Outdoor Foundation Archives - ��ϳԹ�� Online

Outdoor Foundation Expands Thrive ��ϳԹ�� with $1.6 Million in Grants

objmigrationbot — Tue, 25 May 2021 02:40:39 +0000

In 2019, Outdoor Foundation (OF), the philanthropic arm of Outdoor Industry Association (OIA), announced a new initiative called Thrive ��ϳԹ��. The executive director of OF at the time, Lise Aangeenbrug (who has since shifted over to lead OIA), explained the “why” of the program as such: “We didn’t become an indoor species overnight, and the decline of outdoor activity in the United States is a problem that requires collaboration, funding, and scale.”

OF’s solution to that decline was to fund four programs across the U.S.—in Atlanta, Georgia; Grand Rapids, Michigan; San Diego, California; and Oklahoma City, Oklahoma—all aimed at getting more young people outside more often. In other words, to instill the outdoor habit into communities that face barriers to access.

Since then, Thrive ��ϳԹ�� has facilitated outdoor connections with 16,000 kids from diverse communities through activities like hiking, paddling, climbing, and fishing. And while the pandemic presented the obvious challenges, Thrive ��ϳԹ�� adapted and is poised for growth.

According to Stephanie Maez, OF’s managing director since October 2020, “the Thrive ��ϳԹ�� initiative is working to create a more inclusive and accessible outdoor experience for all.”

This week, OF announced the expansion of the Thrive ��ϳԹ�� program and its second cohort in the following areas: St.Louis, Missouri; the Twin Cities region, Minnesota; Philadelphia, Pennsylvania; and the state of Maine.

“We are thrilled to expand our grants and programming into four additional communities this year and inspire kids and families to experience the powerful transformative benefits of connecting with nature on a regular basis, particularly among youth in diverse communities,” said Maez.

The four new communities were chosen by the Outdoor Foundation board of directors, based on written applications, virtual site visits, in-person interviews, and third-party consultant research. Each Thrive ��ϳԹ�� grant requires the recipient community to provide a 1-to-1 funding match in order to ensure the long-term sustainability of the network. One backbone organization in each community will manage the grant and facilitate the work of the network partners. In total, this cohort will receive more than $1.6 million in grant money.

And Outdoor Foundation has no intention of stopping there. Its next goal: to expand the program to include 32 cities over the next ten years.

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Straight Talk with Stephanie Maez of Outdoor Foundation

objmigrationbot — Thu, 18 Mar 2021 01:56:46 +0000

In this edition of Straight Talk, OBJ editorial director Kristin Hostetter sits down for a powerful conversation with Stephanie Maez, the managing director of Outdoor Foundation, the philanthropic arm of Outdoor Industry Association. This is Maez’s first interview since taking the job in October 2020.

Stephanie Maez, managing director of Outdoor Foundation, with her son, Donovan, who was wrongly accused of murder in 2015. (Photo: Courtesy)

Maez shares the powerful personal story that brought her to this work at Outdoor Foundation, which aims to inspire the outdoor habit in children and families. In 2015, when Maez was serving as a state legislator in Albuquerque, New Mexico, her teenage son was wrongfully accused of murder and imprisoned. During that traumatic time, Maez said “I truly almost lost myself,” but nature and getting outside was the one thing that calmed and soothed Maez.

Ever since she was a little girl, growing up in a poor, urban neighborhood, nature had been a balm for her. She sought nature where she could find it—at a nearby duck pond and local parks, and a few times a year at her grandparents cabin in the San Juan Mountains of southern Colorado.

It’s hard to imagine someone better suited to leading Outdoor Foundation today. Maez brings her lived experience with her everyday to the job as she works to introduce kids in underserved communities to outdoor experiences through OF’s Thrive ��ϳԹ�� program. For her, this is a personal, passionate mission.

