On a Path of Learning, Increased Awareness, and Action

An update on the efforts of the Association’s Equity Core Team along with some initial findings from the DEI survey.

By CDR Jennifer Yount, USCG (ret), ’81

Over a month ago, I received a call asking for my thoughts and ideas related to the August/September 2020 Bulletin. In that issue, the Alumni Association and Board acknowledged systemic racism exists at the Academy and cadets of color do not have the opportunity for an equitable experience. As stated by Vice Admiral Manson Brown ’78 and Board Chair during a recent Lunch and Learn, “although this topic may be new for many of us as Alumni, the Board for more than three years has focused on enhancing their own level of cultural competence. Additionally, as a series of racially-centered incidents and reports regarding the Academy began to become public, the Board also asked the question, what can the Association do to help the Academy with its challenges involving diversity, equity, and inclusion? The board’s assertion is this: even in 2020, if you are a member of an underrepresented group at the Academy, the institutional structures, policies, and practices may not yield equitable outcomes for you as compared to the majority. We focus on race because the statistical disparities are more pronounced for individuals of color.”

Throughout this article and in coming issues, I intend to share my path of initial learning and increased awareness and the Equity Core Team’s efforts and results. I am hopeful by sharing these experiences and information with you, you will move closer to my personal assessment and have a deeper understanding of the process and direction. I intend to provide a transparent, fact and data-based trail for you. First, I admit what I “thought I read” was “the Academy is racist.”

How did my mind go from systemic racism to racist? I also admit a degree of ignorance and lack of education on the topic and definitions. Secondly, whether it’s the current influx of media coverage and emphasis on the topic, I incorrectly linked them as one in the same. Therefore, I began by deepening my understanding and distinguishing between the various Diversity, Equity, and Inclusion (DEI) definitions (www. cgaalumni.org/DEIFAQ).

Racism is more complicated, there are at least three definitions. The USCGA Office of Inclusion and Diversity prefer to use the one popularized by Dr. Ibram X. Kendi. It states racism is any policy,

practice, action, or inaction that serves to overtly or covertly inhibit one group

based on their race. Therefore, a racist is

one who supports a racist policy through their actions or inaction or by expressing

ideas which are inherently racist.

Systemic racism (or institutional racism) occurs in an organization. These are discriminatory treatments, unfair

policies, or biased practices based on race that result in inequitable outcomes and extend considerably beyond

prejudice. These institutional policies often never mention any racial or gender group.

With this new clarity, I began diving into the data from the Association’s recent survey – Getting a Pulse on Diversity, Equity, and Inclusion. I was pleased to see when Alumni were asked “how important are Diversity, Equity, and Inclusion efforts to “developing “Leaders of Character” at CGA enabling them to lead an increasingly diverse workforce” over 87% of Alumni respondents believed this was important. However, when asked to rate your belief on “Cadets of color have a more challenging experience at CGA than white cadets” over 46% of Alumni respondents disagreed with that statement.

I found this disparity particularly interesting after I took a deep dive into

Rate the level of importance that DEI efforts have on developing “Leaders of Character” at CGA who can lead an increasingly diverse workforce.

12% Unimportant to

Somewhat Unimportant

88%

Very Important to Somewhat Important Source: 2020 survey of USCGA Alumni titled “Getting a Pulse on Diversity, Equity & Inclusion” Cadets of color have a more challenging experience at CGA than white cadets.

46% Strongly or Somewhat 54% Disagree to Not Sure Strongly Agree to Somewhat Agree

the Office of General (OIG) Counsel report (The U.S. Coast Guard Academy Must Take Additional Steps to Better Address Allegations of Race-Based Harassment and Prevent Such Harassment on Campus; June 3, 2020; OIG-20-36). In my review, I found of particular interest the data on behaviors that may impact the Academy’s climate. As a former Commanding Officer, like many of you, I believe in changing attitudes by changing behaviors. Furthermore, concentrating on behavior also afforded me an opportunity for improvement and if required, correction. The cadets were asked “to select any behavior they were directly or indirectly aware of while attending the Academy, regardless of whether the communication or activity was directed to them personally.” The survey further explained “selecting a behavior means they have seen it happen or are aware of it happening to a cadet they knew personally.” When asked to acknowledge behaviors they have seen happen or are aware of happening 73% of the cadets acknowledged “jokes about a certain race/ethnicity” and 48% acknowledged “stereotyping based on race/ethnicity.” Furthermore, 40% of the cadets surveyed reported observing these behaviors three or more times a year.

This survey data validates with the continuing comments of VADM Brown, “in many of the discussions I am having, I encourage my colleagues to go deeper in their conversations with Alumni of color about how they really felt at the Academy. Alumni of color, including me, are reluctant to openly talk about how they felt outside of trusted circles. There’s a lot of emotional pain in speaking about such things. Individually and collectively, we had some very compelling difficult conversations. We found disappointing consistency in the stories expressed by Alumni of color from their time at the Academy spanning the decades. Their narratives from the Academy about how they often were made to feel as if they didn’t belong fueled our passion to try to do something about it.” Although my experiences as an early woman graduate were different from those of Black/African American graduates, I echo their position of the emotional pain I feel nearly 40 years later when discussing such events. I also know this emotion has fueled my passion to be a part of this endeavor.

Whether we as Alumni acknowledge these behaviors happened in “our day,” the OIG report and our fellow Alumni are painting a different picture. A picture which is becoming increasingly clear with both objective and subjective data and information. However, even more distressing (yet not surprising to me as an early woman graduate), the OIG report states 81% of those experiencing discrimination “did not report” any of the incidents. The respondents’ reasons included: • “The likelihood my complaint would be taken seriously” (54%) • “I believed reporting would negatively affect my career in the Coast Guard” (46%) • “I did not believe leadership would support my decision” (46%)

Shifting my rudder right, I transitioned from the OIG report to a review of the Academy’s Statistical Almanac. I was surprised to learn although the first African American graduated in 1966, the average graduation rate during the past five years among Black/African American cadets is 4%. Whereas and in comparison, women first graduated in 1980 and today the graduation rate among women for the past five years exceeds 30%.

Minoritized Graduate Percentages at USCGA

This data made me remember the moment in the Fall of 2014 when I was driving down Harriet Lane Drive toward the Alumni Center. At the stop sign by Billard Hall, I observed more women cadets than I ever imagined possible heading toward the gym and waterfront. Never in my dreams did I expect to see that many women in the Corps. However, I never paused to ask myself the question, I am asking myself today – “Where were the Black/African American cadets?”

I found the most resonant of VADM Brown’s comments were “the Association is undertaking this effort from a place of love for the Academy and the Coast Guard. Strategically, this is an important part of our mission to serve the Alumni, support the Academy, and strengthen the Association.” The Association believes this is a challenge to be addressed by both the Academy and Alumni Association. While both will have separate journeys to overcome systemic issues, without a doubt these journeys intersect. The Association intends to work side-by-side with the Academy to ensure our paths are in parallel. Working with Alumni will provide a unique insight to ensure the Association is learning from past errors and missed opportunities to improve. The Association believes the Alumni collectively can and should play a critical role in finding solutions to these challenges.

In this effort’s early stages, extensive time and energy will be focused on the determination of performance metrics, including the collection of Alumni objective and subjective information and data. Additionally, time and energy will also be expended in alliance building with Coast Guard and Academy affinity groups and the Superintendent’s Equity Advisory Council. Furthermore, the work of the Association’s Board committee on Diversity, Equity and Inclusion and the Equity Core Team will be facilitated through a strategic planning process concluding with the development of a 2021 tactical action plan. The Goals of this effort are -

1. Build the Alumni Association staff and Board of Directors to be representative of our society and membership. This goal includes, but is not limited to –

• emphasizing minoritized representation equal to societal and membership norms; • continuing DEI education, awareness, and assessments; and • reviewing and revising all policies and procedures correcting unintended or intended systemic race, ethnic, gender, or sexual orientation bias.

2. Develop and execute a strategic plan for enriched engagement and participation by minoritized alumni.

This goal includes, but is not limited to –

• acknowledging and understanding everyone’s experience is personal to them and all alumni deserve to be heard; • looking forward make the Alumni Association and thus by default the Academy and Coast Guard as a whole, more diverse, equal, and inclusive-focused; • using the Alumni Association as a conduit, merging the efforts and resources of the Coast Guard’s and Academy’s Affinity Groups to establish a role for alumni in promoting and advocating

DEI in the Alumni Association, Academy, and Coast Guard; and • developing various programs and events to appreciate, recognize, and celebrate the achievements of minoritized alumni.

3. Strategically align the Alumni

Association’s DEI efforts with the Academy’s work. This goal includes, but is not limited to –

• embodying the best DEI practices of Alumni Associations from other military academies and similar institutions of higher learning; • establishing a partnership with all the Coast Guard’s and Academy’s affinity groups; and • providing support and alumni voices to the Superintendent’s

Equity Advisory Council.

As the Association’s strategic consultant for DEI and after only a month reviewing a multitude of reports and data, I, like the others on this mission, are setting this course from a place of love for the Academy and the Coast Guard and not from a place of judgment or ridicule. I also believe it’s important to focus on what we can do from this point forward while learning from our past. These efforts are focused on strengthening the future for our Long Blue Line, I encourage you to follow our journey. You can learn more about this important work at www.cgaalumni.org/ DEI.

Jennifer owns Leadership Coaching, Consulting, and Training business, Deep Blue Consultancy. She is a credentialed Professional Certified Coach through the International Coach Federation and a Faculty member with the American Management Association® delivering content in Managerial Coaching and Strategy Thinking, Development, and Execution. Her past experience includes over 20 years of service in the U.S. Coast Guard, culminating in her assignment as a cutter’s Commanding Officer and over 16 years of higher education experience, as a faculty member and administrator.