The document summarizes the evolution of the field infrastructure that supports boys and men of color (BMOC) over three eras from 2006 to the present:
1) Pre-MBK Era (2006-2013): Emergence of targeted foundation investments in BMOC and increased data sources. National institutions and communities of practice were established.
2) MBK Era (2014-2016): Infrastructure groups focused on BMOC emerged alongside specialized support organizations. Local case studies informed the field. Public discourse on inequities faced by BMOC was elevated.
3) Post-MBK Era (2017-2022): Opportunities and additional infrastructure needed to sustain local institutions and achieve population-level
Vision, Strategies, Action: Guidelines for an Effective Vision Zero Action PlanKathleen Ferrier
This guide - published by the Vision Zero Network in partnership with Livable Streets Alliance and the Massachusetts Vision Zero Coalition - is designed to help Vision Zero communities build an implementation plan that is concrete and action driven, while being responsive to the context and needs of the community served.
Vision, Strategies, Action: Guidelines for an Effective Vision Zero Action PlanKathleen Ferrier
This guide - published by the Vision Zero Network in partnership with Livable Streets Alliance and the Massachusetts Vision Zero Coalition - is designed to help Vision Zero communities build an implementation plan that is concrete and action driven, while being responsive to the context and needs of the community served.
COVID-19 has seriously tested the resiliency and sustainability of organisations, especially those in the nonprofit sector. The pandemic has further exacerbated their already precarious state and many Civil society organisations (CSOs) are under immense pressure to operate, survive, and thrive, while maintaining independence and continually generating funds to pursue planned operations and command strong recognition and influence.
They have been forced to adapt or to abandon the game, to face adversity through innovation or to fail while trying. Organisational and individual preparedness to manage change was tested also and many had to unlearn and relearn, to find new ways of working and developing resilience amidst the pandemic.
Since financing is a key pillar of organizational sustainability, I was invited to strengthen participants understanding, knowledge and practice in mobilizing resources more creatively. Aside the traditional channel of funding, there are 12 proven models of mobilizing resources for any civil society organisations in Africa, no matter its size, staff or strength.
More presentations from the NCVO Annual conference:
http://www.ncvo-vol.org.uk/networking-discussions/blogs/20591
Sakthi Suriyaprakasam, Value of Infrastructure team, NCVO
Rob Macmillan, Research Fellow, Third Sector Research Centre
Bill Freeman, Director of Services and Business Development, NAVCA
In the current context of funding cuts and the focus on frontline organisations, where do infrastructure or support organisations fit? Join us for a highly interactive workshop that will address key questions for infrastructure groups, including how infrastructure organisations can demonstrate their value effectively, how you work with funders and charities to make the biggest difference and how we can work together differently to shape the future of infrastructure ourselves.
You will have the opportunity to connect with representatives from across the sector to actively discuss and decide how infrastructure can respond to the challenges it is facing.
Presentation from NCVO's Annual Conference 2011 on The Value of Intrafrastructure, a three-year England-wide initiative to support infrastructure organisations in plan, assess, improve and communicate their impact.
Centering Safety at Metropolitan Planning OrganizationsKathleen Ferrier
Through regional planning, funding and policy, MPOs are uniquely positioned to embrace Vision Zero and align their efforts with the goal of saving lives.
The Fox Valley Technical College (FVTC) referendum was conducted during tough economic times and a turbulent political landscape. Miron Construction worked with Eppstein Uhen Architects (EUA) to clearly identify FVTC's needs. Extensive input was gathered from key stakeholder groups including faculty, staff, students and valued community partners. Dr. Susan May, FVTC president, said: "EUA and Miron helped us design a process to gain public support from all constituencies, one that assisted FVTC in making effective and efficient decisions in a relatively short time frame." The result was a $66.5 million referendum that passed with 66 percent approval. Craig Uhlenbrauck, vice president of marketing for Miron who works first-hand with all educational projects, could speak to their approach on this and any educational project in their portfolio.
COVID-19 has seriously tested the resiliency and sustainability of organisations, especially those in the nonprofit sector. The pandemic has further exacerbated their already precarious state and many Civil society organisations (CSOs) are under immense pressure to operate, survive, and thrive, while maintaining independence and continually generating funds to pursue planned operations and command strong recognition and influence.
They have been forced to adapt or to abandon the game, to face adversity through innovation or to fail while trying. Organisational and individual preparedness to manage change was tested also and many had to unlearn and relearn, to find new ways of working and developing resilience amidst the pandemic.