Trend Report, Part 3: Going Low to Grow

objmigrationbot — Wed, 09 Sep 2020 02:49:26 +0000

Holly Phillips grew up in Ona, West Virginia, exploring the outdoors on fishing trips with her dad. The two would set out on a Friday evening, camp near a river, and start casting the next morning. Their gear consisted of what they could afford at the local Kmart or Walmart. “I always got cold in cheap sleeping bags. And if it rained, the tent walls would soak through,” says Phillips. As a result, Phillips’s earliest outdoor experiences were a combination of joy, because she was outdoors, and sufferfests, because her gear was so low quality. “But even as I grew older, I didn’t know any better because people like me—low income and outside the normal demographic of backpackers, climbers, or even avid hikers—are left out of the outdoor conversation,” she says.

It wasn’t until she moved to Boulder, Colorado, in 2012 at age 29, that the single mom even heard of Patagonia or Black Diamond. One day, she ventured into one of the town’s premier outdoor stores, Neptune Mountaineering. “When I saw the price tags, I was so bummed,” says Phillips, who was making roughly $16 an hour at the time (which is more than five dollars above the national average minimum wage). “I knew I could never afford that stuff.”

She is not alone. Outdoor Foundation’s 2018 Outdoor Recreation Report shows the high cost of gear is the second most common deterrent for getting outside. (“Too busy” was number one and “Places for outdoor recreation cost too much” is number six.) For years, the outdoor industry has claimed it wants to be more diverse, equitable, and inclusive. If affordability is one of the biggest barriers to inclusion, are we really addressing it?

What Does Affordable Mean?

When Phillips struck out at Neptune, she headed to REI and was overwhelmed by the prices there, too. It’s a common problem says activist Cianna Walker-Flom, who has criticized the outdoor industry for being “intimidating and exclusionary for those who are underrepresented.” She believes a key way to welcome them in is for brands to partner with nonprofit organizations that serve underrepresented populations to offer them upcycled (or new) gear at greatly reduced prices for lending libraries.

The fact is, “affordable” is a relative term. But you could say several brands in the industry are already delivering. In the sleeping bag realm, for instance, Marmot, Kelty, The North Face, and Slumberjack have produced sub-$100 bags for years. But even a $79 bag would be pushing it for a minimum wage earner. [Patricia Cameron reported on this problem in our Winter 2020 issue: “It would take a minimum wage worker two full eight-hour days to afford new hiking shoes from most outdoor brands,” she wrote.] And there remains an undeniable performance gap between a $69 Kelty bag that works as a legitimate (albeit bulky) backcountry option and the $25-dollar Walmart variety that left Phillips cold.

Gear Everyone Can Afford

Brands have very different views on what’s possible when it comes to price versus performance. Durability, for example, is subjective (see p. 48), and Big Agnes founder Bill Gamber acknowledges that even his $200 “entry-level” tent is out of reach for many people like Phillips. But, he says, skimping is risky. “Check the dumpsters in Moab. They’re full of Costco and Walmart tents,” he says. “It’s just not possible to make a $100 tent that will last. At least I haven’t figured out how to do it.”

Kelty has almost cracked that nut—it offers several quality two-person tents that are just north of 100 bucks. Senior vice president and general manager Russ Rowell is content in that middle market and doesn’t intend to chase even lower prices. “Once a brand presents itself downstream, it’s very hard to go upstream,” he says. That creates a hole in the market which is precisely where two companies—Decathlon and Walmart—see opportunity.

In 2017, the 43-year-old French sporting goods giant Decathlon entered the U.S. market. The brand takes pride in providing quality gear at extremely low prices, and its one-year, 352 percent sales growth in the U.S. proves that people are hungry for decent gear at rock bottom prices. Consumers flock to the 47,000-square-foot Bay Area store for daypacks as low as $3.50 (not a typo) and tents that cost just $59. The company’s scale—it has 93,000 employees worldwide—allows it to build gear at prices so low it’s easy to doubt the quality, but review after review, from the likes of ��ϳԹ��, BACKPACKER, and Runner’s World, praise the brand’s performance-to-price ratio.

And hot on Decathlon’s heels is the icon of affordability in the U.S.: Walmart.

Walmart’s Bid for Backpackers

Eoin Comerford, CEO of Moosejaw, which is owned by Walmart, made a splash in 2018 with his efforts to bring premium brands and premium prices to Walmart customers by creating a “premium outdoor store” online. At the time, Comerford believed he was introducing high-end outdoor products to people who’d never been exposed to them. But the project failed after brands including Black Diamond, Deuter USA, Katadyn, Therm-a-Rest, and Leki pulled out, insinuating that by selling on Walmart.com, they’d take the special out of specialty brands.

Comerford learned from the failure. In April, he told The Voice, “We [moved] away from the Premium Outdoor Store because the whole idea of premium versus everyday brands ran counter to our goal of inclusivity.” Instead, he wanted to create an “everyday” brand that would offer “specialty-level performance and quality” to customers of Walmart and fill what he says is a huge gulf between mass market and specialty backpacking gear. “The most likely source of beginner backpackers are car campers who already enjoy life in a tent,” he says. “The most recent KOA North American Camping Report shows car camping is already becoming more diverse. Non-white active camper households increased from 12 percent in 2012 to 31 percent in 2018. Even more encouraging, people of color made up the majority—51 percent—of first-time campers in 2018.”

Comerford believes that price is standing in the way of more people becoming backpackers. So in May, he led the Walmart launch of two “mid-tier” brands that sell through both Walmart and Moosejaw channels and cost the same on each website. Lithic is a backpacking equipment brand that includes tents, bags, packs, stoves, and cookware (also sold in Walmart stores) for prices ranging from $25 to $148. Allforth (online only) offers men’s and women’s fair-weather (nothing waterproof or insulated) hiking apparel in regular and plus sizes with prices ranging from $13 to $40.

The products are made in China by factories with experience manufacturing enthusiast-grade outdoor equipment, says Comerford. R&D was a team effort between Moosejaw experts, Walmart development and sourcing teams, and these factory partners.

The least expensive Lithic sleeping bag is a 35-degree synthetic that weighs just under 4 pounds and costs $64, which is comparable to many price-point bags already offered by established outdoor brands. The thing is, Walmart shoppers may not be familiar with Kelty and The North Face. This effort is about bringing new and better-performing alternatives to Walmart’s huge audience—many of whom may be people who, as Phillips says, are left out of the outdoor conversation.

The new brands launched just a few weeks before press time. Reviews are still coming in, and some of them are not glowing (google it for yourself).

Performance aside, some skeptics, like Walker-Flom, see Walmart’s move as opportunistic, not altruistic. “This is an issue of stores realizing they’re missing out on a whole market segment of passionate campers with limited funds. It’s great to have access to more affordable gear, but when it’s lower quality, you’ll pay now and then pay again when it wears out or breaks.”

But Comerford remains adamant that Lithic and Allforth will break down barriers by leveraging Walmart’s massive, loyal customer base and introducing them to better quality gear. “With the current backdrop of Black Lives Matter, it’s never been more important to grow the outdoor pie by making participation more inclusive,” he says.

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Chatting with Outdoor Industry Association’s Lise Aangeenbrug

objmigrationbot — Fri, 10 Apr 2020 00:03:24 +0000

Lise Aangeenbrug’s first day as executive director of Outdoor Industry Association was March 4, 2020. Less than one week later, our country was in the throes of the coronavirus pandemic. It wasn’t exactly what she signed up for. Just over one month into her new gig as the leader of our industry’s trade association, we checked in with Aangeenbrug to find out how this crisis has forced OIA to pivot, what they’re doing to support all the struggling brands through the crisis, and how OIA as an organization will weather the storm.

It’s been a tough first month on the job. How are you feeling?

Honestly, up and down. It’s hard both personally and professionally. Like so many others, I have family members that I worry about. Some of our staff members have high-risk family members they worry about. We have businesses that are hurting. At the same time, I’m seeing more people outside than I’ve ever seen, and that gives me hope for the future.

