Measuring racial-ethnic diversity in the Baltimore-Washington region's nonprofit sector

DeVita, Carol; Roeger, Katie L.

doi:10.1037/e726452011-001

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“…Specifically, as reported by the Urban Institute, there is a substantial underrepresentation of professionals of color in leadership and management roles within the nonprofit sector in the Baltimore–Washington Metro area. Although nearly half (49%) the population in the Baltimore–Washington region is people of color, only 22% of nonprofit organizations in the region have executive directors of color, and three of the five (60%) nonprofit managers are White (DeVita & Roeger, 2010). Women of color are especially disadvantaged and often refer to their inability to advance at work as a “concrete ceiling” (Beckwith & Carter, 2016).…”

Section: Introduction and Background Literaturementioning

confidence: 99%

Implementation and Impact of Results-Based Accountability Learning: Successes and Challenges With Human Service Professionals of Color in Urban Agencies

et al. 2018

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A foundation-university partnership was developed to expand the bench of human service professionals (HSPs) of color trained in performance management with the results-based accountability (RBA) framework. Interviews and survey data reflect the RBA learning, application, and implementation experiences among three cohorts of HSPs of color (n ¼ 39) representing a variety of urban nonprofit and public agencies (n ¼ 35) in a metropolitan area. The HSPs reported valuable training experiences that provided an opportunity to make a greater impact within their organizations. However, some found the training to be missing a strategy on how to manage RBA in their work organizations. The participants reported appreciating the peer coaching process for its mutual support structure, focus on application, and the opportunity to network with others doing similar work across the region. The most common barrier reported by the HSPs was that they did not hold high enough leadership positions or have enough authority within their organizations, a common scenario for women of color in particular, to enact substantial change in performance management agencywide. Moving forward, strategies are needed to improve the implementation of RBA into

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Section: Introduction and Background Literaturementioning

confidence: 99%