Dorchester Bay Economic Development Corporation
Working towards a more equitable, liveable Boston
Learn how to support this organization
Dorchester Bay Economic Development Corporation
EIN: 04-2681632
as of October 2024
as of October 15, 2024
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Boston is among the most racially segregated and unequal cities in the U.S. The median net worth of white families is 30,000 times that of black families. The city is experiencing rapid growth that threatens to increase financial instability and displacement for Boston’s lowest-income residents. Dorchester Bay (DBEDC) is in the heart of the Uphams Corner neighborhood in Boston. Uphams Corner and surrounding neighborhoods are microcosms of racial inequality experiencing higher poverty, unemployment, and housing cost burden rates than Boston overall. The majority of residents in many neighborhoods we serve are people of color. Many of the small businesses in our service area are also at risk of being displaced. Development and displacement pressures create great need but also tremendous opportunity. DBEDC works to create effective pathways to economic and social mobility and sustainability for Boston’s lowest-income residents during a period of rapid development.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Real Estate Development
Dorchester Bay is committed to developing quality affordable housing to ensure that our community can remain, grow, and thrive despite the current housing crisis. We aim to stabilize neighborhood assets and create opportunities for affordable housing, wealth building, job creation and local economic development.
Resident & Community Engagement
We believe in authentic Community Engagement at Dorchester Bay. Community is best developed when residents are supported and able to be problem solvers and change agents in their neighborhoods and communities. Together, we are building a brighter future where residents are engaged, communities thrive, and voices are heard.
Through a comprehensive range of resources, advocacy, and organizing initiatives, we foster community partnerships and amplify the voices of the people we serve. Our dedicated team is committed to conducting extensive outreach, working tirelessly as educators and facilitators, ensuring that residents are informed and supported. We prioritize housing stabilization by providing essential support, including mediation and life coaching, to promote stable and thriving neighborhoods.
Small Business
Many small businesses are at risk of displacement due to rising commercial rents and barriers to accessing capital. Through our technical assistance and loan offerings, Dorchester Bay helps over 300 businesses per year meet their goals to startup, stabilize, and grow their businesses. In 2023, Dorchester Bay provided 25 loans to 17 small businesses totaling $1,505,000!
Dorchester Bay focuses on supporting entrepreneurship as a driver of job creation and wealth creation. As the only CDC-based Community Development Finance Institution (CDFI) in Boston, Dorchester Bay helps aspiring entrepreneurs and established businesses access the capital they need to launch, maintain, or grow their businesses. Our primary goal is to lend low-cost capital to startups, scaling businesses, and distressed businesses in six low-to-moderate income neighborhoods in Boston with an emphasis on lending to businesses owned by Black, Brown, and underserved, and historically marginalized business owners.
Workforce Development
At Dorchester Bay Economic Development Corporation, we are dedicated to empowering individuals through comprehensive workforce development initiatives. Our vision is to foster thriving communities by equipping residents with the skills and opportunities they need to succeed in today’s job market.
Dorchester Bay supports individuals facing different employment barriers, helping them realize their potential to secure and maintain jobs that offer sustainable livelihoods and economic self-sufficiency. Our Workforce Development Department welcomes all Boston residents with all educational backgrounds and at different career stages looking to enter or re-enter the job market.
Our services are free of charge and designed to provide participants with essential skills and knowledge needed to excel in their careers. From foundational job readiness training to specialized training and job placement assistance, Dorchester Bay offers tailored services that meet diverse career needs.
