
Director of Field Building and Resources
Camden Coalition of Healthcare Providers
August Guest Speaker
Friday, August 2, 2019
12 - 2 pm PT / 3 - 5 pm ET
Ron Manderscheid, PhD
Executive Director
The National Association of County Behavioral
Health and Developmental Disability Directors
9
TRAINING PROPOSAL QUESTIONS
Google Form: Training Proposals for Changemakers of Color
Dear Colleague,
Thank you for your interest in presenting a web-based training for The Network for Social Work Management's Changemakers of
Color program.
Training proposals for a 2-hour, web-based training are currently being accepted on the following topics:
- Leadership Development/Management
- Marketing and Branding
- Networking
- Design Thinking
- Board Development
Below you will find an outline of the information we need from you to submit your proposal.
Feel free to e-mail us at info@socialworkmanager.org if you have any questions.
We look forward to partnering with you!
● Trainer Information
○ First & Last Name
○ Professional Credentials/ License Type/ Certification
○ Job Title
○ Company
○ Email Address
○ Phone Number
● Education & Work Experience
○ What degree(s) do you possess? Check all that apply.
■ BA or BSW
■ MSW or MSSW Candidate
■ MSW or MSSW
■ MBA
■ PhD or DSW Candidate
■ PhD or DSW
■ Other:
● Graduation Date
● Please provide a short bio:
● Please describe your work experience relevant to the proposed training:
● Proposed Training
○ Topic of Interest (check all that apply):
■ Leadership Development/Management
■ Marketing and Branding
■ Networking
■ Design Thinking
■ Board Development
○ Training Title
○ Length of Training
○ Training Description
○ Training Learning Objectives
● Uploads
○ Please submit an outline of the proposed training:
○ Please provide handouts for the proposed training, if any:
○ Please submit your CV/Resume:
○ Please submit your Cover Letter:
○ Please submit a head shot. Note: if your proposal is accepted, we intend to use your head shot for the NSWM
website & campaigns.
10
SAMPLE TRAINING
Training #1: Storytelling
Friday, February 8, 2019
12 - 2 pm PT / 3 - 5 pm ET
Presenter: Laura Iaffaldano
Chief Operating Officer & Co-Founder
BizLove
Helping people of color in the healthcare sector use storytelling to achieve upward mobility
Objectives:
● Understand the science behind storytelling and why it’s a powerful tool
● Offer a simple and tangible model to begin crafting your authentic story
● Provide a look at traditional and non-tradition ways to align your external brand to your story
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14

2019 IMMERSION

IMMERSION COVER PAGE

The Network for Social Work
Management
2019 Immersion

Thursday, January 10, 2019
8:30 am - 5:00 pm
The Center for Healthy Communities at The California Endowment
1000 N. Alameda St., Los Angeles, CA 90012

15

IMMERSION AGENDA

Date: Thursday, January 10, 2019
Time: 8:30 am - 5:00 pm
Location: The Center for Healthy Communities at The California Endowment
1000 N. Alameda St., Los Angeles, CA 90012

8:30 am - 9:00 am Breakfast and Networking- All

9:00 am - 9:30 am

Welcome and Introductions: Lakeya Cherry, MSSW | CEO, The Network for
Social Work Management, Dawn Shedrick, LCSW-R | CEO of JenTex
Training and Consulting, Baron Wright | CEO, CreateX Retreats & BaronArts
9:30 am - 10:30 am Intention Setting and Icebreaker: Dawn Shedrick and Baron Wright
10:30 am - 11:15 am Navigating the Unfamiliar- Ness Okonkwo
11:15 am - 11:30 am Break
11:30 am - 1:00 pm Being a POC in Today’s Workplace- Renée Smith-Maddox, PhD
1:00 pm - 1:45 pm Lunch/ Networking
1:45 pm - 2:30 pm Leadership: Kelsey Louie
2:30 pm - 3:00 pm Manage Your Image, Make an Impression, and Get the Job- Lakeya Cherry
3:00 pm - 3:45 pm Tips for a Long and Successful Career- Marv Southard
3:45 pm - 4:30 pm Creating Your Leadership Vision- Dawn Shedrick and Baron Wright
4:30 pm - 4:50 pm Wrap Up: Lakeya Cherry
4:50 pm - 5:00 pm Meditation: Dawn Shedrick

Happy Hour at Las Perlas
107 E. 6th St.
Los Angeles, CA 90014

16

IMMERSION STAFF

NSWM Changemakers of Color Immersion
Date: Thursday, January 10, 2019
Time: 8:30 am - 5:00 pm
Location: The Center for Healthy Communities at The California Endowment
1000 N. Alameda St., Los Angeles, CA 90012
NSWM Staff
Lakeya Cherry
CEO
The Network for Social Work Management
Idalia G. Gaitán
Administrative Coordinator
The Network for Social Work Management
Coaches

Dawn Shedrick
Founder & CEO
JenTex Training & Consulting

Dawn Shedrick, LCSW-R, Founder and CEO of JenTex
Training & Consulting, helps social workers and human
services professionals nurture their careers through heart-
centered, socially-relevant training and coaching. JenTex is a
professional development company that offers continuing
education workshops live and online to individuals and human
services organizations.

Dawn is a licensed clinical social worker and consultant with
20 years’ experience in all areas of social work practice. She
has designed and delivered professional development and
community health education workshops for 20 years. Her
specializations are in supervision, case management and the
mental health needs of people of color, particularly queer
people of color.

When not “social working”, Dawn enjoys reading, knitting,
traveling the world and snuggling with her beloved pooches
Ziggy, Kingston and Marley.

Baron Wright
Founder & CEO
CreateX Retreats & BaronArts

Baron Wright is an international leadership and personal
development trainer and co-founder of CreateX Retreats, a
unique travel experience company and executive director of
BaronArts, a leadership development and creative arts
program. He has led personal and creative development
retreats in Iceland and Tanzania. As a Leadership Coordinator
with Momentum Education since 2015, he's worked with adults
in setting and achieving target goals in an intense and
rewarding program that impacts all aspects of one’s life
including relationships, career, finance, well-being, spiritual,
and community. As a certified life coach with over a decade of
professional development, analysis, and management
experience, he uses creative strategies to achieve
breakthrough results for his clients. He is passionate about
empowering others to achieve their extraordinary lives and
creating successes in the communities they serve.

Baron is also an award winning recording artist, performance
artist, and inspirational speaker who is a recipient of the
Velocity Magazine and Nations United Award for Creativity.
He's been featured in documentaries such as, "Art or
Something Like That", Jaygeoo Presents and have been
profiled in the The Progressive, NY Blade, TimeOut, Village
Voice, and the American Theater Magazine. Baron received
his life coaching certification from the World Coach Institute.

17

Immersion Speakers
Ness Okonkwo
Director, Senior Credit Executive
Bank of America Merrill Lynch

Ness is a Director, Senior Credit Executive at Bank of America Merrill Lynch. She is responsible
for providing tailored lending solutions for the firm’s ultra high net worth clients. She is a
seasoned lending professional and has extensive experience in creating a customized approach
to meeting complex financing needs.

Prior to Bank of America Merrill Lynch, Ness was a Vice President at Morgan Stanley Private
Bank. Prior to Morgan Stanley, Ness spent the bulk of her career with Citigroup in both the Citi
Private Bank’s Structured Lending group and as part of Citi Corporate and Investment Bank’s
Credit Risk Management group. Previously, Ness also held positions with Paine Webber’s
Commercial Mortgage-Backed Securities group and in Investment Banking at JP Morgan.

Ness holds a Bachelor’s degree in International Economics from the University of California, Los Angeles and an MBA from Harvard
Business School.

Ness serves as Co-Chair of Bank of America’s Black Executive Leadership Team (BELT). She is currently on the board of the
Association of Junior Leagues International, an organization committed to women’s civic leadership. She is a past President of the
Junior League of Los Angeles and was a member of its board for 5 years. She is active in the UCLA Alumni Association where she
served on its board for 3 years and was a member of the Ralph J. Bunche Scholarship Selection Committee. Ness lives in Los
Angeles with her husband Shawn and enjoys traveling, hiking, reading, sports and classical music.

Renée Smith-Maddox
Clinical Professor of Social Work Associate Dean of Diversity Equity and Inclusion
USC Suzanne Dworak-Peck School of Social Work

Renée Smith-Maddox is a clinical associate professor and Vice Chair of Curriculum for the
Department of Social Change and Innovation. She teaches online and on-the-ground courses in
the school’s Master of Social Work and Doctor of Social Work programs. She is the lead instructor
for the policy advocacy and social course and serves as the school’s Diversity Liaison to the
Provost. At the university level, she is Chair of the Provost’s Diversity and Inclusion Council and
is co-chair of the Campus Climate Committee. She also works with the Provost’s office to develop
programs and initiatives that raise awareness and provoke dialogue about campus climate
issues.

As a social work educator and mentor, Dr. Smith-Maddox prepares her students to be advocates for and designers of social change.
In the classroom, she creates a learning community that teaches students how to assess, analyze, and evaluate policies and
programs. This learning environment also serves as a social innovation lab for students and professionals to prototype and test
their ideas to solving our most complex challenges.

Prior to her appointment at the USC Suzanne Dworak-Peck School of Social Work, Smith-Maddox held faculty positions at the
USC Rossier School of Education and the University of California, Los Angeles, Graduate School of Education & Information
Studies. Her experience as an education analyst with the New York City Board of Education and a teacher researcher with inquiry-
based research projects laid the foundation for her interests in diversity, equity, and inclusion.

Smith-Maddox has worked as an executive director with the Posse Foundation, the Los Angeles Urban League, and First Place
for Youth. In this capacity, she focused on fund development and designing service delivery systems for college access programs,
workforce development initiatives, and transitional services for foster care youth. From this work, she has come to understand the
issues that nonprofits face and the sustainable creative solutions that are needed to address their existing and emerging challenges.
She is also a professional coach and volunteers for cause-specific efforts that promote the progress individuals and organizations
are making in areas such as youth development, human trafficking, and homelessness.

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Kelsey Louie
Chief Executive Officer
Gay Men’s Health Crisis (GMHC)

Kelsey Louie, MSW, MBA, is the Chief Executive Officer of Gay Men’s Health Crisis (GMHC),
the world’s first, and nation’s leading provider of HIV/AIDS care, prevention services, and
advocacy. As CEO, Kelsey oversees all operational, programmatic, and strategic aspects of the
organization. Each year, GMHC serves 12,000 people living with and affected by HIV/AIDS in
New York City, the epidemic’s largest U.S. epicenter. GMHC brings expertise to both HIV-positive
and HIV-negative individuals, offering HIV and STI testing, nutrition counseling and hot meals,
legal support services, supportive housing, mental health and substance use services, and
workforce development. GMHC also advocates for stronger public policies at the local, state and
federal level with the goal of ending AIDS as an epidemic in New York State by 2020.

