Over the past few years, the #MeToo movement has brought to light the rampant issues of sexual harassment, abuse, and violence that plague many of our communities. Mainstream media has primarily focused on sexual violence and harassment in high-profile industries, such as entertainment, sports, journalism, higher education, and the corporate world.
A new coalition of 11 funding partners have come together to create support for ending gender-based harassment and abuse in the workplace. (Image Credit: Safety and Dignity for Women)
But the populations most disproportionately affected by sexual violence and harassment are often the same ones that go underserved, both financially and by media coverage. These populations include women of color, trans and nonbinary women, women with disabilities and/or mental illnesses, immigrants and migrants, socioeconomically disadvantaged women, indigenous women, and incarcerated or formerly incarcerated women, among others. Many of these women work in industries where sexual violence is prevalent and often ignored, such as domestic work, restaurants, and hospitality. Workers in these industries often go without the labor protections that can serve as a partial buffer against sexual exploitation.
A Grameen America borrower with child. (Photo credit: Grameen America)
Micro-loans, in which poor people are provided small loans so that they can jump-start or grow an enterprise, are often associated with least developed countries, but, according to a new study, this model has proved highly effective when applied to poor American women over the last decade.
The Grameen Bank model was pioneered in Bangladesh during the 1970s and 80s, and aimed to reduce poverty through the provision of loans, financial training, and peer support to those unable to access traditional credit mechanisms. It turned out a that small amount of funds enabling the purchase of such basics as tools, seeds, and livestock enabled many to lift themselves out of the most desperate kinds of poverty.
Audrey Morrissey, Associate Director and National Director of Survivor Leadership at My Life, My Choice, a Boston-Based organization that has received funding from Robert Kraft’s philanthropy. (photo courtesy of My Life, My Choice)
Do major league sports leaders have a responsibility to model respect for women in everything they do? This question is fresh on the minds of many due to Robert Kraft, philanthropist and owner of the New England Patriots, being charged with two counts of soliciting a prostitute in Florida, where he was allegedly engaging in sex acts with women at Orchids of Asia Salon.
Through his philanthropy, Robert Kraft has funded initiatives specifically aimed at ending sexual exploitation of women and girls. USA Today reports that Kraft gave $100,000 in 2015 to My Life, My Choice, a Boston-based organization that works on ending child sex trafficking. Some might ask how the same man can be both perpetrating sexual exploitation and funding initiatives to end it.
Rachel Lears is Director, Producer, and Cinematographer of Knock Down the House. (photo credit: International Documentary Association)
I am always keeping an eye out for instances of feminism breaking through to mainstream culture, particularly if it involves women in politics. So when Netflix decided to make its biggest payment ever of $10 million to buy the rights to Knock Down the House, I was eager to learn about how this film came about. How did this relatively new film team suddenly find itself poised to reach Netflix’s estimated 148 million subscribers?
Knock Down the House follows four progressive women who made it into the U.S. Congress in the 2018 elections, inviting viewers to witness the progression of their historic journeys into politics. Just weeks ago, it won Best Documentary Film for 2019 at the Sundance Film Festival.
NoVo Foundation is investing $10 million in helping marginalized women in sex trafficking seek new options in life. (Photo credit: NoVo Foundation)
Despite the prevalence of the sexual exploitation of women and girls, gender-based violence funding accounts for just 1.8% of all foundation giving. And even within that small percentage, the majority of funds go to domestic violence, with commercial sexual exploitation often remaining neglected.
To bridge that crucial gap, the NoVo Foundation recently announced a $10 million, 3-year funding commitment for U.S.-based programs. The funding will go to programs that are aimed at “opening exit ramps” and “closing on-ramps” to the commercial sex trade–or, as it’s often called, The Life.
Rachel’s Network Catalyst Award will provide $10,000 to up five women environmental leaders of color.
This week, Rachel’s Network launched the Catalyst Award as a new way to build women’s leadership in environmental work. The awards will recognize as many as five women of color who are making a significant impact on environmental issues in communities across the United States.
Each award winner will receive $10,000 as well as networking and mentorship support throughout the year.
Rachel’s Network works at the intersection of gender equality and environmentalism, providing $1.7 million in collective funding grants since its founding aimed at addressing both climate change and women’s rights. Rachel’s Network received the Bridge Builders Award for Network and Collaborative Giving Leadership from Philanthropy Women in January of 2019 for its exceptional work in growing gender equality movements intersectionally with environmental work.
The Catalyst Award is particularly noteworthy for its integration of both race and gender issues in addressing diversity in environmental work. In addition, the award creators are widening the lens on what it means to make an impact on environmental work by inviting women from the arts, agriculture, law, journalism, education, and faith communities to apply for the awards.
“We want this award to be the connective tissue between the wide landscape of existing fellowships for emerging leaders of color and executive leadership,” said Fern Shepard, President of Rachel’s Network, in a press release announcing the new awards. “We hope our investment catalyzes not only individual women’s career trajectories, but the environmental movement as a whole in becoming more representative and just.”
Stephen Colbert recently hosted Bill and Melinda Gates to discuss “surprises” — the theme of their annual letter this year. (Image credit: Youtube)
Starting with a joke about who would be the word hog between the couple, Stephen Colbert recently interviewed Bill and Melinda Gates. The couple talked about their philanthropy in the context of larger political issues such as growing inequality, and shared some of their “surprises” — the theme of their annual letter this year.
Colbert remarked that Bill Gates used to be the richest man in the world, but has now fallen into the number two spot for the world’s most wealthy person. “Well, we’re trying to give it away faster,” said Bill.
A new learning institute for women of color will be made out of Madam C.J. Walker’s estate in Irving, New York. (Photo credit: David Bohl/Historic New England/Courtesy of the National Trust for Historic Preservation)
A new learning institute for women of color will be created out of the former estate of Madam C.J. Walker, as the New Voices Foundation announced last week that it will purchase the site and repurpose it for women of color entrepreneurship.
Madam C. J. Walker was the founder of a hair care empire and a noted philanthropists of the early twentieth century, and is considered the first African-American woman to become a self-made millionaire. A daughter of a slave who once worked as a laundress for less than a dollar a day, Madam C. J. Walker became a civil society champion for organizations like the YMCA, the Tuskegee Institute, and the National Association for the Advancement of Colored People (NAACP).
A new report from Women’s Fund of Rhode Island discusses how women of color in Rhode Island suffer higher rates of poverty. (Graphic courtesy of report infographic)
Race and gender play an important role in economic outcomes. In addition to the gender pay gap, women of color lag well behind white women in economic well-being.
A recent infographic “Rhode Island Women of Color 2018: A Snapshot” published by the Women’s Fund of Rhode Island (WFRI) indicates sharp disparities between white women and women of color across a range of economic indicators including wages, poverty, educational attainment and home ownership. The WFRI research was done in partnership with the Providence, Rhode Island-based Economic Progress Institute.
Women of color comprise roughly a quarter of Rhode Island’s female population. They earn significantly lower wages than White women, and are much more likely to be poor. Among women 18-64 years of age, 9 percent of White women are poor, while 18 percent of Asian women, 22 percent of Black women and 20 percent of Latina women are below the poverty line. Among those over 65, there is an even greater discrepancy: 31 percent of Latina women are poor, three-and-half times the rate of White women.
Black and Latina women are more likely to be employed than are White women. The labor-force participation rate for females over the age of 16 in Rhode Island is 60 percent, and is lower for Whites (59 percent participation rate) than it is for Black (61 percent) and Latina (65 percent) women. One reason may be that young White women are more likely to be students than are women of color. White and Asian women hold four-year degrees at much higher rates than do Latina and Black women. Of course, these differences in educational attainment are a major factor affecting wages, and are among the reasons Latina woman can expect to earn $1.2 million less over the course of 40 years of work than a non-Hispanic White man.
Two in five Rhode Island women work in health care, social assistance or educational services. Women of color are particularly likely to labor in these fields, often in lower-paid positions like personal care aides and nursing assistants. Eighty-seven percent of Rhode Island’s healthcare support workers are women, and women of color account for nearly half of these workers. It is estimated that raising the minimum wage to $15 per hour would increase the wages of 96,700 Rhode Island women (either by raising their wage to $15, or as a result of increases as pay scales are adjusted).
Another area where women of color are at a disadvantage is housing, as a much larger percentage of their income goes to housing costs than is the case for White women. Latino women spend nearly half of their income (48 percent) on housing. The rates for Black, Asian and White women are 45, 39 and 30 percent respectively. Moreover, Rhode Island has the second lowest home ownership rate for households of color in the country.
“While we often hear about the gender wage gap and its subsequent wealth gap for women, this report really puts a spotlight on how deep the inequities go for our sisters of color,” said Kelly Nevins, Executive Director of the Women’s Fund of Rhode Island. “Efforts to increase the minimum wage and ensure fair pay are just a few initiatives that we are working on with community partners. However, more needs to be done. We want to hear from the community as to how best to use the findings of this report.”
The WFRI will hold a series of community forums to share information and invite ideas about how best to address the inequities. As part of the series, the Fund will host a ticketed event “Cocktails & Conversations: Women of Color Research” on January 30 from 6-8pm at the Tech Collective in Providence. Panelists will include Rachel Flum, Executive Director of the Economic Progress Institute; Angela Ankoma, Executive Vice President of the United Way of Rhode Island and Traniesha West, Community Organizer for Working Families.
The Women’s Fund of Rhode Island was founded in 2001 as a field of interest fund, and became a 501(c) in 2005. In addition to research and advocacy, it makes grants to local programs that improve the lives of women and girls. The Providence, Rhode Island-based Economic Progress Institute, a nonpartisan research and policy organization founded in 1999 by Linda Katz and Nancy Gerwitz, is dedicated to improving the economic well-being of low and modest-income Rhode Islanders.
While Rhode Island is a small state of approximately one million people, and regional and local economies and demographics vary across the country, gender and race disparities are found everywhere. Increasingly women’s foundations and other non-profits are upping their efforts in improving the lives of women of color. Among the major funders in this area is the NoVo Foundation which has recently allocated $90 million in funding to empower girls of color in the U.S. Southeast, and the Ms. Foundation which has committed $25 million to funding programs targeting women of color.
Funny Girls, a program created by the Harnisch Foundation, teaches girls five key skills of leadership in subtle yet profound ways. (Photo credit: Brittany Buongiorno)
“Funny Girls is a philanthropic investment in building the pipeline for female leadership,” says Jenny Raymond, of the Harnisch Foundation’s (HF) program employing improv techniques to build girls’ leadership skills.
Raymond, who is HF Executive Director, and Carla Blumenthal, Funny Girls Program Manager, spoke to me by phone from the HF offices in New York.
It’s an auspicious time for a program devoted to building the next generation of female leaders as 2018 saw a historic number of diverse women elected to political office. “That didn’t happen overnight. It was brewing for a long time,” says Raymond, who sees Funny Girls as a tool to build on these gains.
Programs fostering self-esteem and leadership skills in girls are not uncommon. What is unusual is the use of improv as the tool to achieve these ends. Funny Girls is not trying to develop comedians or actors: the participants are diverse groups of eight to thirteen-year old girls enrolled in after-school programs with a social justice focus. The improv methods are used to cultivate core leadership skills, particularly in low-income populations typically lacking opportunities for such development. “It’s about getting girls to recognize that they have a voice and deserve a seat at the table,” says Raymond.
The HF was founded in 1998 and its mission is to create a “fair, equitable and inclusive world.” It’s angle: empowering girls and women, particularly through storytelling, which can include everything from supporting women-centered film-making, TED Fellows and journalism, to leadership summits, coaching and social justice initiatives.
Funny Girls was developed in 2015 and its name (“it’s fun, it’s funny, it’s about girls,” says Raymond) came from a brain-storming session between Raymond and HF Founder and President Ruth Ann Harnisch. The Foundation looked at Stanford and M.I.T. executive training programs to see what particular challenges women were facing, and how they were being addressed. Women and girls face hurdles including boldness being reduced to “bossiness,” and their authorship of ideas being challenged. Working with experts in leadership curriculum development, Harnisch and Raymond chose specific leadership skills that overlapped with the main tenets of improv comedy, and built a curriculum for girls based on leadership, improv and creative movement.
While leadership can be one of those “I know it when I see it” attributes, the five key concepts of self-awareness (understanding one’s own perceptions of self, and how one might be perceived by others), learning agility (responding quickly and sharing one’s own insights), collaboration (prioritizing a goal and working together to meet it), empathy (recognizing others’ emotions), and resiliency (employing multiple strategies and learning from mistakes) are as good a place to start as any.
“These five skills have been a fantastic marriage with improv,” says Raymond. Funny Girls partnered with NYC’s Magnet Theater and the Pilobolus dance company to develop the curriculum. Pilobolus emphasizes collaboration in movement, a perfect fit with Funny Girls says Raymond. The attraction to Magnet was simple, “We observed all of the local improv companies and liked them the best.” The “story aspect” is key, Raymond says, “Magnet is very focused on developing a character; that is the tenor we wanted to represent in our curriculum.”
Funny Girls seeks to instill a “growth mindset” in girls to they can discover their own definition of leadership. (photo credit: Babita Patel)
The eleven-session Funny Girls program is now up and running and has six partners, all of them after-school programs with a social justice focus. “We train the instructors, who are drawn from the organizations we work with,” says Blumenthal. Each instructor receives 17 hours of training in combining leadership skills with improv. “We don’t do it for them,” says Blumenthal, “the instructors go back to their organization and run the program.”
Blumenthal says one program goal is to instill a “growth mindset” in the girls, and to have them explore their own definition of leadership. This is vital as different individuals, and cultures, have varying conceptions of what constitutes leadership. One improv concept that is valuable in this area is “yes, and …,” in which a participant accepts what someone else has said, and then expands on it. This encourages creativity, collaboration and open-mindedness.
With its emphasis on leadership development, Funny Girls works with the New York City school systems to provide its program. (Photo credit: Brittany Buongiorno)
Blumenthal also describes an improv game targeting resiliency in which one girl is a dolphin trainer, and another girl a dolphin. The trainer thinks of a gesture to teach the dolphin and tries to impart that lesson without using words. The dolphin-girl must figure out the gesture and perform it. The exercise can be both hilarious and frustrating, and take five minutes or more to complete. “By the end they embody resiliency – the girls had to try a lot of strategies to get where they needed,” says Blumenthal.
Funny Girls’ participants predominantly hail from communities of color in New York City (and one program in Richmond, Virginia). “The instructor brings their organization’s identity to the program,” says Raymond, and adds, “the instructor may know youth development, and certainly knows her own community, but likely not improv.” Funny Girls has proved to be a good fit with New York City after-school programs, as the city’s Department of Education mandates that programs receiving city funding incorporate leadership training in their curriculum.
The Funny Girls program was piloted in 2016 in three NYC schools, and currently has six partners:
The Arab American Family Support Center in downtown Brooklyn; Casita Maria Center for Arts & Education in the Bronx; Girls for a Change, supporting girls of color in Richmond, Virginia; Global Kids, providing a global perspective within a human rights framework for under-served NYC youth; The Red Hook Initiative, supporting youth development and empowerment for low-income youth in Red Hook, Brooklyn; and SAYA (South Asian Youth Action), providing academic, personal and professional development for youth in New York City.
The program concludes with a showcase that demonstrates games tied to leadership skills. “The girls make presentations in which they explain leadership skills and how they embody them in action,” says Blumenthal.
“Funny Girls is part of the continuum of work the Foundation has done from the beginning,” says Raymond. The Foundation has worked with thousands of women since its inception in 1998, and its leadership initiatives have included VoteRunLead and The OpEd Project, among other programs designed to “get women’s voices out into the world.” These efforts have been successful; still, “Countless women have told me,” says Raymond, “‘I wish there had been an opportunity when I was younger to develop leadership skills.’”
“We see a thirty percent drop in self-confidence among girls between ages eight to fourteen,” says Raymond. She notes that by the time they become teenagers, many girls stop raising their hand in class because they fear social repercussions for doing so; boys typically are not burdened by this fear.
“It is such a fragile time in the development of self,” Raymond notes, citing statistics from the Girl Scout Research Institute indicating that four-fifths of girls don’t believe they have the skills to be a leader. That’s the bad news. The good news: nine tenths of girls believe that leadership skills can be taught. “We are trying to shift girls’ perceptions of themselves as leaders so that they can use that mindset to engage civically, in the work place and in the home,” says Raymond. “We are arming our girls with self-confidence, whatever direction they ultimately head in.”
The recent elections saw a wave of women running for, and being elected to, political office. Naturally, not all girls are interested in the political sphere, nor is Funny Girls trying to push them in that direction. Leadership skills are transferable across a range of professions and interpersonal situations. “The girls are talking about leadership and breaking it down to see what skills women leaders have, whether they are Hilary Clinton or Beyoncé,” says Program Manager Carla Blumenthal.
Funny Girls is a new program and is limited in scale, with only a half-dozen participating organizations at present, all of which receive a grant to run the program, and some supplemental funds for the organization itself. Raymond notes that HF chooses its Funny Girls partners carefully, “Not all organizations need us, or are a good fit,” she says. There must be buy-in from the organization, and the program needs to fill an unmet need.
Funny Girls is off to a strong start and has a format that could be widely replicated. “I’d love to take this to hundreds of organizations,” says Raymond, “but I can’t give that level of support at this point.” HF is a private foundation, and Raymond notes, “We are in the enviable position of concentrating on programming, not fundraising.” The downside is that program budgets are limited.
What will be interesting to see in years to come is how “graduates” fare. The premise, and the promise, is intriguing, but will Funny Girls really build leadership skills? Raymond acknowledges the institutional and cultural barriers women face in exercising leadership, but maintains that one of the best ways to develop women as leaders is by starting when they are still girls, and using unique programming to develop core skills which can be built on throughout a lifetime.
Editor’s Note: The Harnisch Foundation is a lead sponsor of Philanthropy Women, providing support for our work to expand feminist philanthropy journalism. Read More