Where we work
Accreditations
Community Development Financial Institutions Fund of the United States Department of the Treasury 2006
Community Housing Development Organization - U.S. Department of Housing and Urban Development 2006
United States Small Business Administration - 8(a) Business Development 2009
US Department of Housing and Urban Development 2009
Awards
Choice Neighborhood Award - Quincy Corridor Project $12.3M out of $20M awarded to City of Boston 2011
Department of Housing & Urban Development
Sustainable communities Pilot/ 1 of 5 in the United States 2011
Dept. Housing & Urban Development, Environmental Protection Agency, Dept. of Transportation
HUD Community Challenge Grant Award - Fairmount/Indigo Line CDC Collaborative helped City to win $1.8M 2011
Department of Housing & Urban Development
Ricanne Hadrian Award for Excellence 2010
Massachusetts Association of Community Development Corporations
Excellence in Collaboration Award for the Fairmount CDC Rail Line Collaborative 2009
Massachusetts Nonprofit Network
Citation from Governor Deval Patrick recognizing 30 yrs. of service 2009
Commonwealth of Massachusetts
Reader's Choice Award for the Dudley Village Project 2008
Affordable Housing Finance Magazine
Community, Academia & Non-Profit Organization Environmental Merit Award 2008
U.S. Environmental Protection Agency
Honorable Mention as Outstanding Planning Project for "Boston's Newest Smart Growth Corridor" by the Fairmount/Indigo Line CDC Collaborative 2006
American Planning Association
Recognition in top 10 of all its affiliates for organizational and programmatic excellence 2006
United Way of Massachusetts Bay
Region 1 (New England) "Phoenix Award" for Excellence in Brownfield Redevelopment 2004
Environmental Protection Agency
CDFI Fund Award for $1.2MM 2013
U.S. Treasury Department
MetLife Foundation Community-Police Partnership Award 2014
LISC/MetLife Foundation
Community Advocate Award 2023
Winn Companies
Preservation Achievement Award 2023
Boston Preservation Alliance
Mayor Thomas M. Menino Legacy Award 2023
Preservation MA
Affiliations & memberships
AFP (Association of Fundraising Professionals) 2010
Citizens’ Housing and Planning Association 2000
Massachusetts Association of Community Development Corporations (MACDC) 1990
United Way Member Agency 1990
Urban Land Institute - Member 2000
CDC - State certified Community Development Corporation 2013
Opportunity Finance Network (OFN) 2023
American Association of Service Coordinators 2023
African American Alliance of CDFI CEOs (AAACDFI) 2023
CDFI Coalition 2023
National Alliance of Latino CDFI Executives (NALCE) 2023
The National Association for Latino Community Asset Builders (NALCAB) 2023
Mel King Institute 2023
Masshousing- Tap membership 2023
Associated Industries of Massachusetts 2023
Citizens’ Housing & Planning Association (CHAPA) 2023
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of jobs created and maintained
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Related Program
Small Business
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Total number of Mircofinance partners
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Related Program
Small Business
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of microloan borrowers
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Related Program
Small Business
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of loaned made to businesses
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Related Program
Small Business
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Total dollars loaned to businesses
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Related Program
Small Business
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of computer literacy/skills/technology courses conducted
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Related Program
Resident & Community Engagement
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of attendees present at rallies/events
This metric is no longer tracked.Totals By Year
Population(s) Served
At-risk youth
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Number of meals served or provided
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Number of loans issued to clients
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Total dollar amount of loans issued
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Dorchester Bay (DBEDC) is striving toward an equitable Dorchester. We’re fighting for a Dorchester that will see more affordable housing, allowing families to remain in their neighborhoods.
We’re pushing for affordable commercial space that gives small businesses – many of them owned by immigrants and people who speak a primary language other than English – a chance to remain and grow.
We’re aiming to achieve a vision of equity that centers current residents from historically marginalized groups, helps them to build economic and social power, and creates vehicles for them to remain and thrive in their neighborhoods.
We’re ensuring that DBEDC is a strong, nimble, and sustainable organization with the infrastructure and capacities to achieve our vision and fortifying our viability for the next generation.
Through a holistic, equitable approach to community development, Dorchester Bay (DBEDC) will achieve this vision by:
– Increasing the supply of housing affordable to a range of individuals and families that contributes to neighborhood stability, and that the DBEDC portfolio of properties continues to meet the highest standards of excellence, serving the needs of existing residents for quality, safe, affordable, and stable housing.
– Fostering economic development in Dorchester by developing and managing commercial real estate properties that are assets to the community, and by increasing the number of vibrant and growing small businesses that align with community needs.
– Increasing engagement with art and culture as catalysts for community building and economic growth.
– Building the leadership and level of political power among lower and moderate-income residents in DBEDC housing and in the broader community.
– Increasing public policy advocacy and engagement in civic affairs among residents in Dorchester Bay housing and the broader community that results in positive, localized neighborhood impact.
– Increasing economic self-sufficiency through livable wage jobs and sustainable employment.
– Developing and retaining a diverse staff with the necessary professional capacities, create an inclusive culture, and foster cross-departmental initiatives.
– Continuing to develop an engaged, informed, and active Board of Directors that offers strategic leadership and strives for excellence in governance.
– Strengthening DBEDC financially, with diverse revenue streams sufficient to meet the goals of the organization, a risk management system, and high-quality asset management systems.
– Raising the visibility and profile of DBEDC in the community and with stakeholders through effective outreach and communication.
– Strengthening systems for effective outcome measurement including technology, staff skills, and the capacity for data collection, analysis, and reflection to support program and organizational improvements.
What are the organization's key strategies for making this happen?
Dorchester Bay has identified strategies for achieving its vision of an equitable Dorchester:
– Continue to serve Dorchester’s low-income residents while expanding rental housing opportunities to middle and moderate-income residents.
– Contribute to the stability of the local Dorchester economy by providing homeownership opportunities for low- and moderate-income families.
– Identify new pipeline projects to continue Dorchester Bay’s housing production and preservation pace of one project per year.
– Provide high-quality services to residents that support their needs and promote stable tenancies.
– Develop commercial real estate as a vehicle for economic development and permanent job creation.
– Identify a framework for developing effective job training programming and skills credentialing opportunities for low-income and moderate-income residents.
– Bolster our neighborhood loan fund to provide more money to lend to area businesses, to invest in DBEDC projects, and to launch new initiatives.
– Increase access to active recreation and public transportation through partnerships.
– Establish a leadership training program paired with civic action. Develop the framework and the resources for a comprehensive and well-integrated civic engagement initiative.
– Partner with local and statewide coalitions, networks, and advocacy organizations to advance issues that will have a positive impact on the neighborhood.
– Support leadership growth and increasing meaningful leadership roles within DBEDC and in the broader community. Support leadership growth and increasing meaningful leadership roles for youth.
– Use DBEDC’s housing developments as a health care tool.
– Launch a financial skill and asset-building program for adults and for youth.
– Expand Board representation to reflect the diversity of the Dorchester community, including business owners and neighborhood residents. Develop Board’s capacity to rigorously review policies programs, finances and executive performance in the context of the strategic plan.
What are the organization's capabilities for doing this?
Dorchester Bay (DBEDC) approaches its goals and strategies from a healthy financial and organizational position. DBEDC has a positive reputation among residents, community organizations, local area businesses, city and state government, federal government partners, building trades professionals, and in the broader community development field.
DBEDC is a respected leader in community real estate development. We are known for leading projects that are inclusive of local residents and exceed city local and minority hiring requirements.
In addition, DBEDC has an engaged and committed staff of professionals from diverse backgrounds. Many of our staff are residents of the neighborhoods we serve. Our staff is diverse across race, ethnicity, gender, place of birth, primary language, educational and economic background.
Our strong financial position, expertise in real estate development, reputation as an innovative and creative developer, and our staff which reflects that diversity of the communities we serve ensure that we have the capability and will to make good on our vision of equitable community development.
What have they accomplished so far and what's next?
We are making significant progress toward achieving our goals. Specifically, we have:
– Pursued funding for the redevelopment of a project that will retain affordable housing in Uphams Corner.
– Initiated the process for developing affordable housing for seniors and aging residents.
– Implemented project selection criteria in evaluating all new real estate projects to ensure alignment with our vision for holistic, equitable development
– Completed a 5-year capitalization plan to bolster our small business loan fund; the plan is in its second year of implementation and we have already secured investments from a variety of sources.
– Developed a marketing plan and culturally resonant marketing materials to raise awareness of our lending products and to reach small business owners and potential entrepreneurs in low-to-moderate income communities.
– Through the advocacy of teens from our youth leadership development program, DBEDC helped to pass a criminal justice reform bill which raised the age of criminal responsibility from age 7 to 12 and established a process for juveniles and young adults to expunge crimes from their records that are no longer prosecuted as crimes in Massachusetts.
– Established the I.D.E.A. Committee (Inclusion, Diversity, Equity, and Advocacy), a body comprised of DBEDC staff who make recommendations and implement policies to establish equity in DBEDC’s hiring practices, expand access to professional development opportunities, and foster an inclusive and accepting organizational culture.
– Conducted a thorough risk assessment analysis and implemented systems and procedures for improving the transparency of the organization’s finances and administrative procedures.
Building on our initial success in achieving our strategic priorities and goals, we are continuing our work to ensure a vision of equity in Dorchester. Specifically:
– We are in the final stages of building out an Economic Mobility Agenda that will create access to living wage jobs, financial literacy for adults and youth, additional technical assistance for existing and prospective small business owners, and pathways to self-sufficiency for low-income families living in affordable housing.
– We expect to begin development of the Indigo Block project which will bring 80 units of mixed-income housing including 4 two-family homes and 20,000 square feet of light industrial space to the area.
– We are entering the next phase of our 5-year capitalization plan which will grow our loan fund.
– We are transforming the Classical Revival Pierce Building from underutilized to a community anchor for the neighborhood. Retail space on the ground floor for local businesses will draw people to the center of the district. A creative businesses incubator will help to start and grow local creative businesses and increase business ownership among people of color and women.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
-
Which of the following feedback practices does your organization routinely carry out?
We aim to collect feedback from as many people we serve as possible
-
What challenges does the organization face when collecting feedback?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.39
Months of cash in 2022 info
22.5
Fringe rate in 2022 info
18%
Funding sources info
Assets & liabilities info
Financial data
Dorchester Bay Economic Development Corporation
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Dorchester Bay Economic Development Corporation
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Dorchester Bay Economic Development Corporation
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
This snapshot of Dorchester Bay Economic Development Corporation’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $360,902 | $6,789,074 | $4,483,953 | $6,673,978 | -$3,575,348 |
As % of expenses | 7.8% | 127.4% | 63.9% | 107.7% | -44.6% |
Unrestricted surplus (deficit) after depreciation | $312,063 | $6,734,517 | $4,254,070 | $6,259,289 | -$3,621,040 |
As % of expenses | 6.6% | 125.1% | 58.7% | 94.7% | -44.9% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $5,073,309 | $12,026,671 | $8,874,530 | $16,286,134 | $10,163,285 |
Total revenue, % change over prior year | 2.2% | 137.1% | -26.2% | 83.5% | -37.6% |
Program services revenue | 85.4% | 45.9% | 89.2% | 55.1% | 66.5% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.1% | 0.0% | 0.0% | 0.1% | 0.0% |
Government grants | 0.0% | 0.0% | 1.9% | 14.4% | 8.8% |
All other grants and contributions | 17.8% | 54.8% | 11.3% | 30.8% | 25.5% |
Other revenue | -3.2% | -0.8% | -2.4% | -0.4% | -0.9% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $4,655,418 | $5,329,242 | $7,019,305 | $6,194,671 | $8,017,771 |
Total expenses, % change over prior year | -0.3% | 14.5% | 31.7% | -11.7% | 29.4% |
Personnel | 31.1% | 26.1% | 21.5% | 25.5% | 26.4% |
Professional fees | 16.0% | 15.0% | 11.3% | 12.4% | 14.9% |
Occupancy | 34.5% | 28.0% | 33.5% | 28.0% | 17.4% |
Interest | 0.6% | 0.7% | 2.4% | 0.6% | 0.0% |
Pass-through | 2.9% | 3.6% | 2.0% | 1.1% | 3.6% |
All other expenses | 14.9% | 26.6% | 29.3% | 32.4% | 37.6% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $4,704,257 | $5,383,799 | $7,249,188 | $6,609,360 | $8,063,463 |
One month of savings | $387,952 | $444,104 | $584,942 | $516,223 | $668,148 |
Debt principal payment | $0 | $0 | $0 | $14,920,573 | $0 |
Fixed asset additions | $0 | $6,513,342 | $0 | $953,206 | $1,721,564 |
Total full costs (estimated) | $5,092,209 | $12,341,245 | $7,834,130 | $22,999,362 | $10,453,175 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 3.1 | 7.1 | 8.8 | 19.6 | 22.5 |
Months of cash and investments | 29.7 | 48.5 | 40.3 | 37.7 | 36.3 |
Months of estimated liquid unrestricted net assets | 14.5 | 27.8 | 28.4 | 44.3 | 28.8 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $1,204,797 | $3,132,672 | $5,144,668 | $10,123,753 | $15,038,667 |
Investments | $10,328,443 | $18,417,637 | $18,402,093 | $9,346,251 | $9,225,083 |
Receivables | $330,137 | $141,837 | $96,335 | $1,133,083 | $2,143,865 |
Gross land, buildings, equipment (LBE) | $6,233,626 | $12,587,159 | $12,640,259 | $13,253,471 | $15,129,588 |
Accumulated depreciation (as a % of LBE) | 23.9% | 11.0% | 12.4% | 12.4% | 12.2% |
Liabilities (as a % of assets) | 74.0% | 70.8% | 71.2% | 49.2% | 63.1% |
Unrestricted net assets | $5,609,547 | $12,344,064 | $16,598,134 | $22,857,423 | $19,236,383 |
Temporarily restricted net assets | $329,755 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
Total restricted net assets | $329,755 | $238,680 | $701,909 | $2,586,184 | $3,946,140 |
Total net assets | $5,939,302 | $12,582,744 | $17,300,043 | $25,443,607 | $23,182,523 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Chief Executive Officer
Ms. Kimberly R Lyle
Kimberly R. Lyle is a dynamic and visionary executive in the affordable housing development and community development finance sectors. She is dedicated to driving positive social and economic change in underinvested communities.
As the Chief Executive Officer at Dorchester Bay Economic Development Corporation, a community development corporation (CDC) and a community development financial institution (CDFI) in Boston, Kimberly oversees a portfolio with approximately $229 million in total assets. This includes 900+ units of rental housing, 40,000 sq ft of commercial space, a $2 million microenterprise loan fund, and operating revenue of $11 million (exclusive of rental property operations).
Kimberly is a leader who embodies integrity and compassion. She is adaptable and strategic, and known for architecting diverse, equity-forward organizations. She is committed to justice and upholds probity, service, and the pursuit of excellence as key characteristics of her leadership.
Number of employees
Source: IRS Form 990
Dorchester Bay Economic Development Corporation
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Dorchester Bay Economic Development Corporation
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Dorchester Bay Economic Development Corporation
Board of directorsas of 10/03/2024
Board of directors data
Mr. Leighton Richardson
Maria Andrade
Mujeres Unido - Accountant
Lorraine Payne-Wheeler
Rosalyn Johnson
Community Volunteer
Eileen Kenner
Retired
Paul Black
Santander Bank
Kristen Halbert
Derek McCleary
TD Bank
Derrick Bellinger
An Duong
Ricky Ochillo
Leighton Richardson
Mary Walker
Brian Welch
Daryl Wright
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
-
Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Not applicable -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Not applicable -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Not applicable -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
Transgender Identity
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 10/03/2024GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.