The big unknown is how long this virus will be out there. How do you plan for something that there are no good models for? Our focus right now is on keeping our community together and pivoting as an organization to do just that.

Like so many of us, you’ve no doubt spent much of the last several weeks on phone calls and in Zoom meetings. What has the big takeaway from all that communication been?

Every meeting and call I’ve had has been both scary and encouraging. We are all in triage mode. Everything is a big question mark, and there’s no silver bullet. The pandemic hangs over the entire industry, our whole ecosystem. When will places to play open? How will retail survive? What are brands doing to help retailers? What’s happening in the supply chain? Everyone’s trying to figure out what to do. But one thing’s for sure: The level of care and communication in our industry positions us well for the long term.

About 70 percent of OIA’s funding comes from Outdoor Retailer. Now that two shows have been cancelled in the span of six months, what kind of short- and long-term impact does that have on OIA?

Short term, we’re ok, but long term, we face the same issues and concerns as the entire industry. We’re here to serve our industry, and when our industry suffers, so do we. We’re looking at where we can cut costs while still addressing the needs of our industry.

We will certainly be challenged by losing recent show revenue, but we will be fine. Our longer-term concern is the health of our trade shows moving forward. If OR went away completely, that would certainly have an impact on OIA. It’s important to note that most trade associations in America have a business model that’s based on trade show revenue. That said, we’re certainly looking at other ways to provide value and secure funding in different ways.

Will OIA get an insurance payout from OR?

Whether or not the Outdoor Retailer show cancellation is deemed an insurable event is really a question for Emerald Expositions. If it is, it’s possible that some portion of the proceeds could come to OIA.

Is OIA a healthy trade organization? How do you measure that?

Yes, we are. Just like any business, nonprofits and trade associations measure this in amount of reserves they have and whether they can stay functional during what I call stochastic, unanticipated events. OIA is in a healthy place by that definition. I sit on a lot of boards that do not have reserves and will not be as likely to weather this storm.

But beyond our own health, we worry about the health of nonprofits who offer things that benefit the whole outdoor community. To do well, you need to be doing some good. But in order to do good you need to be doing well. The way I think about this: We need a healthy industry because the industry does so much more than providing product. We support non-profits, advocate for the outdoors and local economies. That’s OIA’s main role right now. It’s why we exist: to not just help people, but help people do good.

Have you had to make any layoffs or furloughs, like so many other companies in the industry?

Even before this crisis started, I took on the new position as executive director with a clear focus of looking at how to most efficiently serve our members. Very early, I made some decisions to revisit and reduce the size of our government affairs staff in D.C. Our total staff is currently 24 people. As we look at our future, we’re looking at member surveys, revenue forecasts, and we’ve made some immediate moves to reduce expenses. The rest is still under review.

What are some of the key actions OIA is taking to help the industry through this crisis?

Most urgently, we’re working with local, state and federal governments to remove punitive tariffs on outdoor goods and defer all tariffs for 90 days, to guide federal and state government to consider outdoor recreation businesses essential, and to urge federal and state governments to increase investments and protections of outdoor places. We’ve also set up a COVID-19 hub with a variety of resources and tools to help our members, including guidance on how to apply for loans.

But just as important, we’re really looking ways to keep our community together virtually so we can stay engaged with the community and keep important conversations going.

Also important is that we will continue our work on increasing outdoor participation and battling the effects of climate change through the Climate Action Corps.

Do you worry about certain projects and initiatives—like participation, DEI, sustainability—losing critical momentum when everyone is so laser-focused on getting through this crisis? How will we get back on track?

We don’t want to lose momentum, but some of our work will have to move more slowly or in more partnership with others. On the Climate Action Corps, we’re hearing: “Don’t stop, please keep us informed.” We’re not halting work on participation either. The Outdoor Foundation Board is still really engaged doing their work and fundraising for participation. We’re not walking away from anything, but we’re slow-walking now.

