unit, it was suggested that “Guttmacher do something tangible for Black employees in other divisions.”īehind Boonstra’s and the staff’s responses to the killing was a fundamentally different understanding of the moment. Staff suggestions, though, turned inward, Prism reported, “including loosening deadlines and implementing more proactive and explicit policies for leave without penalty.” Staffers suggested additional racial equity trainings, noting that a previous facilitator had said that the last round had not included sufficient time “to cover everything.” With no Black staff in the D.C. She talked about the role systemic racism plays in society and the ways that Guttmacher’s work could counter it. Heather Boonstra, vice president of public policy, began by asking how people were “finding equilibrium” - one of the details we know because it was later shared by staff with Prism, an outlet that covers social justice advocacy and the impacts of injustice.
On June 2, one such huddle was organized by the Washington, D.C., office of the Guttmacher Institute, the abortion rights movement’s premier research organization. But the meeting was urgent, and, a little more than two months into the Covid-19 lockdown, it would have to do.ĭuring the first week of June 2020, teams of workers and their managers came together across the country to share how they were responding to the murder of George Floyd by police in Minneapolis and to chart out what - if anything - their own company or nonprofit could do to contribute toward the reckoning with racial injustice that was rapidly taking shape. E veryone acknowledged that Zoom was less than ideal as a forum for a heartfelt conversation on systemic racism and policing.
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