“The Road Show” (An Unconfirmed, Unauthorized Account)

Perhaps the most important fact about the “Road Show” is the date of birth: 1974. Of equal importance may well be its name, when combined with the “where,” “why” and “who,” appropriate and related questions are asked.

The first question one moight ask about the “Road Show” is: “How did it come to be?” In answering, one can ask if the information of the “Road Show” was an action or reaction, and quickly decide that it was, without question, a reaction.

The obvious follo-on question would be: “Reaction to what?” Certaionly, the information and activities of the Concerned Association of Rochester, Inc. (CARI), Bay Area Black Employees (BABE), Corporate Few and other regional Caucus Groups had sent a message to Xerox Corporate as to the intent and determination of Xerox Black employees to stand up for their presence and preservation within Xerox Corporation.

Also, in 1973, a meeting held in Philadelphia with Xerox Region to discuss concern saw 82% of the 300 Blacks across the Mi-Atlantic Region in attendance. Afterwards, Doug Reid of Corporate Personnel approached Kent Amos in Rochester and requested a meeting with both himself and David Kearns. The stated purpose of the meeting was to discuss concerns about the upcoming National Caucus Conference, and what was needed to have it not happen.

Though Kent knew nothing of an impending National Caucus Conference, he agreed to a meeeting, and agreed to bring the organizing group to Rochester to discuss and alternative (if any) to a National Caucus Conference.

At that point, Kent contacted the brother who had brought him in to Xerox, Addison Barry Rand, and discussed the approach by Doug Reid and the subsequent meeting that was to be set up.

Putting together the rest of the organizing committee” came easy. They chose to have one representative from each Region, plus CARI, whch totaled six members. As both Kent and Barry were from the same Region and both wanted to be included, it was decided that Kent would be the group leader and Barry would be the Region’s representative.

The “organizing committee”:

David Kearns opened the meeting and indicated the intent and purpose of the meeting for all attendees. At a point in the meeting, a disagreement developed and a heated and profane exchange ensued. As a result of this disagreement, the “seven” walked out and went into a stairwell to discuss their next step. A moment later, there was a knock on the stairwell door as John Lewis had left the meeting in support of his brothers and joined them in the stairwell. A few minutes later, another knock was heard on the stairwell door. This time, it was Vice President of Operations, Bob Riser, who asked if he could come in. Bob, speaking for David Kearns, indicated that David wanted to express his apology to the group and wished to get the meeting back on track. The group’s response was that if David wanted to apologize, he should come and do so, which he did, and after hand shakes all around, they left the stairwell and the meeting was re-adjourned.

The “Road Show” became the vehicle for replacing the “national meeting” by having the group of seven travel around the country to meet with regional groups as need and circumstances dictated.

Los Angeles Black Employees of Xerox

During the year of 1972, four Black employees of Xerox Corporation called a meeting of the minds. At this meeting it was decided to form an organization to be used as the mechanism to confront Corporate America: LABE.

Ernie Wilson, Bob Hopkins, Howard Jordan, and Bernard Kinsey all understood that they had to form a catalyst for the implementation, and tracking of affirmative action and career opportunities for Black people and other minorities within Xerox. For it is obvious that the “Spirit of Affirmative Action” and the interpretation of its objectives were in serious jeopardy. Therefore, understanding the lack of corporate structure and advancement opportunities, LABE began to interface with upper management on behalf of all minorities in the Los Angeles and San Diego Branches. In addition to assisting management, LABE sponsored the Second Annual Xerox Western Regional Black Employees Conference in San Diego, August 1975. Also during 1975, LABE reached out to the community by sponsoring The Nancy Wilson Show. This was a fund raiser for the purpose of aiding community groups, The Urban League, The United Negro College Fund, and others.

Being the socially and politically conscience group that it is, LABE has assisted many businesses, political, and social groups in obtaining their goals. Likewise, LABE has obtained the support of the community. For they are now aware that LABE, Los Angeles Black Employees of Xerox, is dedicated to making opportunity equal!

Bay Area Black Employees of Xerox

The “Rite of Spring” best describes the beginning of BABE. For it was during that time nature displayed her talents in the blooming of a most beautiful rose in the Garden of Xerox: BABE!

