The Radical Survival of DEI Work & Leadership in the Aid Sector

Radical means grasping things at the root. – Angela Davis

The roots of Diversity, Equity, and Inclusion (DEI) work can be traced back to human rights movements occurring globally beginning around the mid-20th century, but most notably from the 1950s and 1960s Civil Rights era led by Black people in the U.S. The momentum from these hard-won victories sparked broader conversations about discrimination and inclusion in America, eventually leading to the implementation of affirmative action policies and equal employment opportunities in workplaces. DEI efforts then expanded beyond race and gender to address a wide range of issues, including LGBTQ+ rights, disability inclusion, and socioeconomic disparities. The feminist movement of the 1970s, the fight for LGBTQ+ rights, including the pivotal Stonewall Riots, and the Americans with Disabilities Act (ADA) of 1990, all contributed to the growing recognition that both workplaces and public services must be inclusive and equitable for all.

DEI today is an emotional debate following a series of senseless murders, court cases, and protests in the U.S. during the last 10-15 years. The tragic events around the highly publicized cases of Trayvon Martin, Eric Garner, Breonna Taylor, George Floyd, and countless others led both the social justice community and mainstream society to demand visible change across every industry as it relates to race, privilege, and power in America and worldwide. The opposition’s response to this pro-DEI movement led to even more high profile court cases that rolled back decades long DEI-related decisions, fueled a fanatical campaign vilifying DEI leaders, and attacked the bold organizational commitments that aligned with these social justice efforts.

However, I believe that the most radical and effective aspect of any movement is its People, and DEI work as a movement for more diverse, equitable, and inclusive workplaces is no different. 

Truth and Impact from Data

The international development and humanitarian assistance sector were among the many industries that received a groundswell call for change with the naming of harmful practices, policies, and programming making direct links to the history of colonization and disenfranchisement as the operational structure of foreign aid today. The sector took a collective step forward recognizing that the moment required more than just good intentions, but that leaders needed to dedicate the resources for a strategic approach informed and led by its people. As the DEI work took off, we quickly found a gap in publicly available sector-wide data on diversity. Robust data informs meaningful action and provides a basis for mutual accountability and ultimately contributes to changing the workplace for the better. BRIDGE – Benchmarking Race, Inclusion, and Diversity in Global Engagement – is an institutional survey that explores DEI metrics, structures, and practices at the organizational level across U.S. registered organizations in the international development and humanitarian assistance sector. BRIDGE 1.0 was first launched in 2021 and BRIDGE 2.0 was released in 2023.

Specifically, BRIDGE collected and examined dataaround governance arrangements including a review of DEI focal points and councils. Focal point roles, like DEI Director, provide organizations with the dedicated leadership and accountability needed to integrate DEI into the organization’s broader goals and operations. Unpacking the organizational responses in BRIDGE 2.0, about half of all organizations reported having a DEI focal point and 90% found the focal point to be very effective or somewhat effective in their role. This is a critical reflection point as we also learn from the survey that nearly 95% of the DEI roles in the sector were created after 2020. While an average of only four years of DEI leadership in the sector proved to be effective for most organizations, this also serves as a challenge from the perspective that DEI focal points are new compared to other operational and programmatic roles within an organization. A learning curve still exists for how to most effectively incorporate DEI leadership and this can be seen from challenges around resources allotment to tensions translating DEI values into global contexts beyond Western culture.

Similarly, DEI councils bring together diverse groups of employees to identify challenges, brainstorm solutions, and advocate for inclusive practices, ensuring that a wide range of perspectives are considered in decision-making. In BRIDGE 2.0, 54% of organizations had a DEI council, with 89% rating their council as very effective or somewhat effective. Reported challenges faced by DEI councils mirrored that of focal points with a lack of necessary resources, lack of decision-making influence, and lack of a clear, long-term strategy for systematic changes. Unique to DEI councils is the impact of the voluntary participation from its members in addition to their full-time roles adding to burnout and bandwidth issues. Also, the council’s work is sometimes perceived as separate from the organization’s core business objectives, making it difficult to secure the necessary resources and commitment from all levels. However, maintaining DEI councils creates a sustained avenue for employee-led engagement and impact over time. Organizations went on to report that leadership buy-in and active engagement were factors that led to the success of DEI councils. For both DEI councils and focal points, leadership commitment is a critical component for the progression and sustainability of people-led shifts.

Reflecting on my involvement with the BRIDGE Advisory Council during its initial stages in 2021, I have since seen two additional success factors at work for both focal points and councils for us to consider as a sector: Storytelling and Community.

Storytelling

DEI initiatives can move beyond abstract concepts and statistics through storytelling to create a more personal and emotional connection with employees. When individuals share their stories—whether about overcoming challenges related to their identity, navigating workplace biases, or celebrating their cultural heritage—they humanize the broad criticisms of diversity and inclusion. Storytelling is also a means of amplifying voices that have historically been marginalized or silenced. Community storytelling can be a catalyst for collective action, as it empowers individuals to see themselves as part of the larger movement toward equity and inclusion.

Through shared stories, DEI work becomes not just a policy or initiative, but a journey that everyone in the organization is a part of together. Just as rulings and laws can be overturned,  DEI policies and initiatives can and have been removed out of fear from organizational leaders, but a story is not bound by these conventions of power. A major takeaway from movement work is that most people understand the world in stories and DEI is no different. Stories have meanings that connect with our values in a way that is compelling and long-lasting – with or without leadership commitment to back it.

Community

When employees see themselves as part of a community they are more likely to participate in DEI initiatives, share their unique perspectives, and work together to create a more inclusive environment. Also, the connection between community and DEI work includes how organizations interact with each other in the sector, with the populations they serve globally, and with the broader society. Community coalitions and working groups can serve as a support system for DEI focal points, DEI councils, and members of Affinity Groups or Employee Resource Groups to learn from each other in a safe, intentional environment. By building and maintaining strong, inclusive communities within the sector, organizations can better understand and respond to the needs of diverse partners and stakeholders. In essence, community is both the foundation and the driving force behind successful DEI efforts by creating a network of support that empowers individuals and amplifies the collective impact of inclusive practices.

From Surviving to Thriving

For those of us formally working in DEI or broadly working in service of justice, peace, and prosperity across the sector, it may seem like the only way to move this work forward is to settle for challenging conditions and insurmountable systems. But the criticisms that DEI work is too complicated, too contentious, and too alienating does not have to be the only narrative we listen to or believe. This is a posture of defeat and DEI work has seen accomplishments that span over half a century in this country alone. Instead, I encourage us to find the people and places that champion DEI work – whether it be in person or virtual, professional or cultural – no one should feel like they are doing this work alone or have to endure a harmful, toxic environment as a DEI leader. I also encourage leaders and champions of DEI work to double down on calling out the continued challenges and inequities highlighted by social justice movements and the ongoing dialogue around workplace inclusion.

As long as DEI is in the news, we have an opportunity to underscore the urgency for protecting this work and society should hear our side too – as the power to call for change always belongs to the People.

About the author

Princess Bazley-Bethea has an established 20+ years of expertise designing, implementing, and leading programs and projects, domestically and abroad. Her work in the sector integrates the principles of diversity, equity, inclusion, accessibility, and belonging (DEIA&B) and focuses on facilitating people-centered learning and capacity sharing. She currently serves as a Board Member for CDA Collaborative Learning Projects. CDA is committed to practicing what we value most – listening, learning, and taking action to more explicitly incorporate anti-racist values and practices into our work. Learn more about CDA’s Diversity, Equity, Inclusion, and Justice (DEIJ) Goals.