December 17, 2020

I cried like a baby, I swore like a sailor: NFG's December 2020 Newsletter

At Neighborhood Funders Group’s final board meeting of 2020, the toll of the year hit me — suddenly. While saying farewell to Mary Sobecki (Executive Director of the Needmor Fund) as she ended her term on NFG’s Board of Directors, I found myself crying like a baby. I have known Mary since NFG’s National Convening in Cleveland in 2007: the conference I went to the Rock and Roll Hall of Fame with Kevin Ryan (my fellow New York Foundation colleague at the time), Frank Sanchez (then at Needmor Fund) and my adopted tio Victor Quintana (then at the Unitarian Universalist Veatch Program at Shelter Rock). Mary has been a mentor, a long-time NFG leader and, most recently, our ‘Homecoming Queen’ for NFG’s 40th Anniversary and our 40 Years Strong virtual convening series (alongside our co-queen Shona Chakravartty of the Hill-Snowdon Foundation). Mary’s departure, combined with the year-end memo I wrote for the board, took an immediate effect on me and I began bawling.
 
To make up for it, I then proceeded to swear like a sailor proclaiming my pride in NFG’s work this year and admiration for our staff and members who faced the year with courage and grace. It was not my finest leadership moment of the year, but it was my realest.

NFG President Adriana Rocha posing in a selfie with Mary Sobecki, Executive Director of the Needmor Fund and outgoing NFG Board Member
Strong selfie game with Mary Sobecki, Executive Director of the Needmor Fund and outgoing NFG Board Member

I am thankful for having a team of board members with whom I felt safe enough to do this and would not see this display as a questionable move by NFG’s new President. After the meeting, I almost apologized to one of my board co-chairs, but quickly stopped myself when I realized that I am not sorry for displaying emotion. I am not sorry for allowing myself to feel and show the toll of this year. (I am sorry for swearing like a sailor though.)

This board meeting, coupled with time with NFG’s staff to pause and reflect, helped shape this letter to the NFG community. As we approach the end of 2020, I wanted to share what is clearer to me now (one of my favorite questions when checking in with staff):

This was always possible. COVID-19 showed us that foundations could always do away with stringent and onerous practices. Grantmakers let go of deadlines, shifted program support to general operating support, granted out more than the all-too-typical 5% payout, and asked about and funded organizers’ safety and security, staff wellness, and healing (including NFG’s Amplify Fund moving $150,000 in wellness grants to their grantees!). Philanthropy has a long way to go to ensure that these practices become the standard in this sector, but many funders pivoted this year to show us what is possible.

The toll & trauma of the twin pandemics of COVID-19 and state violence against Black, Indigenous, and people of color bodies will be with us for years. Black, Indigenous, people of color, immigrant, queer, transgender, rural and unhoused communities, and essential and unemployed workers continue to bear the brunt of the COVID-19 pandemic, white nationalism and terror, a financial recession, and the intergenerational trauma of the United States’ deep racial inequities.

We must continue to tend to these traumas and their impact on us as individuals and communities. And philanthropy must show up for us and not disassociate from this work. Philanthropy has a stake in ensuring that people can continue to organize, build power, and transform their lives and communities — in this current moment where we continue to grapple with these twin pandemics and for the road ahead. We must hold philanthropy accountable by dismantling white supremacy and outdated, patriarchal norms in this sector and by taking the risks that are worthy of the courage of our people (appreciations to Mary Hooks, Co-Director of Southerners on New Ground, who issued this call to action to our sector at NFG’s People, Place and Power virtual plenary). 

We need each other and all of us in this fight. It is our collective work to organize philanthropy, move our visions and agendas forward, demand our dignity, and resource power-building led by Black, Indigenous, and people of color communities at the level that is necessary for all of us to thrive. We need each other to fortify, show the way, and give & receive help.

I am proud of the way NFG pivoted like champions to deliver our work virtually. We maximized our existing use of technology as a remote organization, incorporated live captioning and music (shoutout to DJ Carmen Spindiego!), pre-recorded videos with our members and movement leaders, held virtual happy hours, initiated member connection calls, and continued our commitment and practice to center the expertise and leadership of Black, Indigenous, and people of color organizers throughout all of our programming.