Brother Dick Kier crafted the first act that led to the solidarity of Blacks in Xerox. He also aided in the unveiling of the backlog of qualified applicants Xerox and other corporations failed to acknowledge. Dick, with his visions of Blackness and Boldness, recruited Vern Hollaway who joined Dick in a most admirable adventure canvassing the local branches of Xerox and other major corporations for exact figures and comparisons relative to Blacks employed, and those in managerial positions. The results were shattering and the research done by Dick and Vern resulted in the acknowledging of current employees. Bill Camp, Alex Henri, Chuck Ransom, Patty Davis, Leroy Weary, John Lewis, George Randolph, Bernard Parker, and a few others. Understanding that the year was 1969, more need not be explained. By 1970 Dick Kier and the others had organized “BLACK FRIDAY”. Black Friday was during the Spring of 1970 when top management of Xerox met with a group of very concerned Black Employees that called themselves BABE, Bay Area Black Employees. It was then, and at that time, reality hit Xerox Management! Blacks were no longer going to accept excuses for not hiring, developing and promoting Black People of this community. (Right On!)

By 1973 BABE was 100 strong and growing every day. It was then after numerous promotions of our leaders and key role models that we began to notice the “divide and conquer” tactic being implemented to weaken us. Therefore Jeff Harris put together a monster of a conference and invited all of our old warriors and friends that had been promoted out of town. Yes, in 1974, the First Western Regional Black Employees Conference was held. Only those who participated can relive all the love, joy, and strength that resulted. Even more important, it was the beginning of a most resourceful tool, A Black Employee Exchange. As the conference concluded in 1974, we vowed to support an annual event of this nature with hopes of getting every Black Employee in the Western Region to come and take part. We are still at it diligently, and tirelessly. With your support, we’ll continue to make it!

Black Employees at Leesburg Training Center

Organized: April 28, 1978
Incorporated: October 11, 1979

Founders: Charles Tucker Bill Harris
Chuck Pulliam Stan St. Amant
Carrie Corum Langston West

In 1978, the Black Employees at Leesburg Training Center (BELT) formed an interest group to ensure that all black employees at Xerox International Center for Training and Management (XICTMD) employed by Xerox are treated fairly. The active members of BELT will serve as the watchdog for any irregular acts by management at XICTMD towards any Black employee’s association or participation with this group.

BELT is a Black caucus similar to all other Black caucuses throughout Xerox Corporation. The organization was formed as a result of what was believed to have been an improper dismissal of a Black employee by management at XICTMD. Our goal concerning that incident was not to dictate termination policy to management nor demand reinstatement of the employee, but to determine if the dismissal of a Black employee was handled properly.

Monthly meetings are held with the general body of BELT, where we discuss and define ways of helping to improve Xerox, the Leesburg training facility, our adopted community (Leesburg) and, last but not least, ourselves. We hold monthly executive board meetings to review the BELT mission and objectives, and to share thoughts on how we might become more productive in the pursuit of our charter today.

Black Women’s Leadership Council

Vision:  We have reached our desired state when:

¨ The role, value and uniqueness of Black women are visibly rewarded and recognized by having representation and leadership within all Xerox organizations at all levels.
¨ Mentorship and sponsorship of Black women are standard practices that are endorsed by management and utilized by the entire Xerox family.
¨ BWLC applauds and celebrates regularly the personal and professional achievements of Black women at Xerox.
The success of Black women is interdependent and synonymous with Xerox success.

Mission: The Black Women’s Leadership Council serves as a catalyst to advance professional development and address issues unique to Black women in the Xerox work place. The Black Women’s Leadership Council forges partnerships with senior management that facilitate the hiring, retention and development of Black women, and satisfy business needs.

Philosophy / Values:

¨ We value and respect all people; we focus our attention on Black Women.
¨ We protect the interests of Black Women within Xerox.
¨ We commit to the success of our business partners.
¨ We lead by example.
¨ We use Leadership Through Quality Process tools and processes.

Critical Success Factors:

¨ We must be able to implement the improvements and actions we undertake and these improvements and actions must be measurable and inspected.
¨ We must be able to improve representation of Black women and their upward mobility.
¨ We must be able to communicate, to network and forge positive alliances beyond BWLC membership.

Rochester Black Employees Association

The Rochester Black Employees Association, (formerly Concerned Association of Rochester, Incorporated, or CARl) is a non-profit organization devoted to the elimination of discrimination in the corporate environment at Xerox Corporation and to the improvement of the quality of life in the Rochester area. CARl was born in a period characterized by extreme frustration, anxiety and hopelessness, epitomized by the assassinations of some of our most articulate national leaders. Paradoxically, in 1968, Blacks had made significant strides on the legal front. However, these legal victories produced only a trickle of educational and socioeconomic improvements.

It was at this time, in this environment, that Xerox Black professionals united to address the inequities related to hiring, career development and promotions of minorities.

The pivotal point in the growth and influence of CARl revolved around the “Study of Blacks” commissioned by Xerox’s Personnel Department; a survey purported to flush out the feelings of Blacks within Xerox. The study was conducted by Xerox psychologist, Harold Tragash, Ph.D. This study, which was conducted in mid-1969, showed that Blacks were happy with their work, performance, atmosphere, and pay. Individual Blacks were interviewed and a written report was issued to management supporting the allegations that all was well at Xerox. Blacks who participated in the study learned, through talking with one another, about the personnel findings, and came to the startling realization that management had said to each Black certain things that other Blacks supposedly had revealed to them. Confirming with each other that these statements were untrue, participating Blacks became outraged and were determined to do something about it.

Some of the players were as follows:

John Anderson gathered the group together a few times to produce a document (communication letter). Much of the time, meetings were held at Webster Baptist Church after hours.

As the statement was pulled together and finalized, they requested all Black exempt employees (55 in total) within the Greater Rochester Area to stop by John Anderson’s office and sign the document. All but a few did so. John, thereby, stopped by each of the offices of the hesitant persons and received their signature. All 55 persons were a part
of the original response process. Once the signatures were received, the document was copied and sent to Joseph C. Wilson, Chairman and C. Peter McCullough, then President and CEO. Also, copies were mailed at a later time to Dr. Tragash and other key persons in personnel. The document requested a meeting with key steering committee Blacks.

There was no acknowledgment from Senior Management. What did happen, however, was that immediately, 10 random Blacks (selected by C. Peter McCullough via personnel and different from the original interviewees) were summoned to a roundtable with McCullough. These Black employees were not coached by the Steering Committee and went into the roundtable with their own responses. The responses, it turned out were no different than those of the Steering Committee, and, indeed, were far more sharp in their criticism.

It was shortly after that McCullough decided to acknowledge the Concerned Blacks Steering Committee and accepted a meeting with them. Simultaneously, a letter was also written by a Black female employee in Webster denouncing the study. This letter set the stage and tone of the entire movement. That letter of protest happened to find its way to the President’s desk and started a series of chain reactions. I)uring this period, a three-person steering committee met to discuss the Black issue in the Corporation and decided to involve and draw support from more Blacks within Xerox. The concern, tone and direction was set for the future of CARl.

A series of meetings took place with the general membership. The meetings were communication focused in nature and for the finalization of input/issue surfacing that provided the Steering Committee the opportunity to accurately represent them to top management.

To gain visibility, each week the CARl Board of Directors met in a luncheon cafeteria in the various buildings, i.e., Webster, Henrietta, etc. Additionally, the Board met at other strategic locations in order to gain visibility in the community.

The first major step taken by the Steering Committee was to write a letter of concern to Joseph C. Wilson and C. Peter McCullough. The letter was signed by 55 Black professional employees. Additional discussions were held to determine whether or not Blacks would be interested in formalizing an organization. The decision was made and the organization was formed with the filing of a Certificate of Incorporation, on June 30, 1971 and were ratified at the first annual meeting held by the association on July 17, 1971.

The officers were:

In launching its program, CARl was able to stipulate the interest of the Black community by stating that: (1) Xerox was under-represented in minorities in many organizations and in the Corporation as a whole and it started with McCullough and his office. (2) That non-minority managers had no incentive for pursuing their affirmative action targets. (3) That upward mobility for Blacks fell well below upward mobility for non-minorities in that non-minorities move two steps up and one side-step (for development) while Blacks move two steps sideways (for sake of movement because they were already over-developed) and one step up for promotion.

As a result of its efforts, CARl was able to develop an on-going dialogue with Xerox management. Meetings between the CARl Board of Directors and the Chairman and Chief Executive Officer of Xerox Corporation and his designees comprised five sessions conducted in the Boardroom on the 29th floor of Xerox Square.

All sessions were of the highest caliber and were positive and effective, to the extent that a proclamation to management directing accountability for affirmative action accomplishments was issued in 1971. In addition, open requisitions were stamped “for minorities only” for areas of white pockets whereby managers were reluctant to hire Blacks.

The Forum: Gathering Information from the General Body

To ensure that a complete pulse of the Black Community was received and understood, The CARl Board of Directors conducted a Forum at the Webster Baptist Church one full day (during regular business hours). It was an all day session and the whole session was taped. Each person desiring to address the board was given a period of time to present either a case or his/her input into what business practices and experiences were taking place centered around
affirmative action, Xerox and CARl. The Corporation granted all minorities (Blacks) the opportunity for taking time (during the workday) to participate in the Forum. A lot of significant information was gained from the Black individuals of Xerox. The information was processed and became the basis for various platforms and communications to Senior Management.

Self Help

During the process of gaining accountability and implementing various programs, (as a result of CARI’s efforts), it became evident that we (Blacks) could begin developing a process for a self-help mechanism. CARl special general body Self Help sessions were conducted whereby numerous workshops were conducted based upon the interests of the facilitator and general body. Many sessions were under-attended based upon the total population, however, on a percentage basis, the sessions were well attended.

Assisting Black Representatives of Other Groups

Shortly after, the CARl board was recognized by the Corporation and incorporated. Art Crawford (then Branch Manager, New York City) came in from New York to visit with the CARl board and gather some ideas that could be taken back and launched. The significant part of the effort was that while CARl was instrumental in gaining Corporate Management’s acceptance for business policy and practice changes (that were not readily published in some cases), communications with other Blacks assisted mid- and upper-management with enablers that supported the effort, kind of like a tops-down, bottoms-up approach. Art then returned to NYC and launched efforts that
resulted in the formation of the caucus group in the New York Metropolitan area

A little time later, Richard Kier (West Coast representative) flew (at his own expense) to New York City (Xerox Temporary Headquarters while Stamford was being built) to address C. Peter McCullough. He was reimbursed for his expenses and came to Rochester, N.Y. to discuss West Coast issues with the CARl board. Some time after that, the West Coast organized and was recognized.

In the mid 1990’s CARI changed its name to Rochester Area Black Employees

Corporate Few

In 1971, in Washington, DC, a Black employee caucus group came into being calling itself The Corporate Few.

The individuals that came together to form the Corporate Few group were: Kent Amos, A. Barry Rand, Bill Robinson, Mike Wilson, George Johnson, Dan Barnes, and Scotty Mitchell.

It appears that the selected name for the group (The Corporate Few) was not only appropriate; in that during that time, the Xerox Washington area sales organization had as few as nine (9) Black members. Indeed, they were the corporate few.

The name was also significant in that the impetus for the group coming together was that the few got fewer — of the group of Blacks that was hired in together; one day they came to realize that one of them was gone, with them not knowing what had happened. As a result, they determined that they needed to begin meeting and talking as the same could happen to any one or all of them. They determined a need to stay close, in contact, and to share information towards being better, stronger, more capable employees of Xerox Corporation.

Sometime later an extension of the Corporate Few was begun in Philadelphia.

Significantly, the first Black employee conference was held by the Corporate Few in Philadelphia. Unlike the practice today where Caucus conferences are held and Xerox Management invited, this first Caucus conference was held despite threats by the Corporation. This was coupled with having no money and little administrative and organizational support tools (the agenda was done on Amtrak en route to Philadelphia).

The conference, however, was very successful and saw the gathering of some 100 Black Xerox employees for the first time. This first Black employee Caucus conference, like its sponsoring organization, had as its functional premise the goals of self-help, group unity, and helping each other. This philosophy was characteristic of the members and their activities. And indeed, the practices they employed not only were a testament to their convictions but also served to lay a groundwork for their success and our continuation as valuable and significant contributors to the success of the Corporation. Particularly noteworthy was their practice of group blitzing of each others sales territories in order to effectively raise the performance of all. This combined with developing the weekend and after-hour practice of getting together for information sharing and skill development. And, not to be overlooked as we enjoy the networking, workshops, and camaraderie of this first inter-caucus conference is to appreciate the foresight of that first caucus conference in Philadelphia. Gil Scott says it best: “Adversity brought them together, and desire to share in each others success held them together”.
As time evolved and the names changed (Vernon Ricks, Gil Scott, Charles Bailey, Charlie E. Brown, Gwen Wooten, Arnett Spady, Yvonne Wilson, Reggie Brown) the goals of self-help, group unity, and helping each other have remained constant.

Metropolitan Area Minority Employees

MAME, established in 1965 in the Eastern Region, is a non-profit organization that works exclusively as a negotiating consultant group within Xerox to ensure equal access for Blacks and other minorities in representation and upward mobility. Working in partnership with Xerox; progressive forces in the community, the corporate industry, MAME and other caucus groups work to increase Black America’s access to one of the nation’s most powerful industries. MAME has amassed an impressive record of accomplishments. The organization has been able to make strong new strides in Black employment and partnership by putting into place elements that will ensure greater Black participation in areas of Sales, Service, and Administration. Minority caucus groups have earned the respect of a broad cross-section of individuals and organizations involved with corporate industries.

The mission statement of MAME: “MAME shall be devoted and dedicated to promoting the total development of all minorities in his/her respective assignments; keep those members informed of available movement, upward or lateral; instill awareness of all corporate disciplines; motivate membership toward positive attitudes; recruit and encourage participation in the functions of the organization. It is also the purpose and aim of the organization to keep the membership abreast of the accomplishments of minorities, as well as address the vital role played by minorities in the Corporation and socioeconomic community.”

The first meeting was organized by Ella Chavers and Peggy Smith. The organization’s first President, Art Crawford
(who was also the first Black Branch Manager at Xerox), formally named the organization, “The Black Caucus
Group”. In 1975, under the leadership of David C. Smith, the organization’s name was changed to MAME so as to
be inclusive of other minorities.

During the 1970’s, the MAME Task Force was formed to formally address the issues and concerns of the minority community. Under David’s leadership, the Task Force met with Xerox during business hours to discuss and resolve issues. The original Task Force members took a pledge (knowing how our leaders are offered promotions so as to abandon the struggle) that none would take a promotion within 18 months.

MAME, it seems, was also foresighted in that during 1985, under the leadership of Maurice Faucette (the only caucus President to be elected to three terms), Hollis Chin-Kee-Fatt was asked to serve as National Coordinator to bring a collective cohesiveness to the regional caucus groups.

MidWest Concerned Black Employees

In 1969 approximately ten (10) Black Xerox employees decided they were tired of seeing qualified Black men (themselves included) passed over for promotion to Management time and time again. These men realized that in unity, there is strength. At that time these men decided to form a group.

Meetings were called periodically, however, there was very little participation from other Black employees. The group, discouraged, eventually stopped holding meetings. The desire to unite, however, never died. In mid-1972, Blacks were being hired in large numbers in the Region locations. Determined to have unity, a mass meeting was called for all Blacks in the Chicago area (O’Hare, Oakbrook, Major Accounts, and Chicago Metro Branches) and Midwest Region Headquarters. Over 35 Blacks were in attendance. The second meeting, a month later, produced over 50. It was realized at that time that the number in attendance would increase to the point that all problems could not be addressed in one monthly meeting. At that time two (2) representatives from each location were selected to meet on a monthly basis to discuss problems that occurred in their area, that could not be resolved at the branch level. Each location formed and meetings were held on a monthly basis.

The representatives called themselves the “Chicago Area Steering Committee”. The entire group decided on the name “Xerox Concerned Minorities”, to include all dark-skinned minority groups. White females considered themselves a minority and wanted to be included. To clarify our position, the name was changed to “Xerox Concerned Blacks”.
The first Midwest Black conference was held in November, 1974 in Chicago at the Sheraton Chicago Hotel. The workshops included:

¨ Black Solidarity
¨ Career Opportunities
¨ Communications and Unity
¨ Self Awareness and Black Women

Since that time, conferences have been held on a regular basis.

Minorities United in the Southern Region

Date: Saturday, April 27, 1974

Place: An apartment complex clubhouse in the Southwest area of the city. Atlanta, Georgia.

Purpose: To set up a communication vehicle/process to voice the concerns and issues of minority representation, under-employment, development, hiring, and promotions throughout the Southern Region.

Viv Waldon, Senior Customer Representative in the Atlanta Branch, was inspired by a conversation with her Orlando home girl, Lydia Medaria, who was working for Xerox in the Philadelphia Branch, Mid-Atlantic Region. The MidAtlantic Region had recently organized and conducted a conference which was their vehicle of communications to their Region management. Viv’s response to Lydia was: “we need to do that in our Region. How can we get it done?” Lydia informed Viv that if she could get a core group together in Atlanta, she and a contingent from the Mid-Atlantic Region would come to Atlanta and share their concept, how they got organized, and how they put on their conference.

At that point, Viv called a few people she knew in some of the Branches, and T.C. Campbell in Dallas (who was the
Region Minority Relations Manager at the time). She explained what was happening and asked if he would come to
Atlanta for the meeting. Saturday, April 27, 1974 was that date.

Upon returning to Dallas, a meeting was called with Black managers on the Region Headquarters staff to share this information. Included in that meeting were the following: Charles Bailey, Marvin Robinson, Bob Carter, Clarence Davis, Pat Williams, and T.C. Campbell.

At that time, a regional meeting was planned to take place on Saturday, May 25, 1974. A minimum of one person per Branch would be sent to input issues and concerns that would be presented to Region Senior Management. At this same time, recommendations to address the issues would also be formulated.

Marvin Robinson and Bob Carter volu:nteered to compose the correspondence and notify the respective 18 Branches.
On May 15, 1974 this correspondence was sent. On May 25, 1974, the first general meeting was held at the Dallas
Marriott Motor Hotel, on Stemmons Expressway.

At the end of the meeting, one representative from each Branch was chosen to meet in the Region with Jack O’Callahan, Vice President and Region Manager of the Southern Region, to present those concerns and demands. This meeting would take place within two weeks. Among our key participants in this effort were, Al Byrd, Kerney Laday, and Socrates Garrett.

In the Dallas meeting, another general meeting was planned to get feedback and a status on the issues presented to
Jack O’Callahan. After the presentation of the issues and demands to the Region, and prior to the Atlanta meeting, it
became apparent that it was necessary to move the focus of attention from the two brothers (Bob Carter and Marvin
Robinson) who had sent the memo out under their names.

For the first meeting, they did not want management to deal with individuals but with an organization (strength in numbers).

At the Atlanta meeting on June 28, 1974, the following was accomplished:

· Reviewed the issues that Region management could respond to immediately (which were very few). Most had to be reviewed with management at the Rochester level.
· There were hopes that Jack OCallahan would attend[ the conference, and respond personally. Due to a technicality, this did not happen.

· Most importantly, however, the caucus organization was put into place.

· A decision was also made to have annual conferences, the next to be held in New Orleans in March of 1975.

El Segundo Black Employee Group

During the summer of 1983, after many meetings of some of the Printing Systems Group Black employees, a plan was developed for establishing an employee group in El Segundo. The Black Employee Plan was modeled on the historical start-ups of LABE, BABE, and CARl Black employee organizations.

The 1983 El Segundo Black Employee Committee’s action plan included on-going communication to Xerox management that identified improvements in management practices/processes that were required in El Segundo, and Black employee meetings that would focus on networking/self development and community involvement.

The implementation of the 1983 El Segundo Black Employee Plan began with a letter signed by 10 employees that was sent to Xerox El Segundo/Corporate Senior Management on August 23, 1983. This letter emphasized that the absence of Senior Management involvement in human relations was an issue for all Printing Systems employees, but was an area of particular significance for Blacks. Also, the August 1983 letter stressed Black employee willingness to assist Xerox Management in the achievement of its Affirmative Action goals. The areas of concern for El Segundo Printing Systems Black employees were:

· Existence “White Islands.”
· Poor Representation in high grade levels.
· Few promotions.
· Environment that condones racism.
· Exclusion from decision-making infrastructure.

Since August 23, 1983 when the first part of the plan was implemented, the following list of activities have occurred in support of the original 1983 Black Employee Committee’s action plan:

· A number of meetings have been held since the first meeting on September 28,1983 to focus on Black employee recommendations to Xerox Management that address El Segundo Black employee concerns and the progress against identified concerns.

· By-laws were adopted in 1984 which formalized the El Segundo Black Employee Group (SGBE).
— Officers were elected and a Steering Committee was formed in 1984.
— General body meetings have been held periodically since 1984.

· A series of self-help workshops have been conducted based upon Black employee requests/needs focusing on personal development for career advancement.

· A number of networking receptions have been held to honor outstanding Black employee performances and to welcome highly visible Black employee transfers into El Segundo.

· A number of community organizations and projects have been supported both directly and indirectly by the El Segundo Black Employee Group.

NOTE: With great sadness, Caucus historians acknowledge the demise of the El Segundo Black Emloyees Caucus Group (ESBE). Their verbal and documented history will continue as an important component of NBEA’s history.