Kelsey’s rigorous, data-driven management style, sophisticated evaluation processes, and commitment to staff development have
brought concrete, measurable results to the lives of thousands of clients and staff throughout his more than 15 year career in social
services, HIV/AIDS prevention and care, behavioral health, addiction services, homelessness, LGBTQ issues, and family and
children’s services. At GMHC, Kelsey has created a unique service delivery model, integrating robust evaluation processes and
continuous quality improvement programs to build stronger programs, measurable outcomes, efficiencies, and greater quality of
service to GMHC clients. In 2016, GMHC was the proud recipient of the 27th Annual Network for Social Work Management (NSWM)
award for Organizational Excellence

Kelsey’s past professional titles include Chief Operating Officer, Chief Program Officer, and Senior Vice President of HIV/AIDS
Treatment and Support Services at Harlem United Community AIDS Center, Inc., where he worked for seven years overseeing the
agency’s $42M dollar budget and managing operations, administration, finance, development, programs, and healthcare services
to thousands of clients annually. Prior to Harlem United, Kelsey served as Director of Queens Family Support Services at New
York Foundling, and Director of Prevention Services at Veritas Therapeutic Community.

In 2014, Kelsey was appointed to Governor Andrew Cuomo’s Taskforce to End the AIDS Epidemic in NYS by 2020. He currently
serves on the Board of the National Minority AIDS Council (NMAC), and iHealth, a statewide collaborative of community-based
organizations united to advocate and negotiate on behalf of HIV Targeted Case Management Programs. Kelsey is a former Board
member of the Big Apple Performing Arts, the umbrella organization of both the New York City Gay Men’s Chorus and Youth Pride
Chorus.

Kelsey received an MSW from New York University in 2001 and an MBA from Columbia University in 2008. He is an adjunct
professor at the NYU Silver School of Social Work.

Marv Southard
Director Doctoral Social Work Program Professor of the Practice in Social Work Department of
Social Change and Innovation
USC Suzanne Dworak-Peck School of Social Work

Dr. Southard joined the Los Angeles County Department of Mental Health as Director in 1998,
having previously served in Kern County, California, in a similar capacity for five years. In his
current role, Dr. Southard leads the largest public mental health system in the country, serving
over 236,000 clients annually in one of the most ethnically diverse counties in the nation. He has
overseen a 286% growth in the system from a gross budget of $495+ million in Fiscal Year 1997-
98 to $1.9+ billion in Fiscal Year 2012-13.

Dr. Southard has been recognized for his dedication and leadership with the following Awards:

● A 2012 Distinguished Alumnus of St. John’s Seminary, Camarillo, California, for his career-long service to people with
mental illness and for leading the Los Angeles County public mental health system to recognize and support the spiritual
dimensions of individuals as part of their mental health recovery.
● The 2008 Network for Social Work Management Exemplar Award for outstanding achievement.
● The National Association of Social Workers (NASW) 2006 Social Worker of the Year– California Chapter.
● The National Alliance on Mental Illness (NAMI) 2003 Award for Excellence in Community Mental Health Services, in
recognition of ongoing efforts to building a comprehensive community care mental health system in Los Angeles County.
● The 2003 Tom Bradley Equal Opportunity award from the Los Angeles Metro Chapter of the American Society of Public
Administration.
● 2000: UCLA Social Welfare Alumni Association Alumnus of the Year

Dr. Southard is an Executive Committee Member of the Governing Board and a past President of the California Mental Health.
Directors Association. He is the Immediate Past President, Board of Directors, of the California Social Work Education Center. He
serves as a Board Member for the California Institute for Mental Health, the PLAN of California and the Network for Social Work
Management. A member of the American College of Mental Health Administrators, he serves as a Commissioner on Los Angeles
County Children and Families First – First 5 LA Commission.

A licensed clinical social worker, Dr. Southard received his master’s degree in social work from University of California, Berkeley,
and his doctorate in social work at UCLA.
19
IMMERSION VISION SHEET
My name is: Today’s Date: ________________
My vision for leadership in healthcare is…
Three tangible professional goals I will achieve by the culmination of the Changemakers of Color program are:
1.
2.
3.
One personal goal I will achieve by the culmination of the Changemakers of Color program are:
1.
One bucket list item I will achieve and check off my list by the culmination of the Changemakers of Color Program is:
1.
The people who will support me and hold me accountable to my vision and my goals are:
20

IMMERSION LEADERSHIP GOALS

21
IMMERSION TRANSLATING YOUR SKILLS
22
IMMERSION SWAG
Logo Used
Tote Bag
Organic Cotton Tote Bags
Books
● Dare to Lead
● Expect to Win: 10 Proven Strategies for Thriving in the Workplace
● TED Talks: The Official TED Guide to Public Speaking
23
Journals
Barrington Hardcover Journals with Band
Self-Care
● Zen Garden Adult Coloring Book (31 stress-relieving designs) (Artists' Coloring Books)
● Crayola Colored Pencils 12 Count
24

IMMERSION PHOTOS

25
26
2020 CLOSING EVENT
CLOSING EVENT AGENDA
Date: Friday, January 24, 2020
Time: 8:30 am – 5:00 pm
Location: California Community Foundation (CCF)
281 S. Figueroa Street
Suite 100
Los Angeles, CA 90012
Room: JPC Board Room
2020 Closing Event Agenda
8:30 am – 9:00 am Breakfast and Networking – All
9:00 am – 9:15 am Welcome
Lakeya Cherry, DSW-C, MSSW | CEO of The Network for Social Work
Management
Dawn Shedrick, LCSW-R | CEO of JenTex Training and Consulting
Baron Wright | CEO of CreateX Retreats & BaronArts
9:15 am – 9:45 am Icebreaker – Dawn Shedrick and Baron Wright
9:45 am – 10:45 am Reflection – Lakeya Cherry
10:45 am – 10:55 am Break
10:55 am – 12:30 pm Envision – Dawn Shedrick
12:30 pm – 1:15 pm Lunch and Networking
1:15 pm – 2:30 pm Documentation – Dawn Shedrick and Baron Wright
2:30 pm – 3:00 pm Recognition – Lakeya Cherry, Dawn Shedrick, and Baron Wright
3:00 pm – 3:30 pm Encouragement – Idalia G. Gaitán
3:30 pm – 4:00 pm Presentation – Baron Wright
4:00 pm – 4:30 pm Evaluation – Lakeya Cherry
4:30 pm – 5:00 pm Celebration - All
27
CLOSING EVENT AWARDS AND RECOGNITION
Coaches Award Plaques
Certificates
Badges
28

CLOSING EVENT PHOTOS

29

30

31

32

BLOG POSTS

Under New Management: My First Professional Experience of Unconscious Bias
by Dawn E. Shedrick, LCSW-R
On a rainy afternoon in the mid-1990’s, I was called into my supervisor Anna’s (name changed for privacy) office for what she described
as “a very critical meeting.” As I walked in and sat down in a chair across from her desk, I remember worrying if I was about to be fired.
Her constricted affect gave me no indication of what was to come. However, within a few moments she flashed a bright smile and
offered me a promotion to Program Manager. I remember the details of the day not only because of the generous promotion, but also
because of a directive I was given shortly after I accepted it.

After discussing the formalities of my new position (which included a generous salary increase!) with Anna and as I thought we were
wrapping up the meeting, my supervisor indicated that she wanted to talk about one of my supervisees, Andre (name changed for
privacy). For the sake of clarity, I had already been supervising Andre for almost a year. That wouldn’t change with my new position.
Andre was a reliable, personable, skilled case manager who was studying for his MSW at that time. He was always punctual, often
brought cookies and other baked yummies to the office and received exemplary feedback for his work with our linkage partners in the
community. So imagine my dismay when Anna instructed me to prepare a written warning to issue to Andre for wearing his hair in
dreadlocks.

I was in my mid-twenties and inherited my previous supervisory position after the long-time Program Supervisor left the agency to
pursue another opportunity. Although Anna was a skilled, generous and compassionate supervisor, her beliefs about culturally
appropriate hairstyles and dress were clearly informed by her Italian-American heritage, a dearth of personal and professional
relationships with people of color and generally accepted codes of professional presentation and conduct. Note: this took place in the
mid-1990’s; it is still legal to ban dreadlocks in the workplace in 2018. Another important point to note: more than 80% of the clients we
served were African-American and Latinx and lived in communities that were predominately comprised of people of their racial and
ethnic demographics.

Before I even addressed the fact that I was asked to issue a warning to an employee without discussing the matter with him first, I
asked Anna if she could clarify the specific policy that she believed he violated. She believed the agency policy about professional
behavior, dress and grooming applied. We respectfully debated the merits of her beliefs, during which I educated her about the cultural
relevance of dreadlocks- a style that many of our own clients embraced. In the end, she rescinded her directive and thanked me for
the discussion. In fairness to Anna, she acknowledged her unconscious bias and committed to being conscious of how her beliefs
impact her management style and decisions. There were no further incidents of this kind during my tenure that the organization.

This was a watershed moment in the beginning of my professional journey. I became fully conscious of and owned my identity as a
Black and Native American woman in nonprofit management. I became conscious of what that meant for me…and those I work for
and with in the macrocosm of the human services universe. I also became conscious of the need for support to help me process
incidents or issues like this in a culturally relevant context.

Let me be clear: I have received stellar supervision throughout my career. I’ve also had access to wonderful opportunities that I didn’t
dream of when I began this social work journey. But I’ve also been praised one-too-many times for being “an articulate speaker,”
shocked one-too-many a people when I’ve executed a task successfully and have too often been the only person of color at the table
to develop and manage programs whose primary beneficiaries are people of color.

Had I been able to access the training, coaching and mentoring offered to participants in the Network’s Changemakers of Color Program
twenty years ago, I would have had culturally relevant support to process incidents like the Andre situation. I would have been given
the training, guidance and access to resources to address the racial and ethnic disparities in human services management and
leadership. And I would have known much sooner that I wasn’t alone.

Read online: Under New Management: My First Professional Experience of Unconscious Bias

33

The Power of Diversity, Equity, and Inclusion: Who Is in Your Network?
by Lakeya Cherry, MSSW
Who’s in your network?
What do they look like?
Is your network diverse?

If you’re wondering, “Why?” The answer is, “Because it matters.” Diversity, equity, and inclusion (DEI) are important buzzwords in
today’s society. Our increased diversity as a country and heightened political climate has elevated conversations around diversity.

Who belongs and who doesn’t?
And again, “Why?”
Who makes these decisions?
What is the intent?

Men are paid more than women. Why?

A racial wealth gap exists that disproportionately favors White people over all others. Why?

People of color face adverse physical and mental health outcomes. Why?

Again, is your network diverse?

Longstanding societal norms have contributed to how we live, who we associate with, decisions we make, and even those we
connect with.

Many of the decisions we make are unconscious. We make these decisions naturally and without a thought over some of the
consequences. We do what we feel is right or have been conditioned to believe is right. Unfortunately, some of these decisions are
biased. Because they are biased, some of our decisions negatively impact others.

Did you know that nonprofits are the third largest workforce in the U.S., after retail trade and manufacturing? Although the third
largest employer in the US, the sector disproportionately favors White nonprofit leaders for executive and board of director positions.
Are people of color less qualified?

A racial leadership gap exists in the nonprofit sector. This gap has been known about for more than 20 years.

A recent study by the Building Movement Project revealed three field level problems.

1. Executive recruiters are not equipped to identify potential candidates of color for top-level nonprofit positions.
2. Boards are predominantly White and often do not support the leadership of staff of color.
3. Nebulous concepts like “fit” are great hiding places for implicit bias. (Suarez, 2017)

This Social Work Month, I challenge you to look at your network. Who’s in it and why? How does the composition of your network
impact how you make decisions? Are you biased and if so (we all are, btw), what are you doing about it?

Can you be more intentional about DEI in your personal and professional roles? Does your network need work?

