This blog post is third of a three-part series that explores Camber Collective’s journey of equity and belonging. In the first blog, I explained the early phases of our journey and the decision to hire for my role, Director of Impact and Equity. In the second blog, I described how our approach spans many identities and geographies. The final installment of this series focuses on our vision for the future and how we can all play a role in advancing racial equity into impact.
This blog post is the second in a three-part series that explores Camber Collective’s journey of equity and belonging. We discuss the many identities of our team members and how this strengthens our work and belonging practice.
First of a three-part series discussing Camber Collective’s process of fostering an organizational culture of equity and belonging. It begins with deeply understanding the history of racial injustice and colonial inequity, and how these impact our work as a firm, and our relationships as team members committed to social impact.
The Global South, particularly countries in Sub-Saharan Africa (SSA) face the highest risk of climate vulnerability and developmental issues exacerbated by climate change.
The case study of Southwest Airlines provides a particularly good analogue (or perhaps cautionary tale) for primary care disruptors seeking to leverage and build upon recent state and federal regulatory shifts.
In analyzing and partnering with organizations supporting opportunity youth nationwide, we have identified 4 sequential categories of needs that must be met in order for OY to experience upward economic mobility and thrive within the workforce.
