Our Commitment to Diversity

The CRI management team and Board of Directors have been working to develop a comprehensive plan to become a more diverse and inclusive community.  While many of these efforts have been underway since last fall, both the killing of George Floyd and the onset of the COVID crisis have only underscored their importance and created a greater sense of urgency at CRI. 

 

Social Issues Affect us all   What We’ve Been Doing to Address Organizational Bias in 2019 and 2020

What we Can Do to Move Beyond Words   What will be Different at CRI In our Future

 

November 2020

At the November meeting, the Board of Directors unanimiously approved the primary pillars of CRI's strategic plan, they include:

  • Increase Diversity, Champion Equity and Nurture Inclusivity
  • Deepen Local Community Engagement 
  • Strengthen Employee Engagement & Operational Health
  • Build Financial Resilience

Additinonal detail and objectives of the plan will be implemented through collaboration among the strategic planning committee and executive director and will be shared with our community.  Input and opportunity for comment and support will be forthcoming at the end of 2020 and into 2021.  

The Diversity Committee will continue to refine its charter and focus.  More will be updated after the January meeting of the Board.  

Operationally, CRI leadership and staff have begun taking incremental steps toward increasing diversity, inclusion and equity across Community Rowing.  Some of these steps include evaluation of our vendors to explore opportunities to support black and women owned businesses, posting position openings more broadly, exploring workforce development partnerships, updating our performance review process to reflect and measure commitment to our core values,  explore training and education opportunities for our community and more.   See the August Update for information of management efforts to further diversify CRI.  

A more comprehensive effort to integrate the revision of CRI's core values, strategic planning and diversity, equity and inclusion efforts will be forthcoming in 2021.  In the meantime, we will continue to critically evaluate where we can make material and meaningful improvements to our organization and support our community.   

 


October 2020

At the September Board of Directors meeting, the board designated a subcommitee of board members and the executive director to establish a charter for the CRI Diversity, Inclusion and Equity Committee.  This commitee met in early October to discuss and focus and direction of CRI's DEI efforts.  At the November board meeting, the committee will present the charter to board for approval, as well as communicate its statement of purpose.  

The committee has planned to reconvene in November after the board meeting.  Provided the charter is approved, relevant facets will be shared with our community and more will be shared on this page and through communications with our entire community. 

 


August 2020

We recognize that living CRI’s core values - diversity, belonging and respect, personal growth, and resilience -  exist on a continuum.  Each requires listening, talking, and reflecting about individual and collective cultural identity.  We are working to enhance our commitment to diversity, equity, and inclusion across CRI –– from supporting and amplifying our allies, to shaping CRI around the strengths of our diverse community, to hiring and retention practices.  This work will require deep reflection and will be unavoidably challenging.   And, we strongly believe that it is the right thing to do for CRI and for the community we serve.  

While we can create the structure to begin this work, we also recognize that steps needed for progress may not be clear because unconscious bias, stereotypes, privilege, and structural inequities are pervasive factors that are uncomfortable to confront within CRI and within ourselves. 

In August, we rolled out the architecture for the approach to creating a more diverse, inclusive CRI and identified three primary areas of focus - Allyship; Our Connection to our Community, and Diversifying CRI.  Each of these areas contains opportunities to learn, improve and serve.   Below is an outline of structure of how we will organize and address our efforts.  

 

Allyship - Lead the advancement of diversity, equity and inclusion at CRI

Community and Connection Ask what can “you and CRI” do in our community?

Diversify CRI - Go beyond hiring and recruiting to redefine inclusion 

Internal Allyship

  • Improve Training and education of staff
  • Continue evaluation of compensation and pay equity
  • Address technology biases
  • Evaluate policies and practices for bias

Staff

  • What changes can we make to be actively inclusive of our staff?
  • Devote money and time for our staff to engender connection and support
  • Support staff resource groups

Hiring:  Our Organizational Commitment

  • Diversify CRI from the Board to Part Time staff

 

External Allyship

Intentionally align our values with:

  • Grantors and external support orgs
  • Vendors and vendor selection
  • External pipeline & pathway programs we support

Community

  • Where else and how can we continue to serve our community
  • Add to CRI Speaker Series
  • Look at events and inclusive community engagement opportunities 

 

Recruiting:  Our Programmatic Commitment

  • Redefine and communicate the difference in goals, measures, & impact between programs and teams
  • Refocus, reorganize offerings to increase program permeability
Explicitly support our Allies Explicitly support racial and social justice efforts in our community Explicitly support diversity

 


July 2020

Our current efforts to address our shortcomings include a comprehensive strategic planning effort focused on access, equity, diversity and inclusion. Since last fall, many in our community, including members, staff, and directors have already participated in this effort, contributing to an updated mission statement and revised core values (Diversity, Belonging and Respect, Personal Growth and Resilience), as well as helping to define our strategic vision and the specifics around implementation of the plan. This includes setting goals, developing a timeline, and defining performance metrics.

The board is also considering a variety of other efforts, including possible by-law modifications as well as the development of a new standing committee focused on diversity, equity and inclusion throughout all of CRI. We expect to finalize decisions about these at the next board meeting in September.

The management team is also taking important actions to increase diversity and cultivate inclusivity. The team has begun to seek additional learning and team facilitation focused on racial issues, social justice, and anti-racism with some amazing facilitators. This effort also includes ongoing dialogue about CRI’s core values and how to actualize them in everything we do. We have created an overview to answer some basic questions about CRI and our role in society.  

They include:

How can we lead the advancement of diversity, equity and inclusion at CRI - explicitly support our allies

  • What can we do in our community - explicitly support racial and social justice efforts in our community  

  • How will we diversify CRI - go beyond hiring and recruiting - explicitly support diversity in our community

  • Lastly, the board and management team have recommitted to creating a board and staff that have significantly more people of color. We are reaching out to new resources and are learning how we can be more effective in being successful in this capacity.

While we have much to learn and changes will not happen overnight, we are committed to creating a community that shares the diversity of our Boston Community, and a community where all those who participate feel welcomed and respected. We look forward to sharing more updates of our progress as we strive to attain these goals.


June 2020

One

SOCIAL ISSUES AFFECT US ALL

We reject hate, racism and bigotry.  Social and economic justice, diversity and inclusion are in the DNA of Community Rowing.  We are actively pursuing divestment from inequality and embrace the challenge of speaking, living and dreaming of ways we can reflect the best in our nature and hearts.  

Racism, sexism and bigotry are not “out there” while we are “in here”.  They are in the streets, in our schools, on TV, in the news, and embedded in “other” organizations and places.   They are “in here”, too, among us.  There is ongoing fluidity between racial strife and injustice and the ease with which it can be carried to CRI.  What happens “out there” affects us deeply and personally “in here” daily, weekly, monthly, yearly.  We will keep working and sharing our commitment to break through injustice and the loss that we all suffer when people are diminished, dehumanized and excluded because of their skin color, identity, experience, background or ability. 

two

 

WHAT WE’VE BEEN DOING TO ADDRESS ORGANIZATIONAL BIAS IN 2019 AND 2020

First, we acknowledge that racism, sexism, bigotry and intolerance are not only artifacts of our past, they permeate our present. Last year, CRI leadership and staff began working to co-construct a leadership system that breaks down hierarchy and gives our entire staff, not just current management, the strongest voices in the leadership and future of CRI. 

  • In September 2019, we stopped operations for a morning to talk about new leadership, a new management approach which began with learning from our staff. We asked, we listened and then we asked some more and we came together to fundamentally change the trajectory of Community Rowing by putting strong voices “in the room” with regard to our mission and our values. 

  • Then in November and December, we reorganized a new leadership approach that de-emphasized hierarchy and started the conversation about servant leadership and our trust and belief in allowing our staff to embrace their primary role in decision making. That began with a simple statement - I Trust You. 

    • We invited voices to the table with our board. 