What’s your key message for the industry you serve right now?

We’ve been this industry’s trade association for 30 years, and we’ve had a lot of successes together. Now is the times for us to come together to think about what we need to survive and ultimately thrive. Together we are a force.

Any parting thoughts?

I do think there’s a long-term silver lining here. More people want to go outside now more than ever before. As Americans reawaken to what the outdoors provides—physical and mental health—as we go through this next year, it will be incredibly important to get outside and get the gear they need to enjoy it safely and comfortably. When this country goes through economic difficulties, the outdoors is one of the best free or low-cost opportunities for people to recreate.

The outdoors is the tonic we all need right now, more than ever.

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OIA Announces New Executive Director

objmigrationbot — Fri, 07 Feb 2020 11:15:00 +0000

After a six-month search, Outdoor Industry Association (OIA) has announced its next executive director. Aangeenbrug currently serves as executive director of the Outdoor Foundation, OIA’s philanthropic arm that focuses on getting kids and families outside.

OIA vetted almost 400 candidates for the job and conducted more than 50 interviews, but ultimately turned within its ranks to elevate Aangeenbrug to the position, which was unanimously approved by the board.

Aangeenbrug joined Outdoor Foundation in 2018 and quickly began working on multi-year capacity building grants to underserved communities. She launched the Thrive ��ϳԹ�� Community grant program in 2019 to create “repeat and reinforcing outdoor experiences that are unique and culturally relevant to each community’s local kids and families” in four pilot communities: Atlanta, Oklahoma City, Grand Rapids, and San Diego.

“Lise’s strategic vision, conservation expertise and track record of coalition building make her the right leader to move the outdoor industry’s important work forward,” said Nora Stowell, OIA board chair and fabric sales and marketing divisional leader at W.L. Gore & Associates in a statement. “Time and again, Lise has proven that collaboration creates action and cements positive change.”

Before joining the Outdoor Foundation, Aangeenbrug was the executive vice president of the National Park Foundation (NPF). Prior to that, she served as executive director of the Great Outdoors Colorado (GOCO) Trust Fund.

“OIA has a unique role around bringing together voices and ideas to support thriving outdoor businesses, to empower and build thriving outdoor communities and to ensure a thriving planet,” wrote Aangeenbrug in a press release. “This is a dream job, and I am excited to collaborate with the outdoor industry and other organizations to build a big tent that leads to powerful action.”

Last October, Outdoor Industry Association announced that Amy Roberts, who served as ED for four years, was stepping down and assuming the role of senior director of communications and corporate social responsibility at The North Face. During the search, Steve Barker, a longtime champion of OIA’s work, past board member, and co-founder of Eagle Creek, served as the interim executive director.

Aangeenbrug will begin her work as executive director of OIA in March. She will remain as president of the Outdoor Foundation when she moves to OIA, and the foundation will start a search for a new executive director.

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Moving Forward in the Wake of the Camber Outdoors Debacle

objmigrationbot — Sat, 09 Mar 2019 12:42:32 +0000

Just when the outdoor recreation industry seemed to be making serious progress on the complex issues of racial diversity, equity and inclusion (DEI), the best efforts of a leading advocacy organization were stopped dead in their tracks. Despite its good intentions the initiative created by Camber Outdoors called the CEO Outdoor Equity Pledge ironically failed from the moment it was formally introduced by neglecting the very thing it was designed to do: bring people together.

Described as the “first of its kind,” the Equity Pledge was meant to obligate the commitment of senior executives at more than 60 outdoor industry companies to address the interests of under-represented minorities as part of doing business. But the spirit of the document ignored the work begun by grassroots activists within the same communities the outdoor industry now aims to reach. Not only did Camber fail to ask people of color (POC) for assistance with the creation of its program, it co-opted the previous work of activist Teresa Baker, similarly titled the Outdoor CEO Diversity Pledge.