I am proud that NFG continues to hold ourselves accountable to our ultimate aim to move money to racial, economic, gender, and climate justice. Examples include moving money to organizers in Nashville, including Stand Up Nashville and The Equity Alliance, as part of NFG’s Amplify Fund and Funders for a Just Economy virtual learning visit and the CAPACES Leadership Institute, Oregon Food Bank, Political Research Associates, Black Belt Citizens Fighting for Health and Justice, and the Hmong American Farmers Association following our Integrated Rural Strategies Group's Multiracial Rural Equity Summit — to name a few.

Organizational leaders can support staff as whole people. We can close our offices to support staff as they adjust to shelter in place orders, to become their children’s home teachers, as they take to the streets in support of uprisings for Black lives and liberation, as they take care of loved ones and neighbors, and face their own grief and loss. We can ask ‘how are you?’ and ‘what do you need?’ and then provide the space and resources to nourish our staff. Accordingly, NFG is closing our offices for three weeks between December and January so that staff can rest and rest and rest. 

NFG President Adriana Rocha's husband, Ivan, holding their son, Emiliano, as they celebrated in the streets of Brooklyn after the 2020 elections
My husband, Ivan, and our son, Emiliano, celebrating in the streets of Brooklyn
after the 2020 elections

We can continue to move money and organize as individuals. Here is my year-end giving list — what is yours?

As we approach the end of 2020, I wish for you the opportunity to rest, find some joy, cry, do virtual karaoke (not as satisfying as in person, but cathartic), watch the panda cam, and do what nourishes you. I look forward to continuing to be in community and solidarity with you in 2021.

Un abrazote!
Adriana Rocha
President

Read the newsletter.

Find More By:

News type: 
September 5, 2021

Reflections on Labor Day with Larry Williams, Jr. of UnionBase

This Labor Day, NFG’s Director of the Funders for a Just Economy program, Manisha Vaze, met with Larry Williams, Jr., Cofounder of UnionBase, and formerly a Labor and Just Transition Coordinator at the Sierra Club and President of the Progressive Workers Union. In this interview, Manisha and Larry talked about Larry’s work and his vision for the labor movement and for building worker power.  


 
Can you start off by sharing the story of why you started UnionBase? What is the central issue you are hoping to address with Unionbase?

UnionBase is a company and tech platform focused on improving the labor movement and accelerating it’s growth. We’ve been around since 2015 and started as a search engine for unions. Based on user feedback we pivoted to becoming a communication and education platform, building the tools workers need to build power in their workplace. As we started supporting workers we realized there is a serious need for educational content on how to organize and build power in the workplace. As a result we started a magazine that now serves union locals around the United States and Canada, as well as relationships with some of America’s largest unions. 

We see our mission as not only helping people join unions but also helping unions to become better partners to the communities where they work and their members live. We’re also trying to educate people about the history of work, the future of work, and our shared responsibility in directing that future. I want to share how we can make our community and our lives better by organizing our workplaces. 

It feels like there’s a resurgence of energy around worker organizing, collective bargaining, and the labor movement. What are some issues that come up as we garner more support for the labor movement?

I want to share how we can make our community and our lives better by organizing our workplaces. 

The organized labor movement can be hard to understand but is key to empowering communities, workers, and fighting climate change. For labor to continue to grow and evolve into a more diverse and powerful movement it needs to start looking outward and engaging young people. It is more likely now than anytime before that young people do not know about the history of the labor movement and its achievements. 

Though they may come from a working class family, young people may not relate to the traditional message of pride in being a worker or even identify as a “worker”.  As some employers are having trouble finding people to do in-person jobs because of COVID-19, young people are saying, “Why would I want to be a waitress or work in an office and risk my life to make a very low wage when I can work for myself?” 

Simultaneously, some young people are excited like never before to build power for themselves and their community starting in the workplace and we see that in the increasing number of organizing campaigns happening across the United States.

Can you talk more about the experience of organizing your own workplace? What did you learn and what were some challenges?

I had the blessing of experiencing first hand what can happen when workers build for a better future but forming a union. I was the first President of Progressive Workers Union (PWU), a decentralized, independent union that was started by workers employed at the Sierra Club. PWU’s organizing efforts captured the imagination of many nonprofits workers around the country when we won what has become the model for how to represent staff who work at nonprofits. 

There are many notable victories in the contract that make Sierra Club a better organization and allowed for a much better relationship between all staff and the organization’s leadership. The first contract includes many important improvements but a few worth naming are Compensatory Time, Family Sustaining Wages and improved Paid Family Leave.

Also, the entire organization now does a yearly pay review which allows the union to ensure that there is parity amongst staff across the organization and its affiliates. Every year, the union compares salary with the MIT wage scale. Through this analysis, pay inequality impacting women and people of color can be addressed. This was a unique solution we were able to negotiate through the union contract and was a victory for both the employer and employees.

What are the benefits for major organizations when they have a unionized workforce?

In all of the places where the organization was falling down the union was stepping up to support these workers.

There are several ways that unionized workers create more value for the organizations where they work. Most people think unions only care about wages. While fair pay is important, what people don’t realize is the respect that union workers have for the work that they do. Workers in a union are more secure in their jobs and produce better work. One thing that is core to why PWU works is that most workers come to nonprofit organizations as young people hoping to change the world. Nonprofits have an unintended habit of exploiting young workers until they burn out, then replacing them with another young person. In PWU all of the unit representatives, bargaining teams, and union leadership saw a vision for changing this paradigm, and believed that forming a union was the place to achieve a vision of changing this reality and we did it. For example, recently the Intercept wrote about how the Sierra Club’s Executive Director, Micheal Brune, was stepping down. All throughout that media’s reporting, and in the internal report, you can see how many ways the union took on sexual assault cases. In all of the places where the organization was falling down the union was stepping up to support these workers. 

Over the past several years and throughout this pandemic, workers have been in motion – striking and demanding better wages, health protections, working conditions and benefits in solidarity with the larger community. These campaigns have also been connecting worker justice to other social movements, like the movements to divest from policing and ICE, climate justice, and disaster recovery and relief. What do you think about these new unionization and collective bargaining efforts and what are the opportunities you see for the labor movement overall?

This is a make it or break it moment. While there is infinite opportunity for labor, success in the future is by no means guaranteed.

This moment has the potential to be a new golden age for labor and we’ve been preparing for it for the last ten years. Even prior to the pandemic, the working conditions of millions of Americans were revealed to be unbearable, and their income, which has stagnated in the face of skyrocketing living costs, is unsustainable. The pandemic has shined an even brighter light on this issue as many frontline workers lauded as heroes have been, in reality, treated as disposable. Without the protections and voice that comes with being in a union, frontline workers have been incapable of getting the hazard pay, protections, and living wages they have more than earned. Also, the labor movement has struggled to address issues of police brutality within its own membership. This is a make it or break it moment. While there is infinite opportunity for labor, success in the future is by no means guaranteed. The only answer is that people from underrepresented and impacted communities must be supported as legitimate leadership of unions. That means not just being in the room but making sure they are leading the decision making process. 

You mentioned that we’re in a make it or break it moment. What do you see as the best path forward? How might funders be supportive?

Funders should look for the people who are building relationships and doing organizing work, who have success doing it, and then figure out what is the quickest path to get the money to them with reasonable accountability but maintaining the least amount of control possible. Then they will see what their investment can do a lot better than if they request endless reports that may not reflect the value of the work being done. The people who are doing the work often have a difficult time connecting with funding opportunities despite their record of success.

I recognize the challenge for funders: they have a lot of rules and organizational things [to consider]. But, I think that there needs to be a more light weight process for making the connection between the people who need the money and the people who have the money.

Cover of Workplace Leader, a magazine for workers by UnionBase.

Also, funders should be setting an expectation that employers follow labor law and normalize unionization. Funders can take an active role in supporting workers by setting standards for their major funding recipients. For example, funders can use the MIT family sustaining wage calculator and other normative standards that help employers and workers find agreement. That way we're all on the same side and able to seek labor peace. It's about smarter decision making, engaging employers, the employees, and funders in productive conversations.

What’s next or upcoming for you and UnionBase?

UnionBase is scaling up to continue helping workers transform themselves for a new era of work. Meanwhile, we will continue to push the organized labor movement to expand outside of its comfort zone. Many workers are asking themselves, “How do you start and run a union with values centered around justice and equity?” UnionBase will be engaging in conversations with interested unions and funders to directly support the education of workers who want to organize traditional, independent and decentralized unions. 

Thank you so much, Larry! I'm really excited to see how UnionBase will continue to bloom.

 
More resources to learn about UnionBase:
August 24, 2021

What Philanthropy can Learn from Labor Organizing: NFG's August 2021 Newsletter

I am so excited to join NFG’s Amplify Fund team. Amplify, a funder collaborative, has organized local, regional, and national funders to distribute over $8 million in power building grants to Black, Indigenous, people of color and low-income organizations.

As the Fund’s inaugural Director of Learning and Communications, my skills with research, evaluation, and messaging are critical; however, I am particularly looking forward to bringing my experience in labor organizing to this role.

I have been a part of three unionized workplaces (as a public-school teacher, in city government, and at Open Society Foundations). I have also helped organize nonprofit workers. Participating in these institutions provided me with four guiding principles that are applicable (and truly essential) to philanthropic work focused on racial justice and power building.

  1. Develop clear messages and practice saying them out loud. Labor organizers spend a lot of time collecting stories, crafting talking points, and training workers to deliver consistent and clear messages. This ensures that workers are equipped to combat false narratives. It also “inoculates” workers against messaging tactics used to sway them against their own interests. Like Amplify’s grantees that deal with a slew of toxic narratives about individualism, white supremacy, and limited government responsibility, those of us who work in philanthropy deal with toxic narratives about wealth, scarcity, meritocracy, and accountability. To truly change the sector, we need to develop and practice messages that offer an alternative view and neutralize harmful narratives.
  2. Regularly track information and use it. Every labor organizer has experience developing a spreadsheet that lists out the workers in an organization, their issues, their stance on unionizing, and which actions (“structure tests”) the worker has participated in. This spreadsheet gives the organizers a sense of the current situation and helps them develop a strategic path forward. I use this concept with grantees to understand their work, and we can use this tool for funder organizing to identify activists and leaders who are challenging the status quo in the field of philanthropy.
  3. Find the actual leaders and fully support them. In labor organizing, a leader is someone respected by many. Someone who can move people. Not necessarily the person in charge or the person with the loudest voice. Some of us in philanthropy regularly challenge traditional ideas of leadership by asking ourselves: Who are the lesser-known leaders in places or issue areas that we fund? How can we find them? And how can we support them with leadership development training, capacity building support, and opportunities? However, it’s also worth asking who the leaders are within foundations, and how we can find and support them. We need them engaged if we are serious about changing philanthropy.
  4. Invest in relationships. Lastly, a theme that is common in organizing is the importance of relationship building. I have been spoiled in philanthropy. I have worked on portfolios — first at Open Society Foundations (with the Open Places Initiative) and now at Amplify Fund — that place full trust in local groups and commit to supporting these groups for a long time. This, in turn, allowed me to get to know people beyond working relationships. It is these relationships which are essential for change in local communities and in philanthropy.

I am thrilled to apply these lessons learned to Amplify Fund’s work. 

You can hear more about my story organizing in philanthropy for greater transparency and equity in NFG’s National Convening plenary panel on Accountability & Philanthropy's Role. In the meantime, I hope to build (or continue to build) relationships with all of you. To connect with me directly, email me at renata@nfg.org.

Always,
Renata Peralta
Director of Learning and Communications, Amplify Fund
 

read the newsletter

 

Find More By:

News type: