Amy Javaid is the Interim President & CEO for A Wider Circle
Several years ago, when he needed help finding work, Joe* enrolled in A Wider Circle’s Workforce Development Boot Camp. After graduating from the Boot Camp, the organization provided him with professional clothing, assigned him a volunteer Job Coach, and he set out into the job market. Joe had faced many struggles in his life but was confident in the path ahead.
As time passed, Joe would periodically call, email, or stop by A Wider Circle. Whenever he shared his successes or challenges, Joe noted how when he needed a boost, support, or connection, he would reach out. Today, Joe has his own apartment and steady employment, and recently came back for another step in his journey: to receive the furniture needed to set up his home.
For Joe and others like him, A Wider Circle’s work is not about a particular program, service, or product. It is about human connection and a community that is supportive for as long as it is requested. We are always here for Joe and thousands like him for each step of their journey. We seek for Joe what we seek for our own family — a chance, a path, and an opportunity.
Joe’s Workforce Development Boot Camp graduation
Everyone is welcome at A Wider Circle. Compassion, dignity, and an emphasis on building human connection are at the core of how we serve. We meet each of our clients where they are — identifying challenges, providing comprehensive support, and pursuing solutions together.
“I stayed in the whole day, just walking around happy.” – Ray, a formerly homeless veteran, after moving into his new apartment, furnished by A Wider Circle
While the past year has been one of both challenge and opportunity, through it all, the hallmark of our programming has remained our holistic approach. This method allows us to serve as a trusted resource for our clients, many of whom were disproportionately impacted by the COVID-19 pandemic. During this time, our ability to respond quickly and effectively to emerging needs enabled us to offer impactful services that supported the social safety net of the entire region.
A Wider Circle’s Neighborhood Partnerships Program provides comprehensive services and programming to under-resourced neighborhoods. During the pandemic, this has included delivery of groceries, fresh meals, and facemasks to families living in Southeast DC.
Now in our 20th year of service, we hold fast to our unyielding commitment to service and pathways out of poverty for those we serve. We will continue to stand with neighbors like Joe, day after day, year after year, until everyone in our region can live free from barriers to self-sufficiency.
*Name has been changed
Hear Amy Javaid on WTOP
About A Wider Circle
At A Wider Circle, our mission is to end poverty.
Through our holistic approach we:
Create stable homes, providing families with furniture, beds, and essentials
Work with job seekers so they can attain stable, substantive employment
Bring much-needed services and programs directly to under-resourced neighborhoods
Since 2001, we have provided vital services to more than 270,000 children and adults in the Greater Washington region. Now in our 20th year, as those we serve continue to face added challenges due to the COVID-19 crisis, A Wider Circle remains steadfast in our commitment to helping those with the greatest need.
But we cannot do this work alone. Get involved today and help us end poverty. Learn more at awidercircle.org.
Between February and June 2021, the Board of Trade worked with its members and friends in the DMV to produce a series of webinars exploring the causes of the region’s troubling racial and social inequities and solutions that employers and corporate leaders can implement. The series included guest speakers from the private sector, academia, local government, healthcare, and the nonprofit world. Their diverse perspectives created a rich discussion with many nuggets of wisdom and practical tips.
Below are five of the most salient lessons to emerge from the series.
Put Structure, Resources, and Accountability Around DEI
Many corporate leaders are feeling a more urgent need to build out their company’s diversity, equity, and inclusion (DEI) initiative. Several speakers throughout the series emphasized the need to treat the DEI function like any other business-critical function. It should collect and track data, have accountability metrics and strong governance, and be embedded in the company’s operations rather than sidelined into a separate corporate social responsibility (CSR) function.
Ken Jenkins of NFP advised that the most the most critical step is to define the relationship between the DEI advisory board and the executive leadership team. The company should decide if the DEI advisory board is a recommending body or a decision-making body, and how changes will be reviewed and implemented. Establishing a strong structure ahead of time ensures that DEI efforts are fully supported by the organization. Here’s Ken’s explanation:
One of the most powerful ways that organizations can drive racial and social equity in their communities is through employment. If your workforce does not look like the community in which you operate, that may be a red flag that your hiring practices are excluding certain demographics—and potentially overlooking valuable talent.
Grads of Life, a national expert in helping companies develop inclusive talent management strategies, educated webinar participants on the “Opportunity Divide,” which impacts individuals and employers. On one side of the divide are individuals with valuable skills and the desire to work, but who do not have traditional career pathways. These individuals are called “Opportunity Talent” and include young people not in higher education, people with disabilities, or the formerly incarcerated. On the other side of the divide are employers who have roles, typically “middle-skill” roles, that they struggle to fill.
Hiring Opportunity Talent means being more open-minded about how a person’s life experiences give them strengths and skills that can benefit your company. This video produced by Grads of Life illustrates what it means to engage Opportunity Talent.
Zuzana Steen, Academic and Community Relations Senior Manager at Micron Technology, and Camille John, D&I Enterprise Head of Underrepresented Ethnic Talent Strategy and Bank of America, share how they partner with community organizations like Year Up to source and develop Opportunity Talent:
The COVID-19 pandemic made it clear that employees’ health is of material importance to business. What many business leaders may not realize is that there are longstanding differences in how our society and healthcare system impact people’s health depending on their race, gender, English fluency, and other variables. These “social determinants of health” are the reason why we observed much higher rates of COVID-19 hospitalization and fatality among communities of color.
Just like employing a diverse workforce can be a powerful tool for building racial and social equity, providing robust healthcare benefits can be a powerful tool for building health equity. Anita Jenkins, Chief Executive Officer of Howard University Hospital, and Dr. Yele Aluko, Chief Medical Officer for EY Americas, offered several tips for employers to maximize a positive outcome for employees of color.
First, make sure it is easy for employees to navigate their healthcare benefits and to take advantage of employee wellness programs. Incentivize the usage of those programs and treat it as part of the core operations of the business. Second, take a step back. There has been a lot of reactivity to COVID-19 but smart employers will develop more comprehensive strategies that enhance awareness, health literacy, and workforce resilience in an equitable manner. Third, do not forget behavioral health. People are still dealing with a lot of anxiety and fear related to the pandemic and its consequences. Make sure employees have mental healthcare resources and know how and why to use them. Lastly, be honest about the presence of racism and proactively work to dismantle its drivers, without defensiveness.
Watch Dr. Christina Stasiuk, Senior Medical Director for Cigna, ask Anita Jenkins and Dr. Yele Aluko about how employers should respond to health equities below, taken from our webinar Achieving Health Equity.
Help Close the Digital Divide
The “digital divide” describes how some members of our community have access to digital technology and internet connectivity, and others do not. Since access to the internet helps us learn, work, socialize, and shop, unequal access is both a social equity issue and an anchor on our economic growth.
The consequences of the digital divide were made more severe by the COVID-19 pandemic, when life hinged on internet connectivity. But even after the pandemic subsides, the consequences will continue to worsen, since companies are increasingly turning to digital platforms and away from brick-and-mortar stores. Workers and consumers who are not digitally literate or do not have digital access will be left behind.
Watch Kevin Brown, Principal of the Digital Transformation and Intelligent Automation Practice at EY, describe this shift here:
Many companies in the telecommunications space, such as Comcast, have programs designed to help low-income individuals access the internet. Local governments also have special initiatives for this purpose; for example, the District of Columbia provided every public-school child with a computer and an internet hotspot during the pandemic. The federal government has also launched a program to subsidize internet access for low-income families.
Companies should support these efforts and look for ways to bring them to the next level. Closing the digital divide is a “rising tide that lifts all boats” and is key to our region’s economic competitiveness.
Form Long-term, Productive Relationships with Philanthropic Beneficiaries
Many companies seek to improve racial and social equity in their communities by philanthropically supporting nonprofit organizations and community development projects. While this is important, the company’s effort should not stop when the check is cashed. The biggest impact is achieved when companies pair their donations with pro-bono business services and stay engaged for multiple years at a time. This long-term, productive relationship helps nonprofit organizations to achieve deeper and more lasting mission outcomes while building their organizational capacity.
Watch Christine Hoisington, Head of Community Impact + Philanthropy and Executive Director of the Booz Allen Foundation and Shelley Sylva, SVP and Head of Social Impact at TD Bank, explain how they approach capacity building with their nonprofit beneficiaries:
In communities struggling with racial, social, and economic division, there are likely active community-level organizations working hard to build bridges and opportunity. Can you identify those groups in your surrounding community and do you know how to support them? Is your corporate giving strategy aligned with your organization’s diversity and inclusion commitments? How else can you use your capabilities to support social justice movements at critical junctures? Watch this session to explore these questions and more, and to learn how you can leverage the influence of your organization to serve your community on its journey towards greater equity.
Moderator: Jack McDougle, President and CEO, Greater Washington Board of Trade
Speakers:
Christine Hoisington, Head of Community Impact + Philanthropy and Executive Director, Booz Allen Foundation
Shelley Sylva, SVP and Head of Social Impact, TD Bank
Webinar Recording
Summary
Corporate social responsibility (CSR) is changing for many companies, particularly as it relates to racial equity issues. Shelly Sylva at TD Bank pointed out that companies are now more likely to go beyond expressing empathy for Black and Brown communities and take tangible action to benefit those communities. There is an increased willingness to focus on the needs of Black communities and to have uncomfortable conversations that many people have traditionally avoided. Christine Hoisington from Booz Allen Foundation added that diversity, equity, and inclusion (DEI) initiatives and CSR have become more integrated into how businesses operate, rather than being sidelined into an independent department.
Shelley Sylva explained that TD Bank has organized its CSR efforts around the “three C’s”: colleagues, community, and customers. Leaders and employees are asked to examine how the bank’s capabilities can benefit people in these three categories. This integrates the bank’s core business function into its CSR efforts.
One important lesson learned during the COVID-19 pandemic is that speed is critical in a crisis. Shelley Sylva explained that TD Bank’s existing CSR framework and partnerships allowed it to deliver help quickly.
Partner nonprofit organizations need philanthropic support, but the best partnerships go beyond giving and include capacity-building activities and pro-bono work as well. Booz Allen has a large employee pro-bono program to provide business assistance to nonprofit partners and keep their employees engaged in their CSR efforts. Shelley Sylva from TD Bank added that multi-year support is also important; nonprofits need long-term stability to make real change and build their own capacity.
About the Racial & Social Equity Webinar Series
The Greater Washington Board of Trade’s Racial and Social Equity Webinar Series will provide business leaders across the region the knowledge and tools they need to build more diverse, inclusive, and equitable organizations. It will help leaders identify drivers of inequity and injustice and take concrete steps towards being agents of positive change.
Washington Gas has grown together with the District of Columbia for more than 170 years as an essential energy provider. We are entering a new chapter in our hometown’s ambitious journey toward a clean energy future.
In December 2017, Mayor Bowser announced the District’s Commitment to reduce carbon emissions 50 percent by 2032 and achieve carbon neutrality by 2050.
Last year, Washington Gas filed an innovative, comprehensive Climate Business Plan to do our part to reduce carbon equivalent emissions associated with natural gas use in line with DC’s targets. The Environmental Defense Fund praised the plan, stating in a regulatory filing, “this broad, system-wide thinking is critical to maximize emissions reductions.”
Today, we’re focusing on modernizing our infrastructure, increasing energy efficiency in our customer’s homes and offices, and including carbon neutral fuels like renewable natural gas (RNG) and hydrogen in our energy mix.
Hear Blue Jenkins on WTOP
Washington Gas continues to invest in our infrastructure and expand our capability to meet the needs of our region. Through accelerated pipeline replacement programs, we maintain a safe, reliable and modern energy delivery system while also delivering environmental benefits. So far approximately 400,000 metric tons of greenhouse (GHG) gas emissions have been reduced with this work. And we have more to do. Investment in critical pipeline infrastructure enables us to reduce emissions today and prepare the system to deliver tomorrow’s lower/no carbon gaseous fuels like hydrogen.
The natural gas infrastructure has unmatched reliability – it is less vulnerable to interruptions, especially during the winter when heating can be a matter of health and safety. In addition, it comes with “built-in” energy storage. Unlike electricity, which cannot be easily stored without big, expensive batteries, the natural gas system stores energy for days, weeks, months, and years with on-demand delivery.
We’re also building on our already successful energy efficiency programs and continuing to empower customers to save energy, as well as deploying new technologies like super-efficient and ‘smart’ appliances. It’s important to empower our customers to make smart energy choices that meet their needs and their budgets.
Finally, our plans include harnessing new and emerging fuels. Our system is remarkably versatile. Our existing infrastructure can deliver low-to-no carbon fuels such as clean-certified gas, renewable natural gas (RNG) and green hydrogen, to further reduce greenhouse gas emissions.
We can meet DC’s climate goals and still save money. For the Climate Business Plan, the widely respected consulting firm ICF determined our plan saves an estimated $2.7 billion compared to approaches to decarbonization that rely solely on electrification, saving District ratepayers thousands of dollars per household.
As part of our commitment to our plan, twice a year we hold community meetings to provide updates, report on our progress, listen to the community and present new ideas with the help of industry experts. We encourage the public to join us and learn about the latest developments on our plan as we all work together to achieve a cleaner energy future. Our next virtual meeting will be on July 14 and will explore RNG.
To learn more about our plan and to participate in our community meetings, visit www.WashingtonGasCBP.com.
This article was contributed by a member organization of the Greater Washington Board of Trade and does not necessarily represent the official position of the Board of Trade or its members.
A critical part of any organization’s diversity, equity, and inclusion (DEI) performance is how well it fosters a corporate culture that welcomes people of different backgrounds and perspectives. Watch this webinar to hear Jason Wright, President of the Washington Football Team, describe how he is championing an inclusive culture within his organization. Dr. Wayne Frederick, President of Howard University, contributes his thoughts on the needs of young people entering the workforce. The conversation was moderated by Bryan Hancock, Partner at McKinsey & Company.
MODERATOR • Bryan Hancock, Partner, McKinsey & Company
SPEAKERS: • Jason Wright, President, Washington Football Team • Dr. Wayne A. I. Frederick, President, Howard University
If your company is not diverse and inclusive, its performance is likely sub-optimal, according to Jason Wright. When advocating for change, Mr. Wright suggests reinforcing the business case because people will not always be motivated to do the right thing on purely moral grounds and the business case is solid.
As Mr. Wright put it, “Business performance is not sustainable if you don’t have the healthy culture to fuel it over time.” He explained that when he took the helm of Washington Football Team, the company was not headed toward greater profitability, despite the team’s dedicated fan base. They did not have the internal capabilities in place to bring the organization to the next level.
Employing the next generation
Dr. Frederick described the students on his campus. He said they tend to be aware of the systemic barriers that have held back people of color, women, and other marginalized groups from success in this country—but they are determined to succeed regardless. He says that as a community, we owe it to these young people to help dismantle those barriers.
One way the business community can help is to forge close partnerships with historically black colleges and universities (HBCUs). HBCUs are a reliable pathway to the middle class for Black people. Mr. Wright pointed out that an HBCU degree is the most strongly correlated factor with Black people’s economic wellbeing.
How to lead culture change
Mr. Wright oversaw a 90% turnover on his executive team, which he says was driven by new expectations on supporting diversity and inclusion. The new executive team is one of the most diverse in the NFL and in sports.
Mr. Wright faced pushback and emotional reactions because change is hard, even if the organization was not performing optimally before. He overcame this resistance in three ways. First, he had frequent, open, and honest communication with staff, including weekly meetings where staff could ask questions and voice concerns. Second, he gave parts of the organization that were struggling with change more care, time, and attention. Lastly, he reinforced his long-term vision for the business, so that changes along the way had context and purpose.
Policies and procedures
Both Dr. Frederick and Mr. Wright established new policies in their organization and sometimes faced resistance. At Howard, Dr. Frederick required all hiring managers to undergo an unconscious bias training. Some initially believed that they did not need this training, but Dr. Frederick says that everyone who has done it says they learned about biases they did not know they had. He also requires that every round of finalists includes at least one woman.
Similarly, Mr. Wright mandates that hiring teams start with a diverse slate of candidates for any position (but he does not dictate who they hire). He defines diverse as representative of the community in which Washington Football Team is operating.
Mr. Wright also described the importance of skills-based hiring, which means prioritizing an applicant’s skills over their educational credentials or professional experience. He offered a compelling example: First time managers need to be able to think creatively and work well with other mangers and leaders. Many people of color develop these skills through community organizations, such as churches, when working on fundraising campaigns or other community projects. A hiring manager would miss out on that talent if they are too focused on college degrees or a degree from a prestigious school.
Mr. Wright also stressed the importance of offering a best-in-class benefits package, because things like a 401k match or good health insurance are very important to people of color who are dealing with legacy causes of the racial wealth gap.
Fighting your own hidden bias
Dr. Frederick and Mr. Wright both described ways in which our personal biases can unfairly influence who we hire, promote, or partner with. For example, Dr. Frederick described the common but dated practice of evaluating professionals based on how well they socialize at a cocktail party. This is biased in favor of certain cultures and personalities. Mr. Wright agreed and added that any time we evaluate a candidate or professional based on something that is not directly relevant to the job, we are doing a disservice to that individual and our own organizations.
The COVID-19 pandemic and federal stimulus bills have created a highly unusual set of conditions for state and local budgets. In this webinar, fiscal leaders from the District, Maryland, and Virginia explained how they are navigating these challenges and opportunities.
SPEAKERS: Peter Franchot, Comptroller, Maryland Aubrey Layne, Secretary of Finance, Virginia Fitzroy Lee, Interim CFO, District of Columbia
Watch the recording
Read the Summary
On managing the pandemic
Dr. Fitzroy Lee described the challenges of forecasting tax revenue in the early days of the pandemic. They relied on robust data collection and tracking indicators like foot traffic and unemployment claims to set expectations.
Dr. Lee also explained that the District’s reserves were in good shape following 2019, which was a great year for tax revenue, so they were able to balance their 2020 budget despite lower revenue.
Secretary Aubrey Layne of Virginia said that they responded to the pandemic by curtailing discretionary spending, but they made no cuts to core government services. They began seeing big hits to tax revenue collection in May and June of 2020. Since then, they have seen a steady recovery.
Secretary Layne said that tax revenue continued to recover because people were able to adapt to the new socially distanced context in certain industries, like government contracting. Other industries, like hospitality, did suffer, but the industries surrounding the federal government buoyed up the state budget.
On federal stimulus
Secretary Layne described how the federal stimulus buoyed up the Virginia state budget, not just by providing $26 billion directly, but also through $50 billion given to Virginian citizens and companies.
Maryland Comptroller Peter Franchot agreed that federal funding “absolutely saved the day.” He described it as a $60 billion “fire house” of cash.
However, Comptroller Franchot reminded the audience that low wage earners who represent the bottom third of earners are still suffering and have no income, no reserves, and no cash.
Regarding the stimulus, Dr. Lee explained they are trying to use the funding for one-time investments and for recovery, not for programs that need a long-term and sustainable source of funds and would lead to a fiscal cliff.
On the American Jobs Plan and infrastructure spending, Secretary Layne says the challenge is in coordinating incoming federal money, which is also going to the state and local municipalities. Recipients also need to fight urge to get it all deployed as soon as it comes in, and said the money should be allocated to long-term, transformational programs.
On priorities moving forward
Secretary Layne mentioned that some businesses are having a tough time finding labor. Comptroller Franchot said there is a disconnect between many unemployed people and available jobs. He says there needs to be apprenticeship programs and other paths to the middle class.
Comptroller Franchot suggests that Hogan, Bowser, and Northam coordinate on broadband. He also says we need significant investments in cybersecurity in the infrastructure package and warned of startling amounts of fraud happening in government.
For generations, Washington Gas has been proud to serve as the DC-area’s hometown essential natural gas energy provider, employing many in the region with good jobs and steady careers. Today, we are committed to creating even more career opportunities in the energy industry through partnerships to prepare workers with the training and tools to be successful.
Blue Jenkins, President of Washington Gas
Throughout our more than 170-year history, we have always believed in being a vital part of the communities we serve. An essential part of that commitment includes creating a pathway for people to join the local workforce to get to good-paying jobs to support their families.
We know firsthand about the value of talented workers. Our mission as a company includes providing safe and reliable service as a top priority. To achieve this, the importance of qualified employees cannot be overstated to maintain and enhance a vast distribution infrastructure across Washington, D.C., Maryland and Virginia that serves more than 1.2 million customers. Our talented crews and contractors are vital to effectively managing our day to day operations.
Hear Blue Jenkins on WTOP
We believe that a key to our success in this work going forward will be our partnerships with organizations with deep roots in our communities who share our passion for cultivating a qualified workforce, especially during times of high unemployment.
Our programs are a great fit for those interested in competitive, entry level jobs in the growing energy space. Washington Gas’ range of support helps develop the core skillsets and credentials prospective employers expect from candidates, and includes financial investment, curriculum guidelines, training tools, career development and technical workshops, Over the last three years, we have invested about $2.5 million in these programs with additional funding opportunities for similar programs pending.
Together, our partnerships are shaping the next generation of energy workers:
DC Infrastructure Academy (DCIA) – As infrastructure emerged as one of the fastest growing industries in the country, Mayor Muriel Bowser launched the DCIA in 2018, at the Department of Employment Services, to build the skillsets required for infrastructure jobs in Washington, D.C. DCIA coordinates, trains, screens, and recruits District residents to position them for careers in infrastructure with leading companies in a high-demand field
Goodwill of Greater Washington – Launched in 2021, the Energy & Construction Career Training Program aims to address critical work shortages in the Virginia area, prepare a base of qualified workers, and increase access to employment in sustainable careers across the energy and construction industries.
Virginia Tech University (VA Tech) – In 2021, our partnership began as part of the Virginia Department of Education’s ‘17th career cluster’, the latest in a job training series supported by the Virginia General Assembly that covers a variety of fields for students. For this energy industry-focused cluster program, we joined with VA Tech DC Metro Area STEM Education and Workforce Development Labs to supply the tools for those interested in academic pursuits and/or jobs in energy and STEM, including training the teachers who mentor students.
We encourage residents to explore these opportunities. Through the power of collaborative partnerships, we will build the region’s workforce and economy to forge a brighter future.
This article was contributed by a member organization of the Greater Washington Board of Trade and does not necessarily represent the official position of the Board of Trade or its members.
Fifteen years ago, Robin Kelleher felt an urgency to help her best friend when her husband returned home after being wounded while serving in Iraq.
Even though Kelleher’s husband was a Marine who had been deployed several times, she had never personally experienced the ordeal, hardship, and heartbreak a wounded service member and their family must endure.
Robin Kelleher, President & CEO of Hope For The Warriors (right)
She could not sit idly by.
That friend, Shannon Maxwell, and Kelleher combined forces to help forge the future for Shannon’s husband, Tim, and countless other wounded military members. What began as the effort of two Marines’ wives soon became Hope For The Warriors, which has served more than 36,000 service members and their families over the past 15 years.
Kelleher and Maxwell originally were looking for ways to find post-combat bedside care and support for wounded Marines coming back to Camp Lejeune in Jacksonville, NC.
The genesis of Hope For The Warriors was the realization that there was a gap in resources for every service member and military family in communities across the country. From that deficiency grew the belief that warriors can thrive with access to integrated services focused on individual and collective well-being.
Not only is the nonprofit providing these services to military members but to their family as well including spouses, children and caregivers. Hope For The Warriors recognizes that the entire military family serves and makes multiple sacrifices along the way. Spouses delay higher education due to many and unexpected moves, children can develop secondary PTSD from their warrior parent, and parents and spouses can become lifelong caregivers to their warriors due to injuries.
Today, Hope For The Warriors focuses on the six domains of well-being: physical wellness, emotional wellness, financial wellness, life roles, social support, and community connections. These six areas all intertwine in life; often if there are obstacles in one area, problems seep over into other areas.
For instance, a transitioning veteran reaches out for assistance with his/her rent perhaps because they are battling PTSD and have not been able to secure employment in the civilian world because it all feels overwhelming. A Hope For The Warriors social worker can help facilitate the immediate financial need through a stability grant. Next, the social worker can work to connect the veteran with mental health services to work through the PTSD. Finally, the social worker can introduce the veteran to the nonprofit’s Warrior’s Compass program, which melds veterans and military spouses to meaningful civilian careers through an exclusive job search platform and coaching.
“Paying a veteran’s rent one time isn’t going solve all of his or her problems. We are here to assist them with the root of the situation and get them on the path to independence again.”
Robin Kelleher, President & CEO of Hope For The Warriors
“We understand that a veteran didn’t wake up one day and realize his or her rent or mortgage was behind,” said Kelleher. “We know how one thing can lead to another and another until you feel like your world is falling a part around you. Paying a veteran’s rent one time isn’t going solve all of his or her problems. We are here to assist them with the root of the situation and get them on the path to independence again.”
Even before the pandemic, the organization believed in the power of virtual services working collaboratively with community services across the country. Hope For The Warriors has had robust virtual programming for more than a decade and continues to build upon in an increasingly virtual world allowing the organization to support more military families.
“We understand that no service member, veteran, or military family is just alike or are always based in cities with supportive communities,” said Kelleher. “We also know that military family’s needs are always changing due to the landscape of the military. Therefore, we’ll always be an ever-evolving organization, shifting to assist where the needs are.”
Karen Lee is Vice President of Strategic Communications for Hope For The Warriors. Hear her on WTOP radio:
About Hope For The Warriors
Founded in 2006, Hope For The Warriors is a national nonprofit dedicated to restoring a sense of self, family, and hope for post-9/11 veterans, service members, and military families. Since its inception, Hope For The Warriors has served over 36,000 through a variety of support programs focused on clinical health and wellness, sports and recreation, and transition. Hope For The Warriors® has received a 4-star rating from Charity Navigator for 10 consecutive years, an honor earned by only 3% of rated charities. For more information, visit hopeforthewarriors.org, Facebook, Twitter or Instagram.
Support Hope For The Warriors by joining its Circle of Hope, making a recurring monthly contribution. For more information on Circle of Hope or to make a one-time donation, visit hopeforthewarriors.org/about/make-a-donation/.
The digital divide is the gap between those who have access to and full adoption of technology and those who do not. It is both a symptom and a cause of social inequity and affects all generations in both rural and urban communities. Join this session to learn about the digital divide and how your organization can be a driver for change.
Moderator: George Zuo, PhD candidate in economics, University of Maryland
Panelists
Lindsey Parker, Chief Technology Officer, District of Columbia
Debra Berlyn, President & CEO GOAL (Get Older Adults onLine)
Kevin Brown, Principal, Digital Transformation and Intelligent Automation Practice, EY
Webinar Recording
Summary
Five groups of individuals are most impacted by the “digital divide,” or the inability to access digital technology:
Low-income workers. Studies have found that programs that provide affordable broadband access have a measurable impact on economic mobility.
Racial minorities. Black and Hispanic communities are lagging 10 years behind white communities on average on technical connectivity and digital literacy. That impacts how prepared they are for technical jobs of the present and future.
Students. Many students do not have tools for remote learning and were left behind during the pandemic. The consequences of a year-long educational setback for those students will be irreversible.
Seniors. Telehealth has been a great way to connect doctors and patients, especially during the COVID-19 pandemic. Digital access also helped seniors to stay connected socially.
Rural Americans. Rural communities often do not have the same broadband technologies.
Federal funding can help close the gap. The Federal Communications Commission (FCC) will be providing an internet subsidy up to $50/month to qualifying Americans, plus a subsidy for purchasing a computer. The private sector also has a role to play, and many companies have CSR programs that help low-income families get online.
Lindsey Parker, the Chief Technology Officer for the District of Columbia, said that closing the digital divide will also support our region’s competitiveness and set the DMV apart from other metro areas in the country.
COVID-19 magnified the consequences of the digital divide. Debra Berlyn of Get Older Adults online (GOAL) explained that during the pandemic, seniors lost access to many of the public places where they would normally access the internet, such as libraries. This left them isolated and unable to access services we all take for granted. The silver lining is that some seniors now see the value of internet access more clearly now than they did pre-pandemic.
Lindsey Parker explained that early in the pandemic, the District made it a priority to get kids online so that they could join virtual school. They were given computers and hot spots. This was the first time some households had access to the internet and some of those hot spots were quickly overloaded. Lindsey Parker said that District-wide LTE service would be superior to government-provided routers.
Kevin Brown of EY explained that many companies are pivoting to digital platforms and away from brick-and-mortar stores, especially since the pandemic. If you’re an employee or consumer who is not digitally literate or doesn’t have digital access, you will be left behind. This is another important reason to close the digital divide—digital access will only become more important with time.
About the Racial & Social Equity Webinar Series
The Greater Washington Board of Trade’s Racial and Social Equity Webinar Series will provide business leaders across the region the knowledge and tools they need to build more diverse, inclusive, and equitable organizations. It will help leaders identify drivers of inequity and injustice and take concrete steps towards being agents of positive change.
The pandemic has changed where and how many people want to work. In this webinar, Arbee Associates and Steelcase shared insights from a recent study of 32,000 people across 10 countries on expectations for the workplace. They reviewed key design and planning considerations for creating a better work experience for employees, including under a hybrid remote/on-site work model, and gave a virtual tour of Steelcase’s Global Business Center in Grand Rapids, Michigan to show examples of these insights in application.
Speakers:
Brian Wilkinson, Regional Vice President, Mid-Atlantic, Steelcase
Chris Hanes, Chief Operating Officer, Arbee Associates
John E. Hughes, Principal, Applied Research and Consulting, Steelcase
Tracy Brower, PhD, MM, MCRW, Principal, Applied Research + Consulting, Steelcase