How might we as a profession increase our likelihood of eliminating grand challenges if our practices were more diverse, more
equitable, and more inclusive?

It’s time we elevate the conversation around race equity not just outside our sector but within our sector. I invite you to join me in
this important work of not only understanding your networks but broadening your networks.

Join me as an equity ally! Let’s not only address the racial leadership gap in the nonprofit sector. Let’s close it.

Read online: The Power of Diversity, Equity, and Inclusion: Who Is in Your Network?

34
INFOGRAPHIC
35
GENERAL PROGRAM INTEREST
Twitter Response/Interest
“Who else is interested in the #socialwork Grand Challenge "Achieve Equal Opportunity & #Justice?"
DM me- Join the Network I'm building with Changemakers of Color and #Equity Allies.
Let's see more diverse leadership in social work
#Management #Leadership #Diversity #Inclusion”
7:00 PM - 23 Jan 2019
17 Retweets | 62 Likes
(as of 4/1/2019)
James Bell
@ItsJBThree
Jan 23
- “Can I lurk from afar? That’s the #GrandChallenge I’m considering”
Reply by @lakeya_cherry: “Yes, of course.”
- “Count me in”
Ewuzie Azuka
@solarkatrading
Jan 24
“Add me there Lakeya I'm interesting the be part of this changemakers”
abha rai
@abharai
Jan 24
- “Hey! I’m interested! How can I get involved?”
Reply by @lakeya_cherry: “Thanks, Abha. The changemakers pilot is up and running, but the goal is to
create a network of social workers and people from all disciplines committed to equity work. I'm still
thinking through this but will start with an interest form that will go out soon.”
- “Sounds good! I look forward to hearing more and receiving the interest form! Thanks”
Linda Schmidt
@PolicyDrSchmidt
Jan 24
“I am an equity ally”
Reply by @lakeya_cherry: “Hi Linda! We should talk.”
Holly Mirabella
@HollyMirabella
Jan 24
“Me please!!!”
Reply by @lakeya_cherry: “Awesome! We're creating an interest form and tracking all of your replies.
Once ready we'll follow up with everyone with the form and to schedule a meeting.
Cc: @iGaitan0412”
Charla Cannon
Yearwood
@CharlaYearwood
Jan 24
GIF response
Reply by @lakeya_cherry: “Hi Charla! Great!”
Laura Nissen, PhD,
LMSW
@lauranissen
Jan 24
“Please include me!!”
Reply by @lakeya_cherry: “Awesome!”
Glen Oaks Queens
@sourbreath1269
Jan 24
“I am interested..”
Reply by @lakeya_cherry: “Thank you. We'll follow up in coming days.”
RovingSocialWorker
“Always interested in this ♡”
36

J. 🎙
@Travel_MSW
Jan 24

Reply by @lakeya_cherry: “Great! We'll be in touch. :)”
Mark S. Homan
@MarkSHoman0413
Jan 25
“I believe Arizona State University will be engaging in this Grand Challenge.”

Reply by @lakeya_cherry: “Great! It's my focus for my DSW program, but I figured I should seek
partners and collaborators now.”
Karen Kolivoski, PhD
@KKolivoski
Jan 25
“Just seeing this now, but I'm interested!~”

Reply by @lakeya_cherry: “Great, thank you. I'll be in touch soon with an interest form.”
Becky Anthony
@becky_anthony
Jan 26
“I am interested, if it is not to late to be added.”

Reply by @lakeya_cherry: “Great, thank you.”
Terri Friedline
@TerriFriedline
Jan 28
“Glad to be involved as an #equity ally!”

Reply by @lakeya_cherry: “Great, thanks, Terri. We will be in contact soon.

37

Equity Allies

WORKING DEFINITION

Equity Allies are white people who are intentional with using their privilege and
power to directly facilitate access and opportunity for those from marginalized
backgrounds in order to disrupt oppressive systems and build a race equity
culture.