Since financing is a key pillar of organizational sustainability, I was invited to strengthen participants understanding, knowledge and practice in mobilizing resources more creatively. Aside the traditional channel of funding, there are 12 proven models of mobilizing resources for any civil society organisations in Africa, no matter its size, staff or strength.
More presentations from the NCVO Annual conference:
http://www.ncvo-vol.org.uk/networking-discussions/blogs/20591
Sakthi Suriyaprakasam, Value of Infrastructure team, NCVO
Rob Macmillan, Research Fellow, Third Sector Research Centre
Bill Freeman, Director of Services and Business Development, NAVCA
In the current context of funding cuts and the focus on frontline organisations, where do infrastructure or support organisations fit? Join us for a highly interactive workshop that will address key questions for infrastructure groups, including how infrastructure organisations can demonstrate their value effectively, how you work with funders and charities to make the biggest difference and how we can work together differently to shape the future of infrastructure ourselves.
You will have the opportunity to connect with representatives from across the sector to actively discuss and decide how infrastructure can respond to the challenges it is facing.
Presentation from NCVO's Annual Conference 2011 on The Value of Intrafrastructure, a three-year England-wide initiative to support infrastructure organisations in plan, assess, improve and communicate their impact.
Centering Safety at Metropolitan Planning OrganizationsKathleen Ferrier
Through regional planning, funding and policy, MPOs are uniquely positioned to embrace Vision Zero and align their efforts with the goal of saving lives.
The Fox Valley Technical College (FVTC) referendum was conducted during tough economic times and a turbulent political landscape. Miron Construction worked with Eppstein Uhen Architects (EUA) to clearly identify FVTC's needs. Extensive input was gathered from key stakeholder groups including faculty, staff, students and valued community partners. Dr. Susan May, FVTC president, said: "EUA and Miron helped us design a process to gain public support from all constituencies, one that assisted FVTC in making effective and efficient decisions in a relatively short time frame." The result was a $66.5 million referendum that passed with 66 percent approval. Craig Uhlenbrauck, vice president of marketing for Miron who works first-hand with all educational projects, could speak to their approach on this and any educational project in their portfolio.
Skills Based Volunteerism as a Corporate Strategy - October 2013 VolunteerMat...VolunteerMatch
Skills-Based Volunteerism (SBV) is becoming a key strategy that companies across the nation are using to deepen their engagement with communities while building the skills and talents of their employees. Join Common Impact and Fidelity Investments to learn how companies create, grow and evaluate skills-based volunteer programs that fit their culture, core business, and community strategies. Common Impact will share the different models companies can use to approach SBV, the barriers they face, and the tools and resources available to help overcome them. Common Impact’s long-time partner, Fidelity Investments, will share how SBV helps the company to achieve its community engagement goals. This webinar will help both companies and individuals unlock the power of strategic cross-sector partnerships and skills-based service in the areas where you live and work.
Danielle Holly
Executive Director, Common Impact
Danielle Holly serves as the Executive Director at Common Impact, an organization building stronger communities by facilitating collaborations between global companies and locally focused nonprofits. She works closely with Common Impact's corporate partners to develop strategic community partnerships, develop employees' talents, and help them to achieve both their business and community impact goals. Danielle is considered one of the leading experts on skills-based volunteerism and has helped numerous corporations and nonprofits navigate the new era in skills-based volunteering.
Laura (Hudson) Hamre
Senior Director, Community Relations, Fidelity Investments
A 7-year veteran of Fidelity Investments, Laura Hudson Hamre serves as Senior Director, Community Relations supporting 11 regions across the United States. Ms. Hamre crafts strategy in support of national community outreach efforts engaging employee volunteers. Her role also includes managing the firm’s relationship with HandsOn Network and overseeing the signature School Transformation Days.
Skills-Based Volunteerism as a Corporate Strategy - October 2013 VolunteerVolunteerMatch
Skills-Based Volunteerism (SBV) is becoming a key strategy that companies across the nation are using to deepen their engagement with communities while building the skills and talents of their employees. Join Common Impact and Fidelity Investments to learn how companies create, grow and evaluate skills-based volunteer programs that fit their culture, core business, and community strategies. Common Impact will share the different models companies can use to approach SBV, the barriers they face, and the tools and resources available to help overcome them. Common Impact’s long-time partner, Fidelity Investments, will share how SBV helps the company to achieve its community engagement goals. This webinar will help both companies and individuals unlock the power of strategic cross-sector partnerships and skills-based service in the areas where you live and work.