    • We affirmed our commitment to ensure retaliation and intolerance are not part of our leadership or management

    • We acknowledged that organizational hierarchy produces experience of “inclusion” and “exclusion” in decision making and the workplace (i.e., the old boys club, white privilege, organizational lethargy around difficult decisions, etc) and it also enables a system of marginalization versus advancement for our employees (i.e., not making others feel safe, retaliation, and organizational bias, among them). 

And throughout the fall and into the winter, the board initiated a strategic planning process. 

  • One of their first steps was to ask our staff - “what’s important to you in this conversation”. 

  • Then, leadership and the board invited the voices of our staff into strategic conversations that led to a revision of our mission and, importantly, the statement of our values that reflects the values of those whom we serve and who serve our community. 

    • We amended our core values to be: 

      • Diversity

      • Belonging and Respect

      • Personal Growth

      • Resilience

  • By the time COVID shut CRI we nearly completed revision of the job description of every full time employee to reflect our commitment to our values and mission. Our goal was to answer simple questions including: 

    • How do we acknowledge when our coaches and staff do a good job serving CRI's mission and values? 

    • How do they know they’re doing a good job serving our mission and values? 

    • How do we recognize those who most effectively serve our mission by not only celebrating their performance but how do we learn from them and take their best work to normalize it across CRI? 

We started this hard hard work but are far from complete, and with COVID, we have been massively interrupted. We are not done. We are on a journey to continue to evaluate the structures and processes that may enable systematic dehumanization of those we serve and those who work at CRI.

three 

WHAT WE CAN DO TO MOVE BEYOND WORDS

We will continue to question our role in perpetuation of institutional racism, sexism, and bias. And will address how we want to handle these difficult, painful, complex and challenging issues as we learn and evolve in our thinking and actions. 

We will continue the hard work in our commitment to diversity and inclusion, which will come with discomfort and necessary redirection of our resources. Our front line staff who serve marginalized or vulnerable populations, or who may be from marginalized or vulnerable populations themselves, will continue to be given agency in responding and a safe environment to speak up. While we have begun breaking down the white, male hierarchy, we have a long way to go.

 We will also:

  • Remain committed to learning of the ways in which race has fundamentally shaped and affected us, our sport and our community.

    • We will continue to get outside of our own individual realities, assumptions and experiences and step back to understand how all these factors (visible and invisible) are interrelated 

  • Not be “Neutral” 

    • We have come out positively and proactively to dismantle privilege, exclusion and silence. We’ll continue to do this by 

      • Being on the lookout with open ears, eyes, and minds from the front line staff to our leadership

      • Encourage and accept that we are imperfect and therefore will remain transparent about our work

    • Listen non defensively to any act of speaking up, especially from those who may already feel marginalized

      • Encourage our staff to speak up and be heard 

      • Encourage leadership to allow for opennes and to be available for feedback and hard input

  • Keep talking, keep asking, keep listening

    • Ask people about their experience and what they need to see changed in our environment 

    • When people speak, they will know we have their back  

  • Not be passive bystanders

    • Step in, clarify and call out hate, bigotry, sexism, bullying and other forms of discrimination

    • Not allow small moments to be passed by

  • Invest our time in learning more about what we can do

    • Not look for comfort by having “other people”  “help us” understand. It's incumbent on everyone at CRI to begin or continue their own journey to understand and “come to the table” with self awareness and determination to learn beyond personal experience. 

fourth  

WHAT WILL BE DIFFERENT AT CRI IN OUR FUTURE

We believe change begins with our staff representing a diverse group of stakeholders who have sacrificed for the success of our organization and/or who fuel the success of CRI. It also includes:

  • More diverse representation from a wide range of people and backgrounds at all levels of our leadership and management

  • We won’t accept the excuse that “we can’t find people who …” in rowing to be part of our conversation. 

  • If we think the experience of diverse people matters at CRI then we will also measure, share and work to understand our impact on the choices we’ve made. We set goals in rowing all the time - we need to make sure that our goals reflect our commitment to inclusion in the boathouse as well.