38
CHANGEMAKERS’ RESPONSES TO EQUITY ALLIES
What does it mean to be an ally?
● Be able to review the work independently.
○ The main themes are being sensitive to social difference, conflicting personal and political identities and
values, power dynamics, and geographic and historical location, demonstrated through continual
reflexivity of the self in relationship to others (clients and supervisees, and colleagues) in the system
that one operates in.
● Be able to acknowledge or be open to learning about the different forms of power that one holds in every
interaction.
● Maintain critical consciousness to be aware that we essentially operate within and on behalf of oppressive
systems.
● Be able to evolve the cognizance of these issues into abilities to critique/challenge the status quo, the popular
treatment paradigm, and conventional practices by understanding that we have all be socialized into them in a
structurally unequal manner that may intentionally or unintentionally perpetuate subordination.
● Be aware of the privilege and luxury that one (a more dominant member of society) may hold by being able to
recognize all of these things from a distance from the chaos, because many communities of color and
individuals at the intersections of many different forms of subordination may have all of these forces and
dynamics affecting them without the ability to even label, recognize, or name them.
○ If they do have the ability, it often stems from compounding personal experiences (not so much from a
distance)
● Some individuals of many dominant groups may need to be aware that there is an extent/limit to which they can
empathize or fully identify/understand/represent various experiences of oppression among specific minority
groups or communities of color.
● Being aware of the dilemma for determining when it is appropriate to advocate, and when one is advocating
excessively to the point of overshadowing the efforts of other persons who belongs to the group you are
advocating for.
● Take the initiative for self-analysis to minimize sanctimony and the idea of public service being driving by moral
righteousness that may unintentionally or intentionally perpetuate feelings of being morally superior to others.
● Acknowledge and be critical that work as an ally for underrepresented, underserved, and subordinated groups
can be driven through ulterior motives and drives to "feel good"
● Be aware of the risks of these unconscious drives snowballing into unhealthy savior complexes.
● Recognize the unconscious biases that exist and to actually debunk those false beliefs.
● It is a systematic issue that also needs to addressed and changed in order for our organizations to truly be
diverse and inclusive.
● Agreeing that there is a social difference, reflect and provide resources to help overcome this issue.
● Providing support and will to learn from others.
● Having someone that is not of color to advocate, support, and provide resources to help this systematic issue
we face in this industry.
● An individual that displays characteristics of passion, support , and belief in a program and the willingness to
help fight to make a change.
● Take a purposeful stance and acts on it to interrupt the current issues facing a person or group of persons.
● The “ally” does not need to embody the characteristics of the person but they must be compassionate and have
empathy for the other’s existence.
● Someone who may not necessarily identify with my experience but recognizes its place and validity in society.
● Supports in any way they can the undoing of injustice towards my identified community(ies) and others
communities who have also faced injustice both similar and different than mine and their own.
● Someone who although does not look like you nor has your same cultural values, truly empathizes and respects
who you are as a person and what you represent for your community.
39
What does it mean to be an ally? CONT.
● Someone who becomes, not someone who adopts this term and speaks on it without knowing what it truly
means.
● Someone you can lean on for support, count to stand tall with you in matters that are important and someone
that you know will be there whenever you take chances.
● Represents loyalty, perseverance, and support.
● An “ally” shares the same belief regarding equality in the workplace—equality in terms of pay and respect no
matter the gender, sexual orientation, race, and discipline.
● I want to be able to see/hear examples of what this looks like in their field of practice and share some valuable
lessons how to achieve this.
● If they themselves are not a person of color, hear raw and honest feedback of how they assess people of color
and new leaders.
○ Hearing this honest feedback will only help us if we are ready to receive it.
If someone is a racial equity ally, what might that look like? What does it mean? What will they do? How can
they support you?
● Sponsor:
○ Continue to have the conversation with us and educate others/colleagues on what it really means to
have a diverse and inclusive workplace.
○ Help by spreading the word about this program and share some of the knowledge/insight they gain by
talking with their other counterparts (via word of mouth, social media, etc.) which will bring more light to
the issues we discuss and expand the program’s visibility throughout different circles and work sectors.
● Champion
○ Seek more and perhaps provide opportunities for these tough conversations to take place, and expand
outside of this program.
■ i.e. if they hear of, learn about, and/or are invited to panel discussions about diversity and
inclusiveness in the workplace, perhaps inviting one of us to join that panel and join in on the
conversation.
● Advocate
○ Use their power and influence to help us infiltrate “circles” and organizations we generally will not have
access to.
○ Give insight and helping us learn ways on how we can be better recognized and get our voices heard,
be provided the same opportunities for advancement, and how we can advocate for ourselves in the
workplace when we are being unfairly treated/misunderstood. It would be helpful to learn and
understand from their point of view.
● Confidant
○ Have a “safe space” with our allies to share our feelings, frustrations, fears, etc. about being a
minorities in the workplace, to be heard, feelings validated (or at least attempted to be understood),
supported, and a safe space to learn and grow from each other’s experiences.
● A great amount of the work and ways to support or actions are not necessarily individualized, but rather in
larger groups and networks.
○ Organizing different individuals to begin with discussion about equity, followed by a commitment to
moving forward with practices, programs, and data that can help measure and operationalize the
outcomes of work as a racial equity ally at a systems-level.
● Provide resources and experiences that we can benefit from.
● Someone who isn’t a person of color but works to understand the challenges and barriers that POC go through
in the workforce, and takes actions to interrupt the current way of doing business.
● Support us on ways to navigate the system, how to reach the next level.
● Works to undo discrimination that has racial components.
○ Whether or not the injustice is rooted in economics or other social factors, there is often always a racial
component that is so closely linked, is difficult to untangle, and therefore must be considered.
40
If someone is a racial equity ally, what might that look like? What does it mean? What will they do? How can
they support you? CONT.
● Take into account all of these things and work to reset the system to able to take into account the inequities that
have impacted people of color and made it more challenging to get the high level positions.
● Someone who embodies equality and equity as a professional and as a person, this is someone who shows
equity work no matter the task that is presented and is someone who breathes sensitivity to cultural differences
when implementing an/or even enforcing laws.
● Giving attention to what is missing in terms of people, culture and opinions and highlighting the need to have
equal representation in the room.
○ Not only highlight who is missing and what feedback is not being heard but they will also make eye
contact with those in the room and without saying it demand personal accountability from those present
to try harder next time in getting everyone in that room.
● Dedicate some time to speak on how can representation be improve and how can inclusion happen when
decisions for a majority are being made.
● Being aware of who is not in the room.
○ i.e. If a leader is sitting on an advisory board and that person isn't of color, they will make it a point to
invite if not appoint someone of color into their board and will not take no for an answer. This person
becomes an advocate for equal representation and when unable to get people of color in a room will
send disclaimers and/or highlight who was left out of the decision making process.
How can they walk what they talk? Practice what they preach?
● Advocate the program and belief in it as well.
● Acknowledge there is a problem but also committing to the work to make a change.
● It doesn't matter what color you are, if you show the belief in the cause and able to educate yourself and the
willing to provide resources to help change the issue.
● Interrupt the status quo when they have the opportunity.
● If they witness/hear racism/bias/prejudice, etc., then they should use their privilege to stand up to it.
● Uplift this program, not question its existence.
● The willingness to have the conversations within their own work environments and then advocate for cultural
shifts in the workplace.
● Enforce equal representation.
● Take risks and chances in ideas that come from people that do not look like them and invite folks who are not in
their "lane" to provide feedback in decisions that affect the majority.
● Value and make sure people know that everyone's opinion is of value and that no one goes unseen.
● Create a work culture that is inclusive and forces everyone to be accountable for what decisions are
implemented.
● Role plays, workshops where we can be empowered and learn the lingo they have used to succeed.
● Collect certifications of specific skills, and even have us present on our expertise as members of communities of
color.
● Serve as consultant to problems they may be having in their perspective jobs and for them to come and actually
follow up to see if what we shared was helpful, talk about resume build up.
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CHANGEMAKERS OF COLOR EQUITY ALLY INTEREST FORM
Google Form: Changemakers of Color Equity Ally Interest Form
Did you know that a racial leadership gap exists in the nonprofit sector?
Read More:
- "Leading with Intent: 2017 National Index of Nonprofit Board Practices"
- "Race to Lead: Confronting the Nonprofit Racial Leadership Gap"
We have the power to change this. We care enough to change this.
Join the Network as an Equity Ally and work to support Changemakers of Color in their leadership pursuits.
We can all learn from each other. Let's brainstorm together how we might close this gap. Let's connect,
collaborate, and share.
Let's see more diverse leadership in the nonprofit sector!
If you have any questions, please contact Lakeya Cherry at lakeya@socialworkmanager.org
● Equity Ally Information
○ First & Last Name
○ Email Address
○ Phone Number
○ What is your age?
■ 20-35
■ 36-50
■ 51-64
■ 65+
■ Prefer not to answer
○ What is your ethnicity?
■ Caucasian
■ Native American
■ African American
■ Latino / Latina
■ Asian or Pacific Islander
■ Prefer not to answer
■ Other:
○ Place of Employment
○ Title
● Education & Work Experience
○ What degree(s) do you possess? Check all that apply.
■ BA or BSW
■ MSW or MSSW Candidate
■ MSW or MSSW
■ MBA
■ PhD or DSW Candidate
■ PhD or DSW
■ Other:
42
○ Management Level
■ Mid-Level Manager
■ Executive
■ Academic
■ Other:
○ Years in Management:
○ Sector
■ Business
■ Education
■ Practice
■ Other:
○ Area(s) of Expertise (check all that apply):
■ Public Relations
■ Financial Management
■ Fundraising
■ Human Resources
■ Legal
■ Planning
■ Other:
● Interests
○ Are you a member of NSWM?
■ Yes
■ No
○ How did you hear about Changemakers of Color?
■ E-Mail from the Network
■ Network website
■ LinkedIn
■ Twitter
■ Facebook
■ Colleague
■ Google Search
■ Other:
○ Why do you want to be a Changemakers of Color Equity Ally?
○ What skills, qualities, and expertise do you possess that would make you a good Equity Ally?
○ Are you committed to helping connect Changemakers to others within your network?
○ You may use the space below to provide any additional information you wish to share.
43
EQUITY ALLIES TWITTER
Changemakers of Color @Equity_Allies
44
EQUITY ALLIES FEBRUARY 20, 2020 CALL AGENDA
Thursday, February 20, 2020
10:00 am - 11:00 am PST/1:00 pm - 2:00 pm EST
Join Link: https://zoom.us/j/6378199503
Meeting ID: 637-819-9503
Dial: Shown after joining the call
Participant ID: Shown after joining the call
Computer Audio: When the call begins, you will be connected to audio using your computer's
microphone and speakers (VoIP). A headset is recommended.
NSWM Equity Allies Call Agenda
10:00 Welcome + Meeting Why? - Lakeya Cherry
10:05 Introductions
● Why are you here?
10:15 Changemakers of Color Program Update
● Pilot
○ Completed January 2020
● Next Steps
○ Seek additional funding to scale the program nationally
○ Build a pipeline of Changemakers
○ Establish a Network of Equity Allies
10:25 Equity Ally
● Informal Definition: Those who are intentional with using their
privilege and/ or power to directly facilitate access and opportunity for
those from marginalized backgrounds in order to disrupt oppressive
systems and build a race equity culture
○ Action: Obtain ideas to improve “Equity Ally” definition
○ Action: Obtain ideas to finalize the definition
● What does it mean to be an Equity Ally?
○ Changemaker Ideas (See Attachment)
10:40 Equity Ally Network
● Goal: Recruit Network of individual, organizational, academic allies across
NPO sector
○ Would create greater awareness of racial inequity in the NPO sector
as it pertains to leadership
45
○ Hold people and organizations accountable for building a race equity
culture
○ Contribute to more diverse, equitable leadership in NPO sector
● Ideas:
○ Create a steering committee
■ Considerations:
● How to recruit/ who to partner with/ what’s required of
committee members
○ Come up with a pledge/ actionable criteria to become an Equity Ally
■ Considerations: Would the criteria be different for individuals
vs organizations
■ Examples: CEO Action for Diversity and Inclusion and
LinkedIn Plus One Pledge
■ Action: Obtain ideas for pledge/ criteria
○ Establish recruitment plan + cost + perks
■ E.g. recognition on website, campaigns, via badges
■ Charge fee, which contributes to Changemakers of Color
Program
○ Market, recruit, publicize, sustain
■ Social Media / hashtags
10:55 Q&A
11:00 Adjourned
46
EQUITY ALLIES FEBRUARY 20, 2020 CALL MINUTES
Thursday, February 20, 2020
10:00 am - 11:00 am PST/1:00 pm - 2:00 pm EST
Join Link: https://zoom.us/j/6378199503
Meeting ID: 637-819-9503
Dial: Shown after joining the call
Participant ID: Shown after joining the call
Computer Audio: When the call begins, you will be connected to audio using your computer's
microphone and speakers (VoIP). A headset is recommended.
NSWM Equity Allies Call Minutes
Attendees: Lakeya Cherry, Gina Griffin, Lori Mizuno, Dr. Argelis A. Ortiz, Linda Schmidt, Tracy
Schrider
Regrets: Crystal Mcleod, Amanda Stylianou, James Bell III, Terri Friedline, Kathleen Sarmiento, Emilio
Tavarez, Andri Georgiadou, Sarah Lange, Sammi Shay, Bill James, Rebecca Sander
10:08 Welcome + Meeting Why? - Lakeya Cherry
● NSWM has been working on addressing the racial leadership gap in the nonprofit
sector.
● This work is connected to Lakeya Cherry’s doctoral research.
● Changemakers of Color (CoC) Program was piloted January 2019 - January 2020.
● CoC’s model is a hybrid model consisting of Changemakers of Color, building a
pipeline of Leadership of color in the nonprofit sector, and building a network of Equity
Allies.
10:11 Introductions
● Why are you here?
10:14 Changemakers of Color Program Update
● Pilot
○ Completed January 2020
● Next Steps
○ Seek additional funding to scale the program nationally
○ Build a pipeline of Changemakers
○ Establish a Network of Equity Allies
47
● Changemakers are getting resources that people of color do not have available or
access to:
○ Mentoring
○ Coaching
○ Didactic Training
○ Connections to other network to help expand their social capital
● Results from the final evaluation are pending.
○ Early results show an increase in self-advocacy and confidence
○ Support from their organization was limited
■ Some of the Changemakers did not receive support to attend some
coaching sessions, trainings, or mentoring.
● The program’s success will depend on bringing on allies, individual, academic and
organizational support systems.
● Next steps include securing funding to scale the program nationally this coming fall:
○ For people of color in the nonprofit sector, not specific to their area of practice.
○ Cohort of 10-15 Changemakers.
○ Bring in allies now so that Changemakers have support coming in.
○ What would it look like to get individual and organizational equity allies?
○ How can institutions and nonprofit organizations nominate a Changemaker
from their organization or to support a Changemaker?
■ Recognition on NSWM’s website.
● The pilot year was funded by The California Endowment with the agreement that the
program focuses on leaders of color working in healthcare, in California.
○ 8 Changemakers were selected
● When the program was promoted, the Network received a lot of interest from across
the country and other sectors, expressed that these are issues that others are dealing
with in their communities and organizations, they lack support, etc.
● Research shows that people of color desire to be in a leadership role, have the same
skills and education as their white counterparts but are not being considered.
10:18 Equity Ally
● Informal Definition: Those who are intentional with using their
privilege and/ or power to directly facilitate access and opportunity for
those from marginalized backgrounds in order to disrupt oppressive
systems and build a race equity culture
○ Action: Obtain ideas to improve “Equity Ally” definition
○ Action: Obtain ideas to finalize the definition
● What does it mean to be an Equity Ally?
○ Changemaker Ideas (See Attachment)
● Bringing in allies makes CoC innovative, specifically in the social work and nonprofit
sector.
○ Social justice roots and values.
■ Now is the time to prove this.
48
● Meeting agenda was shared with NSWM Board Member and Dean at the University of
Houston Graduate College of Social Work, Alan Dettlaff.
○ Has been working on DEI.
○ Rebranded the school’s mission to have a strong social justice focus.
○ Suggested that the definition clarifies that an equity ally is a white person, not
necessarily a person of color.
■ It is white people’s responsibility to facilitate the access and
opportunity with their privilege and power.
○ Also suggested that people of color come up with a definition about what they
want in an ally.
■ Attachment sent in email with agenda shows what the Changemakers
thought about equity allies.
● It is the work of a lot of people, including those on the call, to be involved in the
conversation on defining an equity ally.
● Definition was written with the intent for it to be actionable.
○ Feedback:
■ Being explicit and saying “white” is a good direction.
■ Is “dominant culture” more effective?
■ “White people who are intentional with using their privilege and power
to directly facilitate access and opportunity, etc….”
■ Words that jump out: intentional, directly facilitate, disrupt.
■ It is important to distinguish between an ally and a bystander.
■ What do we do about white fragility?
○ What are our practices?
● Equity Allies should collectively come up with a pledge or list of things that allies in our
sector should be doing.
● Links in agenda:
○ CEO Action for Diversity and Inclusion:
■ Occurring within the business sector.
○ LinkedIn Plus One Pledge:
■ LinkedIn CEO focusing on network diversity.
● Individual and organizational/institutions/nonprofit organizations allies
○ Sponsor a Changemaker
○ Allies would be acknowledged on the website
● Pledge Feedback:
○ Helpful to have something
○ How do you intentionally mentor someone?
○ Be committed to doing something.
○ How do you really push the envelope or push for people to understand their
roles as managers or founders of organizations?
● Many people in the sector are having a hard time having this conversation.
● Other sectors are starting to take steps.
● People know about the racial leadership gap.
49
● In California, there is a new bill that requires corporations to have gender diversity on
their Boards of Directors or will be fined after some time.
● Hiring process eliminates a lot of people from opportunities.
○ An ally must be the voice for a person of color being considered for a position.
● People within the sector have implicit biases regardless of racial identity, we have good
intentions, encourage people to look inward and at their networks.
● What does network diversity look like?
● People of color are the ones who share about race.
● Not just on a personal level.
○ Build as part of the company culture
○ Trying to diversify meetings
10:40 Equity Ally Network
● Goal: Recruit Network of individual, organizational, academic allies across
NPO sector
○ Would create greater awareness of racial inequity in the NPO sector
as it pertains to leadership
○ Hold people and organizations accountable for building a race equity
culture
○ Contribute to more diverse, equitable leadership in NPO sector
● Ideas:
○ Create a steering committee
■ Considerations:
● How to recruit/ who to partner with/ what’s required of
committee members
○ Come up with a pledge/ actionable criteria to become an Equity Ally
■ Considerations: Would the criteria be different for individuals
vs organizations
■ Examples: CEO Action for Diversity and Inclusion and
LinkedIn Plus One Pledge
■ Action: Obtain ideas for pledge/ criteria
○ Establish recruitment plan + cost + perks
■ E.g. recognition on website, campaigns, via badges
■ Charge fee, which contributes to Changemakers of Color
Program
○ Market, recruit, publicize, sustain
■ Social Media / hashtags
10:55 Q&A
11:00 Adjourned
Action: Lakeya Cherry will prepare a Steering Committee Google Doc.
Action: Lakeya Cherry will work on definition and share with the 2019-20 Cohort of Changemakers and
Board of Directors for feedback.
50
Action: Lakeya Cherry will create an Equity Ally listserv.
Action: Idalia G. Gaitán will create and share a Dropbox folder that will contain resources, agendas,
minutes, etc.
Action: Idalia G. Gaitán will send a Doodle for another call in about 4 and a half weeks.
51
Marketing
LOGOS
52
WEBSITE
https://socialworkmanager.org/changemakers-of-color/
Published on August 1, 2018
53

54

55
MEMES
56
CAMPAIGNS
From name The Network for Social Work Management
From email info@socialworkmanager.org
Recipients Sent to list: General Email Marketing List - ALL
Changemakers Of Color Program Introduction
Delivery date & time Sat, Sep 15, 2018 8:30 am
Subject line Are you a Changemaker of Color? Apply Today for NSWM's New
Program!
Preview text Aligning Management with Leadership
The Network for Social Work Management
presents:
People of color who seek leadership positions in the health care industry often lack the personal and professional
connections necessary for upward mobility. In addition, they often do not have access to training opportunities.
To level the playing field, we developed Changemakers of Color (COC), a pilot program. COC was created in an effort to
improve the ability of people of color to compete for managerial and leadership positions in the health care sector in
California, and to prepare them for success by enhancing their leadership skills.
COC is an intensive, one-year leadership development training program targeted at innovative, visionary, and emerging
leaders of color.
57
ELIGIBILITY CRITERIA
● Minimum of a BA degree (social work degree not
required)
● Currently works in a health organization in
California (employment is required for
consideration)
● Is a manager and / or demonstrates promise to
move into a management /leadership role (as
demonstrated by letter of recommendation from
a current supervisor)
To apply for the COC program, applicants must submit the following:
● Resume or C/V
● Letter of recommendation from current employer
● Description of:
○ Why you are interested in the COC program and hope to accomplish
○ The length of time you have worked in the health care sector
○ Your career aspirations
○ Your biography (including a photo)
● A personal statement on race equity and diversity, equity, and inclusion (DEI)
Note: Changemakers must be available for a one-day Immersion on Friday, November 2, 2018 in Los Angeles,
CA.
Are you a CHANGEMAKER?
APPLICATIONS ARE DUE BY
Wednesday, October 17, 2018
Sponsored by
58
Copyright © 2018 The Network for Social Work Management, All rights reserved.
Our mailing address is:
905 E. 8th Street
Los Angeles, CA 90021
Want to change how you receive these emails?
You can update your preferences or unsubscribe from this list.
Changemakers Of Color Program (1)
Delivery date & time Fri, Sep 21, 2018 11:00 am
Subject line Apply Today for NSWM's New Program!
Preview text Are you a Changemaker of Color?
Changemakers Of Color Program (2)
Delivery date & time Tue, Oct 02, 2018 10:30 am
Subject line 💼 Prepare for Managerial & Leadership Positions
Preview text Become a Changemaker. Apply Today!
Changemakers Of Color Program (3: Mentors)
Delivery date & time Mon, Oct 08, 2018 9:30 am
Subject line 💼 Become a Mentor to a Changemaker!
Preview text Be part of the change
Changemakers Of Color Program (4)
Delivery date & time Tue, Oct 16, 2018 2:50 pm
Subject line 💼 Don't Miss your Chance to be a Changemaker!
Preview text Applications Due Soon!
Changemakers Of Color Program (5: Deadline Extended)
Delivery date & time Thu, Oct 18, 2018 12:30 pm
Subject line 📢 Deadline Extended for Changemakers of Color!
Preview text There's still time to apply!
Changemakers Of Color Program (6: Deadline Extended)
Delivery date & time Fri, Oct 26, 2018 8:00 am
Subject line 👥 Last Chance! CA Changemakers - Apply by November 16th!
Preview text
Changemakers Of Color Program (7: Deadline Extended)
Delivery date & time Fri, Nov 02, 2018 8:00 am
Subject line 📝 Don’t Wait! Submit Your Application Today!
Preview text Applications are due November 16th!
Changemakers Of Color Program (8: Deadline Extended-Mentors)
Delivery date & time Mon, Nov 12, 2018 8:00 am
Subject line 📝 Mentor a Changemaker!
Preview text Don't wait. Apply Today!
59
Changemakers Of Color Program (9: Deadline Extended)
Delivery date & time Fri, Nov 16, 2018 12:30 pm
Subject line 📝 Applications are due TODAY!
Preview text Become a Changemaker!
Changemakers Of Color: Meet The Changemakers
Delivery date & time Thu, Jan 10, 2019 8:00 am
Subject line 👋 Meet the Changemakers of Color!
Preview text
60
PROMOTION FLYER
HEALTHCARE MANAGEMENT TRAINING PROGRAM
People of color who seek leadership positions in the healthcare industry often lack the personal and professional
connections necessary for upward mobility. In addition, they often do not have access to training opportunities.
To level the playing field, we have developed the Changemakers of Color (COC) pilot program. COC was created
in an effort to improve the ability of people of color to compete for managerial and leadership positions in the health
care sector in California, and to prepare them for success by enhancing their leadership skills.
COC is an intensive, one-year leadership development program targeted at innovative, visionary, and emerging
leaders of color.
MORE INFORMATION
To apply for COC program:
● Resume or C/V
● Letter of recommendation from current
employer
● Description of:
○ Why you are interested in the COC
program and hope to accomplish
○ The length of time you have worked
in the health care sector
○ Your career aspirations
○ Your biography (including a photo)
● A personal statement on race equity and
diversity, equity, and inclusion (DEI)
Eligibility Criteria
● Minimum of a BA degree (social work degree
not required)
● Currently works in a health organization in
California (employment is required for
consideration)
● Is a manager and / or demonstrates promise
to move into a management /leadership role
(as demonstrated by letter of
recommendation from a current supervisor)
APPLY HERE BECOME A MENTOR
EXTENDED DEADLINE
Applications are due Friday, November 16, 2018

SAVE THE DATE!
We will host a virtual meet and greet on
Friday, December 7, 2018 at 11 am PST.
Changemakers must be available for a one-day
Immersion on Friday, January 11, 2019 in Los
Angeles.
Sponsored by:
61
Logistics
CHANGEMAKER APPLICATION
Changemaker Information
● Name
● Email
● Address
● Phone
● Place of Employment
● Job Title
Education and Work Experience
● What degree(s) do you possess? Check all that apply.
o BA or BSW
o MSW or MSSW Candidate
o MSW or MSSW
o MBA
o PhD or DSW Candidate
o PhD or DSW
o Other
● Graduation Date:
● In your current role, are you a manager or in a leadership position?
o Yes
o No
● Describe your current role (100 word limit):
● How many years of management experience do you have?
o Less than a year
o 1-3 years
o 3-5 years
o 5-10 years
o 10+ years
Interests
● Why did you join the Network?
● How did you hear about the Changemakers of Color program?
o Email from the Network
o Network website
o LinkedIn
o Facebook
o Twitter
o Colleague
o Google Search
o Other
62
● Why are you interested in the Changemakers of Color program?
● What impactful change in health care would you like to see?
● What are your leadership aspirations?
● Provide specific topics you would like to discuss during the mentoring sessions:
● Describe your short-term career goals within the next 2-3 years:
● Describe your long-term goals within the next 5-6 years:
Uploads
● Please submit a head shot. Note that if you submit a head shot and are accepted to the
program, we intend to use it for the NSWM website & campaigns.
● Please submit your resume:
● Please submit your cover letter:
● Please submit a letter of recommendation from your employer:
● Please submit an additional personal/professional recommendation (Optional):
● Please submit a personal statement (400-500 words):
By submitting this form, you are acknowledging that you are committed to actively participate in the
Changemakers of Color program and will follow the mentor guidelines. Please note that your
participation in this program will require discussing and addressing topics such as systemic racism,
privilege, microaggressions, and unconscious biases.
63

CHANGEMAKER ACCEPTANCE/REJECTION NOTIFICATIONS

ACCEPTANCE

Dear (CHANGEMAKER NAME),

Congratulations! You have been chosen to participate in the Network’s 2019-20 Changemakers of Color
Program! We had an overwhelming interest from all across California for Changemakers. Your
acceptance to this program means your application reflected experience, education and values that imply
that you are an emerging leader in health and human service.

If you choose to accept this invitation to participate in the program, please sign and return the
Changemaker Participation Agreement by Friday, November 30, 2018. We will host a virtual meet &
greet on Friday, December 7, 2018 at 11 am PST / 2 pm EST to welcome you to the program.
Information will be sent shortly with more details.

Changemakers must attend and participate in a one-day Immersion on Thursday, January 10, 2019 in
Los Angeles at the Center for Healthy Communities at The California Endowment. Please make
arrangements now to attend. You must confirm attendance by the December 7th virtual meet & greet.

As a reminder, this program is in no way a substitute for your day-to-day job responsibilities or specific
supervision you receive at your workplace. The Changemakers of Color Program has been established
with the intent of helping you build your skills and providing you with an opportunity to actively engage in
discussions and gain insight on how to further cultivate your career and move up the ladder.

We are excited to welcome you as part of our inaugural cohort for this pilot program and your
involvement. Race equity is important within our sector and we look forward to working with
Changemakers of Color to help strengthen their opportunity for success in leadership.

If you have any questions or concerns, please contact Lakeya Cherry, CEO of The Network for Social
Work Management at lakeya@socialworkmanager.org.

REJECTION

Dear (APPLICANT NAME),

Thank you for your interest in the Network’s Changemakers of Color program. We appreciate the time
and effort you devoted to submitting an application. Unfortunately, we received more applications than
slots available for this program and are unable to grant you acceptance at this time.

Fortunately, there are other ways to get involved with the Network! Some of these opportunities include:
● Attend our 2019 Annual Management Conference in Chicago, IL hosted at Lake Shore Campus,
Mundelein Center at Loyola University Chicago
● Register for the Emerging Leaders Institute at the 2019 Annual Management Conference
● Attend our monthly webinars
● Join or start a Network Chapter in your area
● Peruse our online Career Center

Again, thank you for applying to the Changemakers of Color program. We strongly encourage you to
consider applying next year. We hope you will continue to join the Network on our journey of fostering
high-level human services management practices throughout the U.S. and abroad.

64
CHANGEMAKER GUIDELINES
Responsibilities as a Changemaker with the program and with a mentor include:
● Willingness to do my best to interact with my mentor with professionalism, be cautious of
his/her/their time and come to sessions prepared.
● Commitment to developing a professional relationship of trust and respect on subjects related to
the social work and human services field.
● Attendance and full participation in all program activities including:
o Orientation video call on December 7, 2018, at 11 am PT
o Day-long program Immersion on January 10, 2019, in Los Angeles, CA.
o Monthly mentoring sessions
o Monthly group coaching sessions
o Bi-monthly training sessions
● Notifying the Program Coordinator of any unavoidable emergencies that would preclude me from
attending a training session.
● Notifying my coach if I’m unable to attend a coaching session.
● Rescheduling a mentoring session with my mentor within the same month if I am unable to
attend.
● Inform info@socialworkmanager.org of the date and time of monthly meetings.
● Provide written feedback to info@socialworkmanager.org on the designated check-in dates.
● Inform info@socialworkmanager.org of any issues that may occur during the mentoring process.
● Notify info@socialworkmanager.org about termination from the program if termination will occur
prior to designated termination date.
● Complete program evaluations.
● Participate, if possible, in the final program event i.e. 2019 Annual Management Conference.
65
CHANGEMAKER PARTICIPATION AGREEMENT
I, ______________________________, have agreed that my responsibilities as a Changemaker with
The Network for Social Work Management is for 13 months starting in December 2018 and will end in
January 2020.
My responsibilities as a Changemaker in the program and with my mentor include:
● Willingness to do my best to interact with my mentor with professionalism, be cautious of
his/her/their time and come to sessions prepared.
● Commitment to developing a professional relationship of trust and respect on subjects related
to health and human service.
● Attendance and full participation in all program activities including:
● Orientation video call on Friday, December 7, 2018 at 11 am PST
● One-day Immersion on Thursday, January 10, 2019 in Los Angeles
● Monthly mentoring sessions
● Monthly group coaching sessions
● Bi-monthly training sessions
● Notifying the Program Coordinator of any unavoidable emergencies that would preclude me
from attending a training session.
● Notifying my coach if I’m unable to attend a coaching session.
● Rescheduling a mentoring session with my mentor within the same month if I am unable to
attend.
● Inform info@socialworkmanager.org of the date and time of monthly meetings.
● Provide written feedback to info@socialworkmanager.org on the designated check-in dates.
● Inform info@socialworkmanager.org of any issues that may occur during the mentoring
process.
● Notify info@socialworkmanager.org about termination from the program if termination will occur
prior to designated termination date.
● Complete program evaluations.
● Participate, if possible, in the final program event i.e. 2019 Annual Management Conference.
Please note that although all efforts have been made to select coaches, trainers and mentors who
embody the values of The Network for Social Work Management and have the experience and skills
necessary to be the most appropriate catalysts to selected Changemakers, we acknowledge not having
a personal relationship with most candidates and using written materials received to make decisions
regarding best fit for selected Changemakers. Mentoring, coaching and training relationships will be
tracked and monitored by the Network but remain the sole responsibility of mentors and Changemakers.
______________________ ___/___/___
Changemaker Name Date
______________________
Changemaker Signature
66
CHANGEMAKER CHECK-IN FORM
Date:
Changemaker:
Mentor:
1. Have you met with your mentor? How many times? How are things going?
2. Have you attended the coaching sessions? How are things going?
3. Have you attended the trainings? What did you like most about them? Do you have any
feedback on the trainings?
4. If you have not been to a session, please indicate which one(s) and why:
5. Please share a few takeaways from mentoring, coaching, and training:
6. Have you been in contact with the other Changemakers outside scheduled sessions? If not,
why? What can we do to help facilitate these interactions?
7. Have you contacted anyone from the Changemakers Network for informational interviews? If
so, who?
8. On a scale of 1-10, how committed are you to the program?
9. Are there any questions you have or issues the Network may address?
10. Additional thoughts, comments or suggestions:
67

MENTOR APPLICATION

Mentor Information
● Name
● Email
● Address
● Phone
● Place of Employment
● Job Title

Education and Work Experience
● What degree(s) do you possess? Check all that apply.
o BA or BSW
o MSW or MSSW Candidate
o MSW or MSSW
o MBA
o PhD or DSW Candidate
o PhD or DSW
o Other
● Graduation Date:
● Please provide a short bio:
● Describe your current role (100 word limit):
● Management Level:
o Mid-Level Manager
o Executive
o Academic
o Other

Interests
● Why did you join the Network?
● How did you hear about the Changemakers of Color program?
o Email from the Network
o Network website
o LinkedIn
o Facebook
o Twitter
o Colleague
o Google Search
o Other
● If selected, would you mind being matched with a Changemaker outside of your time zone?
Please note that this response may impact whether you are selected for the program or not.
o Yes
o No
● Why do you want to be a mentor for a Changemaker?
68

● How many Changemakers will you be willing to mentor?
o One
o Two
● What skills, qualities, and expertise do you possess that would make you a good mentor?
● How do you feel about race equity in health and human services?
● Are you committed to helping connect your Changemaker to others within your network?
o Yes
o No
● Is there a particular area/aspect of the profession you would most like to work on with a
Changemaker? If so, please provide details:
● What knowledge or experience do you have in the health sector? Please provide details:
Uploads
● Please submit a head shot. Note that if you submit a head shot and are accepted to the
program, we intend to use it for the NSWM website & campaigns.
● Please submit your resume:
● Please submit your cover letter:

By submitting this form, you are acknowledging that you are committed to actively participate in the
Changemakers of Color program and will follow the mentor guidelines. Please note that your participation
in this program will require discussing and addressing topics such as systemic racism, privilege,
microaggressions, and unconscious biases.

69
MENTOR ACCEPTANCE/REJECTION NOTIFICATIONS
ACCEPTANCE
Dear (MENTOR NAME),
Congratulations! You have been chosen to participate in the Network’s 2019-20 Changemakers of Color
Program! We had an overwhelming interest from around the world for mentors. Your acceptance to this
program means your application reflected experience, education and values that imply that you are
equipped with the expertise to prepare people of color for success by enhancing their leadership skills.
If you choose to accept this invitation to participate in the program, please sign and return the Mentor
Participation Agreement by this Friday, December 7, 2018.
We are excited to welcome you as part of our inaugural cohort for this pilot program and your
involvement. Race equity is important within our sector and we look forward to working with
Changemakers of Color to help strengthen their opportunity for success in leadership.
If you have any questions or concerns, please contact Lakeya Cherry, CEO of The Network for Social
Work Management at lakeya@socialworkmanager.org.
REJECTION
Dear (APPLICANT NAME),
Thank you for your interest in the Network’s Changemakers of Color program. We appreciate the time
and effort you devoted to submitting an application. Unfortunately, we are unable to grant you acceptance
at this time.
Fortunately, there are other ways to get involved with the Network! Some of these opportunities include:
● Attend our 2019 Annual Management Conference in Chicago, IL hosted at Lake Shore
Campus, Mundelein Center at Loyola University Chicago
● Register for the Emerging Leaders Institute at the 2019 Annual Management Conference
● Attend our monthly webinars
● Join or start a Network Chapter in your area
● Peruse our online Career Center
Again, thank you for applying to the Changemakers of Color program. We strongly encourage you to
consider applying next year. We hope you will continue to join the Network on our journey of fostering
high-level human services management practices throughout the U.S. and abroad.
70

MENTOR GUIDELINES

Responsibilities as a mentor with the program and with a Changemaker include:

● Willingness to do my best to improve the Changemaker’s skills by promoting his/her/their
professional development, enhancing his/her/their leadership skills and developing his/her
knowledge of management.
● Commitment to developing a professional Changemaker-focused relationship of trust and
respect on subjects related to the social work and human services field.
● Commitment to meet with my Changemaker on a monthly basis for the purpose of providing
mentoring.
● Inform the coordinator of the date and time of monthly meetings with Changemaker.
● Provide written feedback about the progress of mentoring to the program coordinator on the
designated check-in dates.
● Inform the program coordinator of any issues that may occur during the mentoring process.
● Notify the coordinator about termination of the program if termination will occur prior to
designated termination date.
● Complete program evaluations.
● Participate, if possible, in the final program event i.e. 2019 Conference.

71
MENTOR PARTICIPATION AGREEMENT
I, ______________________________, have agreed that my responsibilities as a mentor with The
Network for Social Work Management’s Changemakers of Color program is for 11 months starting
February 2019 and will end in January 2020.
My responsibilities as a mentor in the program and with my Changemaker include:
● Willing to do my best to improve my Changemaker’s skills by promoting his/her/their professional
development, enhancing his/her/their leadership skills and developing his/her/their knowledge of
management.
● Commitment to developing a professional Changemaker-focused relationship of trust and
respect on subjects related to the social work, health and human services field
● Commitment to meet with my Changemaker on a monthly basis for the purpose of providing
mentoring.
● Inform the Program Coordinator of the date and time of monthly meetings with my Changemaker.
● Provide written feedback to the Program Coordinator after each meeting about the progress of
mentoring that will include:
● Relationship building
● Changemaker development
● Progress with established goals and activities
● Inform the Program Coordinator of any issues that may occur during the mentoring process.
● Notify the Program Coordinator about termination of the program if termination will occur prior to
designated termination date.
● Complete program evaluations.
● Participate, if possible, in the final program i.e. 2019 Annual Management Conference.
Please note that although all efforts have been made to select mentors who embody the values of The
Network for Social Work Management and have the experience and skills to be productive mentors to
selected Changemakers, we acknowledge not having a personal relationship with most candidates and
using written materials received to make decisions regarding best fit for selected Changemakers.
Mentoring relationships will be tracked and monitored by the Network but remain the sole responsibility
of mentors and Changemakers.
____________________ ___/___/___
Mentor Name Date
____________________
Mentor Signature
72

MASTER CALENDAR

Deliverables Date & Time Details
DECEMBER 2018

Virtual Meet & Greet

Friday, December 7th
11 am PT / 2 pm ET
Join Link: https://zoom.us/j/6378199503
Meeting ID: 637-819-9503
Dial: Shown after joining the call
Participant ID: Shown after joining the
call
Computer Audio: When the call begins,
you will be connected to audio using
your computer's microphone and
speakers (VoIP). A headset is
recommended.

PLEASE NOTE: All calls will be held via
Zoom with the information above unless
stated otherwise.
JANUARY 2019

NSWM Changemakers
of Color Immersion

Thursday, January 10th
8:30 am - 5 pm PT
Hosted at The Center for Healthy
Communities at The California
Endowment
Meeting Room: Tahoe

Pre-Evaluation
FEBRUARY 2019
Training #1:
Storytelling
Friday, February 8th
12 - 2 pm PT / 3 - 5 pm ET
Laura Iaffaldano
Chief Operating Officer & Co-Founder
BizLove

Coaching Call #1

Wednesday, February 13th
12 - 1 pm PT / 3 - 4 pm ET
Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com

73

Deliverables Date & Time Details
MARCH 2019

Coaching Call Follow-
Up

Wednesday, February 13th
12 - 1 pm PT / 3 - 4 pm ET
Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com

Training #2:
Foundations of
Leadership + IDDEA

Friday, March 8th
12 - 2 pm PT / 3 - 5 pm ET
Juan Carlos Araque, PhD
Clinical Associate Professor of
Leadership, Research and Policy
Department of Children Youth and
Families
USC Suzanne Dworak-Peck School of
Social Work

March Coaching Call

Joint coaching call for all
Changemakers

Friday, March 29th
12 - 1 pm PT / 3 - 4 pm ET
Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com
APRIL 2019
Training #3:
Topics in Fundraising
Friday, April 19th
12 - 2 pm PT / 3 - 5 pm ET
Sarah Lange
Principal & Founder
New Era for Nonprofits

April Coaching Call

Joint coaching call for all
Changemakers

Tuesday, April 30th
12 - 1 pm PT / 3 - 4 pm ET
Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com

74

Deliverables Date & Time Details
MAY 2019
“Manage Your Image,
Make an Impression,
and Get the Job!”

