![]() The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision. We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. We have community representation at the board level, either on the board itself or through a community advisory board. We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. We use a vetting process to identify vendors and partners that share our commitment to race equity. ![]() We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. We disaggregate data by demographics, including race, in every policy and program measured We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. We ask team members to identify racial disparities in their programs and/or portfolios. We review compensation data across the organization (and by staff levels) to identify disparities by race. As a result, all aid provided by the nonprofit to patients with medical conditions can be directly attributable to the nonprofit. Second, we assume that nonprofits work independently and do not coordinate the provision of aid to the same patient. First, we assume there is functionally no upper limit to the amount of cash transfers that continue to be valuable to patients as they are far from reaching the point of diminishing marginal returns, such that aid provided by one nonprofit does not displace aid provided by another. In this case, we estimate the counterfactual to be zero based on two assumptions. We estimate the dollar amount of financial assistance attributable to the nonprofit by comparing the financial assistance given by the nonprofit to the financial assistance that would have been provided in the absence of the nonprofit (the “counterfactual”). To determine causation, we take the outcomes we observe and subtract an estimate of the outcomes that would have happened even without the program (i.e., counterfactual outcomes). We don't know if the observed changes were caused by the nonprofit's program or something else happening at the same time (e.g., a participant got a raise).
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