Butler is one of eight Black CEOs running Fortune 500 companies
Two Black executives join the Fortune 500 ranking for the first time. Calvin Butler Jr., a St. Louis native, was named CEO of Exelon (No. 218) in December 2022.
~ Page 9 ~
Workshop to teach educators about St. Louis’ Black history
Shanti Parikh, Washington University’s African and African American Studies department chair, believes educators thus far have struggled to teach African American history, so researchers must take the knowledge they possess and disseminate it. ~ Page 34 ~
Aaron Rogers
Dismantling racism in the church
Pastor Aaron Rogers at St. Stephens Episcopal serves as a ministry Developer for the Episcopal Diocese of Missouri and facilitates the Dismantling Racism Commission. Now three years in his position Rogers has helped adjust the vision of the DEI team by hosting training anti-racism events for all leaders in all churches.
By Chris King For The St. Louis American
Jason Hall - chief executive officer of Greater St. Louis, Inc., a regional economic development entity - points to two eye-opening statistics in the STL 2030 Jobs Plan.
“If Black St. Louisans started and owned businesses at the same rate as white residents, our metro would have more than 8,000 additional employer businesses and approximately 66,000 additional jobs,” Hall told The American “And economists estimated that our metro’s gross domestic product in 2012 would have been 10% higher, nearly $13.7 billion higher, if not for racial disparities in household income.
Greater St. Louis, Inc. is stewarding implementation of the calls to action in this jobs plan, so it’s a very good sign that its CEO understands the value to the entire region of making better
See HALL, page 4
New leadership at Missouri Foundation for Health
A conversation with
Dwayne Proctor, president and CEO
By Chris King For The
The adjustment, he told The American, is “one of scope, not mission.”
“What we at MFH are doing is just as critical as my work at RWJF, and just as complicated,” Proctor told The American. «I’ve realized that Missouri has consistently been a reflection of and a flashpoint for what is happening in the nation, which means any solutions we find here can and will have a national impact.
We spoke to Proctor about the work he is leading at Missouri Foundation for Health, what Missouri needs to hear from a candid transplant, and what he learned touring with Ray Charles as his road manager.
The St. Louis American: Missouri Foundation for Health partnered in a
Shanti Parikh
A conversation with Jason Hall of Greater St. Louis, Inc.
Diversity, Equity & Inclusion
Mentorship supports success for diverse advisors at Edward Jones
Mentorship is part of every financial advisor’s experience at Edward Jones. While the firm has always prided itself on a culture of collaboration, a recent survey confirms the importance of mentorship for diverse financial advisors. According to a 2022 Edward Jones survey of its Diversity, Equity and Inclusion Conference qualifiers, 74% said seeking out a mentor is the most impactful area for diverse associates to focus on early in their careers¹.
Edward Jones deeply invests in the relationships its associates have with one another. This means both new and transitioning financial advisors benefit from mentoring and training programs. The home office supports financial advisors with lifelong professional development, reinforced with practical, tailored support and mentoring from fellow Edward Jones financial advisors.
“For professionals from more diverse cultures and backgrounds considering their next career move, Edward Jones is a place of belonging where they can expect mentoring support and other necessary resources to reach their individual potential,” said Vanessa Okwuraiwe, principal.
The unique culture of coaching ensures financial advisors from a wide variety of backgrounds get the support and feedback they need from fellow advisors to successfully build their practices.
Principal and finan-
cial advisor, Jesse Abercrombie, has seen the benefit of mentoring throughout his career at Edward Jones. From local financial advisors in his community helping him get a branch office off the ground to top producers coaching him as his practice grew, Abercrombie credits the support and accountability mentors provided in his success.
Diverse mentors have been especially impactful for Abercrombie:
“When my business took off, they would call me to encourage me and say, ‘keep going.’ Seeing other successful,
diverse financial advisors was so inspiring,” said Abercrombie.
Similarly, financial advisor, Jasmine Butler, benefitted directly from mentoring after transitioning from a career in sales for a human resources provider. When seeking new opportunities, Butler said it was the training and mentoring resources at Edward Jones that drove her decision.
n “I’ve benefitted from both formal and informal mentors as I’ve built my practice.”
“Candidates should look for firm-provided support and mentoring to get started on the right foot,” said Butler.
– Jasmine Butler, financial advisor
Edward Jones understands that in order to deliver an incredible client experience, it must also create an environment where associates are nurtured and can be their authentic self. Mentorship is core to creating success for diverse financial advisors
at Edward Jones.
¹ The 2022 Diversity, Equity and Inclusion Survey was conducted via an online poll of Edward Jones DEI Conference qualifiers. 195 financial advisors, branch team support members and home office associates participated in the survey and attended the 2022 conference held September 21-23, 2022.
Edward Jones does not discriminate on the basis of race, color, gender, religion, national origin, age, disability, sexual orientation, pregnancy,
Jesse Abercrombie Principal and Financial Advisor
veteran status, genetic information or any other basis prohibited by applicable law. Edward Jones is an equal opportunity employer, committed to providing accessible employment and developing an inclusive culture. Should you require accommodation at any time in the application for employment or during your employment, please contact us at 1-866-7884979. We believe that diverse ideas, opinions and perspectives are good for building business.
use of our abundant African-American talent and potential.
Former CEO of Arch to Park LLC, which he co-founded, with previous executive experience at the St. Louis Regional Chamber, the Missouri Department of Economic Development and the Missouri Technology Corporation, Hall spoke to The American about a number of Greater St. Louis, Inc. initiatives with relevance to Black business owners, entrepreneurs, investors and workers.
The St. Louis American: Greater St. Louis, Inc. recently coordinated a successful regional effort to win a federal Build Back Better Regional Challenge grant that included two significant sums of interest to The American and its readers. The proposed Advanced Manufacturing Innovation Center in North St. Louis and Ranken Tech were awarded $7 million, and a cluster of partners (BioSTL, Harris-Stowe, WEPOWER, Small Business Empowerment Center) were awarded $7.5 million for “Racial Equity in Innovation and Entrepreneurship.” What are the next steps for those projects? When and how might we see those funds start to provide new opportunities to Black workers and entrepreneurs?
Jason Hall: Winning the competitive federal Build Back Better Regional Challenge grant was, in and of itself, a great story, but the process we undertook to win it is a better one for the future of St. Louis. We looked at advanced manufacturing – an economic sector called out specifically in
the STL 2030 Jobs Plan – and, along with the St. Louis Economic Development Partnership, pulled together organizations and institutions who have not historically been at the economic development table to be partners from the get-go. As a result, we are developing a new anchor institution, the Advanced Manufacturing Innovation Center, in the heart of North St. Louis City and, at the same time, ensuring that Harris-Stowe, WEPOWER, the SBEC, our community and technical colleges, and other partners are all part of the coalition collaborating to grow the advanced manufacturing sector.
We are starting to this bear fruit, as organizations like Rung for Women have already launched programming to train women, particularly women of color, for high-paying careers in advanced manufacturing. Ranken Tech and our community colleges are building facilities and developing programming to remove barriers and expand opportunity within the advanced manufacturing jobs. Furthermore, roughly $40 million has already been secured for development of AMICSTL next to Ranken Tech in the heart of North St. Louis.
Working with Mayor Tishaura Jones and SLDC leader Neal Richardson,
we are partnering to advance the Economic Justice Plan through and with the opportunity of the catalytic investment that is AMICSTL. Together, through public-private partnership, we can revitalize the community and reverse the underinvestment and expand opportunity. At the end of the day, by developing a plan for growth and rethinking how we build the table by engaging people who will benefit the most from it in the process from the start shows the power of collaboration and focusing on bringing investment to areas of community that need it.
The St. Louis American: Greater St. Louis, Inc. is stewarding implementation of the STL 2030 Jobs Plan, announced on May 5, 2021. Two planks of that plan are to “Increase the Number of Black Workers with Quality Jobs” and to “Expand Black and Brown Entrepreneurship.” More than two years later, what progress can you report? What are the next steps toward achieving those goals?
Jason Hall: Let’s start with two statistics we highlighted in the STL 2030 Jobs Plan: (1) if Black St. Louisans started and owned businesses at the same rate as white
residents, our metro would have more than 8,000 additional employer businesses and approximately 66,000 additional jobs, and (2) economists estimated that our metro’s gross domestic product in 2012 would have been 10% higher, nearly $13.7 billion higher, if not for racial disparities in household income. 66,000 Additional jobs and nearly $14 billion in economic impact on which St. Louis has missed. That’s not only morally wrong, but it has put our entire metro behind the economic eight ball. And it makes clear why our focus in stewarding the STL
See HALL page 5
CONNECTING US ALL IN ST. LOUIS
Did you know there are 135 miles of greenway trails in the St. Louis region for you to explore and enjoy? Great Rivers Greenway is connecting St. Louis City, St. Louis County and St. Charles County with paved, accessible pathways and green spaces open 365 days a
Greater St. Louis Inc.’s Diverse Business Accelerator works with ethnically, racially, and gender-diverse business owners looking to advance their enterprises by helping them develop actionable business expansion goals, market, and communicate their services, make meaningful business connections, and identify the capital and resources required to support growth.
Continued from page 4
2030 Jobs Plan is inclusive economic growth. That’s our north star.
A critical part of our work is investment in areas of our metro that need it most, and you see that with the Advanced Manufacturing Innovation Center and NGA-St. Louis. You see that in our ongoing work in partnership with Harris-Stowe, Rung for Women, and other institutions that are already putting people from disadvantaged communities to work.
Since the inception of our initiative focused on growing the geospatial sector, GeoFutures, we’ve partnered not only with Harris-Stowe, but also Gateway Global and other programs that are training people from underinvested communities for high-quality jobs in the near future. We partnered with Mayor Tishaura Jones to launch a community planning initiative so that existing residents in the neighborhood into which the NGA is moving shape their future and can benefit from the new investment.
By partnering with institutions like Harris-Stowe State University from Day 1 to create the GeoFutures initiative we are seeing expanded opportunity pipelines. HSSU is now the first HBCU in the country to have a national education partnership with the NGA, and it has also hosted a new national program – from St. Louis –to expose HBCU students early in their college careers to the opportunities in this rapidly emerging geospatial tech sector.
We are currently in the process of finalizing a major project to track the metro’s progress on the STL 2030 Jobs Plan, including efforts to expand Black and Brown Entrepreneur-
ship. We will roll that out at our Inclusive Economic Growth Summit, taking place next month.
We also lead two initiatives focused on growing Black and Brown entrepreneurs and helping in the development of professionals of color. Our Diverse Business Accelerator works with ethnically, racially, and gender-diverse business owners looking to advance their enterprises by helping them develop actionable business expansion goals, market, and communicate their services, make meaningful business connections, and identify the capital and resources required to support growth. Our VP of Strategy, Lakesha Mathis, is evolving this work into a metro-wide supplier diversity initiative to build a system that helps accelerate diverse-owned businesses through networks and anchor institution purchasing power. Our Fellows Experience program is designed to address the interests and challenges professionals of color face as they work to advance their careers.
This year-long program enhances each Fellow’s leadership capacity through professional development, relationship building, and civic engagement. Most important to all of this is that, coming out of the pandemic, we have a plan that establishes inclusive economic growth as its north star, and we are working day and night to drive that growth. We get the “fierce urgency of now” and know that this next decade is our shot to help St. Louis reach our true potential.
The St. Louis American: Greater St. Louis, Inc. and the Regional Business Council recently released a report, “The Need for a Regional Strategy to Reduce Homicides,” which
Diversity, Equity & Inclusion
was announced with the optimistic claim that our regional homicide crisis is “solvable.” What do you propose doing to solve it? How can an economic development entity contribute to the solution?
Jason Hall: First off, let’s be clear that our region has a homicide crisis. Earlier this year, we released a report that showed our rates of crime as a region are basically in the middle when compared to other metro areas in the country. At the same time, our rate of homicide is far greater. That means that far too many residents are losing their lives and far too many families are losing their loved ones.
We know that expanding opportunity – addressing the racial and spatial dimensions of inequality in the metro – is key to the long-term solution to this crisis. This means
working to attract catalytic, community-focused investment in areas like North St. Louis City. More broadly, we must recognize a central finding in the STL 2030 Jobs Plan that our metro has one of the most geographically dispersed labor markets in the country. That is why we tackle structural barriers to increase employment opportunities, such as revitalizing Downtown and the urban core – the most-transit accessible employment center in the metro. Our business attraction team works to bring new investment into underinvested areas. Our policy team worked to make Medicaid Expansion a reality, helped secure a state earned-income tax credit to help lower-income workers, and partnered with Sen. Brian Williams to secure an historic level of state funding for public transportation. And we’ve
focused on talent development, including investing in the Proposition R campaign to reinvest in our community college system. This all gets to the core issue: removing barriers to opportunity and expanding the pool of available opportunities to get high-quality jobs. That is foundational.
In the short run, the solution to this regional crisis requires a regional strategy that involves every part of the metro working across jurisdictional boundaries. We were very pleased by the leadership of Mayor Jones and the East-West Gateway Council of Governments to bring leaders from across the region together and get them to agree to collaborate, as a region, on a strategy to reduce homicide and violent crime. That’s a big deal; it’s a sea change from how we have operated in the past. Those leaders will now work with a nationally recognized leader in criminology to develop a regional strategy to address this homicide crisis. National research indicates that a reduction in homicides of 10% per year is achievable.
The St. Louis American: The St. Louis American has long advocated for more funding and support for public education and early childhood education to uplift our economic outlook and to reduce crime. What is Greater St. Louis, Inc. doing to increase funding and support for public education and early childhood education?
Jason Hall: Education is critical to our collective future and ensuring that everyone has the opportunity to thrive – which is the whole point of inclusive growth.
To that end, we successfully advocated for $100 million in funding for Pre-K and childcare in the
Missouri budget this year to invest in early childhood education and the childcare hurdle that often prevents workers from taking jobs. We also took a leadership role in funding Proposition R in 2021 to bring new investment to the St. Louis Community College system, a critical pathway to help get people the training for high-quality jobs and have successfully advocated for over $100 million in funding for the Missouri Technology Corporation, which helps fund startups that drive inclusive economic growth. In our stewardship of the STL 2030 Jobs Plan, we are working to advance industry sectors like geospatial and advanced manufacturing, and to correspondingly drive development of institutions and economic growth in the communities in North St. Louis that have been –through years of systemic disinvestment – deprived of jobs and economic opportunities made available to other parts of our region. Through our GeoFutures Initiative, for example, we are working with the Missouri Department of Elementary and Secondary Education on the STEM curriculum to help prepare kids for jobs in the geospatial sector and other related tech fields. GeoFutures is also partnering with organizations like Gateway Global to create opportunities for kids from underserved communities in the geospatial sector through enhanced education and training programs. At the end of the day, all the work we are doing to grow St. Louis over the next decade will go for naught if the next generation of St. Louisans doesn’t have the ability to keep that growth going, which means we must continue efforts to drive funding and investment for education and training.
Greater St. Louis Inc. CEO Jason Hall
Continued from page 1
recent study that found that 25% of Missourians do not believe or do not know that birth control pills are legal in the state, and more than half (53%) do not believe or do not know that emergency contraception is legal here. Both, in fact, are legal. What can be done to increase awareness of these basic facts?
Dwayne Proctor: All birth control is legal in Missouri. It’s important we keep that drumbeat going, reminding our communities of this fact while also recognizing that these are complex and confusing issues for anyone. People are making potentially lifealtering decisions and evaluating them against their cultural, religious, and socioeconomic realities. Knowing what birth control treatments are right for you is a personal decision, but we want people to be aware of their options. That’s why we partner with health clinics throughout the region, increasing access to and improving information about the full range of contraceptive services through our The Right Time initiative.
The St. Louis American: Missouri Foundation for Health recently co-hosted free public screenings of the documentary “Birthing Justice,” which explores the high rates of Black maternal death rates in Missouri. What can be done to improve the health outcomes of Black women going through pregnancy?
Dwayne Proctor: That’s a big question. Let me first say that we were excited to partner with Denise Pines of Women in the Room Productions, the movie’s executive producer and co-writer, to bring this thought-provoking film to audiences across Missouri. Our moderator Erica Dickson, founder of the Mid-Missouri Black Doula Collective, crisscrossed the state and fostered audience conversations at the five screenings, in collaboration with Ragtag Cinema.
As to how we improve health outcomes for Black women, it’s a multipronged approach. In Missouri, there are three things we’ve learned should really be addressed to improve health outcomes for pregnant Black women.
First, we need a more skilled and diverse birthing workforce. This means integrating more Black doulas, midwives, and community health workers onto care teams and paying them fairly for their skills.
Second, providers must assess and treat pregnant women living with mental illness.
Third, we should address behavioral health issues related to drug use disorders. The biggest underlying cause of death (33%) in the last Pregnancy-Associated Mortality Review was mental health conditions, and substance use disorders were a factor for all the deaths in that category. Extending postpartum Medicaid coverage from 60 days to a year was a huge step in the right direction, but we can do more. If we don’t support Black moms in all areas of their lives, we’re
Diversity, Equity & Inclusion
dropping the ball.
The St. Louis American: The foundation partnered in another recent study that found that 33% of people of color reported skipping needed medical care due to distrust of or feeling disrespected by health care providers, compared to 22% of white respondents. What can be done to address this disturbing situation?
Dwayne Proctor: That Altarum survey said a lot about the many reasons people deferred care during the pandemic. We know that some made the decision to put off procedures for safety reasons, while others couldn’t access care because hospitals were filled with people fighting COVID-19.
As we transitioned out of the public health emergency, people who deferred care contended with a shortage of medical professionals, which was worse for folks in rural areas. This is why Medicaid is critical to Missourians; it helps ensure maximum access
to available health care personnel. In 2024, diagnostic breast exams will be fully covered by insurance in our state. That means people who put off getting a screening because they were afraid of added costs are more likely to access testing. Adding coverage and removing economic barriers makes people feel it’s safe to resume their care.
Our community partners work with families across the state who are experts on how systems need to change for them to be healthy. We treat that wisdom with respect.
The St. Louis American: Is there anything else new coming from MFH?
Dwayne Proctor: I have to talk about our food justice initiative, which we launched this year. The foundation has made a 20-year commitment to build collaborative efforts that strengthen local food systems and help Missourians get the foods they need to live active and healthy lives.
We know that we’ll work to bring together safety net advocates who have in-depth knowledge about the Supplemental Nutrition Assistance Program (SNAP), Woman, Infant, and Children Food and Nutrition Services (WIC), and school meals to push for policy changes that remove roadblocks to access.
For example, Missouri just turned down millions in federal food aid for children because of administrative hurdles. That’s a systems issue. Long-term, we want to help communities who have been disproportionately affected by food insecurity reclaim power and resources. This is a generational effort to build an equitable and just food system that nourishes us all.
The St. Louis American: You spent nearly 20 years with the Robert Wood Johnson Foundation, based in New Jersey, before coming here in 2021 for the top job at MFH. Talk about your adjustment from a national platform on the East Coast to a statewide agency in the Midwest.
Dwayne Proctor: The adjustment is one of scope, not mission. My career has focused on changing systems so that everyone has what they need to live a healthy life regardless of who they are or where they call home. What we at MFH are doing is just as critical as my work at RWJF, and just as complicated. I’ve realized that Missouri has consistently been a reflection of and a flashpoint for what is happening in the nation, which means any solutions we find here can and will
have a national impact.
The St. Louis American: You toured with Ray Charles - which is just too cool. Tell us something we don›t know about the great man.
Dwayne Proctor: Mr. Charles taught me that no matter your platform, you can use it to advocate for justice and equity. I remember that he agreed to perform in South Africa, which could have undermined an international boycott against apartheid. I was surprised at first, but I then learned his performance was conditional. He agreed to play three shows if one of them was racially integrated. He was a generous elder and teacher who shaped me in fundamental ways. He taught me the value of listening, which sounds simple. But listening deeply allows me to engage with people with all types of lived experience, trust their wisdom, and bring their voices into the rooms I occupy. I learned that collaboration is the heart of any achievement. I watched him lead a 33-piece orchestra with five background singers who had to work together to pull off spectacular shows. Nothing I’ve done or hope to do can happen without collaboration. What Mr. Charles taught me helped me to better understand my identity in the workplace and in the world, and to lean on collaboration when the task ahead is hard.
The St. Louis American: Earlier this year, the foundation
Proctor
Dwayne Proctor and legendary performer Ray Charles
Diversity, Equity & Inclusion
Conductor Maria A. Ellis offers her own brand of music education
By Wendy Todd UMSL Daily
Anyone who happens to step foot inside The Sheldon Concert Hall on a Monday night may just hear “Super Duper Double Bubble Gum” wafting through the halls. That would be conductor Maria A. Ellis leading the All-Star Chorus, the concert hall’s youth choir, through its warm-up for its rehearsal.
As she snaps her fingers, claps and bounces to keep the beat, she also keeps the chorus on pitch and on point when singing selections such as Mozart’s “Lacrimosa” and “Silver and Gold” by Kirk Franklin. Ellis travels the country conducting and teaching choirs and providing voice lessons, helping singers tap into their potential and enhance their talent. She also provides professional development workshops for music teachers. With her students, she teaches that each song has a character and has them think about the intent of the composer and what the lyrics mean. When teaching spiritual selections, she encourages them to think about what the lyrics could mean today.
The St. Louis native grew up around music with two parents she refers to as amateur musicians. Her father and his siblings had a choir, The Chapman Singers, and as a kid, Ellis followed them around, mimicking their voices
and learning how to sing the soprano, alto and tenor parts.
This informal introduction to music direction ignited her passion for conducting. At 12 years old, she became the conductor for her church’s youth chorus. Later, in high school, she sought support to continue her musical ambitions.
“I asked my high school teacher to put me on a path to conduct music full-time,” Ellis says. “And she told me, ‘Well, you can be a choir teacher.’ And that’s it. She said I could be a music teacher. And I said I didn’t want
to. I didn’t want to teach music in a classroom. I never wanted to do that.
I’m a free spirit and don’t want to be locked into one spot. So I pursued business and worked for AT&T.
And then, in 2012, my pastor asked me to revamp our children’s choir.”
But in order to take her ambitions of conducting further, she needed to know music theory.
So Ellis decided to go back to school and get a BM in music education at the University of Missouri–St. Louis, with an emphasis in voice. Music theory wasn’t easy, but she found a way to
understand.
“It is difficult, but we learn,” Ellis says. “I struggled really bad because it was like I was learning a new language. Everything was given to me via the lens of Western classical music. But when I was able to interpret that into music I knew, like gospel and hip-hop, then it wasn’t as hard. I just had to do it in my language.”
Ellis, who is pursuing her master’s in music at Webster University, continues to use music she feels is more relatable, like Beyoncé, as a music educator, traveling across the country conducting
UMSL alumna Maria A. Ellis conducts music education through her company, Girl Conductor.
aisle to that song. Those songs are not prevalent in my culture. So I want to use music kids listen to now and teach from that. That way we really can say we teach this universal language of music.”
Ellis created Girl Conductor not only to have her own music education business but also as a means to infuse the conducting arena with more diversity, particularly regarding women of color, whom Ellis didn’t see in that space until 2020.
clinics with choirs and music groups via her company, Girl Conductor.
“One of the things I show is that you can teach music with a variety of genres,” she explains. “I can use the Farmers Insurance commercial,” she says, singing “We are Farmers, bum ba dum bum bum bum bum.” “I can teach music theory from that. I can teach you how to sight read that. I don’t use ‘Here Comes the Bride’ or ‘Auld Lang Syne’ because for my culture, I can’t tell you the first or the last time I’ve been to a wedding where the bride came down the
Along with traveling the country offering music education, Ellis is also the founding director of the All-Star Youth Chorus at The Sheldon, currently conducting and teaching 23 students from 15 high schools across St. Louis. In June, she will be conducting 22 of the student performers along with 78 other singers from various choruses from around the country at Carnegie Hall
“We will be doing a work called ‘Gospel Mass’ by Robert Ray,” she says. “I wanted to feature St. Louis in this performance. Ray was a professor at UMSL, and he composed the first gospel mass. I am nervous as this will be my first time conducting orchestra, but I am getting lots of help from my former UMSL professors and will be working with Dave Wacyk, UMSL’s director of instrumental ensembles, on some orchestral conducting techniques.”
Photo by August Jennewein
Diversity, Equity & Inclusion
Record eight Black CEOs now running Fortune 500 companies
Including St. Louis native Calvin Butler who graduated from Hazelwood East, Wash U.
By K. Michael Jones
St. Louis American
The
Eight Black CEOs helm companies on Fortune’s ranking—the highest since the 500’s debut in 1955.
Two Black executives join the ranking for the first time. Calvin Butler Jr., a St. Louis native, was named CEO of Exelon (No. 218) in December 2022. Butler oversees Exelon’s six local electric and natural gas companies -- Atlantic City Electric, BGE, ComEd, Delmarva Power, PECO and Pepco. Together, they form the nation’s largest utility company by customer count, serving approximately 10 million electric and gas customers in New Jersey, Maryland, Illinois, Delaware, Pennsylvania and the District of Columbia. He serves as chairman of each utility’s board and is a member of Exelon’s executive committee.
Prior to being promoted to CEO on Dec. 31, 2022, Butler had been president and chief operating officer
of Exelon. Previously, he served in roles of increasing responsibility at Exelon, including senior executive vice president and COO (2021), Exelon Utilities CEO (2019) and as CEO of BGE from 2014 to 2019. Prior to that role, Butler served as BGE’s senior vice president for Regulatory and External Affairs. In addition, he has held various leadership positions at ComEd, including as senior vice president of Corporate Affairs and vice president of Governmental and Legislative Affairs. Before joining Exelon in 2008, he held senior leadership roles in external affairs as well as in manufacturing with the print, digital and supply chain solutions company R.R. Donnelley. Butler spent his early career with Central Illinois Light Company (CILCORP, Inc.), where he worked in government affairs, legal and strategy.
Butler was named among Black Enterprise magazine’s “Most
Continued from page 7 announced a new type of financial partnership with a $10 million deposit in St. Louis Community Credit Union (STLCC). Five months later, can you report any positive returns on this investment?
Influential Black Executives in Corporate America,” and as Zpryme’s “ETS Thought Leader of the Year,” honoring those with the “inventive and brave vision needed to inspire the global energy ecosystem toward sustainable modernization.” In 2019, the Boy Scouts of America honored him with the Whitney M. Young, Jr. Service Award and he has been named by Baltimore magazine as one of its “Top Ten Baltimoreans.” He is an active member of the Kappa Alpha Psi Fraternity, Inc. Butler earned a bachelor’s degree from Bradley University in Peoria, Ill., and a Juris Doctor degree from Washington University School of Law in St. Louis, Mo. He attended Hazelwood East High
School. He received an honorary doctorate of Humane Letters from Morgan State U. in 2014. Butler and his wife, Sharon (also from St. Louis, and who went to Parkway West High School), have two children, Blake Calvin and Raini Alexis. Southern Company CEO Christopher Womack is the newest entrant to the group of top Black executives, officially starting his tenure at the gas and electric utility company on May 24. Womack has worked at the Atlanta-based company (No. 138) since 1988, most recently serving as chairman, president, and CEO of Georgia Power, Southern’s largest subsidiary. Though this recordhigh number is worth celebrating, Black CEOs make up just 1.6% of all Fortune 500 CEOs, far
below Black America’s 13% labor force participation rate.
Below are the Black CEOs on the 2023 Fortune 500 list and their company’s rank:
(Roz)
Marvin Ellison Lowe’s Tenure as CEO:
Dwayne Proctor: We signed on with the many corporations supporting the Community Impact Deposit Program. STLCC is one of the largest Black-owned credit unions in the country, and it’s right here in Missouri. We don’t yet have reporting for 2023, and we are
excited to support the nonprofit’s stellar work. Removing obstacles to home ownership is key to building generational wealth. If you don’t have financial access, everything is harder –building your savings,
buying a car, starting a business. The credit union is committed to improving the financial health of their members and the surrounding community. Our investment fits perfectly into our work to achieve health equity and help break down a long-standing racial wealth divide.
Learn how MFH defines systems change at https://vimeo. com/811389637. Visit https://mffh.org
ENERGIZING IMPACT
Husch Blackwell is committed to maintaining an inclusive environment that embraces the diverse experiences of our team - a community of true belonging that benefits both the quality of our client service and the satisfaction of our attorneys and professionals.
As a law firm committed to transforming our values into actions, we extend our mission into the communities we call home through initiatives like our supplier diversity program and HB Communities for Change, which support minority-owned businesses here in St. Louis and nationwide.
Calvin Butler
Proctor
Diversity, Equity & Inclusion
The power of diversity in health care: Building an equitable system for all
A focus on diversity, equity and inclusion (DEI) is critical for every health care organization. Beyond the ethical imperative, a diverse workforce enhances cultural competence, fosters trust, improves communication and promotes a more engaged workforce.
Embracing diversity in health care also helps ensure equitable access to quality care — something that under-represented communities often feel they aren’t getting.
As a system that lives by the promise that everyone deserves extraordinary care, BJC HealthCare is committed to changing that outlook. And that means focusing DEI efforts on the three areas that will move the needle: patients, workforce and the local communities.
Everyone deserves extraordinary care
“We are focused on providing the best equitable care for all our patients,” said Nicole McPherson, director of diversity, equity and inclusion at BJC HealthCare.
“Our patient experience surveys provide valuable insight into the care our patients experience at BJC facilities and the gaps that exist between various demographic groups. Our aspiration at BJC is to be a national health care leader where diversity, equity and inclusion are embedded in our values, honored in our daily practices and experienced by everyone we serve.”
In 2020, BJC established an office of diversity, equity and inclusion. The goal is for patients and families to feel like they belong, that they are understood and that they have experienced the extraordinary care that BJC is committed to providing.
One of the ways BJC is doing this is by working with hospital presidents to assess where they are in relation to the system’s overall goals, such as increasing representation in the leadership teams to
It takes all of us
mirror the communities they serve, ensuring all employees are having the same experience within the BJC system and expanding opportunities for overlooked talent.
The newly launched DEI Consultation team works with each hospital to provide support in achieving BJC’s DEI goals. Each of the goals the office has set is intended to have positive ripple effects throughout the community. For instance, by increasing representation on leadership teams, BJC hears from more
We all have a history. A story. We bring with us life experiences that shape who we are and make us better.
At Spire, we know our individual stories only make us stronger as a whole. That’s why we’re committed to an inclusive work environment where we embrace and celebrate our differences to better understand each other and the world around us.
Because it truly takes all of us—our backgrounds, our perspectives and our experiences—to move forward.
voices with lived experiences similar to those within the community — which is changing patient outcomes.
Cultivating an engaged, innovative workforce
This effort is also moving the needle for employees. McPherson said she’s seeing more diversity in hiring decisions across the system, as well as improved employee engagement and belonging as employees begin to see more leaders who
look like them.
Creating feelings of belonging, safety and satisfaction at work is a top priority at BJC. Not only does it promote a better environment, but it also means employees are more engaged with their work and committed to the organization. By establishing equitable and inclusive practices in its entire workforce, it opens the door for more innovation, which ultimately will help BJC eliminate health disparities, said McPherson.
Broadening horizons for the under-employed
The third leg of the stool is a focus on the community, and BJC is reaching out to the under-employed.
“Through the BJC Institute of Learning and Development, we hire you into a role, pay you while you go through training and get you on a growth and development path. It offers a career in health care that many people might never realize is an option,” said Beth Camp, manager of learning and organizational effectiveness at BJC.
By broadening its hiring reach for roles like patient care technician, an entry-level yet vital position, BJC provides opportunities to overlooked groups like those formerly incarcerated, the neurodiverse and Afghan refugees.
“Our goal is to bring more external talent into our system, and then provide them with great opportunities once they’re here,” said Sean Peterson, director of talent at BJC. By setting DEI as a priority, it allows teams across the organization to work together to make lasting change for everyone who touches BJC HealthCare.
“Our ultimate goal is to ensure we’re giving all our patients extraordinary care and providing equitable health care to our communities,” McPherson said.
Diversity, Equity & Inclusion
St. Louis has many ‘sister city’ relationships around the world
Including St. Louis, Senegal
By Alex Heur St. Louis Public Radio
Maria De Gregorio
moved to St. Louis six years ago. The native of Rosario, Argentina, wanted to maintain her deep ties to her homeland, and today, she is the chair of the St. Louis-Rosario Sister Cities Committee.
The relationship — officially recognized by Sister Cities International — is one of 16 sister city connections St. Louis enjoys with cities throughout the world.
“It all started in 2017 with a delegation of companies, universities, and organizations from St. Louis that traveled to Rosario and Buenos Aires,” explained De Gregorio. “Both cities are port cities, and they would like to become ag-tech hubs for the region.”
While sister city relationships often present an economic benefit, another goal is to enhance citizen diplomacy and cultural ties.
Rosario is St. Louis’ most recently formed sister city. St. Louis’ longest-lived one began in 1960 with Stuttgart, Germany.
by Renee Brummell Franklin
A delegation from St. Louis, Missouri, travels to St. Louis, Senegal, as part of the sister cities relationship between the two countries.
The World Trade Center St. Louis, an arm of the St. Louis Economic Development Partnership, acts as the umbrella organization for the city’s 16 connections In turn, each sister city relationship is headed by a committee of volunteers in St. Louis.
“The more time we spend building these important global relationships, the better we are able to understand and appreciate foreign cultures,” explained Tim
We believe that people, not companies build projects
Nowak, executive director of the World Trade Center St. Louis. ”We’re also able to promote our own city and to promote our own culture, to take a little bit about what makes St. Louis special and share that with foreign partners.”
Another of St. Louis’ sister city relationships began in 1994, with a place that shares its name: St. Louis, Senegal. In
institutions in both cities.
that case, it was citizens in Senegal who first reached out to denizens of St. Louis, Missouri.
St. Louis, Senegal, is St. Louis’ first African affiliation. Senegal is the westernmost country on the African continent.
Plans for educational, tourist, cultural, and business exchanges are developing to facilitate links between various
A big part of the St. Louis-St. Louis connection involves schools. “We give supplies, we help to maintain the premises of schools. We’ve had teachers come here, and teachers go there for exchanges, we’ve had students do exchanges,” said Renée Brummell Franklin, the co-president of the relationship.
The St. Louis, Missouri committee’s goals for its affiliation with Senegal include: Promote world peace, international understanding, cultural awareness, friendship, cooperation, tolerance, and respect for diversity; bring about the greatest amount of meaningful and mutually satisfying personal contact between the people of the two cities; and provide a vehicle for exchange of ideas and information in the fields of education, culture, commerce, sports, conservation, science and technology, and municipal administration and development.
Sister Cities International is a nonprofit city-to-city network inspired by President Dwight D. Eisenhower’s suggestion in 1956 that citizen diplomacy might reduce the chance of future world conflict. Today, more than 900 U.S. cities are paired with 1,300 cities in 92 different countries. Benefits of participation include:
• International business contacts
• Increased awareness of other cultures
• Opportunities to become host families for visitors and students from abroad
• Volunteer and community service
• Fostering of mutually beneficial relations in economic development, education, art, culture, medicine, and sports
• Showcase St. Louis as an international city
With over 31 years as a construction management firm, KWAME Building Group is recognized as a preeminent Construction Management firm KWAME takes pride in delivering projects on-time and on budget while demonstrating expertise and execution of project goals.
The ultimate goal of Kwame Building Group, Inc is to continue to exceed the expectations of the Owner/Client while embracing diversity every step of the way. KWAME has always maintained a commitment to diversity within our own workforce, as well as diversity among our teaming partners.
Photo
Access to extraordinary. Available to everybody.
Everyone deserves the opportunity to live their healthiest life. At BJC HealthCare, we believe that access to high quality health care is a right we all share. That’s why we’re committed to the health, well-being and longevity of our communities, and why we make extraordinary care available to anyone who needs it.
Access to extraordinary. Available to everybody.
Everyone deserves the opportunity to live their healthiest life. At BJC HealthCare, we believe that access to high quality health care is a right we all share. That’s why we’re committed to the health, well-being and longevity of our communities, and why we make extraordinary care available to anyone who needs it.
In 2020, amidst the challenges posed by the pandemic, Special School District of St. Louis County (SSD) Superintendent Dr. Elizabeth Keenen made the strategic decision to hire Dr. Micheal Maclin to a new position and charged him with addressing diversity, equity, inclusion, and accessibility (DEIA) districtwide. While navigating the impact of shuttered schools was going to be an immediate need across the country, SSD was also analyzing pre-pandemic data and a previous equity study to chart its course forward.
As a district that collaborates with all 22 school districts in St. Louis County, employing nearly 6,000 people, and serving the specialized educational needs of over 25,000 students, the potential impact of Maclin’s work was tremendous. Within a year, he developed an Equity Framework, which was approved and adopted by the SSD Board of Education. The comprehensive 5-year plan addressed the structures, environment, and resources necessary to cultivate a climate and culture that benefited all stakeholders in the District.
“We had data from previous equity studies to help guide where we needed to go,” says Maclin.
“By asking questions such as, ‘Who benefits from this policy and who doesn’t?’ or ‘Why haven’t we looked into this issue before?’, we began
Diversity, Equity & Inclusion
Building the framework for systemic change
to peel back the layers of the onion. This process allowed us to grasp the broad scope of our work and the potential impact, and it was truly exciting.”
Effectively implementing the goals and guiding principles outlined in the Framework required people power. That’s where SSD’s commitment to DEIA stoodout. Maclin serves as executive director of the equity department, which includes a director of equity for teaching and learning, a director of equity for operations, and a director of equity for partner districts. Each director is responsible for a set of guiding principles, goals, and
progress indicators aligned to their respective focus areas.
Keenan emphasizes the importance of organizationl commitment to fostering systemic change: “If you want to bring about lasting transformation, it must be embedded throughout the entire organization,” said Dr. Keenan. “Far too often, considerable effort and hard work goes into understanding the requirements for creating an equitable culture in education, and the steps to address those discoveries languish due to what’s required to achieve them. Committing resources and positions for this work is a must.”
SSD is entering its fourth year of the five-year plan and has completed numerous tasks and has many others underway. Most notably, disproportionality among the identification of students with disabilities has decreased, and more students with disabilities attend classes alongside their general education peers. More students with disabilities are achieving higher scores on standardized tests, and more students who receive special education services have completed a semester of higher education. All SSD policies have been carefully reviewed and modified, a comprehensive professional
Special School District
Executive Director of Equity, Dr. Michael Maclin and Superintendent of Schools, Dr. Elizabeth Keenan
communication. Diversity among new hires has increased nearly 4% in the last two years. Additionally, the Office of Employee Success and Engagement (formerly known as Human Resources) has enhanced and diversified benefit offerings by adding health clinics, offering options for daily wage payment, and negotiating new contracts to ensure equitable employee compensation. As a result, staff retention rates are at its highest level in seven years across all job categories.
development series introducing the Framework was followed by a full year of engaging training modules, and collaborative work to foster more diverse community input in decision-making and reviews of school handbooks are continuing. The District’s recruitment and retention practices also reflect a commitment to equity. Job descriptions have been newly drafted to ensure equitable access and clearly communicate the District’s priorities. SSD screening and interviewing procedures have been reworked and new hiring practices have been adopted to ensure minimal bias and inclusive accessible
As the District enters the fourth year of the Framework, it has brought forth impactful change throughout the organization leading to both national recognition of its accomplishments and more profound, complex dives into what school districts can do to foster the sense of belonging that is so critical to student achievement and staff retention.
“As we enter the next phase of our equity journey, we will dive deeper into the work and focus on dismantling barriers, amplifying marginalized voices, and fostering a sense of belonging for all,” shared Maclin. “We will remain committed to ensuring that every student, staff member, and stakeholder has the opportunity to thrive and succeed in an environment that values and celebrates their unique identities and experiences.”
PROUD
TO MAINTAIN A WORKFORCE THAT REFLECTS THE DIVERSITY OF OUR REGION.
As the travel and tourism bureau of St. Louis, we are champions of the region and thrive in an exciting environment. We aim to inspire people near and far to visit St. Louis and are looking for fun, motivated individuals to join us!
If this sounds like you, visit explorestlouis.com for more information. We have several opportunities in various departments.
A Conversation with Pat Coleman, Alberici vice president of DEI
Special to The American
After two decades as the St. Louis area’s leading voice in accessible mental-health services and crisis support, Pat Coleman is applying her award-winning skills at Alberici as vice president of diversity, equity & inclusion (DEI). From 2012-2023, Coleman served as president and CEO of Behavioral Health Response, Inc. (BHR).
In 2016, Coleman received a Salute to Excellence in Health Care Award from the St. Louis American Foundation. She received the Visionary Leader Award in 2016 from the National Council for Behavioral Health and has twice received awards from the St. Louis Business Journal, including 2018’s Diverse Business Leaders Award and 2020’s Most Influential Business Women Award. In 2022 and 2023, she was named to the Titan 100 list of C-suite executives who demonstrate exceptional leadership, vision, passion, and influence. Now with the 105-year-old St. Louis-based Alberici, one of the nation’s largest construction firms, Coleman discusses a future that will strengthen opportunities for all in the building industry.
This is a bit of a career change, what drew you to Alberici to lead diversity and inclusion initiatives?
I intentionally positioned BHR to succeed in
its next chapter, and once I passed the torch to the next generation of BHR leadership, I began to plan my next chapter. Through faith and prayer, I opened myself to several possibilities where I could make a meaningful impact. I was approached about the DEI position at Alberici. It piqued my interest. Here we have a 100-plusyear-old company that is a pillar in our St. Louis community and Valuing Diversity is a core value. The creation of the position spoke volumes about Alberici’s aspirations for their company’s culture. I have always been a proponent of diversity and inclusion and this position
will allow me to make an impact within the company, the local community and globally working with all Alberici’s markets.
More and more construction firms are creating DEI positions. How are your skills in mental health and wellness ideally suited for the Alberici position?
As a mental health professional, I’m not the typical DEI professional. Alberici recognizes that mental health and wellness is a value-add for employees, impacting workers at all levels. My skills have been focused on understanding life’s challenges and how they can wear
down mental health. This position will call out the disparities and create a safe place for employees to deal with their mental wellness head on. As is well documented, workers in the construction industry can struggle with their mental health. I will infuse mental health and wellness into our DEI strategy through caring and education in this area of great need.
What do you hope to accomplish in the first year leading diversity, equity and inclusion (DEI) for Alberici?
My team will build a strong framework for diversity, equity, inclusion
Pat Coleman is applying her award-winning skills at Alberici as vice president of diversity, equity & inclusion (DEI). In 2016, Coleman received a Salute to Excellence in Health Care Award from the St. Louis American Foundation.
perspectives of everyone throughout the organization.
What are your observations generally about efforts to strengthen DEI?
I’m pleased to see DEI boosted across all industries, especially around recruiting talent, developing and retaining talent and helping build careers. Although there is still a lot of work to do, it is the “belonging” that has been added to create DEIB that gives me the most hope. It defines a culture that not only encourages opportunities to speak freely and feel included, but also strengthens the sense of belonging. That is golden – something everyone deserves.
What are you most proud of in your career?
and belonging (DEIB) through recruiting and retaining a diverse and talented workforce, fortifying the next generation of construction workers, and building capacity through hiring minority and women-owned firms. I intend to take an approach to DEIB the same way a leader addresses any business issue and will use data to build Alberici’s business case and drive our strategies until we not only meet our DEIB goals but exceed them. DEIB will have a powerful impact helping make Alberici the employer of choice. I’ve started a listening tour to ensure I understand the voices and
I’m proud of my book Overcoming: Living Our Best Life in Spite Of, that explores the lives of 33 fearless black women who endured the trauma that so many women deal with. Their courage changed lives and reminds us that there is always work to do! I’m also blessed that Alberici is part of my next chapter and excited to support their mission to build the critical structures that improve lives and strengthen communities. Together, I’m sure we will make a difference in diversity, equity, inclusion, and belonging.
Ascension Charity Classic continues to impact North St. Louis County
St. Louis American Staff
The Ascension Classic, presented by Daugherty Business Solutions, returned earlier this month at Glen Echo Country Club in North St. Louis County. In addition to the thrilling and competitive golf delivered by the players of the APGA (Advocates Professional Golf Association), the event again spotlighted the foundational work being driven by leaders in our community towards greater economic and social impact.
Recently, we caught up with two of those leaders, Missouri Senator Brian Williams and Nick Ragone, Executive Vice President & Chief Marketing Officer of Ascension, the title sponsor of the Ascension Charity Classic.
Q: Senator Williams, 2022 was a busy year for you and one that benefited North St. Louis county tremendously. Tell us about the $98 million you secured for North St. Louis County projects and why securing that funding was so important to you.
A: In 2022, I worked to secure $40 million to create a “Campus of the Future” on the south campus of UMSL. This will transform the quality of life in North County by producing high-paying, in-demand jobs that will generate the additional
resources our region needs to improve local services. This along with other projects I’ve led is bringing many opportunities and investment to our region. However it’s important to remember that budgets are about priorities. The investments we make say a lot about the type of community we want to live in. I am proud of the significant amount of funding I have brought to our region over the last few years. We will use
these dollars to tackle blight, improve public safety, create new jobs, and help countless workers turn these jobs into careers that will support a family. I deeply appreciate the
advocates and organizations who helped achieve these wins for the communities, families, and businesses of the Greater St. Louis Region. Through 2023 we’re building on these successes, bringing more jobs, and making our region
Racism
a safer place to live and work.
Q: Why is the APGA’s Ascension Classic important to you, and what additional projects are you focused on in 2023?
APGA golfer Michael Herrera
Photo courtesy of Ascension Classic
INSPIRING THE NEXT GENERATION
Congratulations to Chase Johnson for winning the APGA Ascension Classic presented by Daugherty Business Solutions last week at Glen Echo Country Club! We were thrilled to host the Advocates Professional Golf Association Tour and its talented players in support of their efforts to bring greater diversity to the game by developing and promoting underrepresented golfers on their journey to compete on the PGA TOUR.
Diversity,
Mispronouncing name leads to firm wide change
Associate’s quick idea leads to new tool, stronger inclusion
Bola Adeniran’s name means something.
In Yoruba, Bola— which is a nickname of Omobolanle—translates to “a child who found wealth/riches at home.”
Bola, a Husch Blackwell associate in St. Louis and co-chair of the firm’s HB B.L.A.C.K. employee resource group, understands why people may have trouble pronouncing her name. But when Bola is said incorrectly, it not only loses its meaning, it also diminishes her identity, since she has already shortened it for other’s convenience.
Unlike many others she knows, Bola did not choose an American or Christian name, so hearing her name said “Bowl-a”— or perhaps not spoken at all—is something she has gotten used to.
“It can be very
difficult,” Bola said, when asked about others attempting to say her name. “For a long time, that’s why I wasn’t correcting people.”
It wasn’t until a colleague noticed she did not correct someone who got it wrong that Bola began to acknowledge how important of an issue this was. “She told me, ‘Your name means something! This is your reputation.’”
That statement stuck with Bola. And only a few months into her tenure at HB, after hearing someone else’s name pronounced incorrectly, an idea came to her mind.
“What if I could listen and practice someone’s name as many times as I would like without inconveniencing that person?” Bola pondered. Bola took that thought to Husch Blackwell’s Chief Client Officer
Angela Quinn—and after months of research and collaboration with several departments including the firm’s IT and Diversity, Equity & Inclusion teams, that decision has ultimately led to the availability of a new name pronunciation tool at the firm.
Now, everyone at Husch Blackwell has the ability to record their own name and more than 250 employees have done so. The audio file lives on the firm’s intranet and on the firm’s external website for anyone with a public biography.
pronunciation tool is something that will create connection and build inclusion by ensuring respect.
For Amanda GarciaWilliams, Husch Blackwell’s Chief Diversity, Equity & Inclusion Officer, the
“This name pronunciation project removes one barrier to equity and inclusion in the workplace, and I am thrilled to see it launched,” Amanda said, recognizing that this is a topic people tend to avoid talking about due to embarrassment.
“I think most people really want to get name pronunciation correct. However, the pressure we feel not to stumble on someone’s name can lead to much worse actions, like not engaging, not supporting and not providing work
opportunities to our colleagues.”
Name pronunciation extends beyond internal environments as well.
Statistics show having a difficult-to-pronounce name often has ties to fractured peer relationships and financial loss.
A recent NameCoach online survey found that:
• 74 percent of people said they struggled with correctly pronouncing names at work.
• 22 percent said they didn’t introduce another person because they didn’t know how to pronounce the person’s name.
• 16 percent said they didn’t talk to a co-worker because they didn’t know how to pronounce the co-worker’s name.
• 13 percent said they didn’t call on someone in a meeting because they didn’t know how to pronounce the person’s
name.
• 10 percent said they botched a big sales opportunity when they mispronounced a prospect’s name. The firm’s new tool aims to combat all that data by making it easy to record your own name and hear others— and proves that when it comes to diversity, equity and inclusion— Husch Blackwell remains steadfast in its commitment.
So while this new tool may land Bola a new client, or make it easier for someone else in St. Louis to feel comfortable saying hello, it truly is something that affects everyone in every position firm wide.
“This will benefit everybody,” Bola said. “There’s no one left out.”
Committed to creating a place of welcoming and belonging
By Michelle Martin Bonner
Since joining the Garden, Michelle Martin Bonner, director of Diversity, Inclusion, and Belonging, has laid the foundation to develop intentional strategies to further the efforts to create an inclusive and welcoming culture at all our locations, including the Butterfly House and Shaw Nature Reserve.
Through significant engagement with our communities, the Garden is making a difference through its diversity, inclusion, and belonging efforts. We proactively invite more diverse groups to the Garden and establish genuine relationships. We are finding ways to collaborate and share
resources with underrepresented groups, including children. Our Education department is excited and is expanding how we interact with schools, community organizations, STEM programs, and college visits
with students. We are demonstrating a commitment to preserving the Henry Shaw slavery history; to that end, we are engaging with Washington University and Southern Illinois UniversityEdwardsville,
who are telling their history, to establish best practices. We are continuing to gain an understanding of and are developing narratives around our historical connections to the Mary Meachum site in the City located off Broadway and are helping to maintain the site. Our horticulture staff tilled the soil and created raised beds of plants on the site.
In the Garden, we are planting seeds and blossoming into a place committed to diversity, inclusion, and belonging. Our mission is our guiding light to protect and conserve plants and our ecosystem and value our people. We look forward to doing more in our communities and leading by example.
Michelle Martin Bonner
Bola Adeniran
Continued from page 18
A: The AGPA Classic is a great example of what is possible when nonprofits, local businesses, and elected leaders work together to reinvest and revitalize neglected communities. The history of golf has been greatly impacted by the talents and contributions of Black men and women, and the long-term investments made by Ascension and its partners in North St. Louis County will help encourage and attract even more dollars to this area, which will reinforce and accelerate social change for years to come.
Going forward, we must continue to create an environment where good paying jobs are brought to our region, and where area workers can learn the skills they need to turn those jobs into a career. A big part of fostering an environment where businesses want to locate and grow is improving the relationship between law enforcement and the communities they serve. We have passed historic legislation to increase accountability and outcomes for Missouri police officers, while increasing funding for their incredibly important work. Just like the work of the Ascension AGPA Classic, when various groups work together on a shared goal to achieve clear outcomes, the entire community benefits.
Q: Nick, the Ascension APGA Classic returned earlier this month. Why is that event so important to you and how are the goals different from those of the Ascension Charity Classic?
A: Our goal has always been to make a real impact in an area that’s been underserved for a long time -- that’s what the Ascension Charity Classic is all about and that’s what the Ascension APGA Classic event is doing, too. It’s helping open more people’s eyes to what great golf looks like and hopefully, making golf more inclusive. If it delivers real economic growth and opportunities to North St. Louis County and beyond as a by-product, that’s a win-win. We can say golf should be more diverse but putting that in action, and investing in it, is another thing entirely.
Diversity, Equity & Inclusion
Missouri Sen. Brian Williams speaking with area students.
Photo courtesy of Ascension Classic
Diversity, Equity & Inclusion
Diversity is designed for the world
By Robert Townsend
For the St. Louis American
Just after 3 a.m. on a recent morning, I pondered the meaning of the word “diversity.”
I feel it means Divine Inclusion Victoriously Embracing, Relentlessly Saluting Everyone.
Diversity has been a part of this world since it was created. God set diversity in motion. Think of the many species of animals, including humans. Think of every tree, every flower, every bird that we know of today – and those that have become extinct.
Diversity is defined as “having a range of people with various racial, ethnic, socioeconomic, and cultural backgrounds and various lifestyles experiences, and interests.”
Further, the definition tells us that it’s “having a variety of individuals and points of view represented in a department.”
Every workplace, school, organization, and church should exemplify diversity. Researchers say, “when you’re cultivating a diverse workplace or a diverse team, having adequate representation is important. A diverse workplace may positively affect an organization’s work environment, financial returns, overall business strategy and the opinions of people outside your organization.”
I’ve read an explanation that there are four types of diversity: internal, external, organizational, and worldview.
A definition of internal diversity includes “being related to situations that a person is born into.” Such as race, ethnicity, age, cultural identity, sex, gender identity, mental and physical ability.”
External Diversity can be influenced by “other people and their surroundings. Some examples include “personal interests, education,
appearance, religious beliefs, location, family status, relationship status and life experiences.”
Organizational Diversity is “also called functional diversity. It relates to differences between people that are assigned to them by an organization. These are
the characteristics within a workplace that distinguish one employee from another.”
Worldview diversity
“changes with time.”
Times and circumstances change so people can conceptualize the world differently as they have new experiences and learn
more about themselves and each other.
Genesis 1; 1 is the first declaration in support of diversity.
“In the beginning God created the Heaven and the Earth.
That includes all of us.
All things. We should all be
humble, and importantly, respectful to all. We must be willing to learn from all people and work to improve a world that is designed for all of us.
Robert Townsend is an award-winning journalist with KSDK Channel 5 and KSDK.com
Robert Townsend is an award-winning journalist with KSDK Channel 5 and KSDK.com
every Honoring of person. dignitythe
At Mercy, we see our patients, co-workers and visitors as people created in the image of God. We celebrate their uniqueness, honor their dignity and serve them with open minds and hearts. By recognizing the value in others, we honor the God who created us all.
The Diversity, Equity, Inclusion and Belonging (DEIB) Cabinet at Mercy guides our efforts by:
• Improving the health of all communities
• Extending employment opportunities and training to people with disabilities
• Ensuring diversity in Mercy’s talent and leadership
• Advancing the professional development of women leaders
• Supporting the needs and careers of people in low-wage positions
Learn how you can make the most of your talents at Mercy Scan here to view career opportunities or visit mercy.net/belonging
Your life is our life’s work.
Diversity, Equity & Inclusion
A Business Priority
Connecting with people
Youth In Need’s Senior Director of Philanthropy, Demetria
By Tavia Gilchrist
A cashier at Walmart noticed Demetria Jackson Lightfoot wearing a Youth In Need t-shirt.
And just like that, “[the cashier] told me her whole story, she said she was there as a teenager,” Lightfoot said, referring to the nonprofit’s group homes and emergency shelters for unhoused youths.
She meets them everywhere—young adults with stories of how Youth In Need took care of them during a crisis. As the Senior Director of Philanthropy for Youth In Need, Lightfoot’s job is to help raise money for the nonprofit.
For Lightfoot, it’s a way to share the stories of the young people impacted by the organization’s programs.
Youth In Need, which operates throughout Missouri, offers wraparound support services for low- and moderate-income families, including Head Start, group counseling for youth and families, foster and adoptive care, and transitional living group homes and apartments for teens and young adults.
Over the years, Lightfoot said she’s seen teens transition out of the programs, but need to return at age 20 or 21. “How many times did we tell our parents ‘I’m a grown man or woman,’ but still need $20 in gas money?” she said. The organization offers housing for young adults for 18–24 months and education on how to manage their finances.
“Adulting is hard, and I couldn’t imagine being a youth with no one to turn to,” Lightfoot said, “but we’re telling them we care about you and we can help you. It’s a long-term process.”
Lightfoot shows care with how she shares their stories with potential donors, too.
See LIGHTFOOT, page 33
Youth In Need employees and volunteers take a message of hope to school events, fairs, and festivals throughout the year. It offers services to more than 10,000 children, youth, and families at nearly 100 locations throughout the eastern Missouri region.
Jackson Lightfoot
Photo courtesy of Youth In Need
Demetria Jackson Lightfoot
Diversity, Equity & Inclusion
Justine PETERSEN fuses social work and banking to build communities
By Tavia Gilchrist
Rochelle Bea purchased her first home in Jennings in 2005 with help from the American Dream, a mortgage product and homebuyers program sponsored by community nonprofit Justine PETERSEN. “They were like social workers who helped me clean up my credit,” she said.
Three years later, when she needed a $10,000 loan to open her daycare center in Walnut Park, she turned to Justine PETERSEN again for help. “They gave me a $10,000 loan with a fair interest rate and used my beat-up Ford Taurus as collateral,” Bea said.
Now, Bea sits on Justine PETERSEN’s board and refers community members to the microlender that helped her stabilize her finances and build a small business nearly 20 years ago.
“It’s an organization that is broaching societal issues related to your financial situation, so when you’re ready to buy a house, they say ‘ok, we need you to understand credit and debt-to-income ratio and escrow and even how to maintain good relationships because we don’t want you to get this house and then you can’t keep it,’” Bea said.
“It’s like a ministry from a financial point of view.”
Since 1997, Justine PETERSON has operated at the intersection of social work and banking, providing education and credit-building programs
to give low to moderate-income families access to capital.
The organization’s work is an innovation pioneered nearly 45 years ago by Justine M. Petersen, who was then a wellknown social worker in the St. Louis area. “She was ahead of her time in thinking that building financial assets can contribute to the health of families,” said Robert Boyle, founder and CEO.
Under the Community Reinvestment Act, passed in 1977, banks were
encouraged to reinvest in communities where they do business—and take deposits from. Petersen used the Act as an angle to work with regional and national banks, said Galen Gondolfi, a spokesperson and board member of the nonprofit.
“Justine’s legacy is really about working with bankers—she met with
bankers to help craft these mortgage products that made homeownership within reach.”
Initially, the organization’s business model focused on single Black women with children—a prescient move that catapulted their small business lending decades later.
“If you walked in the door, we helped you buy a home, and they were
the ones buying homes and improving their credit score–it’s the fundamental financial asset—and it enabled us to expand to small business lending in the early 2000s,” Gondolfi said.
During the COVID-19 pandemic, community development financial institutions like Justine Petersen played an outsized role in supporting small businesses through the paycheck protection program (PPP) with loans that kept employees on their payroll. The non-
profit deployed $14 million in PPP loans.
“We build relationships with our clients and ask questions about their plans to use the money, will they create jobs in the community, and how do they plan to pay it back,” said Shawna Collier, chief partnership officer. “There are predatory lenders everywhere so you can always get a loan but if you don’t educate people, they will be stagnant.”
In response to predatory lending in the car financing market, Justine PETERSEN created the DRIVE program to help car owners refinance their car loans into reasonable interest rates.
“So many in our community have relatively low credit scores and there’s a huge predatory activity in the car financing market, and those individuals who had been paying a high-priced loan can get an eight percent loan with us through the program,” Boyle said. And in the midst of rising rents and soaring interest rates, the nonprofit is planning to reboot its homebuyer’s program.
“Justine would say if you’re paying rent, you’re growing the landlord’s economy,” Boyle said.
“But knowing what your payment will be next year so you have control over that, it’s about ownership in every sense of the work. Neighborhoods where there are blocks of homeowners create better communities, pure and simple.”
Making sure everyone gets ahead.
Enterprise values the differences that make us unique, and we know these differences advance our success. As we forge ahead toward the future of mobility, we continue to strengthen our commitment to diversity, equity and inclusion in building relationships with the local communities we serve.
Justine PETERSEN held its Black Homeownership Caravan Saturday, June 2423 which included a parade from the Urban League of Metropolitan St. Louis on N. Kingshighway to the #BlackWallStreet314 Festival in the Wellston Loop.
Photo courtesy of Justine PETERSEN
Rochelle Bea
Diversity, Equity & Inclusion
From conversation to action: Getting intentional about DEI
By Ralph Powell Jr. Director of Supplier Diversity & Community Outreach McCarthy Building Companies
A.J. Taylor served a 22-year prison sentence before returning home and discovering a whole world of potential construction career opportunities.
Shortly after Taylor’s release from prison on April 17, 2023, a friend connected him to the MOKAN Construction Contractors Assistance Center, a community resource that equips people of color and women for successful employment in the local construction industry.
“I decided to go to the orientation and check it out,” he recalls, “and when I learned about all the opportunities in construction—including carpentry, plumbing, pipefitting and millwork—I was amazed.”
Taylor enrolled in MOKAN’s accelerated five-week pre-apprenticeship program, where he learned practical, handson skills; earned several industry certifications; and visited apprenticeship programs across the region. After graduating on June 30, he and fellow students participated in a career fair to connect with potential employers. Taylor secured a position with Corporate Flooring Group and one day plans to lead his own construction firm as an entrepreneur.
For nearly 50 years, MOKAN has served
a vital role in linking underserved individuals to rewarding jobs building the homes, schools, hospitals, manufacturing facilities and infrastructure that will serve our communities for decades to come.
The organization boasts an impressive 78% placement rate of its pre-apprenticeship program graduates and an 81% placement rate of graduates who have been previously incarcerated.
“At MOKAN, we are uniquely aware of the challenges that face disadvantaged communities, and our record speaks for itself,” said MOKAN
Executive Director Yaphett El-Amin. “We believe in meeting our students where they are and exposing them to the places they aspire to go.”
As the St. Louis construction industry focuses on improving diversity, equity and inclusion, El-Amin says that commitment must be accompanied by intentionality, action and accountability. “I want to challenge the entire construction industry to make DEI more than just a conversation,” she said. “Our words need to echo tangible actions that will truly move the needle for our community.”
DEI also needs to be woven into the fabric of every organization and community: from building owners, to general contractors and subcontractors, to labor unions. “We need to get to the point where we don’t do diversity, equity and inclusion, but we are diversity, equity and inclusion,” she said.
Under the leadership of national Vice President of DEI Kamecia Mason, McCarthy’s DEI strategy focuses on three core areas: people and creating pathways for opportunity, community engagement, and maximizing opportunities for small and diverse
businesses.
In my role as Director of Supplier Diversity and Community Outreach for McCarthy’s Central Region, I have the privilege of partnering with MOKAN and other incredible organizations that are moving our industry and community forward. Everyone deserves to be treated with dignity and with an understanding of their inherent value and worth—and nothing exemplifies this more than the impact MOKAN has had on A.J. Taylor’s life.
We’re proud to be a founding member of Construction Inclusion
Week, an annual initiative that harnesses the collective power of the construction industry to build awareness and improve DEI by sharing content, resources and community. McCarthy Chairman and CEO Ray Sedey will serve as co-chair of this year’s Construction Inclusion Week, which will take place October 16-20, 2023. Daily themes for the virtual event will focus on commitment and accountability, belonging, supplier diversity, workplace culture and community engagement. McCarthy plans to host a series of kickoff events and toolbox talks at jobsites, live companywide webinars and virtual panel discussions, supplier diversity open house events, and other local community engagement and outreach activities.
As a 100 percent employee-owned company, McCarthy is committed to cultivating and sustaining a culture where everyone is empowered to achieve success without barriers. Construction Inclusion Week is a terrific opportunity to come together as an industry to make a greater, more coordinated impact.
To sign up for the virtual event and access valuable DEI resources, visit www.constructioninclusionweek.com
Let’s continue working toward a community that is more diverse, equitable and inclusive for all.
Dr. Donald M. Suggs Scholarship program. For 10 years, Webster University has proudly partnered with Dr. Suggs and The St. Louis American Foundation to help nurture and enable students in the pursuit of their academic aspirations.
McCarthy’s Ralph Powell, Jr. (back row, second from left) brought an assortment of power tools for students of the MOKAN pre-apprenticeship program.
Phillips 66 Wood River is hiring
Producing more than seven million gallons of gasoline a day, the Phillips 66 Wood River Refinery sits in the shadow of the St. Louis Arch in Roxana, Illinois. This refinery, which has been a part of the region for more than 100 years, has been a long-time regional energy provider and an employer to multi-generational families.
As the refinery continues to deliver energy in the form of gasoline, diesel, jet fuel, propane and other products we use in our lives each and every day, it also provides solid jobs for people throughout the region. In this setting, Phillips 66, as a company and at its Metro East facility, has been focusing on Inclusion and Diversity to ensure those seeking employment and who work there day in and day out find a culture that embraces belonging.
The refinery has multiple types of jobs within Operations, Maintenance and Engineering. Operator positions start at $80,000+ and require only a high school diploma. In an Operator position, training is provided on-site following employment. Skilled Craft positions, such as pipefitter, electricians, and carpenters, start at $83,000+ and require journeymen-level certification through Building Trades and Union programs.
Decades ago, Phillips 66 created programs with Lewis and Clark Community College to provide certification and access to additional educa-
Many positions ‘start’ at $80,000
tion to assist with potential enhanced skills for those applying for jobs. While not a requirement for operator jobs, programs like the Process Technology program allow for further competencies used on the job. Phillips 66 has recently started working with St. Louis Community College to build out potential similar programs as offered at Lewis and Clark Community College in Godfrey. This will allow an even greater reach to recruit diverse employees needed to run the refinery. In addition to growing partnerships in the community to attract employees, Phillips 66 focuses on inclusion and diversity.
“The company believes
in leading with inclusion because, in its absence, diversity cannot thrive,” said Melissa Erker, Director of Government and Community Affairs for the Wood River Refinery. “Diversity is all around us, and harnessing it provides a competitive advantage as the company delivers on the vision of providing energy and improving lives. Our Phillips 66 leadership believes a diverse and inclusive culture benefits everyone, and it takes all employees to make meaningful progress. Creating an environment where all employees feel safe, seen, heard and respected is a catalyst for innovation, growth and profitability.”
The refinery has established an Inclusion & Diversity (I&D) Employee Council to direct efforts and implement programming supportive of all employee needs. Additionally, Employee Resource Groups (ERGs) are helping engage and develop employees and build internal networks that serve the communities where staff live and work. They are forums for sharing different perspectives and raising awareness around identity and belonging.
The Black Employee Resource Group, known as the BEN (Black Employee Network), has been leading efforts to promote jobs in the oil and gas industry
and at the refinery in Roxana.
“The BEN has identified that most people often associate Phillips 66 jobs with our branded gasoline and do not realize that the jobs posted at the refinery are not working at the corner gas stations but are a career in producing the products sold at gas stations,” says Erker.
In the Spring, the group hosted community leaders and educators from the St. Louis Metro area to tour and learn about the job opportunities at the refinery.
“Employment at the Phillips 66 Wood River Refinery provides a career, not just a job,”
administrators
Erker said. “Our company average is 30 years of employment at retirement. Phillips 66 strives to Provide Energy and Improve lives with a culture dedicated to Safety, Honor and Commitment. We are excited about continuing to develop a diverse workforce to carry out this mission. We are often a hidden gem for those seeking employment. We hope to grow awareness of our career opportunities throughout all the regional communities.” Jobs for the Phillips 66 Wood River Refinery are posted online at Phillips66.com/careers. Applications are accepted through this website.
The Wood River Refinery BEN recently hosted a program and tour for community leaders, educational
and additional guests.
Diversity, Equity & Inclusion
90 years ago, Black women led a multiracial strike
By Danny Wicentowski St. Louis Public Radio
In 1933, the Funsten Nut factory in St. Louis found itself at the center of a significant labor strike. Though separated by racially segregated floors and facilities, the factory’s workforce of women laborers began to take to the streets by the hundreds.
The strike came at a time when St. Louis was a center of radical organizing, said Devin Thomas O’Shea, who wrote about the strike in April in a lengthy story in Jacobin
“In the heart of the Great Depression, this strike is all about Black
female workers,” he said. He noted that the time period featured “spontaneous ‘poor people’s’ campaigns erupting in cities around the country, including St. Louis, where the dispossessed of the city basically march on City Hall and stand outside for days on end.”
The strike ultimately put about 2,000 Black women workers on the streets. As the strike stretched on, the workers on the picket line were joined by their white counterparts.
“On the second day, lots and lots of the white workers walk off the job as well,” O’Shea said. “So there’s a huge amount of solidarity.”
The strike ended on May 24, 1933, with the factory owners agreeing to increase their workers’ wages. Though the strike is little-known today, O’Shea argued that the Funsten Nut strike helped shape the following decades of labor and civil rights activism.
“This is something that had not happened in the American labor movement before,” he told St. Louis on the Air. “It’s a really keystone example of, as David Roediger, a labor historian says: ‘Up until this point, labor is white and male,’ and this is a huge change.”
AM I ELIGIBLE?
Lincoln University selects Diggs II as director of bands
Following an extensive search, Lincoln University (LU) of Missouri has selected Eugene Diggs II as the new director of bands. As director, Diggs will provide effective leadership, organizational development and management and creative direction for the band programs, which includes the official university band (Marching Musical Storm), Symphonic Band, Pep Band and the Jazz Ensemble. By creating a band environment that supports the academic mission of the institution, Diggs will facilitate a program with a culture of excellence that embraces the historical aspects of an HBCU band.
As the new director, Diggs hopes to bring back the music education degree, increase membership and retention in the band program, increase student engagement and place musicianship at the helm of the program.
“Our selection committee did an outstanding job identifying a composer of culture who will meet our students where they are and help them attain their personal, musical, and professional aspirations,” shared LU Vice President of Advancement, Athletics and Campus Recreation Dr. Kevin
Wilson. “Mr. Digg’s reputation as a recruiter, composer, and family man is impeccable. He truly believes in the Marching Musical Storm brand and will pour his all into making sure it is a program can be a point of pride for current band members, the entire LU community, Jefferson City and Missouri.”
Diggs has 14 years of teaching experience in Maryland, Washington D.C. and North Carolina, where his wind bands have been invited to perform at Carnegie Hall and university band concerts, as well as received Superior and Excellent ratings in regional concert band festivals. Diggs is proficient in producing marching bands; while directing Hopewell High School “Titanium Sound” in Huntersville, North Carolina, he and
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Lincoln University (LU) of Missouri has selected Eugene Diggs II as the new director of bands.
the band won seven grand championships in one marching season. Most recently, Diggs served as the Assistant Director of Bands for Morgan State University, where he conducted and arranged music, was the principal drill writer and a recruitment planner. Diggs holds a master’s degree in teaching leadership — curriculum and instruction from Gardner Webb University and a Bachelor of Music from Morgan State University, where he was a four-year drum major. He is currently pursuing a Doctor of Musical Arts in music education from Boston University, where his dissertation will focus on the preparation of music educators from HBCUs. He lives with his wife of seven years, Tia, and their six children.
Photo courtesy of Missouri History Museum
A store’s window display of cans of shelled pecans from the Funsten Nut company in St. Louis in 1941.
Diversity, Equity & Inclusion
Lewis Rice gives aspiring attorneys from Harris-Stowe insight into legal practice
St. Louis-based law firm Lewis Rice welcomed De’Na Newborn, a senior at Harris-Stowe State University (HSSU), and Jordyn Williams, a rising junior at HSSU, for a paid summer internship as part of the annual Lewis Rice HSSU Internship program.
The summer internship offers aspiring lawyers from HSSU the opportunity to connect with and support Lewis Rice’s attorneys and staff as well as gain valuable insights into legal practice and operations in a dynamic, full-service law firm. In addition to tackling a variety of projects based on their interests, HSSU interns meet with attorneys from Lewis Rice’s dozens of practice groups throughout the summer.
Newborn is set to grad-
Lightfoot
Continued from page 25
“Our youth have a voice so we want to make sure that voice is centered and showcased in a way that empowers them and doesn’t perpetuate stereotypes,” she said. “They’re at Target and Walmart and they look just like our kids. For the people who have not been impacted, I want them to understand
uate this December with her bachelor’s degree in political science with a concentration in urban politics and a minor in psychology. During her time at HSSU, she has been involved in organizations including the Student Government Association, the Hornet Keeper Peer Mentor Program, LGBTQIA Alliance, the Honors College, the National Society of Leadership and Success, and Delta Sigma Theta Sorority Inc.
“This internship has exposed me to many aspects of law and has shown me the amount of reading and preparation the practice of law entails,” Newborn said. “It has also allowed me to be around different types of people with different mindsets,
that there are barriers that go along with the system to make it a fair playing field.”
At Youth In Need, Lightfoot’s approach to fundraising includes highlighting disparities in racial equity and social justice issues in a way that challenges donors to do more than just give money. It means asking donors “do you want to be engaged in the life of this organization, and if so, what does that look like,”
bettering my communication and interpersonal skills. I have enjoyed this experience and appreciate the opportunity to learn and grow.”
Williams is a political science pre-law major at HSSU where she is
said Rob Muschany, Youth in Need’s chief development officer.
“Demetria brings that perfect blend of being unafraid of connecting people to our mission with a sincerity that shines through that pursuit. She’s really good at reaching out and making a real connection.”
She’s also an African American woman in a senior fundraising role in a nonprofit, a rarity in the St. Louis region. Turnover
involved in the TRIO Student Support Services program and HSSU’s NAACP chapter. She also works in HSSU’s Office of Admissions where she gives campus tours to prospective students and
is common in develop-
ment; the window for the average development officer at a nonprofit is about 18 months, according to Adrian Bracy, the former longtime CEO of YWCA and one of Lightfoot’s mentors.
“It’s a difficult position and the people in St. Louis you’re going to meet are typically white donors. I always searched for a person of color, particularly a black development officer, and you can’t even count
n The summer internship offers aspiring lawyers from HSSU the opportunity to connect with and support Lewis Rice’s attorneys and staff as well as gain valuable insights into legal practice and operations in a dynamic, full-service law firm.
parents among other activities.
“At Lewis Rice I have learned so much about how to prepare myself for law school and my future career in law,” Williams said. “This experience has been a major steppingstone, getting me closer to where I see myself in the future. I’d like to thank Ron Norwood and Jerina Phillips for giving me some amazing advice, edu-
the applicants on one hand, not even five were black.” Lightfoot’s long tenure in fundraising—six years—is a testament to her success—and to her commitment to Youth in Need. “The mission ties me to something I love, helping young people, and to the social justice space,” she said. “I used to call this my forever job but I hope to continue to grow, even in different roles, with the organization.”
Pat Holterman-
cating me about their own experiences in law, and motivating me to continue to work hard. I am grateful for the incredibly valuable connections I’ve made at the firm.” The Lewis Rice HSSU Internship program is part of the firm’s “Next Level” Diversity and Inclusion programs created to proactively promote diversity, equity and inclusion in the legal industry.
Hommes, Youth In Need’s President and CEO, likes to joke that she’s “keeping [Lightfoot’s] seat warm.
“Her ability to connect with a diverse range of people is really her superpower. She’s genuine and has a warmth about her because she’s really interested in other people. She’ll strike up a conversation with almost anyone, she’s always thinking of the organization and how to forward the mission.”
Jordyn Williams De’Na Newborn
Diversity, Equity & Inclusion
Wash U offers Black studies workshop to teach educators about St. Louis’ Black history
The African and African American Studies department at Washington University is offering a summer institute program that teaches regional Black history to high school educators to help them integrate lessons on Black culture, history and the arts into their curriculum.
Twelve teachers from across the region beginning today will learn about slavery in St. Louis, race and medicine, St. Louis’ Black music scene, Ferguson and the rise of the Black Lives Matter movement and local Black institutions.
Participants also can visit with curators of the university’s Black special collections library to find local archival material for future lessons.
Educators have struggled to teach African American history, but researchers must take the knowledge they possess and disseminate it, said Shanti Parikh, Washington University’s African and African American Studies department chair.
“St. Louis and Missouri play such an important role in the history of America, and particularly African Americans,” Parikh said.
The summer institute aims to deepen participants’ knowledge of Black history and support them with
instruction for teaching the Advanced Placement course on African American Studies. The growing movement to ban literature written by Black authors and controversy around the AP African American Studies curriculum presents the right time to implement the summer Black studies program, Parikh said. Participants come from high schools in St. Louis and St. Louis County, where they teach history,
Spanish, law, government or the arts.
Native
St. Louisan Sommer Harris did not learn much about the city’s rich Black history while in grade school. Now the middle and high school dance teacher wants to incorporate new lessons she will learn from
the summer workshop into her Grand Center Arts Academy dance students curriculum.
“It will help me be able to share more information with them … and just [let] them be able to know where they can seek out the history in addition
to what they get from school, because we have to educate ourselves,” Harris said. She has been teaching dance for seven years at the north St. Louis academy. Harris said because she graduated from a Black university, students regularly ask her questions about historically Black colleges and universities, the Black Lives Matter movement, and Black art and culture.
Harris already incorporates dance history lessons on famed Black dancers from the St. Louis region such as Katherine Dunham. She plans to learn more about Black St. Louisans in history, science, entertainment and education in the summer program to help inspire her students. “A lot of things can motivate our young people, if they’re exposed to it … [they] can find out that we have so much history here,” Harris said.
We stand in opposition to economic inequities, racism, violence and other injustices that tear apart our society. Here, we conduct meaningful research, convene conversations across industries and pursue initiatives that advance equity, inclusion, economic mobility and resilience for all. The pursuit of those aims is at the root of our ambition as an institution and in the work we do alongside the communities we serve.
Kathy O’Neill Paese, Interim President & CEO First Vice President & Chief Operating Officer
Burial plots at the Greenwood Cemetery in Hillsdale in June. Summer institute participants will visit the cemetery this summer to learn more about its rich Black history.
Shanti Parikh
Diversity, Equity & Inclusion
UMSL alumna, associate professor emeritus co-author book on educational equity
By Wendy Todd UMSL Daily
Pandemic learning loss has been a trending topic among educators. According to a study by Stanford’s Educational Opportunity Project, on average, school districts lost about 52% of one year’s worth of math and 23% of one year’s worth of reading. The learning losses have been greater among low-income students and students of color.
Gwendolyn Y. Turner and Sonya MurrayDarden, both educators, have co-authored a book, “Serving Educational Equity: A FiveCourse Framework for Accelerated Learning,” to help educators and administrators effectively address academic declines due to pandemic disruptions with messaging that underscores equity.
“We took more of a whole child approach to learning acceleration in our book,” said MurrayDarden, a University of Missouri–St. Louis alumna. “All the stakeholders we support – leaders, teachers and parents, shared they have been a bit stressed about helping students who have faced academic struggles following the educational disruption. But we saw these academic concerns even before the pandemic. So we focused on ways educators could see the whole child and elevate their genius potential by addressing unfinished teaching and learning
Sonya Murray-Darden (at left) and Gwendolyn Y. Turner co-authored “Serving Educational Equity: A Five-Course Framework for Accelerated Learning” to assist educators in helping students overcome educational losses due to the pandemic, with a focus on teaching through the lens of equity.
while accelerating the learning process. We believe educators can take the lens of educational equity, recognizing that when educators see students holistically, they can provide them with what they need academically while keeping the bar high.”
Murray-Darden serves as a leadership development specialist at Education Plus. Previously, she worked as a leadership coach for the national nonprofit, Achievement Network and as the principal at
Confluence Academy and in the Normandy School Collaborative, where she was also the director of curriculum and staff development.. She now owns an education consulting firm, Equity Matters Consulting Turner is an associate professor emeritus who worked in the Department of Educator Preparation and Leadership at UMSL. She has also served as a social studies teacher, reading and communications specialist, educational consultant, adult educator, family
literacy specialist and teacher educator.
The authors’ combined experience empowered them to write a book not only from the perspective of educators but also with their understanding of diverse populations of students.
Murray-Darden and Turner had worked together for years before co-authoring the book. They met while MurrayDarden was a graduate student at UMSL and later began working with educators in St. Louis to address the achievement
gap. Through their work, the premise for the book developed. Its need was further demonstrated after the pandemic.
Grounded in research and employing the Science of Learning development principles, this book offers alternative thinking about unfinished learning, equity and student success.
Some of the guides offered in the five-course framework of the book are: assessing the current school conditions and mindset for acceleration versus remediation, surveying and reimagining curriculum, understanding and embracing diversity and equity, and promoting, expanding and reflecting on student engagement.
The guide also includes reader reflections, realworld vignettes and tools for the classroom. MurrayDarden and Turner attempt to deliver what educators need to adopt a holistic approach to advance learning and engagement.
When discussing teaching, it’s not just about curriculum. It involves understanding the student, their environment, background and learning style, which are values of equitable education.
“In some of the stories in our book, we talked about how when you think about educational equity and you think about some of the mindsets and beliefs that are associated with underserved students, many times marginalized students, we were able to change their thinking and their perception,” Turner said. “That’s why we
love this book, because it provides a wholechild approach where you have to change how you view students, you have to change how you view your curriculum, your instruction, your assessment. That’s what the book is about.”
In the book, MurrayDarden and Turner provide scenarios that ask educators to put themselves in students’ shoes in order to impart more cultural competency in teaching. Creating a curriculum and using materials that are relatable to students of different backgrounds can foster more student success.
“We talk about windows, mirrors and sliding glass doors, meaning teachers should use books that culturally affirm students,” MurrayDarden said. “They should also let them look out the window and learn other cultures and backgrounds. And with the sliding glass doors, they should move in and out of those experiences while determining where they find themselves in that work. So, when we talk about culturally affirming, we talk about teachers using materials and resources where students see themselves, and they see themselves as parts of the book and parts of the learning experience that are positive, that make a difference, that are validating. We suggest quite a few tools and resources they can use to do that.”
Breaking barriers: ACC STL unleashes the power of diversity
The Association of Corporate Counsel, St. Louis Chapter (ACC STL), renowned for its commitment to professional development, has commenced its highly anticipated 2023 Diversity and Inclusion Summer Internship Program with six law school students working at companies throughout St. Louis.
Since its inception in 2012, the ACC STL Diversity Internship Program has been instrumental in providing participants with invaluable exposure to in-house practice. Throughout the program, these aspiring legal professionals will gain comprehensive insights into various realms of legal advocacy and corporate practice, while understanding the crucial relationship between business and legal advice across diverse substantive areas.
Vikas Sunkari, ACC STL 2023 chair of the Diversity and Inclusion Committee and Senior Managing Counsel at SSM Health, expressed the chapter’s unwavering dedication to fostering change.
“Our commitment to diversity and inclusion is unwavering. Through this internship program, we aim to make meaningful strides in mentoring and supporting law students who are often underrepresented in the legal profession,” emphasized Sunkari.
The 2023 ACC STL Summer interns and where they are working include:
• Bhavya Arora, a stu-
dent at Washington University School of Law, is interning at Charter Communications.
• Andre’a Charles, also from Washington
University School of Law, is interning at Washington University’s Office of the Vice Chancellor and General Counsel.
• D’Andre Gaye, attending
Saint Louis University School of Law, is interning at Rabo Diversified Services.
• Latianna Johnson, a student at Saint Louis
University School of Law, is interning at Bunzl.
• Ozoda Saburi, attending the University of Missouri School of Law, is interning at Metropolitan St. Louis
Sewer District.
• Zai Li, a student at Washington University School of Law, is interning at Bayer CORP Science.
Left to right: Zai Li, Bhavya Arora, Andre’a Charles, Latianna Johnson, D’Andre Gaye, and Ozoda Saburi
Diversity, Equity & Inclusion
Scales-Ferguson uses law background to cultivate Wash U’s Office of Institutional Equity
By Danielle Brown St. Louis American
Chalana ScalesFerguson, J.D.’s family dynamic was different from the traditional two-parent household and the single mom landscape.
She was born in Chicago, IL and when she was about three years old she was brought to St. Louis by a group of family members from her maternal grandfather’s side who picked her up from the hospital preventing her from entering the foster care system.
When she was about seven years old her biological mother came back for her and fought with the court system for custody. A judge awarded her mom custody over her and she began living with her mom and stepfather in Pennsylvania. That didn’t last long as ScalesFerguson calls that time “ a contentious, tumultuous, very traumatic situation”. She returned to St. Louis when she was a sophomore in high school and graduated from Riverview Gardens High School.
After graduating from Riverview, ScalesFerguson, received a Bachelors of Arts in interdisciplinary studies (English, Psychology, and African American studies) from University of Missouri-Columbia. She continued her education
earning a juris doctorate and a certificate in employment law from Saint Louis University School of Law. From there she worked at the University of MissouriColumbia School of Law, government and private law practices, and then became SLU’s Chaifetz School of Business’ first director of diversity, equity, inclusion and belonging.
She has been in her current role as associate vice chancellor of Institutional Equity at Washington University in St. Louis since March 2023.
With everything ScalesFerguson has endured throughout her lifetime she’s maintained a level of resiliency. She credits that due to love being her biggest core value.
“Despite the challenges, what I had was a loving family,” she said. “Even though my mother had some situations that prevented her from being the mother that I would’ve wanted her to be, I had a great family background and village. What they weren’t able to do I was put into positions to gain that from other members of the community.”
Since she was nine she’s always aspired to become a lawyer.
“I felt I had a responsibility because I wanted to go back and save all the other children who
n “We [the Office of Institutional Equity] want to make things better for people as they spend most of their time in the workplace.”
– Chalana Scales-Ferguson
in my opinion are put in circumstances that are not necessarily the best or the safest,” she said. “I really wanted to understand why the law is made in a way where judges make these decisions. I ended up getting that but I was able to learn other areas that needed my support as well beyond family law and that’s how I got on this track.”
Not the traditional DEI leader due to her law background, Scales-Ferguson still in every sense of the phrase “serves as a voice for others and shares with them resources they may not have always had and helps them get over the hump to realize their full potential”.
Prior to coming to WU-STL, she practiced law in private practice by touching areas of employment law and education law. She addressed areas where discrimination was discovered or where there was unjust treatment of certain populations from a systemic standpoint.
At ABNA Engineering we are dedicated to building a diverse Civil Engineering workforce for the future. That’s why every year we provide talented students with the opportunity to gain hands-on skills in engineeing, land surveying, and the construction industry. Some of our interns have even gone on to join the ABNA family as employees. This year we had a record six interns!
Congratulations to ABNA’s 2023 Summer Interns!
Now in her current role as associate vice chancellor of Institutional Equity, she takes her legal background and experiences in the workplace to a profession “designed to ensure equity and justice for others” by looking at different policies and practices in place and listening to the voices of professionals on campus about what they are feeling and experiencing.
“We [the Office of Institutional Equity] want to make things better for people as they spend most of their time in the workplace,” she said.
She said she was inspired to take a shift and go into working with the workplace because it’s important to know how to take care of the people who take care of the students.
“I went to the other side to enhance and promote a quality workplace,” she said. “I think a lot of it is misunderstandings in communication and looking at how we can make
things better. Looking at how we can provide resources and education for our management and our leaders to ensure that they are equipped with the tools to deal with people of different backgrounds and experiences.”
She said the Office of Institutional Equity oversees three functional areas: education and engagement, compliance, and investigations and conflict resolution.
She describes education and engagement being the closest thing to what is traditionally known as equity, diversity and inclusion.
“That is providing education, programming, training and events that are designed to expand people’s horizons,” she said. “To educate on issues of inequity and to see how we can really equip our leaders and employees to better engage with one another in the workplace.”
She describes compliance as dealing with equal opportunity and affirmative action policies governed by the federal government. Federal funding is received for it and there are certain requirements that must be met.
She said investigations and conflict resolution is the last key area of function the office focuses on, which is where they speak to individuals who’ve had some challenges in the workplace and have com-
plaints about it.
“We speak with the individuals that are providing the information and other people in the departments,” she said. “To see if we discover there’s a violation of policy around discrimination based on protected class, protected statuses or harassment things that are governed by federal law. As well as university policy to ensure that we are behaving appropriately in the workplaces and to remedy situations that arise that are not in alignment with policy and law. We want to have a supportive community and inclusive community where people can thrive so we can attract and retain a quality workforce where people feel that they have all they need in order to have a good quality of work life.”
Scales-Ferguson is excited about her new role with the Office of Institutional Equity.
“In this current season we have a new leadership throughout the university,” she said. “I’m really excited about my direct leader and those who create the vision for the Office of Institutional Equity. Wash U is such a key part of the St. Louis community and I would love to have a role in creating something sustainable and long term that leaves a lasting impact on the workforce at Wash U.”
By Ginger O’Donnell
As the recently appointed executive director for Propel Kitchens, Kisha Lee spends no two days alike. Determined to keep the burgeoning startup on track amid a challenging time for the food industry, she not only leads the organization but also rolls up her sleeves and leans into the daily grind — cooking, loading trucks, even driving trucks and more, depending on what is needed.
“It’s some of the hardest work I have ever done, and it’s the blessing of my life,” says Lee, a University of Missouri–St. Louis alumna who serves as president of the Ladue Board of Education.
Propel’s mission is ambitious. Operating from a newly constructed, fully equipped 4,500-squarefoot commercial kitchen inside the Carter Commons development in Pagedale, it seeks to address health and wealth disparities within the St. Louis Promise Zone by providing its residents with real-world experience in large-scale, institutional food service. Utilizing a “learn and work” educational model, Propel’s major clients include Washington University in St. Louis and Saint Louis University, as well as several charter schools across the city.
“There is no other
Cooking up
Propel Kitchens is building health and wealth by providing its members with hands-on training
place in the region that does production cooking in the community, volume cooking, like we do,” says Yvonne Sparks, a St. Louis civic leader and consultant who chairs Propel’s board of directors. “Even if someone comes in with restaurant experience, they have not been trained to do this.”
And the unique model is changing lives. Take
Carlos Hayden Jr., who started with Propel last January. Since joining the team, he has taken steps to earn his GED diploma, buy a car and move to University City to be closer to work. Not to mention, “he is a sponge in the kitchen,” Lee says. His exceptional dedication to every facet of Propel’s production process recently led to his
promotion as kitchen lead and delivery driver. Lee describes Hayden as a devoted father and one of Propel’s hardest-working, longest-running employees — in essence, “the model of why this program exists.”
Initial conversations about Propel’s unique concept began in 2018 when the community development
organization Beyond Housing was making plans for Carter Commons as part of its 24:1 Initiative
The focus of 24:1 is addressing challenges for residents living within the geographic boundaries of the Normandy School District. (This area overlaps with the federally designated promise zone, which
was identified as part of a national program to invest in under-resourced municipalities across the United States.)
Barry Maciak, a consultant and social entrepreneurin-residence at Saint Louis University with extensive experience in workforce development, led research efforts for the project and began to build relationships with other nonprofit food providers in the St. Louis area. After several years of brainstorming, information gathering and construction, the kitchen opened in July 2021. Today, Propel is barely over a year old as an operating entity, but it is accomplishing a great deal with a small team. David Murphy, a Propel board member and the regional manager of Bon Appétit Management Company, leveraged Bon Appétit’s decadeslong partnership with Washington University to secure a contract between the new nonprofit and the university. Under the arrangement, Propel cooks-in-training prepare a set of commissary items for WashU dining halls, including soups, sauces, meats and deli meats. This program is rapidly growing, according to Lee, who says production volume this fall has tripled that of the spring semester.
“Our relationship with
Photo by Michael Thomas
Propel Kitchens Executive Director Kisha Lee and Carlos Hayden Jr.
Cooking
Continued from page 38
Bon Appétit is important because it is a formal business contract, so the people in our kitchen are getting real-world preparation,” Sparks adds. “They are not only learning the cooking aspect, but the necessity of being prompt, efficient, meeting quality guidelines and ensuring that we get good feedback from the customer.”
Bon Appétit is committed to hiring all graduates of Propel’s training program, she says. Beyond stable employment, the company also has pledged its commitment to providing career pathways with higher-than-minimumwage benefits, ongoing professional development and opportunities for advancement.
Propel’s partnership with Washington University is also addressing students’ demands for more plant-based culinary options while supporting Black- and family-owned food entrepreneurs. These efforts intersect via a new food cooperative, created by Propel, called the Plant-Based Artisan Network. Its members include North Sarah Food Hub and Three Vegan Brothers, a Black-owned startup that produces vegan cheese. Through its connection to Propel, this up-and-coming family business has gained access to the university’s retail shelves.
Propel’s partnership with Saint Louis University is also central to its mission of improving economic and health equity through food. Lee’s team is currently manag-
ing SLU’s Salus Center Kitchen, which provides school lunches to several nearby charter schools and daycares, including major client City Garden Montessori School.
“Everyone has seen a tremendous difference since we’ve taken over that program,” Lee says. “We’ve increased the menu options and developed better relationships with the school clients that we’re serving.”
In October, Propel will train its first full cohort of cooks via a pilot educational program with St. Louis Community College–Forest Park.
Eight participants will enroll in an 11-week, non-credit course covering basic food fundamentals, which includes academic training on STLCC Forest Park’s campus, supplemented by hands-on work experience in Propel’s kitchen.
“It was important to us that this was a non-credit course,” Lee explains. “Some of the people we’re targeting do not meet the entry requirements for a community college, such as having a high school diploma.” For those who do meet such require-
A Welcoming Place for All
At the Saint Louis Zoo, we know the world is interconnected and our actions impact not only animals and our planet, but also each other. We strive to create and celebrate a Zoo community that works toward positive change … a community that is diverse and inclusive. Every team member, volunteer, guest and partner plays an important role in our mission to conserve and care for animals and their habitats. We encourage everyone to join us, and help us grow, in our e orts to maintain the Zoo as a welcoming place for all.
ments, their coursework can transfer into a credit or degree program.
As with Propel’s current team, these students will have a direct line to career opportunities within the St. Louis food scene.
“Restaurateurs and food entrepreneurs around the city are calling me daily, knowing that we’re training people,” Lee says. “They are ready to snatch them up and put them to work.”
This first cohort will give Lee, Sparks and other leaders of the organization a chance to test the logistics of the
training model and work out any kinks, but their overall focus remains crystal clear: creating a place where everyone has an opportunity to grow. This, in turn, transforms entire communities.
“When everyone is lifted, the entire region is lifted,” says Sparks. “We are working with people who have been overlooked, discounted and underestimated, and so what we pour into them has a very high return on investment not only for them, but for the community at large.”
This idea bears out in Carlos Hayden’s journey, whose evolution illustrates Propel’s capacity for transformation.
Though he continues to face challenges, he is overcoming them one day at a time with the program’s support.
“Despite whatever may be going in his personal life, he always shows up with a killer smile,” Lee says. “He is a quick study who displays leadership capabilities and a willingness to learn new things. He will accomplish what he sets out to do.”
Propel Kitchens employee Valishia Barber bakes a cake for the day’s order from Bon Appetit.
Photo by Michael Thomas
Schnucks looks to impact change through teammates, resources and community outreach
By Todd Schnuck Chairman and CEO Schnuck Markets, Inc.
As one of the Midwest’s largest grocers and an employer of more than 12,000 teammates, Schnucks is dedicated to using our platform to facilitate change. As we reflect on where we have been and where we’re going on the path to racial equity, we recognize that, at Schnucks, silence is not an option; inaction is not an option. If we aim to truly Nourish People’s Lives, the reason we exist as a company, we must look at what we can do, together with our communities, to go confidently toward accelerating change in ourselves and others through meaningful action.
At Schnucks, we began this change by listening to our teammates and community leaders. What we heard was the need for us to acknowledge the injustices and the pain in many of our communities and to become better allies in the fight for racial equity, but we know that we can do more. When we look at our company from a holistic view, we have three areas where we can impact and measure changethrough our teammates, resources and community outreach.
Teammates
• We have increased our
Photo courtesy of Schnucks
Diversity, Equity & Inclusion
Schnucks
Continued from page 40 and can grow their careers because they feel valued and can see a path forward in our company through intentional inclusion in new leadership development programs.
• We are reviewing and revising our hiring, career development and advancement practices with a focus on equity and inclusion so that our diverse workforce see representation at all levels of the company now and in the future.
• We have reviewed and restated our zero-tolerance policies to clearly define the actions that will not be tolerated in our company and in our stores.
• We are using listening sessions to better understand and learn from the perspectives of our teammates’.
Resources
• We will continue to invest in minority-owned businesses to bring their products into our stores for customers.
• We will endeavor to make sure our stores do not sell racially offensive products, and we will be open to the feedback from teammates and customers when we get it wrong.
• We will continue to spend advertising and marketing dollars with companies who aim to provide news coverage and entertainment for primarily Black audiences and will aim for equitable representation in our creative materials.
• We will continue to review agency relationships and service providers to identify opportunities to support additional minority-owned businesses whenever possible.
• We will continue to strive to make our high-quality shopping experience consistent for customers in all the neighborhoods we serve, and we will promote an inclusive environment for all customers.
• We will continue our support for organizations committed to making the world a more equitable and inclusive place.
Communities
• We run an annual, company-wide United Way campaign which, last year alone, resulted in more than $2.2 million contributed to help people live their best possible lives.
• As we recruit and focus on workforce development
in our communities, we will continue our efforts to support reintegration into the workforce for justice-involved teammates.
• We will empower our customers with the ability to make a community impact through their purchases by donating their Schnucks Rewards points to benefit selected nonprofits.
• We established our Schnucks Community Kitchen to provide food for those in need following
a disaster.
While it is good to reflect on all that we’ve done, we can’t stop here. Our DE&I team continues to do a wonderful job of heading up our company’s journey. We use the word “journey” because that is exactly what our path forward is, and we’ve made great strides on that journey thus far, but we must remain steadfast in pushing forward. We
Schnucks leaders believe that celebrating diversity, promoting equity, and embracing inclusion makes Schnucks a better employer, a stronger company and an essential member of the community.
know the journey can be heavy and challenging at times, and that the path will be winding and bumpy, but we’re in this together as we work to overcome any and all obstacles. We also know that celebrating diversity, promoting equity, and embracing inclusion makes us a better employer, a stronger company and an essential member of the community.
Photo courtesy of Schnucks
Bold Xchange aims to improve equity in entrepreneurship
businesses
By Cheryl Baehr
Danielle Deavens was frustrated. It was the holiday season of 2016, and, having made a pact with herself to buy gifts for family and friends exclusively from Black-owned businesses, she found herself at an impasse. Though she knew there had to be a deep well of companies selling a variety of products somewhere in the marketplace, she was having a difficult time pinning them down, despite her best efforts. Surely, there had to be a better way, she thought, as she lamented the situation to her partner, Doug Spencer.
“It was just a really clunky and disjointed experience,” Deavens recalls. “My co-founder, Doug, and I thought, why don’t we learn more about why this is such a disjointed experience and then work on fixing that? Because there’s so many great Black-owned businesses out there.”
Now, a little over six years later, that frustration has turned into Bold Xchange, a corporate gifting platform that works with
companies of all sizes to curate employee gift and incentive boxes from Black-owned businesses. By serving as an intermediary between corporate partners and their ever-growing network of Black-owned companies, Deavens and Spencer help business leaders incentivize their
A gift box that Bold Xchange curated for ARCH Grants, featuring St. Louis-based Black-owned businesses.
employees in meaningful ways while amplifying the reach of entrepreneurs of color who might not otherwise have access to such a large audience.
Deavens and Spencer’s path to Bold Xchange began much earlier than that holiday gifting challenge – roughly a handful of years back
to when they were incoming freshmen at North Carolina’s Elon University. There, they became partners in life well before they had any inkling they’d be partners in business, each focused on their own different career pursuits; Deavens studied journalism while Spencer focused on business coursework in preparation for law school.
Following graduation, the pair started a blog centered around other Black individuals who were pursuing their dreams, while Deavens and Spencer pursued their own careers. Deavens had landed a job with the Food Network and Spencer was focused on law school, both assuming that the blog would be little more than a passion project. However, as entrepreneurs began reaching out to them asking to be featured on the blog, they began to
See XCHANGE, 43
Photo by Spot Content Studio Michael Thomas
Diversity, Equity & Inclusion
Xchange
Continued from page 42 see that they were onto something that might be bigger than a hobby.
“Neither of us started out as being full-time with the business, but when your nights and weekends start to get eaten up by this idea that’s growing its own life, you have to make a decision,” Spencer says. “Am I going to put this down? Are we going to put it down? Or are we going to really lean all the way into it? And once we made that decision, you shift how you live your life and what you decide to do together. There’s no one foot in and one foot out. You have to be both feet in.”
Deavens and Spencer leaned into the idea of turning their blog into a platform for amplifying Black-owned brands, which then morphed into a consumer-focused company that would connect individuals to businesses after Deavens had her holiday gift-giving revelation. However, their focus quickly shifted when they noticed seven orders all come in from the same Spotify email address. The pair realized that the person making the multiple purchases was likely buying something for their entire team, which gave them the idea that there might be a way for them to make an even bigger impact. As they pivoted their attention to the possibilities in the corporate gifting space, Home Depot reached out for them to curate a Black History Month Box for their employees in 2021. For Deavens and Spencer, it was the sign they needed.
“It was really the first major project that not only signaled to us that there was a major opportunity, but it was also a signal to potential customers,” Deavens says. “They started flocking to us as we were talking to them about their needs. Once we showed that we could do a really custom and intentional project that was unique from head to toe, people wanted to get on board and do that type of thing for their team as well.”
Since that Home Depot partnership in 2021, Bold Xchange has gone on to work with such major corporate players as Centene Corporation, CarMax, State Farm and Capital One, as well as
smaller firms like Steady MD, Venture for America and St. Louis’ own Arch Grants, all of whom share the common goal of wanting to find creative and innovative ways to celebrate their employees. Deavens and Spencer are adamant that they might not have been able to scale so successfully –and would likely not have relocated Bold Xchange’s headquarters from North Carolina to St. Louis – were it not for Arch Grants, which awarded them startup funding and membership in their 2020 class.
“As we learned more and more about St. Louis and were planning to apply for Arch Grants, we were just excited about
what was happening here, the diversity of the startup ecosystem here, but also the opportunity for us to move to a place that was affordable for us and affordable for our business to actually have a boots-on-the-ground presence,” Deavens says.
“We knew we needed to move the business out of our home, and this was just such a great opportunity for us to take the next step in a lot of ways.”
Since receiving the Arch Grant, relocating to St. Louis and establishing partnerships with major corporations, Deavens and Spencer have been thrilled with how much the move has positioned them to better amplify Blackowned brands. As the pair
notes when talking about Bold Xchange’s mission, nine in ten Black-owned companies do not have a single employee because their businesses have not been able to generate enough income to sustain their founders or support staff. This, coupled with woeful lack in venture capital funding for underrepresented founders, demonstrates the challenges facing Black entrepreneurs –something Deavens and Spencer hope they can address by connecting these businesses to a larger audience.
“We definitely feel like, as this platform, our mission is to make an economic impact for Black-owned businesses,”
Spencer says. “And we know that corporations have the means, but also the missions, to support organizations, specifically with diversity and inclusion. And so we’re trying to be the conduit between these larger organizations and the small Black-owned businesses, because we know that if we can help them grow their business through revenue, then they can employ that person that they never were able to employ or even employ themselves, which is often a challenge.”
Both Deavens and Spencer feel that St. Louis has been instrumental in helping them achieve this mission, and they have been struck not only by the support they’ve received from their Arch Grants cohort, but by the larger collaborative spirit they’ve found in everyone they encounter.
“The thing that is most exciting to me about living in St. Louis is that everyone you meet here seems to be interested in working together to create this even brighter future for the city,” Deavens says. “And that’s not something I experienced in New York. It wasn’t really something I experienced in Charlotte, though when I got there, I thought that might be what was happening as this up-and-coming city. But in St. Louis, more than any other place I’ve learned about even, there’s this real need and excitement about all the things that are happening, not just the projects that are now starting, but also the foundation that had already been built for that.”
A community is built to support each other. To be a solid foundation from which to grow. And to provide the means for people to take care of each other. The best part of community: It always comes through when you need it. At Commerce Bank, we’ve been helping build communities for more than 150 years, tackling challenges, growing businesses, serving from the heart, and doing work that matters. We’re built for the long haul. We’re built for taking care of each other.
Doug Spencer
Photo by Spot Content Studio Michael Thomas
Danielle Deavens
Photo by Spot Content Studio Michael Thomas
Diversity, Equity & Inclusion
A Business Priority
Dismantling racism in the church
By Ashley Winters
St. Louis American
Dismantling racism and creating equity has been at the forefront in the St. Louis region since the untimely death of Micheal Brown and the Ferguson Uprising. Diversity, Equity, and Inclusion (DEI) training in the workforce and throughout regional communities have helped gather the broad diversity of the St. Louis community to discuss what a more equitable society looks like for our city. Organizations like the Ferguson Youth Initiative, Black Lives Matter, and Forward Through Ferguson have been involved in community meetings, research, and policy.
Diversity and inclusion are important in creating a welcoming environment at work and in our daily activities.
According to a study by the Harvard Business Review, more diverse organizations ranked higher in innovation—by 19%, and financial performance increased by 9%, which helps improve productivity and decrease employee retention.
But did anyone ever think that DEI would be needed in the church?
Well, Pastor Aaron Rogers at St. Stephens Episcopal serves as a ministry Developer for the Episcopal Diocese of Missouri, facilitates the Dismantling Racism Commission.
“Dismantling racism and doing that type of work has always been a passion of mine,” said Rogers. Being a part of creating a more equitable society for all has always been
a passion for the clergy member, Rogers is also a board member of the Racial Healing + Justice Fund. Giving a little bit of history Rogers tells the St. Louis American—Chester Hines started the position
within the ministry 40 years ago, “He did amazing work,” said Rogers. However, after 40 years of time and devotion, Hines was looking to retire and this vacancy created an opportunity for Rogers to forge a new direction in DEI work in the Episcopalian Church. When Hine retired a fund was created in his honor, the Chester
Aaron Rogers, DEI coordinator of the Episcopal Diocese, sits in the sanctuary of Christ Church Cathedral Aug. 2.
Photo by Wiley Price / St. Louis American
Diversity, Equity & Inclusion
Clayco awards $150,000 in grants to six community organizations
Clayco has awarded another $150,000 in grants from the Clayco Foundation Juneteenth Fund to six deserving community-based organizations that foster development, leadership, mentorship and career readiness for underprivileged youth in the St. Louis and Chicago areas.
The Clayco Foundation Juneteenth Fund supports individuals and local organizations that make a positive impact in their communities by promoting freedom, equity and safety. The 2023 grant recipients are: Urban Golf of Greater St. Louis, Boys 2 Mentors, Sankofa Unity Center, Polished Pebbles, Aeostar Avion Institute and Chicago Scholars.
“We are proud to support these wonderful organizations and continue the important work of the Clayco Foundation Juneteenth Fund,” said Bob Clark, Founder and Executive Chairman of Clayco, a Chicago-based full-service, turnkey real estate development, master planning, architecture, engineering, and construction firm. “Giving support to communities we work with every day is central to the philosophy of Clayco. We look forward to supporting more deserving organizations next year and seeing the impact this year’s recipients can make with the grants.”
Each organization received a $25,000 grant in recognition of their transformative impact on the young people they serve.
Since 2020, the Clayco Foundation Juneteenth Fund has awarded more than $300,000 to support efforts to reduce inequities and empower individuals and communities to succeed.
“Each of these recipients is performing critical work in providing a better future for underprivileged communities,” said
Sandra Porter Marks, Executive Vice President for Clayco and Chair of the Clayco Foundation Juneteenth Fund Advisory Committee. “We are honored to collaborate with these organizations while recognizing a holiday that means so much for all Americans, and especially the Black community.”
Juneteenth commemo-
rates the emancipation of the South’s final enslaved individuals on June 19, 1865, in Galveston, Texas — more than two years after President Abraham Lincoln issued the Emancipation Proclamation. The holiday has been celebrated throughout the nation since 1866 and was officially made a federal
holiday in 2021 under President Joe Biden.
“It does us no good as a nation to ignore or gloss over our past injustices,” Clark said. “We have a collective responsibility to recognize the harm that has impacted underprivileged communities throughout our history, confront and acknowledge current injustices and work
to right those wrongs. The Clayco Juneteenth Fund is just one way we hope to contribute to uplifting our communities and moving everyone in our country forward, regardless of race, gender or religion.”
The Clayco Foundation Fund was founded in 2020 to address the systemic inequities highlighted by racial justice protests that year, and the foundation began awarding grants in 2021.
“It is a shame that the United States still grapples with systemic racism and inequities in 2023, but I am honored to play a role in finally addressing some of the root causes of these injustices,” Marks said. “Making a difference ‘Beyond these Walls’ is a core component of Clayco’s mission — and by supporting these grant recipients, we are uplifting the communities and individuals who are too often overlooked and underserved.”
Each 2023 grant recipient is fostering demonstrable change within their communities.
Chicago Scholars serves more than 5,000 scholars and alumni through a seven-year mentoring and career support program; Aerostar Avion Institute introduces at-risk and underprivileged youth in grades K-12 to aviation and aeronautical career paths; Urban Golf of Greater St. Louis uses golf and after-school programming to shape the next
Photo courtesy of Clayco
Clayco
Continued from page 26 generation of leaders in Black youth.
The Sankofa Unity Center helps young men and women turn away from destructive lifestyles through training and mentorship; Polished Pebbles helps girls age 7-17 improve communications and job skills to prepare them for the workplace; Boys 2 Mentorr supports young men in various ways, from teaching financial literacy to introducing conflict resolution methods or improving mental health.
The 2023 grant recipients were honored during the annual Juneteenth Fund Celebration on June 17, 2023, at the Palladium St. Louis. The event included remarks from guests such as comedian/actor Guy Torry; the Rev. Michael F. Jones of Friendly Temple Baptist Church; Joseph Palm, regional director of Health and Human Services for the Biden’s Administration; St. Louis County Prosecuting Attorney Wesley Bell; and Pulitzer-winning journalist and author Wesley Lowery, whose work has appeared in the Washington Post, CBS News and 60 Minutes.
Previous Clayco Foundation Juneteenth Fund grant recipients include: NPower, The Village, the Hip Hop Architecture Camp, Mentors in Motion, ECCSC and the Institute of Positive Education (2022); and Archcity Defenders, My Block My City My Hood, Pride ROC, Black Village Foundation, Life Arts, Inc., Dream Builders 4 Equity and St. Louis College Kids (2021).
Photo courtesy of Clayco
Photo courtesy of Clayco
Diversity, Equity & Inclusion
MoDOT proud of its diverse team, vendors
MoDOT supervisor keeps her eyes and focus on road safety
Tawanda Bryant keeps her focus and eyes on the region’s roadways even when she is not driving.
As a traffic systems supervisor at MoDOT’s 24-hour hub, called the TMC (Transportation Management Center) in Chesterfield. She and a team of operators respond to and monitor real-time feeds from more than 600 CCTV cameras, speed sensors and traffic signals on the area’s state roads, bridges and interstates 24 hours a day, seven days a week.
The center is often the first call for motorists, law enforcement or other first responders when anything happens on roadways. They then work to dispatch the appropriate emergency response forces (whether law enforcement, MoDOT’s emergency incident response team, maintenance forces, signal electricians or others) to address incidents on the roadway, help relieve congestion, and improve safety.
“My primary role is keeping the traveling public moving as best and safe as possible with real time information. Working within traffic management and customer service in the Traffic Management
Center gives a sense of gratitude that I’ve helped someone by providing information for alternative travel routes with dynamic message boards or answering a call about upcoming construction project,” Bryant said. “My role also varies sometimes because there can be “other duties as needed.” I don’t mind it though. I look at it way of gaining knowledge and experience. It also gives me a better understanding of coworkers’ roles in other departments,” she added.
The Normandy grad has been at MoDOT for 13 years and said she didn’t foresee herself in the role she holds today but she is enjoying the experience.
“Honestly, my initial role of a traffic control room technician was not what I expected. I had previous experience in dispatching which included dispatching for alarm systems and monitoring closed circuit televisions, so when I saw those two components of the job description, I felt like I could do the job. It was so much more at a different level,” she recalled. Bryant enjoys her coworkers and feeling like she gets to make a difference.
n As a traffic systems supervisor at MoDOT’s 24-hour hub, called the TMC (Transportation Management Center) in Chesterfield, Tawanda Bryant and a team of operators respond to and monitor realtime feeds from more than 600 CCTV cameras, speed sensors and traffic signals.
“I know a lot of people may not understand or know what actually goes into traffic management, but I value making a difference through public safety and making a difference for my operations team,” she said.
Safety and service drives traffic engineer
After walking past the MoDOT table several times Eddie Watkins, current traffic operations engineer, decided to sit at the table and listen to what the department had to offer. That was more than 9 years ago at a career fair held at Southern University and A & M College in Baton Rouge Louisiana. Since then, Watkins’ career and passion for safety of the traveling public through Missouri have rocketed.
Watkins started his career with MoDOT in January 2014 as a traffic
studies specialist. One of his most fulfilling achievements in this role, was working on the Natural Bridge Safety Initiative. This focused on a section of Natural Bridge Road in St. Louis City where traffic fatalities for pedestrians and commuters were escalating.
“Bringing safety to where the community felt underserved was a game changer for me. Through this initiative we were able to significantly reduce speeding through the area and increase the safety of all users on that section of road,” said Watkins.
After 8 years Watkins was promoted to traffic operations engineer. In his current role he is the safety expert for the district. This role oversees safety analysis, safety software and ensures the department is incorporating safety checklists on every project.
AT MARYVILLE, OUR COMMITMENT TO DEI extends far beyond the classroom. It’s ingrained in every aspect of the university. Our faculty and staff embrace diversity in thought and experience, enriching the learning journey with varied perspectives and nurturing an atmosphere of inclusivity and respect. We believe that true growth comes from learning together, evolving together and embracing the richness of our collective experiences.
Access and opportunity through a multitude of scholarships, financial aid and innovative programs are at the core of our mission, empowering students to reach their fullest potential and become the leaders of tomorrow.
“I love being a public servant. Being able to make a difference that positively impacts the traveling public is why I thrive,” said Watkins.
Watkins also organizes and runs the Coalition for Roadway Safety for the St. Louis region, which is composed through a collaborative effort of diverse stakeholders. The mission of the coalition is to achieve safer roads through education, public policy, enforcement, engineering and emergency response.
Local St. Louis PR firm flourishes from DBE training program
fied as a Minority-Owned Business Enterprise (MBE), Women Business Enterprise (WBE) and Disadvantaged Business Enterprise (DBE). The company was founded in 2014 and currently has a total of three employees. The company provides community outreach and strategic communications support for construction contractors.
Providing public relations support has been pretty steady for Crystal Allen Dallas, founder and chief engagement officer of Excel Business Concepts, since completing MoDOT’s Disadvantaged Business Enterprise training program in spring 2019. After completing the training, the St. Louis public relations and marketing firm landed multiple major MoDOT construction project contracts, I-270 North, the I-70 Rocheport Bridge Project and I-70 Cave Springs to Fairgrounds.
Excel Business Concepts is triple certi-
“Infrastructure improvements are so important and impact the public significantly. The goal of my company is to lighten the impact to the point that it is received in a positive way,” said Dallas. Dallas landed her first construction contract through Millstone Weber for the I-270 North project in 2019. In 2021, she interviewed and was awarded the I-70 Rocheport Bridge project through Lunda Construction Company. The I-270 North project is on schedule to be completed by the end of this year and I-70 Rocheport Bridge project is scheduled to be completed by the end of 2024. To learn more about MoDOT job opportunities visit www.modot.org/ careers.
GROWING AND LEARNING, TOGETHER .
Eddie Watkins
Tawanda Bryant
Crystal Allen Dallas
Continued from page 45
Hines Fund For Racial Reconciliation—the fund was designed to invest in groups, and organizations that are doing the work of inclusion and equity.
Now three years in his position Rogers has helped adjust the vision of the DEI team by hosting training anti-racism events for all leaders in all churches. Tangible data tracking as well as tools are provided to congregations to measure where they are on the spectrum of racial equality within their church.
“If you are a Christian in 2023 you can not ignore the racial history in this country,” said Pastor Rogers. He points out that the context of religion in America is that there is a shadow of race behind it.
“We know the first enslavers were Christian”
Referencing the slave castles in Ghana Rogers explained that on top of those slave dungeons were places of worship. Black churches emerged because of racism and segregation. Using air quotes for the word Christianity Rogers said, “Christianity, played a major role in the genocide of the Indigenous people in this country.”
Over the past few years, the conversation about race, equality, and diversity has changed the landscape of how the Episcopalian Church thinks about equality and equity. “We can’t sit back and watch these injustices take place, we have to address it, tackle it, and change it,” said Rogers.
To help change the course of racism the Episcopal Church does dislocation training, or
Diversity, Equity & Inclusion
other words pilgrimages. Rogers and his team take a group of diverse individuals from all backgrounds around the St. Louis region to help those who live in silos better understand what racial equity looks like. During these
trips, they have intentional conversations about racial disparities, systems, and policies put in place that impact underserved communities.
Rogers wants the clergy community to always be in the streets, he describes
that as being more involved in policy making.
Showing up in Jefferson City, using their voices— “We have to use and leverage our position in power to make things happen,” said Rogers. If he had it his way,
every clergy member would have some type of DEI training or education, and every church would be invested in at least one long-term goal that is based on racial equity. That can range from housing to health or education,
“We have to do as much as we can to dismantle these disparities,” said the pastor.
At the Saint Louis Science Center, asking “WHY” is always welcome. Everyone can ask it. Everyone can wonder. Everyone can seek out answers. The wonder of “WHY” is where it all begins, and the Saint Louis Science Center brings it to life.
Ashley Winters is a Report for America reporter for the St. Louis American.
Aaron Rogers and his team take a group of diverse individuals from all backgrounds around the St. Louis region to help those who live in silos better understand what racial equity looks like.
Photo by Wiley Price / St. Louis American
Diversity, Equity & Inclusion
Commerce Bank’s support for its communities is a core part of its culture
Commerce Bank has a long history of commitment to the communities it serves. Whether team members are teaching asset building to high school students, helping nonprofits learn how to work more effectively, or volunteering to hand out school supplies, the people of Commerce Bank are consistently engaged in important outreach.
In St. Louis, those efforts are coordinated by community development officer Crystal AveryMorris and community outreach and banking officer Olu Gbadebo. Each is passionate about being active in the community, and they help make Commerce’s outreach programs intentional, strategic and impactful.
“At Commerce, volunteering isn’t just about giving back,” says
Avery-Morris. “It’s about showing up as dedicated members of our community and helping the St. Louis region to thrive. We’re constantly seeking proactive ways to help organizations deliver on their missions. For example, each year our team members receive a volunteer day off to support local organizations. We also have significant involvement on local boards — more than 150 area nonprofits benefited from the board service of Commerce team members in 2022.”
Avery-Morris says one of the most important things she does in her role is to connect people and organizations to each
other. “Sometimes it’s not about what you know, but who you know,” she adds. “For example, I recently went to an event at St. Louis Artworks with Olu and another one of our team members, Kyla Pollard. Artworks needed a board member and I thought Kyla might be interested. They needed financial education for their students, so I brought Olu. I try to figure out how to deepen relationships by connecting dots.”
One of the projects that makes Avery-Morris particularly proud is the bank’s donation of its building on Natural Bridge Road to the Urban League of Metropolitan St. Louis.
The Urban League now uses the facility as the home of its Women’s Business Center. “That was a great thing to be involved with because it will change the fabric of the community. With our Urban League partnership, Commerce provides financial and business education to these women entrepreneurs. I’m proud of what we came together to do.”
Working with nonprofits is nothing new to Olu Gbadebo; she founded two such organizations in her native Nigeria, where she was a medical doctor prior to relocating to the U.S. “Community work has always come naturally to me,” she says. “Even
in my previous role at Commerce, I taught financial education and regularly volunteered with Junior Achievement of Greater St. Louis and the International Institute. When the community outreach and banking officer role became available, it was a perfect fit for me.”
Gbadebo continues to stay involved with the nonprofits she established in Nigeria. The Pristine Foundation helps people displaced by social unrest and terrorism to be integrated back into society in other areas of the country. The group also helps abandoned children by pairing them with foster parents and placing them
in schools. The second organization, Nurture My Future, helps people learn new skillsets so they can find work. “Both organizations are very successful,” says Gbadebo, “and I’ve been fortunate to have people from Commerce come with me to Nigeria to volunteer.”
One of the things Gbadebo appreciates about Commerce’s culture is that every team member is encouraged to become involved in community outreach activities.
“Whether it’s individuals or entire teams looking for a way to get involved, the bank provides opportunities to give back,” she says.
“I hope we’re able to inspire others,” she says.
“When we’re all pulling together, it makes St. Louis a more vibrant place to live.”
Damon Mitchell named new development director of outreach programs for Maryville University
Maryville University recently announced the appointment of Damon Mitchell as the new development director of outreach programs including The Walker Scottish Rites Clinic and Kids Rock Cancer. Mitchell brings over a decade of operations, strategic partnerships and collegiate retail management experience in higher education to his new position. In his previous role at
Maryville, he oversaw the student experience for dining, retail, laundry, vending and mail services.
“Damon’s extensive experience and innovative approach to managing partnerships will be crucial as we seek to expand our resources for providing “access and opportunity” in our community,” said Laraine Davis Vice President of Community and Government Relations at Maryville University,
“We are thrilled he is serving in this important role.”
Over his career, Mitchell has leveraged strategic partnerships with companies such as Apple, CocaCola, Staples, Barnes & Noble, Aramark, Follett, Under Armour, and more to improve customer
experience while driving value. In his new role he will maximize his passion for people as the Development Director of Outreach Programs. This will include leading fundraising efforts for Maryville’s Kids Rock Cancer music therapy program, as well as for
the Walker Scottish Rite Clinic—which provides speech-language therapy at no cost for preschool age children with communication disorders.
“I am excited Damon is joining our Development and Alumni Relations team,” said Fay Fetick, Executive Director of Development and Alumni Relations at Maryville.
“His skills are uniquely tailored to his new position, and he will be a
tremendous asset to the programs he serves.”
Mitchell holds a Bachelor of Science (BS) degree in Workforce Education and Development from Southern Illinois University Carbondale; a Master of Business Administration (MBA) from Lindenwood University; and a Master of Divinity (MDiv, Divinity/Ministry) degree from Regent University.
Olu Gdadebo
Crystal Avery-Morris
Damon Mitchell
Diversity, Equity & Inclusion
Webster University Ghana hosts Harris Stowe for entrepreneurship summer program
Webster University Ghana recently welcomed a group of students from Harris-Stowe State University for an immersive summer program on entrepreneurship. The visit aimed to provide students with firsthand experience of conducting business in Africa – in both formal and informal sectors. Accompanied by faculty members, the students engaged with entrepreneurs from Ghana and Nigeria, gaining valuable insights into African business practices.
During their stay, the visiting students had the opportunity to immerse themselves in the bustling West African marketplace in Accra. Through interacting with local market men and women, students delved into the intricacies of the informal sector, observing and discussing how business is conducted in this vibrant economic setting.
The cultural exploration continued as the group embarked on a city tour of Accra, where they visited iconic landmarks such as the Black Star Square, the recently renovated mausoleum of Ghana’s first president, Kwame Nkrumah, the James Town lighthouse, and the Supreme Court. In addition to these urban highlights, they also ventured to the central region to experience the rich historical heritage of
Ghana.
Their journey included a visit to the Assin Manso Ancestral Slave River, a site of great significance in acknowledging Ghana’s history as a major hub of the transatlantic slave trade. The group also explored the UNESCO world heritage sites of Elmina and Cape Coast Castles, witnessing firsthand the haunting remnants of Ghana’s past. Furthermore, they engaged with local market women in Cape Coast, gaining insights into their entrepreneurial ventures and the unique challenges they face.
The visit provided an excellent platform for Webster University Ghana’s leadership and senior faculty mem-
bers from the Business Department to engage the students in thoughtful discussions on business practices in Ghana and across the African continent. By sharing their expertise and experiences, they aimed to broaden the students’ understanding of the dynamic business landscape in Africa and foster cross-cultural learning.
Christa Sanders, campus director of Webster University Ghana, expressed enthusiasm for the exchange of knowledge and cultural experiences while speaking with the group. The entrepreneurship summer program serves as a testament to the power of international partnerships in promoting global understanding and entrepreneurial growth.
Webster Ghana and Harris Stowe students gather for a photo at the Assin Manso Ancestral Slave River.
Webster Ghana and Harris-Stowe students visit the mausoleum of Ghana’s first president, Kwame Nkrumah.
Diversity, Equity & Inclusion
Kaven Swan has spent over 30 years pushing to diversify the design and construction industry
Courtesy of HOK
The director of business development for HOK’s Aviation + Transportation group lies awake at night thinking about diversity, equity and inclusion. He has made a career out of turning those thoughts into actions.
Kaven Swan is a soft-spoken, unassuming man. But there’s nothing modest about his accomplishments. Based in St. Louis, he has been a pioneer and tireless advocate for bringing more diversity, equity and inclusion to the design and construction industry—and proving its value.
Swan is a senior principal, director of business development and a leader of HOK’s global Aviation + Transportation.
Swan has more than three decades of experience with airport terminal programming, planning, design and construction as well as planning heavy rail, light rail and commuter rail and people mover systems related to airport development.
He is a pioneer and tireless advocate for bringing more diversity, equity and inclusion to the design and construction industry—and proving its value. The St. Louis Business Journal has honored him as one of the city’s “Most Influential
Minority Business Leaders.” He also earned a Lifetime Achievement Award from MOKAN, a St. Louis advocacy group for minority- and womenowned construction businesses. He has also been awarded the Maynard H. Jackson Jr. Legacy Award – ATLNEXT SOAR AWARD, Hartsfield-Jackson Atlanta International Airport’s top award for diversity and inclusion. Swan is a frequent
speaker and panelist on issues related to minority participation in design and construction projects. He is a member of the diversity committees of both the Airports Council InternationalNorth America and the American Association of Airport Executives. He is on the nominating committee for the Airports Consultants Council, a board member for the Airport Minority Advocacy Commission and is past treasurer of the Airport Minority Advisory Council. He is a member
of the St. Louis Minority Supplier Diversity Committee and past chair of the Missouri Minority Business Development Advocacy Commission under two governors.
How did you end up in Atlanta at Morehouse College?
Our neighbor, Dr. Homer Nash, was our pediatrician and he had gone to Morehouse College, an all-male HCBU. He talked my
brother and me into going there and helped us get our loans, because he was a board member at Gateway Bank with other Black doctors. Gateway was the first minority-owned bank in Missouri. Our mom made us pay back those loans ourselves. I came into my own at Morehouse. It was cool to have these African American professors from universities like Harvard
Atlanta’s Hartfield-Jackson International Airport
Kaven Swan
and MIT. I became treasurer of the business club and chairman of cultural and social affairs. By junior year, I was teaching marketing and organizational behavior classes for Morehouse’s adult night program.
A friend and I created a “Free Ride to Vote Program” in which we would transport people who otherwise couldn’t get to the polls for Atlanta’s mayoral election.
I became friends with the daughter of Andy Young, the future mayor of Atlanta. This was when he was in the House of Representatives. At first he didn’t like me, but I played Scrabble with his wife and he noticed I was pretty good. He eventually invited me to sit in on some meetings.
I wasn’t allowed to talk!
But I listened and learned from Jesse Jackson and ambassadors and members of Congress. This opened the door for me to shadow Atlanta Mayor Maynard Jackson. Andy and Maynard were both role models.
And four decades later you would win an award celebrating Maynard Jackson’s legacy for your work at Atlanta’s airport. Did you ever think of going into politics?
I started my career in banking and finance. After Morehouse I went to graduate school at Atlanta University to get my MBA while I was working at First Atlanta (now Wachovia) bank. I moved from Atlanta to New York. But my company,
Diversity, Equity & Inclusion
Citigroup, decided to open an office in St. Louis and I was able to come back here in the mid-80s.
About that time, Carl Officer, the mayor of East St. Louis, convinced Citibank to loan me to the City of East St. Louis for three years. The St. Louis Regional Chamber paid some of my salary and I was appointed comptroller and budget director of East St. Louis.
That’s when I met Charlie Fleming, one of the first African Americans to get an architecture degree from Washington University. I eventually went to work for Charlie’s architectural firm to help him open offices in San Francisco, Washington, D.C., New York and Atlanta. This is when I started to build
my network of national contacts. I helped Charlie’s development company, Fleming Corporation, design and build modern condominiums in North St. Louis. We used the city’s first Urban Development Action Grant to offer below-market interest rates and make home ownership affordable for first-time buyers.
Charlie and I teamed with contractor McCarthy for the construction management of a $380 million renovation to St. Louis’s public schools. The City had just set new goals for minority participation in construction projects. The school board chair asked me to make sure the contracts exceeded targets of 25 percent minorityowned and 5 percent
women-owned contract participation versus the previous 17 percent combined. This was a major paradigm shift for local Black architects and contractors.
Michael Kennedy was Charlie’s marketing guy. He was Missouri’s first registered African American architect. When Michael broke off from Fleming to start his own firm in 1992, Kennedy Associates (now KAI Design & Build), I followed him as marketing director.
How did you end up focusing on Aviation + Transportation?
A project Kennedy worked on with HOK in the 1990s was the new East Terminal for Southwest Airlines
at St. Louis Lambert International Airport (above). That’s when I was bitten by the aviation bug. I already had relationships with many of the people leading big airport projects around the country. In 2002, I left Kennedy and started consulting full-time with HOK.
One of my first projects with HOK was the new midfield terminal project in Indianapolis The Indianapolis Airport Authority challenged us to increase the MBE and WBE firm participation. Though we knew the local firms we identified could do good work, none had worked on airports. I physically went to each of their offices and got six architectural firms together to create an LLC called the ARCHonsortium
For the next few years, we won a lot of work and launched the Aviation + Transportation MBU. In 2004, I officially joined HOK as a full-time employee. I love working on airports because they are incredibly important to cities. Companies want to be in a city where the airport offers enough direct flights around the country. But cities aren’t going to get better routes without first having a better airport.
You spend a lot of time working with HOK’s minority, women and small business consultants. What kind of assistance do they need?
I get frustrated because the disparities in our communities never change. I sit on all these civic committees and leadership groups around the country and we’ve been talking about education, infrastructure, wellness and housing for my whole career. Same gaps. Same types of minority-owned firms going out of business for all the same reasons. It’s nothing that HOK alone can fix.
But we can chip away. I try to bring these smaller firms onto our A+T project teams so we can help build their capacity. A few years ago, I noticed that this guy from a firm we were working with was struggling. I invited him to lunch and asked what was up. He just started crying. Turns out he didn’t have enough money to cover his payroll and didn’t want to tell us. We found a way to accelerate his invoices. These are the types of things we can do to make a difference. Maybe one day he’ll do the same for someone else.
Kaven Swan (second from left) with his parents and sister and brother, grew up in North St. Louis.
Supreme Court’s Affirmative Action ruling:What does it mean for area Med Schools?
By Sylvester Brown Jr. St. Louis American
For most public and private medical colleges and healthcare institutions, improving diversity was imperative. Afterall, developing a more diverse physician workforce is crucial to improving health equity especially in marginalized communities with limited or no access to adequate healthcare.
Now, following the June 29 Supreme Court 6-3 ruling that struck down affirmative actions in college admissions, medical schools across the nation are faced with a serious dilemma.
Locally, it means schools like Washington University, Saint Louis University and the University of Missouri-St. Louis cannot use race as a determining factor in admissions. All institutions of higher learning must grapple with improving diversity under a ruling that specifically says it is unconstitutional for colleges and universities to use race as a factor.
Many doctors fear the ruling will have far-reaching effects in the medical field not only on the diversity of doctors and other care providers in training and entering the field but ultimately on patient care.
“Fewer Black health professionals means less culturally responsive and
equitable care for Black patients,” said Dr. Uché Blackstock, founder of Advancing Health Equity.
“Also, the lack of Black representation among Black health professionals is a problem for younger generations since ‘you can’t be what you can’t see.’”
In a recent Kaiser Health News article, Washington University Chancellor Andrew Martin spoke adamantly about his institution’s commitment to diversity, saying that it “cannot and will not change.”
“We are reviewing the Supreme Court decision to understand how it will impact our admissions processes, and we will make necessary adjustments to ensure that we are following the law while maintaining student body diversity as a foundational priority,” Martin insisted.
A statement from St. Louis University’s President, Fred P. Pestello, and Provost, Michael Lewis, Ph.D, stressed a similar commitment but included the institution’s mission to foster inclusiveness and equity in education and society.
“As we review this decision and reflect on the disappointment and pain it may cause, we return to the heart of our mission,” wrote Pestello and Lewis.
“SLU’s mission and the spiritual and intellectual ideals of the Society of Jesus call us to envision and to create a society that reflects the values of the gospels.
“We are analyzing today’s ruling carefully and will ensure that our practices align with the law. We also remain resolute in our commitment to SLU’s Catholic, Jesuit values – and in our commitment to creating an inclusive and equitable University.”
A KMOV “5
On Your Side” news segment in late June released a statement from the University of Missouri System that indicates it will abide by the court’s ruling:
because of affirmative action. Speaking to KMOV News, Atkinson described the court’s decision as an “egregious attack on equity,” and a conscious denial of what minorities have experienced in America.
“As allowed by prior law, a small number of our programs and scholarships have used race/ethnicity as a factor for admissions and scholarships. Those practices will be discontinued, and we will abide by the new Supreme Court ruling concerning legal standards that applies to race-based admissions and race-based scholarships.”
John Atkinson, Chair of the Illinois Board of Higher Education said Illinois Universities have seen an uptick in African American and Latino enrollees specifically
UMSL Receives 2023 Corporate Diversity Award from St. Louis American Foundation
The University of Missouri–St. Louis is honored to receive the St. Louis American Foundation’s 2023 Corporate Diversity Award, recognizing our 60-year history of serving the diverse people, businesses, industries and needs of the St. Louis region. It also reflects our mission to promote opportunity and empowerment by making sure that higher education is accessible to all.
“It says what they experienced is not real, and this decision, in my view, is nothing short but a disgusting attempt to make the playing field less equal.” Atkinson said. A statement released by David Skorton, president and CEO of the Association of American Medical Colleges, and Frank Trinity, its chief legal officer, also objected to the Supreme Court’s ruling.
“Like other academic institutions, medical schools have long factored race into admission decisions. The schools operated under the principle — and there is considerable evidence they are correct — that a more diverse workforce of doctors does a better job of treating diverse patients,” Skorton and Trinity wrote. Research seems to bolster the American Medical Colleges’ conclusions.
As Kaiser Health News noted, Black people and
some other minorities often fare worse than white people across a range of health measures. The life expectancy for American Indian and Alaska Native people is 65.2 years and 70.8 for Blacks in 2021, versus 76.4 for whites. Black and American Indians and Alaska Native (AIAN) infants are roughly twice as likely to die as white infants, and women in those minority groups had the highest rates of mortality related to pregnancy in 2021.
Apparently, a diverse workforce also saves lives.
According to KFF (formerly Kaiser Family Foundation) research shows people of all races tend to prefer physicians of similar race or ethnicity. When patients are of the same race as their provider, they report higher levels of satisfaction, trust, better communication and also better health outcomes, according to the research.
On the supporting side of the ruling, organizations like “Do No Harm,” a self-described “diverse group of physicians, healthcare professionals, medical students, patients, and policymakers united by a moral mission…” oppose race-conscious medical school admissions. In the Kaiser Health News article, Do No Harm’s board chair,
Stanley Goldfarb, insisted race-conscious admission is about “discrimination, not diversity.”
“Our view is that whoever gets into health care should be the most qualified,” Goldfarb said. “It doesn’t matter the gender or the race. The only thing that matters is that they’re good, ethical people and good at what they do.”
Washington University’s office of Diversity, Equity & Inclusion seems to contradict Goldfarb’s statement, insisting that “diversity and inclusiveness fuel success” in the medical field. Based on information posted on the school’s DEI website, the university remains committed to its “core” values.
“At every level of leadership, Washington University School of Medicine commits to building a diverse and equitable community where everyone is welcomed and valued.”
A statement from the school’s executive faculty emphasizes those goals for today and the future:
“We are actively working to address systemic challenges, and we are fundamentally shifting our educational programming and enhancing our professional development to support the change we want to see in our community and the world.”
Fred P. Pestello
Diversity, Equity & Inclusion
Tarlton’s Stanley and Lopez a Dynamic Duo in HR
By Tarlton Corporation
Tarlton team member Nina Elsperman, chairperson of the Tarlton Philanthropy Committee and a member of the Social and Wellness committees, wrote this article.
Leaning Into their different personalities and communication styles, the dynamic duo that makes up St. Louis general contractor/construction manager Tarlton’s human resources team is balancing their strengths to help build the company’s inclusive and energetic culture.
Victoria Stanley serves as HR director, assisted by HR generalist Ashley Lopez. Each has joined Tarlton in the last two years, bringing a fresh and dynamic partnership to the women-owned 77-year-old company’s human resources department.
An experienced HR professional, Stanley joined Tarlton for the growth and advancement opportunity. Meanwhile, Lopez was looking for a career change after previous roles in administration and accounting. Since their starts with the firm and working together, the two have championed initiatives including employee wellness (especially mental health), enhanced development and training, performance management, and improving the employee benefit process.
“What makes our department succeed is the communication, the teamwork, and being there for
each other as support,” Lopez said.
Stanley noted that their greatest strength as a team is based on their differences. “We balance each other out. Where I am more people-focused warm and fuzzies, Ashley is the data-driven informational. Where I am weak, she is strong, and vice versa, and it makes our work as a team that much more collaborative and effective.”
Tarlton Senior Vice President Sondra Rotty agrees that the two women “work well together to strike a balance between employee well-being and organizational objectives.”
“When I interviewed Victoria,” Rotty added, “I could feel the positive and enthusiastic energy she brought the second I walked into the room. It was clear she understands our greatest asset is our people. With Ashley’s support, Victoria will nurture and develop our growing talent in alignment with our culture and values, making an alreadygreat place to work a more inclusive place to prosper.”
Welcoming and including all is the foundation upon which the Tarlton culture is built. “You aren’t going to have people engaged unless there is a sense of belonging here,” Lopez said.
“With our new hires, for example, it is setting them up from the start to feel included.” Lopez added, “I’ll ask someone at work if they’re going to one of our company events
or happy hours and say, ‘Let’s go together’ so no one feels alone in that.”
While social gatherings with co-workers are an integral component of cultivating camaraderie, Stanley and Lopez believe creating a strong company culture goes beyond fun
company events. “Going that extra mile to personally check in with employees to see how they’re doing, inviting them to be a part of the conversation – these are the things that show you care,” said Stanley.
She added, “We have
an open-door policy where you can go to upper management and ask questions and feel comfortable about it. You can walk into anyone’s office, and it’s OK. It goes back to everyone being empowered to have a voice and feeling comfortable.”
This foundation of inclusion and mutual respect contributed to Tarlton being named a 2023 Top Workplace by Top Workplaces and the St. Louis Post-Dispatch. The designation recognizes employers in the St. Louis region dedicated to people-first culture. “The culture at Tarlton is unlike any I’ve ever experienced,” Stanley said.
Tarlton’s ethos extends beyond the walls of its St. Louis headquarters and the iconic projects they build. In April 2023, the company was voted General Contractor of the Year by the American Subcontractors Association Midwest Council, an honor that speaks to Tarlton’s relationships in the industry and community. The firm also won this honor in 2021 and is a finalist year after year.
“We are so grateful for our trade partners who continually recognize Tarlton by nominating us for this honor,” said Rotty. “It goes to show that how we treat each other, our customers and trade partners allows for trusting relationships and successful projects for us all.”
Stanley recalled the final moments of her interview for the HR position with Tarlton. She had talked at length with Executive Vice President Dirk Elsperman, who then asked, “Why Tarlton?”
“My response,” Stanley said, “was that it was hard to put into words. I told Dirk that it just felt right.”
Tarlton’s Victoria Stanley and Ashley Lopez
Diversity, Equity & Inclusion
Maryville University continues its ‘push for diversity’
Renelle Spinks is D&I director
By Ashley Winters St. Louis American
Over the years the St. Louis region has grown in diversity, and our neighborhoods, work environments, and schools reflect the diverse culture our area has developed into.
Through Diversity, Equity, and Inclusion (DEI) training in the workforce and schools–those training sessions throughout our communities have helped gather the broad variety of the St. Louis community to discuss what a more equitable society looks like for our city.
At the beginning of summer, Florida Gov. Ron DeSantis signed a bill banning public colleges and universities in the sunshine state from spending money on Diversity, Equity, and Inclusion (DEI). People like Renelle Spinks, the Director of Diversity and Inclusion at Maryville University- St. Louis, could find their job in peril in Florida.
Thankfully, Spinks can continue with Maryville’s mission of diversity and inclusion as an institution that celebrates a multicultural learning environment. Maryville is committed to actively focusing on creating a campus community
respectful of all identities and encourages students to engage in meaningful cultural experiences throughout their Maryville experiences.
“Maryville is aware that diversity is important and the push for diversity for students, faculty, and staff has been a part of the Maryville culture for a while,” said Spinks. A diverse campus allows minority students to have equal space that is safe and creates opportunities for them to be them-
selves where they will be respected as an individual.
Spinks says having a campus that focuses on DEI, or DI, gives students a chance to understand their role and responsibility in inclusion or equity regardless of another student’s race/ethnicity, sexual identity or preference, or political affiliation.
Collected data shows that college students exposed to more diversity have greater levels of cultural awareness and political participation.
Experts credit DEI policies and training programs as one of the many solutions to combat inequality by encouraging multiculturalism and providing resources for people of different backgrounds.
Spinks has been the Director of Diversity and Inclusion at the university for almost a year and in that short time there she has encouraged the student body to voice their concerns about how the campus can improve ways to make sure all students feel
welcomed and included.
“ I show them ways on how to advocate for themselves and others to make the changes they want to see, that change that would push ‘D&I’ forward,” said the director.
She says some students are more hesitant than others when it comes to speaking up for themselves or others–especially new students to the campus, they feel invaluable.
“As a part of my job, I help influence diversity and inclusion by giving
students the confidence to be an advocate for more programs, activities, and events that cater to the minority groups on campus,” said Spinks. She also encourages her students to connect with other students and staff that are like-minded concerning diversity and inclusion. Since Spinks has been at the university many of her students haven’t expressed their concerns of not being heard. Spinks spoke on how the university tries to make changes voiced by the students, faculty, and staff as quickly as possible.
“Honestly, the students are happy to be here, we value them as individuals and the cultures they identify with. We are a university that wants to hear from our students,” said Spinks.
In the past year, the university held a Hispanic Chamber of Commerce event, the Divine Black Network event, and the Alumni of Color event – a mentor program that helps minority students connect with alumni of color.
For the new school year, Spinks plans to create a Diversity and Inclusion Student Conference.
“Our society is growing more and more diverse every day and we can’t do all this talk and not walk the walk,” said the director.
Ashley Winters is a Report for America reporter for the St. Louis American.
Renelle Spinks has been Director of Diversity and Inclusion at Maryville U. for almost a year.
Diversity, Equity & Inclusion
Cortex: Grow quality jobs and prepare a diversity of talent
From scientific breakthroughs in cancer therapies to the newest restaurant or app idea, startups get their start in the Cortex Innovation District. For more than two decades, Cortex has advanced inclusive economic mobility through a three-pronged approach: 1) access to high-growth industries by leveraging state-of-the-art facilities, 2) a portfolio of programs that build knowledge and networks, and 3) convening strategic partners that attract and support emerging and established companies. This approach has led to billions of dollars of investment in the region.
Now more than ever, investing in talent is everything, and diversity is paying dividends. We hear this from companies big and small looking to start up or expand in Cortex. As we grow quality jobs in St. Louis, it is imperative that we also prepare a diversity of talent to fill those jobs.
We do this in two ways: 1) train entrepreneurs to start companies, and 2) train individuals for available and future jobs. Along with several partners, Cortex offers a suite of accessible or affordable training opportunities to help St. Louisans learn new skills to land good-paying jobs or create neighborhood-building businesses.
Cortex’s Square One Entrepreneur Training Programs
New ways are welcome
– and taught – at Cortex. Our Square One programs give aspiring entrepreneurs and innovators a solid foundation for jump-starting new businesses focused on information technology, bioscience, advanced manufacturing/ consumer products, and food.
Square One Ignite, a four-week program for concept- and early-stage entrepreneurs, teaches business validation, customer identification, and a hand-held approach to navigating the small-busi-
ness ecosystem in St. Louis to help take their business idea to market.
Square One Bootcamp builds on those learnings over 10 weeks, blending in-depth business education, hands-on experience, and industry-specific mentorship tailored to their unique goals and challenges.
Square One Ignite and Bootcamp go beyond theory by incorporating hands-on experiences that allow participants to apply their learnings to mold, adapt, and enhance their
businesses to thrive in the competitive entrepreneur landscape. Through interactive sessions, group discussions, and presentations, entrepreneurs finetune their communication skills to pitch concepts effectively.
Square One embraces and reflects the rich diversity within the St. Louis community. It has elevated diverse entrepreneurs and local businesses to new levels, including Rezilient, Pure Vibes, Wellbeing Brewing, CEO MOM, Habuyta, etc. Over 70%
of Square One participants are people of color, and over 55% are women entrepreneurs.
Entrepreneurs interested in seizing the opportunity to learn from the best in the field can apply today at cortexstl.org/squareone-programs.
Per Scholas IT and Cybersecurity Training
With more than 7,000 open cybersecurity jobs in the St. Louis region, Cortex formed a partnership with Per Scholas to
upskill St. Louisans for readily available jobs; its tuition-free, 15-week IT and cybersecurity training course prepares learners with the skills, knowledge, and industry-recognized credentials for high-paying and high-growth entry-level positions in IT and cybersecurity.
Cortex and Per Scholas supply a skilled and prepared workforce, primarily individuals of color, within a short timeframe to fill these highly critical available roles. In solving this challenge, we help address the St. Louis region’s persistent wealth gap between white workers and workers of color. The average annual salary of a St. Louis Per Scholas graduate is $53,876. Per Scholas, will train more than 400 St. Louis area learners in three years. To be one of them, visit perscholas.org.
Cortex: Be @ Your Best
The hallmark of Cortex’s five-year strategic plan is to grow quality jobs and prepare diverse talent. By nurturing a robust ecosystem of innovation, education, and collaboration, Cortex aims to catalyze economic prosperity while fostering an inclusive environment that empowers individuals from all backgrounds. We envision a St. Louis where innovation knows no bounds and the benefits of progress are shared by all, ultimately shaping a more inclusive future for our St. Louis region.
Each year Whitfield School bestows the George A. Newton Outstanding Teacher Award to a member of the faculty who has made a significant contribution to the educational program in the realm of academics, athletics, or fine arts, or to a teacher who has made a significant impact on the school community. This year’s honoree is Dr. Brandon Haynes, 8th grade mathematics teacher, and the first Black faculty member to receive this award.
Since joining the faculty in August 2018, Dr. Haynes has positively impacted our community with his character, humor, and perspective. In the classroom, he sets high expectations for his students, provides age-appropriate structure and support, and encourages curiosity and independence. His students develop the confidence to take risks and learn to be comfortable with being uncomfortable.
Outside of the classroom, Dr. Haynes is engaged in the life of the school serving as a faculty co-sponsor of the Black Student Union, the faculty representative on the Diversity, Equity, and Inclusion Council, the grade level coordinator for the 8th grade, and as one of the coaches in our successful esports program. And he is one of the co-creators of “B. Haynes and the Hermanator” - the popular Whitfield news and local sports show currently on hiatus. Kind and
A Q&A with Whitfield’s Dr. Brandon Haynes
caring, he is a trusted adult and mentor for students across all grade levels. Dr. Haynes is passionate about teaching math but perhaps even more importantly, he is passionate about working with kids and helping them to learn and grow, and make a positive difference in the Whitfield community and beyond. Whitfield recently caught up with Dr. Haynes to share his reflections on being the first Black recipient of the George A. Newton Outstanding Teacher of the Year.
Interview with Brandon Haynes, Ph.D.:
Whitfield: There is a wall in the entrance to the school’s library that displays the photographs of every George A. Newton Outstanding Teacher of the Year Recipient. How did it feel to be the first black man to be featured on that wall?
Dr. Haynes: I have looked at that wall for five years, and thought ‘how do I break through?’ Whitfield is a school that is trying to do better in
terms of diversity. The student body is increasingly diverse. This was the next barrier to break through. What I didn’t realize was that the kids saw the wall too. Right after the awards ceremony, and my name was announced, the first thing a Black student told me was ‘we finally got one up there’. And I thought, ‘Wow. You get it. You recognize what I have been trying to do in this community. All this has been unintentionally intentional.’
Whitfield: You are
Whitfield eSport coaches Brandon Haynes (left), Andrew Asikainen (center) and Dr. Heather Lavezzi recently attended the Missouri Scholastic Esports Federation conference.
colleague, Tom Herman and I– in the pandemic– decided to make a podcast in response to the void that was created by social distancing and other risk mitigation strategies. Why don’t we do this Zoom cast about sports? It got students talking to us, talking to peers, talking on camera. I am always thinking about what opportunities Whitfield can provide now to help kids down the road… which brings me to esports.
Whitfield: Great! That was going to be my next question!
one of the sponsors of Whitfield’s Black Student Union? Why is that role important to you?
Dr. Haynes: It is important for Black students to have a place to go to where they can be themselves; where they can talk how they want. Even if they don’t come to meetings, knowing that it is there is important.
Whitfield: Tell folks about B. Haynes and the Hermanator:
Dr. Haynes: Ha! My
Dr. Haynes: We [kids] have been playing video games forever. Now kids can earn money, and earn scholarships. Why stand in their way? Esports is more than just video gaming. There is marketing, design, and strategy. We have a program that is under two years old that has already had tremendous success– we are so proud!
Whitfield: What advice would you give to the next generation of teachers of color?
Dr. Haynes: You are seen. If you are working on behalf of the students, you are being seen. I wish teachers were shown more gratitude by society in general, but at Whitfield you are being seen. Do what is best for the kids and forget everything else.
Diversity, Equity & Inclusion
Meet the newest member of Missouri American Water’s Government Affairs Team – Summer Richardson
Summer Richardson joined Missouri American Water in July of this year as a Government Affairs Specialist. Her primary responsibilities will include working with city and elected officials in St. Louis County. She joins Ken Frankin and Christine Page as part of the GA Team.
Before coming to Missouri American Water, what job did you hold?
I was the Assistant Deputy Republican Director at the St. Louis City Board of Election Commissioners for 17 years.
Why did you join the team at Missouri American Water?
I was at a professional crossroads in my career journey. I promised myself that I would seek out opportunities that were more aligned with my life’s purpose. Missouri American Water fits that role. They exceed in operational excellence and values. They focus on teamwork, growth and development, safety, and they care about the customers and communities that they serve.
What are the top five goals you have for yourself within the first year?
Master my knowledge of American Water’s footprint in Missouri. Build a strong rapport with my colleagues and other constituency groups. Increase our visible presence in the communities
that we serve. Educate the next generations about career opportunities that exist within the water industry. Play a pivotal role in our efforts to strengthen and expand the current customer base.
Give a couple of examples of something you have learned about Missouri American Water that people may not know? For starters, American Water has a 501C3the American Water Charitable Foundation which has invested $12
million in funding through grants and matching gifts that are important to our employees and our communities.
From a water quality standpoint, the level of detail and specification that our team applies to deliver safe and reliable water service is top tier. As busy as they all are, employees take the time to provide tours for schools to foster interest in our industry. There is a true sense of collaboration as we all share the common goal of providing our customers with quality
2023 Participating Organizations
service and information. Everyone is so hospitable, and I felt welcome from my first interview. It is obvious to me the entire company is laser focused and dedicated to its mission, vision, and goals.
What do you do for fun? Hobbies? Outside interests? Yoga, exercising, bowling, and traveling, attending plays, concerts, and comedy shows. I also enjoy spending quality time with my family and friends.
Summer Richardson joined Missouri American Water in July of this year as a Government Affairs Specialist. Her primary responsibilities will include working with city and elected officials in St. Louis County.
GROWING TWO OF OUR MOST VALUABLE ASSETS TALENT AND DIVERSITY
