I’m more than just a one-page resume. I’ve had ten years to learn and apply my knowledge in diversity, equity, and inclusion. These words have taken new meanings, new contexts - a reflection of the current time and political climate. Some see diversity, equity, and inclusion as goals, something to complete or check off. I see them as a practice, something to keep working towards.
I am really excited to share some of my favorite projects and the impact I’ve made below. I don’t expect you to read everything, but I hope you enjoy reading some of it and can see the vision I’ve put out through my work.
Equitable Grant Making:
The Youth Ambassador Program was a national employment grant, that hired undergraduate students to work with nonprofit organizations in typically under-resourced communities. Under my leadership, my team and I took the program apart, and rebuilt it on a foundation of equity.
We simplified the RFP (request for proposal) to use common language and take less than an hour to complete: this made the process more accessible to organizations with limited capacity and experience in grant writing.
Applicants were required to provide project descriptions for 1-3 projects: this required applicants to prioritize their greatest needs in concise statements.
We required DEI commitments from each organization: during the review process, these commitments were weighed the same as project descriptions. Thus emphasizing the importance of DEI throughout the RFP and selection process.
We began outreach three months prior to the RFP deadline: we prioritized under-resourced areas (including rural and urban areas) with smaller organizations that do not typically receive funding from large groups.
We reviewed applications on a rolling basis and gave active feedback: the extended timeline allowed for partners to resubmit their application (after feedback and before the deadline), ensuring strong submissions.
In the first year of implementation, there was a 264% increase in grant applications. The applicants represented 39 states. That year, there were 41 grantees from 29 states - representing rural and urban areas, across small (less than 10 staff) to large (more than 50 staff) across each state.
Why does it matter?
This employment grant increased capacity in organizations that needed it the most. Each partner prioritized their project descriptions and work plans, ensuring that the selected grantees had the greatest potential for impact. The DEI commitments determined the grantees’ intentions and if they had a trustworthy relationships with their communities.
These changes were made without an increase in funding or capacity. By rebuilding this program, there were ripple effects across the organization. We centered equity in every part of the program - setting a precedent to what a grant should be.
Diversity in Hiring and Recruitment Cycles:
After selecting grantees, students were hired and placed with partners in under-resourced communities. These students should represent the communities they work in, so the people impacted accept and trust them. To increase diversity, the hiring and recruitment process needed to be equitable and inclusive.
The stipend was a living wage: unpaid internships go to people that can afford to work for free (mostly people from affluent backgrounds). A competitive stipend increased the candidate pool, especially in communities that do not have many employment opportunities for young people.
Anyone enrolled in an undergraduate program could apply: meaning there is no age restriction to the program. “Undergraduate Programs” included community colleges, universities, or trade programs. No formal GPA transcripts were required for the application, just proof of enrollment.
We paid for translation services for each job description: partners determined if translation was necessary to promote the role in their communities. Translation ensures that job descriptions can be shared in languages familiar to communities, which increases the likelihood of sharing.
The online application included essay questions: these questions gave applicants the opportunity to expand on their experience and passion for the role. Responses were limited to 300 words and could not include any identifiable information.
Identifiable information (resumes, cover letters, & name) were separated from essay responses: the information was viewed separately and evaluated independently of each other to limit bias in the review process.
Candidates received interview questions prior to their phone screen: some people need additional time to process and prepare for their interview, and this enhances the likelihood that the candidate will be more comfortable in the initial screen.
Candidates were asked how they would build trust in their community: this screens for any biases or misperceptions of under-resourced communities and people experiencing the effects of poverty.
As a result, each cohort represented their communities effectively in race, ethnicity, and socio-economic status. Through the duration of the program, more than 450 students were placed with over 100 nonprofit organizations in under-resourced areas. Since I joined the organization in 2016, I grew the program by 444%.
Why does it matter?
A diverse workforce of individuals with lived experience makes the program more impactful. The students were ambassadors, for the organizations they worked with and the communities they worked in. They gained trust to increase awareness and participation in federal child nutrition programs.
Most importantly, the children utilizing the programs, saw young people that looked like them, working for them. These children were effectively represented, which increased their sense of belonging.
Youth Inclusion Strategy:
Federal child nutrition programs are made for youth, and rarely with youth. I worked to include youth engagement and empowerment in the organization’s mission to increase access to federal nutrition programs and end childhood hunger. My multi-year vision and strategy (over 6 years) guided the organization’s practices in youth engagement to support and empower the individuals affected by these programs.
The strategy included youth at every step: youth engagement was outlined in program development, research, program implementation, and communications. This led to transformational change, that benefitted youth and the organization.
The vision aligned with the organizational priorities: the vision was imbedded into existing priorities and did not compete with what was already happening across the organization.
Youth voices were lifted and amplified: lived experience is both valuable and precious to this work. The strategy lifted youth voices across every platform possible, through webinars, convenings, digital platforms, etc.
The strategy outlined tactics, long-term and short-term projects: each project listed benchmark goals and annual metrics to measure progress against the organizational priorities. Projects could be adjusted as priorities, funding, or capacity changed.
Youth voices were prioritized and considered in each facet of the organization’s work. In each part of the work, we could ask “are youth involved?” and “how can youth be involved?”
Why does it matter?
By prioritizing the inclusion of youth in the organization’s mission, we lifted a historically marginalized demographic. Youth voices are not always considered, especially when they are not considered to be easily accessible. This vision created tangible projects for youth to be included, not as tokens, but as stakeholders.
Facilitation and DEI Training:
People don’t exist in a vacuum, and should be able to thrive in any environment - especially at work. I utilized facilitation and trainings to help colleagues see how they operate in professional spaces, and how DEI can dismantle oppressive structures.
I became a trusted advisor: as the organization began discussing DEI, I used my experiences to advise leadership on the opportunities to improve and imbed DEI into the organization. People started coming to me as a resource and a safe space to discuss their challenges. I worked to address these challenges and support staff both publicly and privately.
I shared resources: while I was learning about DEI in my personal and professional life, I shared resources with staff to help identify oppressive behaviors and address them in the workplace.
I developed trainings: I organized content for program partners and students, providing training on ethical storytelling, engaging in under-resourced communities, and facilitation for social change.
I facilitated healing circles: after each DEI training, I organized healing circles for staff. These conversations were open spaces to discuss and process difficult topics (such as social identity, racial equity, and belonging).
My lived experience helped me become a mentor and advisor for staff. I modeled inclusive leadership and allyship within the organization. I shared learnings and resources with staff, helping to develop a shared language around DEI across the organization.
Why does it matter?
Employees come to work as whole individuals, with lived experiences and challenges. Diversity, equity, and inclusion create a culture of inclusion and belonging for staff from different backgrounds and experiences. I facilitated safe and brave spaces for people to have difficult conversations, and understand how they operate in the workplace. I made sure that people felt like they belonged at the organization.