Danielle Holly
Executive Director, Common Impact
Danielle Holly serves as the Executive Director at Common Impact, an organization building stronger communities by facilitating collaborations between global companies and locally focused nonprofits. She works closely with Common Impact's corporate partners to develop strategic community partnerships, develop employees' talents, and help them to achieve both their business and community impact goals. Danielle is considered one of the leading experts on skills-based volunteerism and has helped numerous corporations and nonprofits navigate the new era in skills-based volunteering.
Laura (Hudson) Hamre
Senior Director, Community Relations, Fidelity Investments
A 7-year veteran of Fidelity Investments, Laura Hudson Hamre serves as Senior Director, Community Relations supporting 11 regions across the United States. Ms. Hamre crafts strategy in support of national community outreach efforts engaging employee volunteers. Her role also includes managing the firm’s relationship with HandsOn Network and overseeing the signature School Transformation Days.
Ann Treacy and MIke O'Connor talk about broadband and give advice to the incoming MInnesota Broadband Task Force on planning for broadband in the state from reliability to ubiquity to speed...
2016 State of Facilities in Higher EducationSightlines
Get an exclusive look at the 2016 facilities trends in higher education and explore some key insights into the challenges - and opportunities - that face campus facilities managers and finance leaders.
2. Objectives -
Level-Setting: Brief perusal of the arc of how the field of
work and actors have evolved over the last 10 years;
Application: An applied look at how the evolution of the
field infrastrucure can inform a collective discussion and
assessment of the future opportunities and needs of the
BMOC infrastructure (what’s there and what’s not)
Ò
6. Purpose
The Evolution of the
work is intended to
provide a shared frame
to view the arc of the
work, not an attempt to
assess or apply
population-level
outcomes
8. Characteristics
of Pre-MBK Era
2006 - 2013
• Vast majority of philanthropic
initiatives targeted black men
and boys
• Entrepreneurial program
officers drove the uptake in
investments in black men and
boys
• Emergence of Targeted and
Explicit Foundation Portfolios
& Investments in BMOC (due
to the efforts of those POs)
• Increase in consistent, multi-
year and in some cases
longitudinal data sources
Ò
9. 9
The evolution from one-off
reports or studies to more
consistent, in-depth and
accessible bodies of
knowledge and data to
help practitioners,
policymakers and/or
funders to inform their
work to expand
opportunities for Black
men and boys. (i.e. Schott
Report, CBMA-supported
Foundation Center, BMA
Funders website)
Increased Data Sources
Philanthropic champions
(Ford, OSF) marshaled
Black men & boys as a
population the funders
can invest in, ushering
the work from the margins
to mainstream in the
philanthropic sector
A Seat at the
Philanthropy Table
Organizations like CBMA and
BMe took the leap to move
beyond ‘program’ or
‘initiative’, to becoming
institutions that both ‘build the
field’ AND ‘serve the target
populations’
Mission-Focused
National Institutions
2025 Campaign, Black Male
Reimagined, A Gathering of
Leaders are examples of
convening and network
building efforts that built
community (online and offline)
for practitioners to learn,
connect, and strengthen their
practice in part due to national
infrastructure efforts to
support accessible
communities of practice.
Communities
of Practice
3 42
Resulting Infrastructure
P r e - M B K E r a
1 2 3 4
11. Characteristics
of MBK Era
2014 - 2016
• Heightened public discourse and
confrontation of systemic
inequities in this country
• Surge in the philanthropic sectors
wrestling with its role and
commitment to investment
strategies that explicitly seek to
address inequities
• Back room
conversations/initiatives/investmen
ts become front room
conversations/initiatives/investmen
ts
• Increased interrogation and
critique of the BMOC Field of
Work
Ò
12. 12
Infrastructure
Support Entities
with Specialized
Skills
Field Infrastructure Groups
have formed partnerships
with an array of
organizations whose
mission’s are not explicitly
or exclusively targeting
BMOC, but rather they
offer, specialized skills and
analyses that are resources
to the field, and the field
infrastructure groups.
Inquiries
Embedded in
Systems &
Organizations,
Funding entities in both
the public and private
sectors have integrated
an explicit set of
inquiries into their work,
that amplifies explicit
opportunities to support
development and
opportunity outcomes
for boys and men of
color(i.e. SIF & Aspen’s
OYIF.
3
4
2
Resulting Infrastructure
M B K E r a
1 2 3 4Mission-focused
BMOC Field
Infrastructure Groups
Infrastructure is a composition of
entities that occupy critical
space that is foundational for an
effective and thriving field of
work. While some organization’s
beginnings were in the Pre-MBK
era, it is during the MBK era that
entities have emerged from
ideas to initiatives to institutions
to component parts of ‘field
infrastructure’
Case Studies of
Place-Focused &
Industry-Focused
Efforts
Stories of success and failure
are plentiful in each example.
A recent history are resource-
rich and necessary inputs in
conceptualizing and employing
more sustainable efforts that
effectively accelerate positive
life outcomes for BMOC. (i.e.
BMDC, YMI, CA Alliance)
5
Elevated Public Discourse - This era has produced a widely shared analysis of how the narratives and perceptions of young men of color
are drivers of perpetuating policies and practices that seek to limit opportunities of BMOC. Narrative change as a key lever has been integrated into
organizational analyses and objectives, targeting improving life outcomes of BMOC. Although the conceptualization of ‘how’ to change narratives is work
that is still in its earlier stages, the elevation of narrative change as a non-negotiable imperative for this work is in itself infrastructure that has been built
during this era.
18. FIELD ORIENTATION TO THEIR WORK:
Their work includes serving, influencing and/or
building the field.
Ò
19. INFRASTRUCTURE
of the
BMOC FIELD
Executives’
Alliance to
Expand
Opportunities for
Boys and Men of
Color
Campaign for
Black Male
Achievement
Black Male
Engagement
National
Compadres
Network
National Youth
Alliance for Boys
and Men of Color
RISE for Boys
and Men of Color
My Brother’s
Keeper
My Brother’s
Keeper Alliance
Coalition of
Schools
Educating Boys
of Color
Cities United
21. EXAMPLES of BMOC
INFRASTRUCTURE
SUPPORT ORGS
PolicyLink
Foundation
Center
Aspen Institute
BloombergForward Change
Frontline
Solutions
Ò
CLASPUrban Institute
22. Developing a Basic Understanding
of Infrastructure Groups
• What each organization does
• Where the organization’s are – bridge to local impact
• Segment of the BMOC population targeted (age,
ethnicity(s)
• Approach to (and definition of) Technical Assistance
23. Methods and Results
Brief interviews with each Infrastructure Group
Results were straight forward, yet clarifying (reference handout)
Findings are a combination of direct feedback and researcher
analysis
Ò
24. In asking Infrastructure
Organizations if they
provide TA, and if yes,
what EXACTLY is it
comprised of; we found
that although many of
these organizations are
providing TA, those
offerings are for the most
part not the same nor
redundant, as they are
targeting different sector
stakeholders, different
places and providing
different capacity supports.
Ò
Technical
assistance has
been oft-cited, and
rarely defined with
specificity
25. Ò
The notion of
redundancy in the
BMOC infrastructure is
a myth, however, the
lack of
COORDINATION
substantial
Most of the Field Infrastructure
groups articulated the need for
deeper coordination and the
implications of its lacking. There is
a collective analysis pertaining
to the need for coordination, but
there is not consensus on who
can and should do it and what it
requires. Some referenced the
ongoing efforts of the OY BMOC
Working Group. Other efforts to
coordinate the infrastructure
have been limited in scope by
the needs and/or brand-focus of
the convener.
26. Ò
Half of the Field
Infrastructure Organizations
have evolved from
initiative/portfolio/organizati
on to institution whose core
work includes ‘field-
building’; while half of the
orgs were founded, in part,
to build, sustain and
support the BMOC field
Part of these organization have
been core to the evolution of the
field, while half are the
beneficiaries and evidence of the
evolution of the field and its
infrastructure. Several of these
organizations have been
perpetually shifting as the
environment has shifted and
created demand for them to
function as ‘field-builders’, while
others are basically start-up
enterprises. Only one of the groups
is more than 12 years old, which is
in part why the Infrastructure
Support organizations are so
critical.
27. Ò
Field Infrastructure &
Support Orgs are
Inclusive (in their values),
yet Have Not Developed
Deep Capacities &
Relationships to be
Representative in
Investments & Supports
to API & Native MOC (in
particular)
Some of the Infrastructure
Organizations that support
Boys and Men of Color have
been inclusive in their
language and interest in
serving the needs of API and
Native young men. However,
the infrastructure organizations
that exist are thin in their
capacities, relationships and
strategies to to engage and
support API and Native males
in particular.
28. Post-MBK Era
2017 - 2022
What will be characteristics of this era?
What opportunities must the field leverage during this
next era?
What is the additional infrastructure needed to support
local institutions to sustain themselves and to see
population-level outcomes?