How A Business Accelerator Is Literally Cementing Equity into Cincinnati’s Economy

Benefit corporations provide a way for businesses to make profit without having to slash wages or resort to environmentally destructive practices. Ben & Jerry's, for instance, is one of the world's most popular ice cream brands with an annual sales revenue of $132 million. Its lowest-paid worker makes $16.13 an hour, which is 46 percent above the living wage in home state Vermont, and the company offsets more than 50 percent of its greenhouse gas emissions. More than 40 percent of the board and management are from underrepresented populations, such as women, people of color, lower-income individuals, and people with disabilities.

In a time when U.S. corporate profits are soaring but wages remain stagnant, Ben & Jerry's and hundreds of other companies, including Cooperative Home Care Associates profiled below, are choosing an alternative business model – benefit corporations – driven not just by profits but also by fair working conditions, diverse leadership, and environmentally sustainable practice.

One of the fundamental challenges to growing more "triple bottom line" businesses is the legal requirement to maximize profits that applies to corporations. Anything that takes away from profits, such as higher wages or more sustainable environmental practices, leaves the corporation vulnerable to being sued by its shareholders. This limitation hinders companies from advancing any values beyond profit making.

In response to this limitation, a movement was started to pass legislation allowing for a new type of corporate entity called the benefit corporation. The benefit corporation provides legal protection for businesses that choose to treat their workers well, protect the environment, and invest in their communities, even if it means their annual profits are not as high. As of 2013, 19 states plus the District of Columbia passed benefit corporation legislation, including Delaware, which is home to 50 percent of all publicly traded companies and 64 percent of Fortune 500 companies.

In 2012, Ben & Jerry's took a step beyond being a benefit corporation and became a Certified B Corporation, as conferred by a nonprofit organization called B Lab. There are currently more than 1,000 registered B Corps. A Certified B Corp voluntarily meets higher standards of governance, workforce treatment, environmental impact, and community involvement. Companies must score at least 80 points on a scale of 200 to be eligible for certification.

Certified B Corps are part of a community of socially responsible companies and span a large spectrum of goods and services. In 2012, Cooperative Home Care Associates (CHCA) in the Bronx, New York, became the first home care company to become a Certified B Corp. Their overall B Score, at 154, is nearly twice the median score.

One of the reasons CHCA scores so high in the B Impact Assessment is because it is a worker-owned cooperative with the vast majority of the workers and worker-owners being from the Bronx. In an industry where good-paying jobs are hard to come by, CHCA deliberately chose a different business model, one that prioritizes workers over profits, and has flourished for nearly 30 years. The company has grown from 12 people to now over 2,000 employees, 70 percent of whom are worker-owners.

"When we started, a lot of for-profit home-care companies were established and were seen as a way of making a lot of money in a short time," said Michael Elsas, president of CHCA. "You didn't have to pay workers that much, you didn't have to train them that well, and you could move in and make a killing. And, in that environment we wanted to establish something a little different, more socially responsible."

Treating the workers well was not just a social mission, but it made good business sense. Elsas said, "Many of the people we were seeing were women, particularly women of color. The thought was if we train people longer and really spend time with them, if we prepare them for an entry-level position and get them ready to work and remove those barriers to work, and, if we provided a lot of support for those workers both before and after they were trained by us, we could create quality, full-time jobs. And then as a result of that quality job, we would be providing quality care that we could, in fact, provide better services."

CHCA has been a co-op since the company started in 1985. Going from a co-op model to also certifying as a B Corp was an easy decision and made a lot of business sense, Elsas said. "Distinguishing ourselves as a B Corp would be helpful in marketing to be able to say we are the only B-Corp certified home care company. We thought that would be helpful for those entities that want to do business with a B Corp. Quite honestly, it was a natural for us. There was very little that we had to do to get certified because we were already a worker-owned company, we already had everything in place."

Elsas said that CHCA is successful not because it is a co-op but because of the best practices they employ. Currently, 90 cents of every dollar that comes into the company goes to the worker. While paying workers less would result in higher profits and better dividends, Elsas said higher dividends is not what has made the company successful for 30 years. Instead, what makes CHCA successful is "how we train, how we supervise people, how we respect people, how we let people participate in what we do."

Companies like CHCA and Ben & Jerry's show that businesses can make a profit and embrace socially responsible practices. Higher wages and better work environments help working families reach economic security. Consumers can support B Corps and environmentally and socially conscious businesses by buying their products and services. A full list of B Corps can be found here.

PolicyLink Director Mildred Thompson Discusses Her Path to Management

This cross-posted blog is part of the Monday Morning Manager Blog Series hosted by The Network for Social Management. The series features a weekly post about a manager who embodies the Network's Human Service Management Competencies and can serve as an excellent example to others striving to improve their management skills. This week's featured post features the Directror of the PolicyLink Center for Health Equity and Place, Mildred Thompson.

Tell us about your path to management:
Having graduated from NYU in the late 1970’s, I thought I was on the path to my dream of being a clinical social worker, working with children and families. I did live this dream, but only for six years. I was an excellent clinician and did some really significant work with the 12-14 year-olds and their families I was assigned to, but in the back of my mind there were serious questions about how these young children became so damaged. I was working with those that had been written off as the most severely disturbed; children who were fire starters, who had beaten up their parents, siblings, and peers; and were thrown out of regular school and stigmatized as socially unacceptable. They were truly outcasts, placed on an island right outside Harlem. Wards Island was home of the state hospital for adults and later a facility was built for children, both for those who lived there, away from their families, and those who attended a day program.

I was unafraid of the challenge. I had begun my career as a 21-year-old head nurse at the famous Bellevue Hospital’s psychiatric unit, heading a locked ward for “elite” mentally ill adults. I thought working with children would offer an upstream or preventative pathway to health and wellness. So, my journey continued. Along the way there were deep questions which led to a lifelong inquiry on what conditions contributed to good health and resilience. How was it that two siblings experiencing the same family dynamics had very different responses? What were the resiliency factors that served to protect one and left another strikingly vulnerable? The more I worked with children, the clearer it became that to have a positive impact, I had to engage the families. And I began doing in-home family therapy, because my “theory of change” was that that’s where it all starts and that’s where the work was needed; less on the identified child and more on examining family functioning.

However, as I continued the inquiry, I realized there were additional layers and causative factors that impacted one’s state of physical, emotional, and spiritual heath. Families lived in communities, communities are governed by systems, and public policies shape systems. I learned early on that families and children are often at the effect of inadequate and inequitable systems and policies. Compounding all of these systemic barriers is the shameful legacy of racism, since most of the children in the institution were children of color; African American and Puerto Rican children with families living in poverty. So, I had a choice: either I continue working downstream, trying to help the sea of suffering brown children, one child and family at a time or chart a new course, working upstream by changing malfunctioning systems and policies.

My management career began after leaving New York and moving to Oakland, CA and eventually landing a job as Director of Social Work at a multicultural community clinic. In less than a year, I was asked to replace the center director. I had natural leadership skills that emerged early on and were nurtured by a seasoned mentor. It was on the job training in a very supportive environment. From there, I moved into senior leadership roles within the county public health department, continually increasing my leadership skills, style, and capacity, and eventually becoming director of a new division focused on integrating community health within the health department. So, my pathway of influence continued to unfold, from having individual impact as a psychiatric social worker, to being a family therapist, attempting to impact family dynamics -- then transitioning into system work through the community health clinic and public health department and landing into policy, the final chapter in impacting change!

It would seem admirable if I had this realization early on in my career. I did not, but I had the good sense to be obedient to opportunities continually opening up to me. I remained curious and learned as much as I could and had probing conversations with a range of people, read a lot, and participated in learning circles, constantly seeking answers to why and how and what my contributions could be. I was committed to making a difference and made this my life work. So, for the past 17 years I have worked within a policy organization, PolicyLink, influencing change through system and policy change. This is truly where substantive long-term change happens.

In summary, I am continually on my journey of learning how to be a better person than I was yesterday. Assessing when to pass the baton to the next generation of leaders. Determining how to walk every day with clarity, substance, and grace -- even in the face of challenges and setbacks. My aim is to remain balanced, to practice self-care. I try to remember my training grounds -- in school, home, and places of spiritual development. I have come to rely on my inner voice. I surround myself with people who “get me” and those who challenge me to my higher self. I do my art, listen to music, travel, and read books that stimulate, inspire, and teach.

How do you motivate your team members?
Motivating team members begins with supporting them, giving them space to lead and take risks, knowing when to step back and when to step in. It means allowing them to do it their way, even though you have a proven track record that your way has produced results. It requires patience and intentionally investing in your team.

What are you reading and/or following now (e.g. book, blog, social media groups, etc.)?
One book I am now reading is Power and Love: A Theory and Practice of Social Change by Adam Kahane, it's an exploration of ways to solve some of our nation’s most pressing challenges through balancing both power and love.

What advice do you have for those beginning their professional journey or who are already in leadership positions?
For newly emerging leaders it is important to adopt new values and skills. Social work was an excellent training ground for me, allowing me to examine situations and apply an analysis based on those early clinical trainings. But as the context changes, managers and leaders must be flexible, self-reflective, constantly growing, keeping everyone engaged and actively listening. There must also be a willingness to step back and allow the natural leadership within groups to emerge. Critical throughout all of this must be an impeccable sense of integrity and humility. It is possible to be firm, effective, and caring.

To contact Mildred Thompson for any inquiries please email her at mildred@policylink.org.

Gender and Racial Pay Gaps Stifle Local and Regional Economies

Cross-posted from the Toronto Star

Though they make up nearly half of the workforce in the U.S. and Canada, women — and women of colour in particular — continue to be marginalized in labor markets. Women make significantly less than men of similar experience and education, are vastly overrepresented in low-wage work, and are underrepresented in management — these are not just civil rights issues, they are fundamental failures within the labor market that are holding back economic growth for cities, regions, and entire nations.

When my mother, a young journalist, moved us from her home town of Montreal to New Jersey in the early 1950s, soon after I was born, she was looking for relatively better opportunities to advance in her profession as a woman, and the grass at least appeared to be greener in the States at the time. It did not necessarily turn out to be the case, and both countries still have a long way to go, but there are also promising changes in attitudes and concrete policy steps being taken on both sides of the border, as the imperative for justice intersects in new ways with strong economic incentives for inclusion and fairness.

Urban and regional economies -- in both the public and private sector — have a stake in seeing gender and racial pay gaps decline. As a group, women in the U.S. and Canada are more educated than their male peers and they are the fastest growing demographic of entrepreneurs, with women of colour leading the growth in small-business ownership in the U.S. This, in part, is why many local leaders are doubling down on efforts to address inequities in the workplace, seeking to capitalize on the often underappreciated talent and potential that women in the workforce bring to the table. For example, under the leadership of former Mayor Thomas Menino, Boston sought to become the “premier city for working women”, and current Mayor Marty Walsh recently pledged to become the first U.S. city to eliminate the gender pay gap entirely. Boston is home to the largest proportion of young women between age 20 and 34 — and the highest percentage of college educated women — of any major U.S. city, making the economic opportunity of its young women top priority for local leaders. To close the remaining 18-cent pay gap in the city, Mayor Walsh is leading the charge to educate businesses on the economic importance of closing the gender pay gap. One particular business-focused effort, 100% Talent, is a first-of-its-kind initiative that has enlisted 100 companies to voluntarily pledge to help close the gender gap by sharing payroll data (including metrics on gender and race), implementing recommended practices to reduce pay inequities, and participating in biennial reviews to discuss their progress. The Mayor has also spearheaded a $1.5 million project called Work Smart in Boston, which will provide 90,000 women with salary and benefits negotiation training over the next 5 years.

On the opposite coast, in a city home to the largest gender pay gap among major U.S. cities -- local government in Seattle, Washington is taking inspiration from Boston’s example. After a 2013 analysis found that women in the Seattle metropolitan area were earning 73 percent of what men make, with women of colour earning anywhere from 49 to 60 percent, then-Mayor McGinn’s office convened the City of Seattle’s Gender Equity in Pay Task Force, which has led the city to pass a resolution in 2014 calling on several cities departments, including the Personnel Department, Seattle Office of Civil Rights, and the Mayor’s Office, to promote progressive policies in hiring, pay, and benefits that specifically target both gender and racial inequities. Within the private sector, the city’s Chamber of Commerce and the Women’s Funding Alliance launched their own 100% Talent in 2015 whereby businesses will be obligated to identify internal gender equity issues, share lessons learned with other employers, and implement at least three of the 33 best practices identified by the initiative, including flexible scheduling, greater wage transparency, and increased diversity in hiring practices.

Though these efforts are still in their early stages, these leaders are proving that they understand the crucial opportunity facing cities and regions today: the places that will thrive the most in the 21st century economy will be those that embrace inclusion and capitalize on the talent, creativity, and potential of all residents — especially those who have too often been left behind. This dedication to inclusion is at the heart of All-In Cities — an initiative to promote inclusion and equitable growth in cities launched this year by my organization, PolicyLink.

Like the recommendations made by the 100% Talent initiatives above, All-In Cities seeks to support policymakers and businesses within metropolitan areas to foster comprehensive economic and racial inclusion. For gender and racial inequality in the workplace, this means looking beyond the pay gap to the very structure of the labor market — asking not only, how can we lift stifled wages for women, but how can we build work environments that are conducive to the needs of the ever-growing segment of female workers and their families.

In addition to reevaluating wage, hiring, and scheduling practices as mentioned above, this means policymakers and businesses should foster female entrepreneurship and leadership within organizations. They should promote women’s education and recruitment within high-paying fields — such as math, science, and technology — where they are historically underrepresented. Employers should offer paid family leave and sick leave, so that working mothers do not have to choose between a paycheck and taking care of a sick child.

Overcoming an issue as stubborn as the pay gap will require widespread cultural shifts — in classrooms, in boardrooms, in local councils and halls of parliament —but the rewards we will reap in justice and prosperity are well worth the effort. Advocates for equality from an earlier time, like my mother, would have appreciated how much the ground has shifted.

Read the full article in the Toronto Star (page 2).

Take the High Road: How to Boost Wages and Dignity for Restaurant Workers

At the beginning of her new book Forked: A New Standard for American Dining, author Saru Jayaraman tells the story of her great-grandfather owning and managing a restaurant in the small town of Karur, India. It’s a moving tale of legacy, grit, and entrepreneurship. Even as Jayaraman writes how her great-grandfather treated his employees as family, she acknowledges that he did not always pay them enough to keep them out of poverty.

As the founding director of Restaurant Opportunities Centers United (ROC United), Jayaraman works to improve wages and working conditions for the nation’s restaurant workers. Employers who are striving to meet those goals do exist, according to ROC United, calling these restaurants “high-road” employers. They are the ones taking the high road to a successful business and ensuring their workers don’t earn poverty wages.

Such models are sorely needed. According to the Bureau of Labor Statistics, more than 4.7 million food and beverage-serving workers in the United States take home a median pay of $18,550 a year. Despite consistent overall growth in the sector, workers in the restaurant industry still occupy seven of the 10 lowest-paying jobs in the country. In 2012, one in four women of color with jobs in the restaurant industry found themselves living in poverty.

In Forked, Jayaraman compares and contrasts employers who are choosing to take the high-road — offering paid sick days, health care, and childcare, improving job mobility, combating sexual harassment, and more. Below, we profile three of the high-road success stories.

Paying One Fair Wage: Florida Avenue Grill, Washington, DC

Restauranteur, lawyer, and real estate developer Imar Hutchins purchased Florida Avenue Grill, a Washington, DC diner established in 1944, as a part of a larger real estate deal in 2005. A vegetarian and former proprietor of vegan restaurants, Hutchins strove to maintain the legacy and culture of the site (including serving meat), while increasingly promoting health for both the diner’s workers and customers.

In the beginning, change was slow to take effect. “When you start something from scratch,” Hutchins told me, “it’s easy to set it up the way you want. But when you have something that’s been going, in our case for 70 years, it’s very hard to change anything.” In 2012, Hutchins introduced paid sick and vacation days and hiked the starting wage for both tipped and non-tipped workers to $9.50 an hour. Providing paid sick leave in food service protects the health of customers as well as job security for workers. Only 10 percent of U.S. restaurant workers have paid sick leave, while 60 percent have reported coming to work sick.

Believing in its principles, Hutchins joined ROC United, and is now a board member of the organization. One of their major campaigns, One Fair Wage, advocates for cities and states around the country to require restaurants to pay all their employees at least the regular minimum wage, so that the decision to increase wages doesn’t just fall on individual small business owners like Hutchins. The federal tipped minimum wage has been stagnant at $2.13 since 1991. The strongest proponent for maintaining this meager standard is the trade association and lobbying group the National Restaurant Association, whose member associations include McDonald's and Darden (the parent company of Olive Garden, Red Lobster, and Capitol Grille).

Mom-and-pop restaurants “just don’t have the capital that large corporations have,” said Hutchins, “so it’s ironic that the companies that are in the best position to do things like pay employees more money, for example, are the most ardently against it.”

ROC United also works alongside other local and national organizations and coalitions led by workers that are advancing campaigns like the Fight for $15 and institutionalizing a workers bill of rights in every major city.

Creating Job Mobility for Workers of Color: Busboys and Poets, Washington, DC

ROC United has documented the vast inequities along racial lines in the restaurant industry. Workers of color are consistently segregated into lower-level segments in the food industry — especially in fine dining — and workers of color earn $4 less than White workers in the U.S. restaurant industry.

Busboys and Poets, the chain of eight D.C. metropolitan-area restaurants that also features bookstores and event spaces, exemplifies an equitable approach. More than 600 people are employed by the chain and proprietor Andy Shallal has launched several initiatives to close the racial wage gap in his business. He encourages group conversations about race and culture as a part of the new employee orientation process.

Shallal also ensures that hiring is inclusive and that no one racial or ethnic group is concentrated in any particular position. He sees it as both a personal conviction and a smart business decision. “If you start hiring people from all types of diverse backgrounds, you expand your ability to attract people of different backgrounds,” said Shallal. “Customers like to go to places where they feel represented.”

“Eliminating the two-tiered system [of tipped and non-tipped employees] isn’t the whole sum of the solution in terms of eliminating racial disparities, but it is a huge part of it,” said Jayaraman, noting that it goes hand in hand with policy and desegregation work, “and working with employers to get them to actually promote from within from busser positions to server positions.”

Creating a Level Playing Field: Vimala’s Curryblossom Café, Chapel Hill, North Carolina

Vimala’s Curryblossom Café is a farm-to-fork Indian restaurant located in Chapel Hill, North Carolina. Owner and Executive Chef Vimala Rajendran left an abusive marriage and began selling takeout as a way to raise her children as a single parent. She ran her take-out business for 16 years before opening her current brick-and-mortar location in 2010. It has since become an award-winning, community favorite.

Two of the reasons Vimala’s Curryblossom Café is categorized as a high-road business: Rajendran has formalized a homegrown primary health care plan, Curryblossom Creations; she also offers a childcare allowance to her employees. “What’s replicable is not the specific benefits that she provides,” said Jayaraman, “but her consistent attempts to improve what she provides.”

The day Forked arrived in her mailbox, Rajendran’s neighbors read the entry on the restaurant to her and her husband. “All of us were in tears,” Rajendran remarked, “because Saru captured the soul of my life leading up to the start of this restaurant, as well as how I run it and the way we treat our employees.”

Jayaraman said she emphasizes the “high-road” metaphor in Forked and elsewhere because it underscores that restaurant employers are demonstrating an ongoing commitment, not reaching a destination. She also highlights ROC United’s legislative efforts as a demonstration of the strength in numbers. “We actually aren’t trying to create change company by company or get everyone to move out on their own in this direction,” commented Jayaraman. “We want employers to work with us to make it a level playing field by [helping] us pass policy that would have everyone do this, not just one employer.”

To purchase Forked, visit forkedthebook.com, and take a consumer pledge to support high-road restaurants. ROC United also has a diners’ guide app available for download.

Read the rest of the April 7, 2016 America's Tomorrow: Equity is the Superior Growth Model issue.

A Hearing for Chief Judge Merrick B. Garland

Today, President Barack Obama nominated Merrick B. Garland to be the 113th justice of the United States Supreme Court.  By all accounts, Mr. Garland is an outstanding candidate.  He had a stellar career as a lawyer, both in the public and private sectors, and serves as the Chief Judge of the United States Court of Appeals for the District of Columbia Circuit, perhaps the most prestigious and celebrated federal appeals court in the country.  And in 1997, he received bipartisan support for his appointment to the DC Circuit.

Yet, if we are to believe what we have seen and heard starting just 15 minutes after Justice Antonin Scalia’s untimely death was announced, Mr. Garland will not be confirmed.  Indeed, he will not even get a hearing.  That a candidate as accomplished as Mr. Garland will not be allowed to make a case to the American public that he is the right person for the job and that he will protect the rights and liberty of all people living in this country, is an undeniably glaring signal of how dispiritingly broken and dysfunctional our politics have become.

Of course, there is more at stake with this nomination than the functioning of our political system.  Critically important cases, whose resolution could undermine efforts to advance equity for low-income communities and community of color, are before the Court.  For example, in Fisher v. University of Texas at Austin, the Court will revisit the constitutionality of affirmative action.  In Evenwel v. Abbott, the Court’s ruling could undermine the political power of minority groups, particularly Latinos.  And at issue in Friedrichs v. California Teachers Association, is the financial sustainability of unions.  Mr. Garland’s appointment, assuming he is confirmed in a timely manner, could lead to rulings that promote equity in all these cases. 

Article II, Section 2 of the United States Constitution states, “[The President] shall nominate, and by and with the advice and consent of the Senate, shall appoint ambassadors, other public ministers and consuls, and judges of the Supreme Court . . . ."

President Obama has done his job.  It is time for Republicans in the Senate to do theirs.

Art Is an Asset in Every Community: An Interview with ArtPlace America’s Jamie Bennett

Just outside of Minnesota’s Twin Cities, a winter arts festival takes place in a pop-up village of ice fishing shanties. In Louisville, Kentucky, an artists’ collective is leading public workshops that blend traditional West African and Appalachian arts with contemporary urban performance. In Detroit, artists and local youth are designing a plaza and green space to boost entrepreneurial activity. These projects and 35 others are recipients of the ArtPlace America 2015 National Grants program, which aims to support artists and arts organizations to strengthen and transform the physical, social, and/or economic fabric of communities.

Jamie Bennett is the executive director of ArtPlace America, a 10-year collaboration of foundations, banks, and federal agencies launched in 2011. (PolicyLink is working with ArtPlace on its Community Development Investments Initiative, which is investing $3 million in each of six place-based organizations to investigate what it means to sustainably incorporate arts and culture into community development work.) Bennett sees creative placemaking as a way for arts and culture to act as a core sector of comprehensive community planning and economic development. America’s Tomorrow spoke to Bennett about the philanthropic world’s embrace of place-based strategies and the equitable economic impacts of ArtPlace America’s work.

Q: How are you trying to promote equity within the world of philanthropy and the arts?

A: The general definition [of arts and culture] we use is one that we borrowed from National Endowment for the Arts, which is “any generative act that's intended to communicate richly to others.” And when you use that definition, yes, you're talking about symphonies, operas, and ballets, but you're also talking about my grandmother's lacemaking; you're also talking about a Lakota dance. We tend to plot it out on a matrix, just by way of understanding it. And when you have that kind of bingo card, you can begin checking yourself and asking, “Am I working with all parts of this landscape or am I only connecting with certain parts?” So I think having that understanding of how the arts and culture ecology is organized really is a necessary first step towards making sure that you are engaging with all of it — and all of it equitably. 

Q: How is ArtPlace trying to bring equity into the language, traditions, and rituals of the philanthropic world?

A: I think it is important to understand philanthropy as a sector that does require a certain level of cultural competency in order to intersect with it.  And exactly as you said, there is a language, there is a series of rituals, and there is a semi-hidden, opaque power structure in place.  Navigating all of that can be tricky. I think it's really incumbent upon those of us in philanthropy to make sure that we offer an on-ramp that is as easy as possible and that is as accommodating as possible to the broadest range of people. 

An example is that those of us who have been working in philanthropy for 25 years know what an LOI [Letter of Interest] is.  Right?  It's a shorthand.  To the other 98 percent of America, LOI are three letters that might as well be PDF or STD or whatever other three-letter abbreviation you use.  So instead of saying we're releasing an LOI, we're simply saying, “Would you like to ask us for money?” We've [also avoided certain language] around outcomes assessment, outputs, and project evaluation.  And instead we simply say, “What is it you're trying to do?” and, “How are you going to know if you've done it?”

Q: What do you see as the role of arts and culture in community development and neighborhood change?

A: Arts and culture are assets that are present in every community. Not every community is on a waterfront, not every community has strong public transportation, and not every community has a hospital or university to anchor it.  But every community has people who sing and dance and tell stories.

We have to understand that every artist is somebody's neighbor and almost everyone has an artist as a neighbor. Issues of displacement are hugely important and need to be addressed, but I don’t know that arts-driven displacement issues are any different than any other kind of displacement issues driven by community development. I think we need to solve them together.

Q: Should place-based interventions be tailored to a neighborhood’s income level?

A: The mayor of New York City has just upzoned East New York, a neighborhood in Brooklyn.  Change is going to come to that neighborhood and we know what the change is going to be and when the change is coming. 

At the moment, there are many people focusing on affordability. How do we keep it so that if you are low-income you can continue to live there? Another thing that can help solve involuntary displacement is you can also make residents richer. I think we need to think about a strategy, for instance, that comes in and says to the barbershop that's been in the community for 30 years, “Change is coming; You need to negotiate a lease now that will be 20 years, or you need to try and buy your site; and maybe you want to put in three manicure stations and take advantage of the change in the market that's coming.”  And so if we came in with a market investment, if we came in with an equity investment for that, I think that is going to do so much more to keep that small business in that neighborhood than just giving a local group a $50,000 dollar grant for organizing around preserving affordability.  So I think in general my question is, “How do we bring in the market as a tool to work alongside philanthropic investment and/or community organizing investments?”

Q: Why are place-based strategies in philanthropy more than a trend du jour?

A: If you build really high-quality fabulous housing, but it's two hours away from any job, that's not going to work in terms of helping someone to build wealth and have an extraordinary life. So, the current movement I've seen with a lot of philanthropy is to really look at all of the systems that are at play in a community. So if a foundation cares about children, they realize that a child can't be healthy, happy, and achieve his or her full potential unless that child's family is also healthy and happy.  So if you care about children, you also care about their parents and caregivers having jobs.  And you care about all of them being educated.  And you care about there being a safe environment.  So whatever your point of entry, you really have to care about how all of these systems work together, which, I think in many ways, is Angela [Glover Blackwell]'s point about the series of systems that together add up to equity or inequity.  It is about how housing intersects with transportation, which intersects with the economy, which intersects with the education system.  So for ArtPlace and for philanthropy and government to say, “Okay, let's understand all these systems and how they intersect in their totality,” I think is a good move. 


Read the rest of the March 10, 2016 America's Tomorrow: Equity is the Superior Growth Model issue.

Youth Take the Lead in Foodie Business Programs

At Whole Foods Markets and farmers’ markets in the Detroit metropolitan area, you can purchase a box of Mitten Bites, the yummy no-bake granola treats dreamed up by Hassan Amaleki and a group of his former high school classmates. These all-natural snacks come in two delectable flavors — dark chocolate peanut butter and cranberry date — and are healthy and sustainable to boot.

Mitten Bites are the first youth-created product of Small Batch Detroit, a social enterprise subsidiary of the youth leadership organization Detroit Food Academy.

“We had the task of figuring out a snack that everyone would want, whether you are a mom at home that has kids and need something healthy, or a biker that needs an energy snack to go,” said Amaleki, now 19, who first started attending Detroit Food Academy’s afterschool programs when he was a freshman at Cody High School.

Launched in 2011 as a one-semester program at Cody High, the organization currently offers afterschool programming in culinary arts, business basics, and leadership in 10 high schools through the school year, as well as a citywide six-week summer program. The Academy works in public, private, and charter schools: anywhere students and educators have expressed interest, administration staff have shown support, and the budget allows. “We encourage young Detroiters to raise their voices, explore their communities, and to actualize their vision for what they want to see in our city—all through the medium of food,” said Jen Rusciano, co-founder and executive director of the Academy. This year, 200 youth are participating (around two-thirds from their public and public charter school partners and the remaining in private schools). About 95 percent of the students are young people of color.

The focus of the fall semester is cooking basics: learning about knife skills, nutrition, grocery budgeting and shopping, and meal planning; this work culminates with a student-planned community dinner for friends and family. In the spring, students design their own healthy, local food products, with guidance on how they would turn their ideas into full-fledged food businesses. When summer rolls around, Academy graduates can apply for a paid internship within either a culinary arts or food entrepreneurship track.

Detroit Food Academy launched Small Batch Detroit last year as a way to help the organization grow toward financial self-sufficiency. Profits from products like Mitten Bites have so far helped to cover production expenses and some of the wages for graduates, like Amaleki, to work part-time for the enterprise. “It’s an alternative for someone who doesn’t want to go to college right away, like I didn’t,” he said. Wages for students who work for the Small Batch program year-round start at $12.50 an hour and can go as high as $15 an hour.

Rusciano said that it’s been challenging to scale the business up to fund more youth staff positions and programming, but with support and knowledge-sharing from local groups like FoodLab Detroit and the Product Center at Michigan State University, they are making their way through early-stage hurdles, like mastering the legal requirements for packaging products sold in grocery stores.

Rusciano mentioned that the goal of the enterprise — and what they instill in their students for their own businesses — is that entrepreneurship is more than profit. “We talk about going into business as a tool not just for making money, though it can be used that way,” she said, “but rather that it’s a powerful tool that can be wielded either for good or for dehumanization. You can make a lot of change if there are values built into how you run a business.”

Even if students choose not to pursue food entrepreneurship or employment in the future, Rusciano said experiences like staffing Detroit Food Academy’s table at a farmers’ market or receiving mentorship from local chefs in the afterschool program, helps to weave them more into the social fabric of the city. Often they are cut off from fair wage jobs, career pathways, and the opportunities for innovation that are helping Detroit to rebound from insolvency.

“[Students learn] there are communities out there that are willing and excited to embrace them,” she said. “They learn they are needed and wanted in the city, not just tomorrow when they get their degree, but right now, today, as young people.”

A new leadership model in culinary training programs

In other cities, youth-oriented organizations are combining the social enterprise model with leadership and culinary skills training. At Old Skool Café, a youth-run, jazz-themed supper club in San Francisco, teens are behind decisions related to everything from the restaurant’s entrées to uniform design.

Teresa Goines, a former corrections officer, envisioned a violence prevention program taking the form of a dinner theater in 2004. Finally opening four years ago in the Bayview-Hunter’s Point neighborhood, Old Skool Café is staffed by youth who have either been incarcerated, gone through the foster care system, or are otherwise disconnected from traditional work opportunities.

The cuisine is international comfort food, specifically designed to reflect the cultures of the youth in the program. “We always encourage them to submit family recipes,” said Goines. “If their mom or dad or grandmother wants to come in and teach us how to make something, we’ll have them come in and there’ll be a tasting.” If restaurant staff like the dish, it will be produced as a special and get the chance to become a regular menu item. That’s how “Abu’s Peanut Butter Stew” got on the menu; the chicken dish is named after a staff member who created a take on his grandmother’s recipe from Sierra Leone.

In one case, two program participants were more interested in fashion design than food. Through a collaboration with retired NFL player Dhani Jones’s BowTie Cause initiative, they were able to design a bow tie worn by restaurant staff.

“We really want to encourage them to find what they love,” added Goines. “But also they’re getting to make money and have access to mentorship and life coaching.” As of 2014, the recidivism rate for graduates of the program is 10 percent (compared to the national rate of 76 percent). Ninety-four percent have either found outside employment or are enrolled in school. One alumnus has recently completed the University of Southern California’s master’s degree program in screenwriting. Goines said the student found her career passion outside of the food industry, but was able to pay for some of her tuition through waitressing after having gained work experience at the café.

Back in Detroit, other young people are flexing their training skills in interesting and innovative ways after graduating from Detroit Food Academy. Hassan Amaleki has been doing food demonstrations for Mitten Bites at local grocery stores, earning money for when he attends college in the fall. He is now enrolled to attend Schoolcraft College on a culinary arts track. “Right after I found out the right way to do business from scratch, it didn’t seem so hard,” he said. He added that his current hope is to work his way up to running Small Batch Detroit full-time.

Read the rest of the March 10, 2016 America's Tomorrow: Equity is the Superior Growth Model issue.

Power Your Advocacy with New Equity Data

Clean air and high-quality schools are fundamental elements of “communities of opportunity” that allow residents to thrive. Last week, the National Equity Atlas, produced jointly by PolicyLink and the USC Program for Environmental and Regional Equity (PERE), added three new opportunity indicators to equip local leaders with relevant data to build equitable cities and regions:

 

The National Equity Atlas team was proud to participate in the “The Opportunity Project,” an Open Opportunity Data event held yesterday at the White House where the new Atlas indicators were showcased. The White House effort focuses on facilitating the development of a suite of digital tools that puts neighborhood-level information on access to opportunity at the fingertips of families, community organizers, non-profits, local leaders, and the media.
 
Writing in a letter to the editor published in the New York Times, on March 7, PolicyLink President and CEO Angela Glover Blackwell noted the importance of disaggregating data by race and ethnicity is critical to understanding trends and developing solutions: “Recognizing this ‘people’ dimension of poor neighborhoods — and the complex interplay of race and place — is essential for catalyzing equitable and sustainable economic prosperity for all.”
 
School Poverty Data Highlighted in The Atlantic
The Atlantic is already demonstrating the analytical power of this new data. Abigail Langston and Sarah Treuhaft from PolicyLink are quoted in “The Concentration of Poverty in American Schools,” by Janie Boschma and Ronald Brownstein, who note that in about half of the nation’s largest 100 cities, most Black and Latino students go to schools where at least 75 percent of all students qualify as poor or low-income:
 
“Kids who spend more than half of their childhood in poverty have a high-school graduation rate of 68 percent,” said Abigail Langston, a senior associate at PolicyLink, and a public fellow at the American Council of Learned Societies. “You see how these things compound over time. There is a link between housing policy, economic and racial segregation, you see what those do to schools and to people who grow up in those neighborhoods.”
 
In the article, promising school integration models from Dallas and New York City are lifted up as tools to address these gaps. The Atlantic also uses the National Equity Atlas’s school poverty indicator in the stories “Separate and Still Unequal” and “Where Children Rarely Escape Poverty.”
 
Join upcoming Equitable Development and Environmental Justice Webinar
On Friday, March 11 the EPA’s Office of Environmental Justice will conduct the free webinar “New Data Tools for Supporting Analysis of Equitable Development and Environmental Justice.” Sarah Treuhaft, who is PolicyLink director of equitable growth initiatives will present the new air pollution indicators in the National Equity Atlas. The webinar will also feature a demo of the new environmental justice screening and mapping tool. Register here

Equity Speaks: A conversation with Steve Phillips and Angela Glover Blackwell

The dramatic growth of communities of color has laid the foundation for a new progressive American majority with the potential to transform the nation’s politics, policies, and economy, says author, lawyer, and political activist Steve Phillips.

The key is for progressive leaders to recognize and respond to this extraordinary moment in history. But for the most part, they have not, Phillips argues in his new book, Brown Is the New White. Drawing on extensive demographic and electoral data, Phillips shows why it’s mathematically wrong and politically perilous to chase White swing voters by toning down a progressive message. Rather, progressives will win elections by fielding candidates who have strong roots in communities of color; talk forthrightly about issues of race; and embrace an agenda focused on equity, economic inclusion, and opportunity for all. Phillips spoke with PolicyLink President and CEO Angela Glover Blackwell.

Listen to the extended interview below:

Read an excerpt of the interview below:

Angela Glover Blackwell: At PolicyLink, we’ve been saying for a while that with shifting demographics, getting the economic agenda right for people of color is going to get it right for the nation — that equity is the superior growth model. Your book reinforces this. Describe the political opportunity and the economic opportunity you see in this moment in America.

Steve Phillips: For a long time, the assumption around what policy should be and who it should target has been constrained by fears of the role of the conservative/moderate White swing voters. Throughout history, there have been progressive White leaders who tried to move forward a more equitable agenda but they always tempered it — from Thomas Jefferson trying to include references to slavery in the Declaration of Independence, to Lincoln trying to ameliorate fears during his campaigns that he would be too pro-Black, to Kennedy. And up to Obama. I believe they thought they were going as far as they could go and still be politically viable. But over the past 50 years, since the Voting Rights Act and the Immigration Reform Act, the numbers of people of color have become large. Those numbers, combined with progressive Whites who want to see a just and inclusive society, are, in fact, the majority. You can now stand for justice and equality and win. And you don’t have to worry any more that a policy agenda focused on justice and equality does not have majority support because, in fact, it does.

AGB: This new American majority has already achieved important victories. Although conservatives control the Congress, progressives — voters of color and White voters together — have elected progressive leaders in several states, and we see a city leadership across the country reflecting a progressive agenda. What are the takeaways in these victories for progressive candidates and their relationship with communities of color?

SP: First, we need people who will be champions of justice and champions of equality. Too frequently, people lead with caution and timidity and try not to alienate the more conservative, so-called swing voters. It’s a downward spiral. Not only do they fail to win those people over, but they also fail to inspire people who are most at risk in our society to come out and participate. Second, we need candidates who come out of communities of color. This is not just a question of identity politics. When a group has been exploited, marginalized, and oppressed for many years and someone comes out of that experience, you feel they understand your circumstance. You're more motivated to put that kind of person in office. That would be democracy as you see it — a leader who reflects your lived experience.

AGB: You're describing what so many of us have seen. But many progressives have been blind to the political potential of the rapidly growing communities of color. You take progressive leaders and funders to task for this. Why do you think they have failed to recognize the power of this remarkable demographic shift?

SP: At the highest level, there’s a history in this country of ignoring and diminishing people of color and their experience. Simultaneously, there’s been a celebration of White people, Whiteness, White intelligence. Even people who are progressives don’t realize the extent to which those biases play out in everything from hiring to policy decisions. I also think that those of us on the progressive side have to better explain that the path that we’re talking about is actually the path to victory. The incontrovertible record at the national level of the past eight years is that when we have put forward a candidate who comes from the communities of color and inspires the communities of color, we have won.

AGB: True! You also point out that an agenda that advances economic equity is a way to win elections. What are some of the policy changes that you believe really get at this agenda?

SP: The focus on minimum wage increases and the campaigns around the country have been interesting in that they have been very successful in lots of different states. It shows that there is agreement, even among sectors of more moderate White swing voters. Now issues around income inequality have become central to the popular debate. It is the source, I think, of a lot of the support and enthusiasm for Bernie Sanders. The next level is to actually go after the wealth inequality in the country. I don’t think we’ve done that sufficiently within the policy-debate realm. That’s when you begin to get at some really significant and potentially transformative approaches.

AGB: In the book you describe how several community organizations are successfully harnessing and channeling political energies from communities of color. What lessons can we extract about what these groups do and the attributes they bring to the work?

SP: California Calls, led by Anthony Thigpen out of Los Angeles, is the gold standard for this work. Anthony has built up an operation and a voter list from around 50,000 people to over half a million people by having a year-round program that is directly connected to the community organizations and the worker organizations that are in touch with and respected by the people of the local community. Groups that do immigrant service or work with domestic violence victims, labor unions who represent workers in those communities — those are the points of contact with voters. The genius of the model is in translating respect, trust, and familiarity into a voter mobilization operation. Building an electoral program on community-based organizations and leaders is far more effective than just running 30-second television ads.

AGB: You know, our demographics will continue to shift — nothing can stop that. Yet it is important for progressives to not sit on their laurels and think that demography is destiny. It depends on what you do with it. You point out in your book that conservatives are doing fairly well at identifying and backing candidates of color. What lessons can progressives learn from this?

SP: When you put your mind to it, you can do it!

AGB: Absolutely — race matters, race matters, race matters! I love how you end the book. You make it clear this is not just about the mathematical calculations of political campaigns; it’s really about the enduring legacy and centrality of race in American life. How do you move the nation to recognize that race matters? And how do we get people comfortable with embracing the idea that achieving a racial equity agenda is good politics, it’s good economics, and it’s good for the future?

SP: One of the things that’s not appreciated is that being forceful, forthright, and unapologetic around racial justice within this country will actually attract a number of progressive Whites to you. That was the subtext of Obama's election. It’s why there was great hope and meaning tied up in his election. I believe you can attract more Whites than people realize by offering a hopeful and inspiring vision that we’ll finally redress the history of racism within the country and the contemporary reality of racism. We can enlist a whole multiracial army of people to change the country. And that army will be a majority of the people.

Transportation, Jobs, and Civil Rights for the 21st Century: An Interview with Faith-Based Leader Ana Garcia-Ashley

For Ana Garcia-Ashley, living out the values of her Catholic faith is about more than helping one's neighbor, or caring for those in need — it’s about dismantling systems of oppression and racism that have left so many Americans cut off from opportunity. As executive director of Gamaliel, a national network for faith-based community organizing, Garcia-Ashley has helped engage congregations across the country around a range of political issues — from predatory lending to immigration reform to congressional spending. The first woman of color to lead a national community organizing network, she has brought a relentless activist spirit to the faith-based work of her organization.

Advocating for a more equitable transportation system, both in terms of access to quality transportation and access to jobs in the transportation industry, is a core part of Gamaliel’s work.  Leveraging 44 Gamaliel affiliates in 17 states and the grassroots Transportation Equity Network that includes over 300 community organizations, the organization advocates for transportation as not only a civil right, but a crucial driver of upward mobility — a link bolstered by a recent Harvard study that identified lower commute times as the single strongest predictor of escaping poverty for low-income families. This connection between transit and economic opportunity can also be seen in Gamaliel’s recent work to promote the Department of Transportation’s local and targeted hiring pilot — a one-year initiative launched last March that allows city and state governments to prioritize the employment of local, low-income workers for contracts to build roads, bridges, and transit facilities.

Garcia-Ashley spoke with America’s Tomorrow on the importance of transportation access — a sector of Gamaliel’s work that has taken center stage following the approval of the local and targeted hiring pilot. 

Q: Why is local and targeted hiring important for building opportunity for low-income communities and communities of color?

A: You have these multibillion dollar highway projects that could provide quality jobs with benefits and career pathways into construction jobs. And these projects are often being built in neighborhoods with high unemployment, often that are communities of color. It’s a no-brainer that these projects should be used to have positive impacts on the communities where they’re being built by ensuring that a portion of the construction jobs go to local workers in that community. And we already see that they have been successful when implemented on a local basis. But for decades, there was essentially a moratorium on local hire for federal projects, because unions, developers, and others in construction felt that there wouldn’t be ready labor and it wouldn’t be cost-effective to hire locally. So we were very emotional and excited when, after years of advocating for local hire, Department of Transportation Secretary Anthony Foxx announced the pilot of local hire in March. Of course, now it’s up to advocacy groups like PolicyLink and Gamaliel to go into the communities where we have a footprint and ensure that they put this pilot to use, that we document best practices, and show how all the fears about efficiency and cost-effectiveness aren’t actually a problem.

Q: What has been the most crucial element within the organizing that Gamaliel does to promote local hiring?

A: We need community members to be able to talk about these policies and their impact – not just policy wonks. We need to have the housewife, the preacher, the young person being able to talk about local hire and regulations and transportation access — just like they talk about Beyoncé! Young people always seem to know what she’s doing, but not what the Department of Labor is doing — but the DOL affects their lives a lot more. It’s about building awareness and civic-mindedness in the young generation, building these local champions who can talk about what it means to them, what it means to their communities.

Q: Can you give an example of where local hiring as a policy in transportation projects has been a success?

A: In the building of the I-64 bridge in Missouri, advocates were able to get 1 percent of the budget to go into training and hiring single moms and people of color. So they spent $2 million to not only hire locally, but to train people to take on these jobs — and the project came in under budget. We need more opportunities to implement projects like this, and we need to collect data about them to back up their success and make the case for these policies being applied more widely. Then, hopefully, we can institutionalize local hire into all infrastructure projects and maybe expand it to other federally funded projects. We should be using federal money — tax payer funds — to empower all Americans, not hold up a system that oppresses them, that builds highways that divide low-income communities and displace homes, without giving anything back to the people who live there.

Q: A crucial part of Gamaliel’s work is advocating for access to public transportation as a civil rights issue for low-income people and people of color. Why do you view transit access as a civil right?

A: During the Civil Rights movement, advocates were looking at the immediate and urgent ways of gaining basic rights as citizens, but transportation was always a piece of that larger picture. Rosa Parks did not just sit on the bus because she wanted to sit anywhere she wanted on the bus — it was a symbol of the dignity of people of color, the right to have access to the bus, to have a job to go to on that bus. Victories like the Voting Rights Act and the Civil Rights Act provided us a platform, and a responsibility to make sure that people can move to opportunity — because the structures of our society were not designed to serve women, people of color, or the poor. Instead, these structures have created and preserved hyper poverty areas where people literally cannot leave their neighborhoods because of lack of transit.

But when we hear transportation, the dominant narrative is always the highways, the two-car garage. This is reflected in a transportation budget that has been so focused on the creation of highways and connectors that have historically destroyed and divided communities — especially communities of color. Countless highways have cut through Black communities, displacing residents and destroying Black businesses. We need to move away from just thinking about highways and cars and start thinking about a transportation system where everyone, no matter how poor or elderly or young you are — you can get where you need to go.  Because equal opportunity includes being able to get to where you need to go without having to spend $10,000 to own a car. That’s why we feel that transportation is the civil rights issue of the 21st century. It’s essential we expand our conceptions of civil rights to include it.

Q: Gamaliel is a faith-based advocacy group — how do you see the issues of the church intersecting with transportation and civil rights?

A: It’s not a connection that everyone makes right away. I still get push back from people — “Why is a faith-based network so obsessed with the Department of Transportation and how highway dollars are spent, and what does that have to do with living out your faith?” But we see transportation and infrastructure as determining the quality of life people can have, and we see public transit as protecting the planet because, for every bus, you're taking hundreds of cars off the road. People want to know where in the scripture it talks about public transit, but the scripture talks about caring for your neighbors, being a steward of the earth, and living in a community that respects the dignity of people — and we see quality, affordable transportation access as central to living up to these values.

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