Friday, May 10th
12 - 2 pm PT / 3 - 5 pm ET
Lakeya Cherry, MSSW
CEO
The Network for Social Work
Management
Check-In #1 Friday, May 31st Submit to info@socialworkmanager.org

May Coaching Call

Friday, May 31st
1 - 2 pm PT / 4 - 5 pm ET

Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com
30th Annual
Management
Conference
(Optional)

Wednesday, May 29th -
Saturday, June 1st

Lake Shore Campus, Mundelein Center
At Loyola University Chicago
JUNE 2019
Training #4:
Topics in Fundraising
Part II
Friday, June 7th
12 - 2 pm PST / 3 - 5 pm EST
Sarah Lange
Principal & Founder
New Era for Nonprofits

June Coaching Call

Friday, June 21st
12 - 1 pm PT / 3 - 4 pm ET

Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com

75

Deliverables Date & Time Details
JULY 2019

July Guest Speakers:
Social Work Leaders in
Complex Care: Building
A Movement Towards
Health Equity

Friday, July 12th
11 am - 12 pm PT / 1 - 2 pm ET
Tracy Schrider, LCSW, ACM
Self-Employed Consultant

Victor Murray
Director of Field Building and Resources
Camden Coalition of Healthcare
Providers

July Coaching Call

Friday, July 26th
10 - 11 am PT / 1 - 2 pm ET
Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com
AUGUST 2019

August Guest Speaker

Friday, August 2nd
12 - 2 pm PT / 3 - 5 pm ET
Ron Manderscheid, PhD
Executive Director
The National Association of County
Behavioral Health and Developmental
Disability Directors

Training #5:
Finance Workshop

Friday, August 9th
11 am - 12 pm PT / 1 - 2 pm ET
Audrey Schmedes
Financial Advisor
Merrill Lynch, Pierce, Fenner & Smith
Inc.

August Coaching Call

Monday, August 26th
12 - 1 pm PT / 3 - 4 pm ET
Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com
SEPTEMBER 2019
Training #6:
Thought Leadership and
Public Discourse

Friday, September 13th
12 - 2 pm PT / 3 - 5 pm ET
Michael Rank, PhD
Clinical Associate Professor
USC Social Work Department of Social
Change and Innovation
76

Deliverables Date & Time Details
SEPTEMBER 2019, cont.

September Coaching
Call

Friday, September 20th
12:30 - 1:30 pm PT / 3:30 - 4:30
pm ET
Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com
Check-In #2 Monday, September 30th Submit to info@socialworkmanager.org
OCTOBER 2019
Training #7:
Leaders for Community
Action + Equity
Friday, October 18th
12 - 2 pm PT / 3 - 5 pm ET

Hilary Sedovic, LMSW
Learning and Education Manager
Creative Reaction Lab

October Coaching Call

Monday, October 21st
12:30 - 1:30 pm PT / 3:30 - 4:30
pm ET
Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com
NOVEMBER 2019
Training #8:
Developing Your
Leadership Strategy

Wednesday, November 20th
11 am - 1 pm PT / 2 - 4 pm ET
Amanda M Stylianou, PhD, LCSW
Associate Vice President, Quality &
Program Development
Safe Horizon

November Coaching
Call

Wednesday, November 27th
2:30 - 3:30 pm PT / 5:30 - 6:30
pm PT
Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com

77

Deliverables Date & Time Details
DECEMBER 2019

December Coaching
Call

Friday, December 20th
10 - 11 am PT / 1 - 2 pm ET
Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com
JANUARY 2020

January Coaching Call

Joint coaching call for all
Changemakers

Thursday, January 9th
11 am - 12 pm PT / 2 - 3 pm ET

Dawn Shedrick, LCSW-R
Founder & CEO
JenTex Training & Consulting
dawn@jentextraining.com

Baron Wright
Founder & CEO
CreateX
baron@baronartist.com

NSWM Changemakers
of Color Closing Event

Friday, January 24th
8:30 am - 5 pm PT
Hosted at Joan Palevsky Center at The
California Community Foundation (CCF)
Meeting Room: Board Room

Final Evaluation

78
BUDGET
FY19
Projected
FY19
In-Kind
FY19
Actual
FY19
In-Kind
FY19
Total
FY20
Actual
FY20 In-
Kind
FY20 Total
EXPENSES
Marketing
Marketing/Design $2,000.00 $1,860.40 $1,860.40 $0.00 $0.00
Website $1,500.00 $884.55 $884.55 $0.00 $0.00
Social Marketing $500.00 $273.16 $273.16 $0.00 $0.00
TOTAL Marketing $4,000.00 $0.00 $3,018.11 $0.00 $3,018.11 $0.00 $0.00 $0.00
Immersion/Closing Event
Catering $2,000.00 $774.26 $774.26 $733.29 $733.29
Supplies $1,500.00 $297.57 $297.57 $52.00 $52.00
Honorarium $1,000.00 $0.00 $0.00 $0.00 $0.00
TOTAL Immersion $4,500.00 $0.00 $1,071.83 $0.00 $0.00 $785.29 $0.00 $0.00
Personnel
Coaching $4,000.00 $3,500.00 $1,450.00 $1,600.00 $3,050.00 $2,400.00 $1,600.00 $4,000.00
Trainings $600.00 $1,500.00 $800.00 $2,300.00 $250.00 $800.00 $1,050.00
Personnel Training $1,500.00 $2,600.00 $1,500.00 $1,500.00 $5,672.63 $5,672.63
Travel Expenses $2,000.00 $1,581.28 $1,581.28 $0.00 $0.00
Trainer Honorarium $1,800.00 $0.00 $0.00 $0.00 $0.00
Project Director $0.00 $0.00 $0.00 $0.00 $0.00
TOTAL Personnel $9,900.00 $6,100.00 $6,031.28 $2,400.00 $8,431.28 $8,322.63 $2,400.00 $10,722.63
Supplies
Training Educational
Materials (Books)
$1,000.00 $1,011.52 $1,011.52 $28.59 $28.59
Zoom $720.00 $149.90 $149.90 $0.00 $0.00
Framed Certificates for
Changemakers
$250.00 $0.00 $0.00 $28.89 $28.89
Plaques for Mentors $450.00 $0.00 $0.00 $268.14 $268.14
Conference Comped
Registration
$0.00 $3,250.00 $0.00 $3,250.00 $3,250.00 $0.00 $3,250.00 $3,250.00
TOTAL Supplies $2,420.00 $3,250.00 $1,161.42 $3,250.00 $4,411.42 $325.62 $3,250.00 $3,575.62
TOTAL $20,820.00 $9,350.00 $11,282.64 $5,650.00 $16,932.64 $9,433.54 $5,650.00 $15,083.54
79

Evaluations

IMMERSION EVALUATION SURVEY

80
IMMERSION EVALUATION RESULTS
1. Please assess your level of agreement with the statements below.
Statement Strongly Agree Agree
Somewhat
Agree
Agree Very
Little
Do NOT Agree
at All
The immersion event provided me with useful information. 100.0% 0.0% 0.0% 0.0% 0.0%
I learned something new from the immersion event. 87.5% 12.5% 0.0% 0.0% 0.0%
The immersion event further prepared me for the
Changemakers of Color pilot program.
75.0% 25.0% 0.0% 0.0% 0.0%
2. Please indicate the most valuable thing you learned at the immersion event and why.
✓ Take risks, even if you don't feel you are ready
✓ That you don't have to be 100% prepared to take a new role; be brave enough to take risks
and use your knowledge to push through
✓ I loved Kelsey's presentation. I loved releasing what is holding us back
✓ Applicable skills, tips and education about the POC management road
✓ Take the risk. Most valuable part
✓ Kelsey reinforced the ideas of using the skills that prove to work
✓ Transferable skills and becoming a subject matter expert to leverage personal skills. The
combination of the two to give and expand your skills as a professional and to position
yourself as an indispensable asset
✓ Honestly, I can't put it into words. I really enjoyed all the speakers and they all said valuable
things. I'm still soaking it all in
Immersion Evaluation Survey Results (N=8)
81

3. Do you have any suggestions for improving future immersion events?
✓ No. Everything was well planned out and speakers were impactful and thought provoking
✓ More interactive events/discussions, as it is difficult to sit all day
✓ A few more built in breaks. I would have liked to discuss our identities as a group and process our
experiences with them
✓ I loved today's event
✓ Everything was great!
✓ I was hoping to get more concrete discussion and engagement during the "Being a POC in the
Workplace" section
✓ Some of the coaching aspects can/may be a better fit individually for sensitive individuals who may
not be comfortable being exposed to a group
✓ More comfortable seats? Possible training certificate in some Management area

4. If you had an opportunity to apply for an executive position TODAY, how likely would you
be to apply?

I would
absolutely
apply!
I would likely
apply I might apply
I would likely
NOT apply
I would
absolutely
NOT apply!
37.5% 25.0% 25.0% 12.5% 0.0%

5. Regardless of whether you would apply for the executive position or not, how qualified
would you feel you are for the position TODAY?
I would
absolutely be
qualified!
I would likely
be qualified
I might be
qualified
I would likely
NOT be
qualified
I would
absolutely
NOT be
qualified!
25.0% 12.5% 37.5% 25.0% 0.0%

82

TRAINING EVALUATION SAMPLE

Please assess your level of agreement with the statements below.

Statement
Strongly
Agree Agree
Neither
Agree, Nor
Agree Disagree
Strongly
Disagree
The training provided me with useful
information.
62.5% 37.5% 0.0% 0.0% 0.0%
I learned something new from the
training.
33.3% 66.7% 0.0% 0.0% 0.0%
The material in the training was
relevant to helping me meet my career
leadership goals.
37.5% 50.0% 12.5% 0.0% 0.0%

Please indicate the most valuable thing you learned at the training and why.

✔ I learned how to reconsider storytelling to non-POC.
✔ I learned to focus my stories.
✔ Story telling is powerful, thankful for those who shared.
✔ Storytelling architecture.
✔ The training let me knew that there are running themes in how I tell my story; which
was very powerful to point out.
✔ The way to use storytelling to speak your truth in a less confrontational way.
✔ Your beliefs of yourself influence how you tell your story. You need to believe in
yourself, your skills in order for others to see who you say you are.

Training #1 (Storytelling) Survey Results (N=8*)
83

Do you have any suggestions for improving future immersion events?

✔ Authentic self in the workplace.
✔ I am still interested in a social media training.
✔ Interviewing strategies.
✔ Not at the moment.
✔ Public speaking techniques will be helpful.
✔ Salary & benefits negotiation in the public sector or health & human services.

If you had an opportunity to apply for an executive position TODAY, how likely would you
be to apply?

I would
absolutely
apply!
I would likely
apply I might apply
I would likely
NOT apply
I would
absolutely
NOT apply!
25.0% 25.0% 25.0% 25.0% 0.0%

Regardless of whether you would apply for the executive position or not, how qualified
would you feel you are for the position TODAY?
I would
absolutely be
qualified!
I would likely
be qualified
I might be
qualified
I would likely
NOT be
qualified
I would
absolutely
NOT be
qualified!
12.5% 50.0% 37.5% 0.0% 0.0%

84
FINAL EVALUATION
NSWM Changemakers of Color Program Survey – Final Evaluation
Thank you for your participation in the Changemakers of Color Program! Please complete this
survey regarding your experience. We value your opinion; your feedback will help us to improve
our program.
Overall Experience
1. Before participation in the program, have you ever had a professional leadership role?
Yes ⃝ No ⃝
If yes, please provide your position title or role : _________________________________________________________
If yes, why did you choose to participate in this program?_______________________________________________
_________________________________________________________________________________________________________________
2. At the beginning of the program, how ready did you feel for a leadership role?
Not at All Ready ⃝ Somewhat Ready ⃝ Ready ⃝ Very Ready ⃝
3. After participating in the program, how ready do you feel now for a leadership role?
Not at All Ready ⃝ Somewhat Ready ⃝ Ready ⃝ Very Ready ⃝
4. Please rate your level of agreement with this statement: If the opportunity presented itself
today, I would apply for a leadership role on an executive team or board.
Strongly Disagree ⃝ Disagree ⃝ Neither Agree nor Disagree ⃝ Agree ⃝ Strongly Agree ⃝
5. Within what timeframe would you apply for a leadership role?
Now ⃝ Less than 1 Year ⃝ In 1 -2 Years ⃝ In 3 or More Years ⃝ No plans to Apply ⃝
85
6. How much more confident do you feel personally, compared to when you began the program?
No More Confident ⃝ Somewhat More Confident ⃝ Much More Confident ⃝
7. How much more confident do you feel professionally, compared to when you began the
program?
No More Confident ⃝ Somewhat More Confident ⃝ Much More Confident ⃝
8. How much more confident do you feel around your role as a leader, compared to when you
began the program?
No More Confident ⃝ Somewhat More Confident ⃝ Much More Confident ⃝
9. Please rate your level of agreement with this statement: Overall, the program has provided me
with a supportive network that I can access.
Strongly Disagree ⃝ Disagree ⃝ Neither Agree nor Disagree ⃝ Agree ⃝ Strongly Agree ⃝
10. Please rate your level of agreement with this statement: After the program, I feel confident with
making my own connections.
Strongly Disagree ⃝ Disagree ⃝ Neither Agree nor Disagree ⃝ Agree ⃝ Strongly Agree ⃝
11. Please rate your level of agreement with this statement: I liked the virtual nature of the
program.
Strongly Disagree ⃝ Disagree ⃝ Neither Agree nor Disagree ⃝ Agree ⃝ Strongly Agree ⃝
Please explain: _______________________________________________________________________________________________
_________________________________________________________________________________________________________________
12. Knowing what you know now, what is the likelihood that you would participate in the program
again?
Not at Likely ⃝ Somewhat Likely ⃝ Likely ⃝ Very Likely ⃝
Please explain: _______________________________________________________________________________________________
_________________________________________________________________________________________________________________
13. Did you experience any personal or professional transitions (e.g. move, new job) that impacted
your full participation in the program? Yes ⃝ No ⃝
If yes, please explain: ________________________________________________________________________________________
_________________________________________________________________________________________________________________
86
14. Were there any barriers that you faced personally or professionally that impacted your full
participation in the program? Yes ⃝ No ⃝
If yes, please explain: ________________________________________________________________________________________
_________________________________________________________________________________________________________________
15. Have you received a pay increase or promotion within the past year? Yes ⃝ No ⃝
16. On a scale from one (1) to ten (10), with one being not committed at all and a ten being fully
committed, how committed were you to the program throughout the year?
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝ 6 ⃝ 7 ⃝ 8 ⃝ 9 ⃝ 10 ⃝
Immersion
17. Please rate your level of agreement with this statement: The immersion adequately prepared
me for the 12-month Changemakers of Color program.
Strongly Disagree ⃝ Disagree ⃝ Neither Agree nor Disagree ⃝ Agree ⃝ Strongly Agree ⃝
18. What could be done to improve the immersion experience? ____________________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
Changemakers
19. Please rate your level of agreement with this statement: I feel close to one or more of the other
Changemakers.
Strongly Disagree ⃝ Disagree ⃝ Neither Agree nor Disagree ⃝ Agree ⃝ Strongly Agree ⃝
20. What could be done to increase or improve your relationship with the other Changemakers?
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
87
Coaching
21. Please rate your level of agreement with this statement: My coach was a good fit.
Strongly Disagree ⃝ Disagree ⃝ Neither Agree nor Disagree ⃝ Agree ⃝ Strongly Agree ⃝
Please explain: _______________________________________________________________________________________________
_________________________________________________________________________________________________________________
22. Please rate your level of agreement with this statement: My relationship expanded with those
in my coaching circle.
Strongly Disagree ⃝ Disagree ⃝ Neither Agree nor Disagree ⃝ Agree ⃝ Strongly Agree ⃝
23. During the 12-month program, how many coaching sessions did you participate in?
One session ⃝ 2 to 3 sessions ⃝ 4 to 5 sessions ⃝ 6 to 10 sessions ⃝ More than 10 sessions ⃝
24. Were you able to complete at least one or more of your identified goals? Yes ⃝ No ⃝
Please explain: _______________________________________________________________________________________________
_________________________________________________________________________________________________________________
25. On a scale from one (1) to ten (10), with one being not useful at all and ten being absolutely
useful, how useful was coaching to you and your development?
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝ 6 ⃝ 7 ⃝ 8 ⃝ 9 ⃝ 10 ⃝
26. What were your key takeaways from coaching? _______________________________________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
27. What could be done to improve your coaching experience? _________________________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
88
Mentoring
28. Please rate your level of agreement with this statement: My mentor was a good fit.
Strongly Disagree ⃝ Disagree ⃝ Neither Agree nor Disagree ⃝ Agree ⃝ Strongly Agree ⃝
Please explain: _______________________________________________________________________________________________
_________________________________________________________________________________________________________________
29. Was your mentor a person of color? Yes ⃝ No ⃝
30. Did it matter to you whether or not your mentor was a person of color? Yes ⃝ No ⃝
Please explain: ____________________________________________________________________________________________
______________________________________________________________________________________________________________
31. During the 12-month program, about how many times did you meet with your mentor?
One time ⃝ 2 to 3 times ⃝ 4 to 5 times ⃝ 6 to 10 times ⃝ More than 10 times ⃝
32. On a scale from one (1) to ten (10), with one being not useful at all and ten being absolutely
useful, how useful was mentoring to you and your development?
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝ 6 ⃝ 7 ⃝ 8 ⃝ 9 ⃝ 10 ⃝
33. How likely is it that you will remain in contact with your mentor, post-program?
Not at Likely ⃝ Somewhat Likely ⃝ Likely ⃝ Very Likely ⃝
34. What could be done to improve your mentoring experience? __________________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
Training
35. During the 12-month program, about how many training sessions did you participate in?
One session ⃝ 2 to 3 sessions ⃝ 4 to 5 sessions ⃝ 6 to 10 sessions ⃝ More than 10 sessions ⃝
89
36. During the 12-month program, about how many training sessions did you not attend, but you
watched the recording instead?
One session ⃝ 2 to 3 sessions ⃝ 4 to 5 sessions ⃝ 6 to 10 sessions ⃝ More than 10 sessions ⃝
37. Was two hours enough time for the trainings? Yes ⃝ No ⃝
38. On a scale from one (1) to ten (10), with one being not useful at all and ten being absolutely
useful, how useful were the training sessions to you and your development?
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝ 6 ⃝ 7 ⃝ 8 ⃝ 9 ⃝ 10 ⃝
39. Which training did you enjoy the most? ________________________________________________________________
40. Which training did you enjoy the least? ________________________________________________________________
41. What would you have liked to receive a training on? _________________________________________________
______________________________________________________________________________________________________________
42. What was your key take away from training? __________________________________________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
43. What could be done to improve future training sessions? ____________________________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
Social Capital and Equity Allies
Social Capital is the effective functioning of social groups through interpersonal relationships, a
shared sense of identity, a shared understanding, shared norms, shared values, trust, cooperation,
and reciprocity.
44. Please rate your level of agreement with this statement: Because of my participation in the
program, I have increased my Social Capital.
Strongly Disagree ⃝ Disagree ⃝ Neither Agree nor Disagree ⃝ Agree ⃝ Strongly Agree ⃝
90
45. Within the last year, how much has your network expanded?
Stayed the Same ⃝ 1 to 5 New People ⃝ 6 to 10 New People ⃝ 10+ New People ⃝
46. Is your network more racially diverse now, since participating in the program? Yes ⃝ No ⃝
An Equity Ally is a White person who is intentional with using their privilege and power to directly
facilitate access and opportunity for those from marginalized backgrounds in order to disrupt
oppressive systems and build a race equity culture
47. Please rate your level of agreement with this statement: I am comfortable being connected to
and paired with equity allies moving forward.
Strongly Disagree ⃝ Disagree ⃝ Neither Agree nor Disagree ⃝ Agree ⃝ Strongly Agree ⃝
Program Value
48. Knowing what you know now, would you be willing to pay to participate in the program?
Yes ⃝ No ⃝
If no, please explain: ______________________________________________________________________________________
______________________________________________________________________________________________________________
49. The Changemakers of Color Program is valued at over $1,000 per year. How much would you
be willing to pay for a 12-month program of mentoring, coaching, training, and networking?
$0 ⃝ Less than $250 ⃝ $250 to Less than $500 ⃝ $500 to Less than $1,000 ⃝ $1,000 to $1,500 ⃝
50. Would your commitment to the program had been different, had you (or an employer) paid to
participate in the program? Yes ⃝ No ⃝
Please explain: _______________________________________________________________________________________________
_________________________________________________________________________________________________________________
51. How likely is it that your employer would sponsor your participation in the Changemakers of
Color program?
Not at Likely ⃝ Somewhat Likely ⃝ Likely ⃝ Very Likely ⃝
91
Final Thoughts
52. Would you be willing to join Changemakers of Color as an alumni, and continue this work?
Yes ⃝ No ⃝
53. What could be done to improve the Changemakers of Color program? ________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
54. Please provide any additional comments, suggestions, or recommendations that you may have,
that were not addressed in this survey.
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
Thank you for your time and consideration in the completion of this
survey.
Your input is valuable to the future of the program.
92
FINAL EVALUATION RESULTS
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Asset Metadata

Creator Cherry, Lakeya Renée (author)

Core Title Changemakers of Color: a model for racial equity in the nonprofit sector

School Suzanne Dworak-Peck School of Social Work

Degree Doctor of Social Work

Degree Program Social Work

Publication Date 05/20/2020

Defense Date 04/17/2020

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag allies,bias,Board of Directors,changemakers,Changemakers of Color,Coaching,diversity,equal access,equal opportunity,equity,equity allies,executive,executive leadership,human services,inclusion,innovation,Justice,Leader,leaders,leadership,leadership gap,Management,marginalized,mentoring,network,networking,nonprofit,nonprofit sector,nonprofits,norms,OAI-PMH Harvest,opportunities,people of color,professional development,race equity,racial equity,racial leadership gap,Racism,social capital,social impact,Social Justice,social network,social norms,Social Work,Social workers,structural racism,systemic,Training,unconscious bias,white fragility,whiteness

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Manderscheid, Ronald (committee chair)

Creator Email lakeya.cherry@gmail.com,lrcherry@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-c89-313408

Unique identifier UC11664035

Identifier etd-CherryLake-8448.pdf (filename),usctheses-c89-313408 (legacy record id)

Legacy Identifier etd-CherryLake-8448.pdf

Dmrecord 313408

Document Type Capstone project

Rights Cherry, Lakeya Renée; Cherry, Lakeya Renee

Type texts

Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the a...

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA