Race Forward

“The vice president of finance and members of the finance department review the prepared preliminary drafts of the form 990. After their review and approval, a final draft is circulated to the full board of directors, and the executive staff of the organization, before filing.”

“Board members complete conflict of interest policy disclosure statements annually. The president and executive committee of the board track any potential conflicts. When potential conflicts are identified, they are disclosed to the full board of directors and the potentially conflicted director is excused from all related conversations. The executive committee of the board monitors and enforces compliance with the policy and taking such other actions as are necessary for effective oversight.”

“Independent members of the board, without the president's participation, do a compensation review as part of the president's yearly performance evaluation. They examine published data on non-profit salaries to determine comparable compensation levels. The results of the review are then discussed with the president and a final compensation recommendation is approved by the board. Routinely, market data surveys are compiled for all positions of the organization, reviewed by management, and when necessary, salaries are updated.”

“Race forward's form 990 and yearly audited financial statements are available upon request. Requests for all other documents are made on a case-by-case basis.”

“For more than 40 years, race forward has brought a systemic analysis and an innovative approach to complex race issues to help people take effective action toward racial equity. Our vision and mission: vision: race forward imagines a just, multiracial, democratic society, free from oppression and exploitation, in which people of color thrive with power and purpose. Mission: race forward catalyzes racial justice movement building. In partnership with communities, organizations, and sectors, we build strategies to advance racial justice in our policies, institutions, and culture. Our theory of change details our organizational methodologies. Grow power: we need connected and aligned networks of people, organizations, and movements to build the collective power (economic, social, political etc.) necessary to counter structural racism and steward transformative solutions for racial justice. Transform culture: we must harness the power of narrative, arts, and culture to assert the full humanity of communities of color, challenge racist ideologies that fuel structural racism, and envision a more just and equitable future. Transform policy: we must position communities of color and other historically oppressed communities as leaders and decision-makers in the policy-making process to create racially equitable policies at all levels. Transform institutions/sectors: institutions across multiple sectors of society (e.g. Government, philanthropy, non-profit, private, etc.) must operationalize racial equity in their policies, practices, programs, and products. 2022 programmatic achievements institutional and sectoral change establishes sustainable racial equity practice in sectors by facilitating learning cohorts, developing tools for long-term change, and tracking shifts that demonstrate success. Our government alliance on race and equity (gare), a network of more than 450 local and regional government jurisdictions, and our federal initiative to govern for racial equity (fire) are both housed in this department. Select highlights: conducted first ever hybrid gare event (in-person in portland, or, and live simulcast of mainstage events) with over 1,800 attendees, the largest gare event on record. Fire launched a pilot program in partnership with policylink to test strategies for embedding racial equity into the policies and practices of federal agencies. Focused on the department of housing and urban development (hud), over 230 hud staff participated in labs and presented foundational concepts and tools, sharing examples and solutions. From the labs, hud developed guidance for providing holistic support to renters of color facing eviction in response to disproportionate burdens and developed proactive racial equity strategies and updates for 65 regional and field offices. Movement capacity building builds leadership and capacity within grassroots and other organizations within communities of color. Our policy work recognizes the importance of our issue-based work in supporting grassroots leadership development. Select highlights: launched the policy innovation lab's 2.5-year cohort, involving four black- and indigenous-led grassroots organizing groups working on different aspects of climate justice to envision community-led policy. Held two virtual sessions and an in-person convening (hosted by the west atlanta watershed alliance) on narrative strategy, research justice, and basebuilding. New social contract - partnering with partners for dignity & rights, completed a year-long process of speaking to over 50 grassroots organizations, national movement organizations and coalitions, policy groups and scholars on democracy to inform three in-depth case studies of black- and immigrant community-led grassroots organizing groups successfully implementing co-governance strategies. Completed a landscape scan and map of 20 co-governance models throughout the country. Participated in the launch of the energy democracy project's national campaign r”

“Training strategies trained over 2,500 individuals from organizations across different sectors. Launched a new training, "decision-making for racial equity", which provides a framework to disrupt dominant forms of decision-making that perpetuate racial bias. Using race forward's racial equity decision-making tool ("red tool"), participants are guided through building an organization-wide racial equity decision-making practice and culture that centers people of color, staff and communities. Colorlines launched the redesigned colorlines.com website.”

“Professional fees: program service expenses 2,932,715. Management and general expenses 216,999. Fundraising expenses 82,605. Total expenses 3,232,319. Consulting services: program service expenses 3,170,756. Management and general expenses 4,021. Fundraising expenses 1,531. Total expenses 3,176,308. Temporary staff agencies: program service expenses 2,171. Management and general expenses 1,142,672. Fundraising expenses 68,597. Total expenses 1,213,440. Staff development: program service expenses 235. Management and general expenses 31,023. Fundraising expenses 0. Total expenses 31,258. Fees for services: program service expenses 167,630. Management and general expenses 0. Fundraising expenses 0. Total expenses 167,630.”