In spring 2022, we at the James Irvine Foundation shared a statement, approved by our board, that will guide our governance and accountability on specific commitments we’re making to address structural racism.
A statement from a foundation is nothing new. But this one was important: It was borne from a great deal of internal work to reckon with racial inequity in philanthropy, at Irvine, and beyond.
Irvine has long supported organizations focused on racial equity, especially since 2016 when we committed to a singular goal: a California where all low-income workers have the power to advance economically. At the time, we did not make racial equity an explicit priority. In fact, we fell short in moments when we could have taken a stronger stance in our strategy and in our public outreach.
That changed with the 2020 murder of George Floyd and the ensuing national racial reckoning. That year we committed $20 million in new grants to confront anti-Black racism and advance racial equity.
We also committed to embedding racial equity in our programs, operations, and investments. During 18 months of learning and discussion for our staff and board in 2020 and 2021, we asked some of those who participated to share what they learned to help other organizations advance equity. Here are some key takeaways.
Deepen your understanding of race and racism — together. Develop a shared understanding of the historical context of these issues in our country and how they affect economic opportunity — before setting goals and strategy. This requires personal and organizational transformation; without both, it is difficult to achieve either. Here is how Rajib Guha, director of program development, puts it:
It was important for board members and staff to learn about the unique histories of Black, Indigenous, Latinx, and Asian Americans and the difference between individual and structural racism in a way that made it more comfortable for us to talk more openly about race and racism with one another and enable people to have their own a-ha moments.
Senior executive assistant Caroline Hutchinson adds, “We now have a common language. When we use certain terminology, we all know what we’re talking about.”
Nicole Pritchard, program officer, notes, “I appreciated that we took time to define equity and inclusivity. It was asking a lot to get staff to slow down, but this allowed us to align on what we’re talking about and what the issues are.”
This learning also fosters candor and empathy, which can create lasting dividends for office culture, external work, and decision making. Here are a few insights from our team:
I’m a woman of color — an immigrant from Korea — and I felt I should be more integrated in Western culture. As a team lead, I try to be vulnerable, but I was afraid to do that before. Through this process, I learned it was OK to be myself and started feeling more confident in who I am. —Jennifer Shin, director of finance
I expected that the work would be about where grant dollars went, but the degree to which Irvine’s board and staff engaged in our own learning and reflection — individual and collective — exceeded my expectations. We were confronting our lived experiences and different perspectives while also coming to understand the experience of Californians. — Michael Chui, board member
Pritchard adds, “This gave me the opportunity to have hard conversations with colleagues I don’t usually work with and develop trust with new people.”
Incorporate compelling historical case studies and artwork to unlock dialogue. Learning sessions typically featured examples from California’s history that illustrated the historical and ongoing challenges communities of color have faced in our state under successive Spanish, Mexican, and American jurisdiction. They also highlighted Black, Indigenous, and people of color artists and other creatives whose work was deeply influenced by their experiences growing up in California. “The use of art was powerful; it helped make [the information] real and brought humility,” says Jesús Argüelles, managing director of investments. “Teaching with art gave a more complete picture than the standard education system.”
Recognize the toll this work takes on employees, and allow time for them to reflect and decompress. Guha explains that the process can be draining, especially for people of color who didn’t feel comfortable voicing their feelings, experiences, or ideas in the past.
“It was heavy, emotionally, doing the racial-equity learning and work,” Shin says. “It’s hard to switch back — I wish we had time after sessions to process.”
Apply lessons and take new approaches. Pritchard explains: “After George Floyd, we wanted to make immediate changes to improve our racial-equity grant making, but that’s not something you can rush. At the same time, change can still happen because grantees keep doing good work. We started to think about grant making more intersectionally: What does it mean beyond quality jobs and worker organizing?”
Guha says, “Our pilot grant making offered an important learning mechanism for board members and staff, and helped sharpen our focus on supporting BIPOC leaders and communities harmed by structural racism.”
“I see that staff members are more open, including talking about issues like white fragility,” Shin adds. “People are braver, and that’s very positive.”
Seek input from a wide variety of employees, not only leaders. Doing so conveys that advancing racial equity is a collective responsibility. For Irvine, this was also critical because most of our leaders are white. Shin says, “We often talk about racial equity but then fail to change our operations, so we need to follow through — and prioritize staff-led engagement going forward.”
We added further diversity of thought by hiring consultants who provided expertise, validation, and capacity to facilitate the work. Argüelles explains that working with an outside expert is a helpful way to address concerns about power dynamics: “He or she can facilitate as someone who is not in a position of power.”
Define intentional structures and roles to engage your board and staff in racial-equity work. At Irvine, this approach laid the groundwork for more grant making and internal processes rooted in equity. Four employees formed a Racial Equity Project team to coordinate and lead staff and board learning and engagement around the development of long-term commitments to advance racial equity at the foundation. They had time carved out for this work; it was not extracurricular.
Argüelles says the team was critical: “They helped curate the learning and selected and guided the consultant on the nuances of Irvine. It helped that the group was empowered to speak on behalf of the organization and guide us toward an outcome.”
Pritchard says, “It’s critical to have someone thinking about the long game. The team was a point of contact for questions or concerns and provided oversight of what was happening across the organization.”
Guha adds, “When I joined the racial-equity team, I had projects taken off my plate and was given an explicit allocation of time for this work, as were other team members. This helped us remain accountable to design and execute our internal learning, grant making, and other priorities.”
Our leadership team had multiple roles: pushing the organization forward, making time for the work to take place, and upholding the values critical to improving equity. At Irvine, this was an expectation for executive staff and board members alike. A few of these individuals share their reflections:
The chair’s role was pivotal in supporting and navigating diverse views on the board. We have to hear and engage in dialogue and come to decisions as an organization. I found it magical that we moved in the direction we did. — Michael Chui
It’s important in the near term to hold leaders accountable for a set of competencies, behaviors, and practices that are aligned with racial-equity goals. They should be evaluated on how they’re progressing toward goals, managing teams, and building a culture of racial equity. — Rajib Guha, director of program development
Leaders might think they need to listen, but it’s essential to have real feedback loops with staff. Be willing to hear the hard stuff. Leaders should be honest with staff about changes they’ll make and when. — Caroline Hutchinson, senior executive assistant
Stay accountable. It will take more time, resources, and commitment to shift ways of working, grant making, and thinking. The magnitude and importance of this evolution require that we hold ourselves accountable for putting lessons into practice, setting and tracking goals, and changing the status quo. A few members of our staff and board share thoughts on how to ensure success:
Ultimately, it’s about leadership and culture, and culture is set through leadership action. Authenticity can be destroyed quickly if actions don’t meet words. — Jesús Argüelles, managing director of investments
Be open to having conversations you don’t want to have about the foundation’s history, investments, and hiring. We need to build trust and be honest about what it takes to move racial-equity work forward. — Nicole Pritchard, program officer
The real requirement is knowledgeable, thoughtful, open, and able people — who have mutual trust — to move the organization forward. The board should be informed and support the organization’s role, priorities, and work. If something is important to the organization, it should be important to the board. — Michael Chui
Communication is critical. If people don’t hear about something, they interpret that to mean nothing is happening or there’s no progress. — Hutchinson
I’m grateful for our staff and board’s time, candor, and insights throughout this work — and for grantees and peers who have been more vocal and active on racial equity. Our growth continues, including exploring how we can transfer more power to better advance equity. That is a critical and exciting part of this journey. With humility, we add lessons to this collective learning and movement toward more equitable philanthropy.