With virtually no direct engagement of the many outdoor-facing affinity groups, whose members include people across a broad spectrum of racial and cultural identities, Camber made a critical error that resulted in a lot of hurt feelings, professional embarrassment, and—ultimately—the resignation of its executive director Deanne Buck.

The Racially Charged Nature of the Topic Makes Companies Nervous to Commit to Action

Now that a bit of the dust has settled from the swirl of controversy a month ago, it’s possible to take a look around the cultural landscape of the outdoor industry and see where we might go from here.

A lot of angry rhetoric on social media and calls for Buck to step down sent ripples of genuine fear throughout the business community. Intimidated by the emotional sensitivity of this very complex issue, several outdoor industry companies have become skittish to start communicating with both employees and customers on DEI for fear of making a blunder. Many are afraid that they, too, might make an inadvertent mistake and suffer the same fate—public outcry and backlash— as Camber.

One marketing manager of a major outdoor brand, who asked not to be named for this story, expressed profound reservations to even discuss it. “We feel we have not made enough headway or tangible progress to be credible in the conversation,” the manager said.

As Camber Outdoors continues to advocate for equitable workplaces under the direction of interim executive director Diana Seung, the Equity Pledge is still in effect. At the same time, Baker’s Diversity Pledge is growing—there are currently 34 signatories (11 have signed in the last month).

Many in the industry want to take direct action and work toward substantive compliance with whichever of the two pledges they have signed. Most, however, aren’t exactly sure how to proceed.

But rather than looking back over the events of the past month to discover what went wrong, those who are dedicated to moving DEI efforts forward hope to create and practice more effective ways to bring the industry together toward a common goal, an outdoor recreation community where everyone is welcome to participate.

“I want unity more than anything. I want to do away with this ‘that-side-verses-this-side’ conversation,” said Baker. “What I want is for us to understand that we all care about these outdoor spaces and as such I think the more people at the table around the conversation on the protection of these outdoor spaces the better.”

The Two Diversity Pledges Are Different, but Similar, and Can Co-exist

In principle, the two pledges have a great deal in common, but they’re also slightly different. Camber’s Equity Pledge emphasizes the priorities of professional organizations who tend to resist external regulation, Baker’s Diversity Pledge encourages direct engagement with the POC community and suggests a more transparent holistic approach.

Neither document contradicts the other. Therefore, it’s possible that both could exist in tandem as guiding practices for companies to employ.

“In an ideal world we wouldn’t need any pledge,” said Seung. “However, the reality is that every company is at a different stage in their DEI maturity. I love Teresa’s pledge because it’s all-encompassing and challenges CEOs and organizations to focus on DEI efforts across the workplace, marketing, participation, and more. However, signing up for all of that can be intimidating for some organizations. I celebrate those CEOs who have signed her pledge but recognize it’s not for everyone.

“Our CEO Outdoor Equity Pledge focuses primarily on the workplace, which for many CEOs is a great stepping stone from the gender equity focus we had before. I think both pledges need to exist so that we can get as many people invested in this work to have the conversations around equity in the outdoors.”

A Path Forward to a More Inclusive Outdoor Industry

As the U.S. population grows through the 21st century, it will soon shift to favor a non-white majority. It is anticipated that by the year 2045 most American citizens and residents will be people of color. If outdoor recreation is going to remain culturally relevant as this change occurs, many believe that the outdoor industry must change with it. “The way we do that is connecting these communities of color to these outdoor spaces,” Baker said. “And I think the outdoor industry can play a huge role in that.”

As the collective voice for many different businesses and institutions, the Outdoor Industry Association is the most likely professional group to actuate efforts to encourage DEI nationwide. Baker believes OIA can lead its member companies toward a professional environment that reflects the diversity of the population as a whole.

“I don’t want to apply pressure to OIA, but they have a lot of freaking power. They need to do something at this point to help us come together,” she said. “Not fix it, because it’s not their job to fix it. But I think it’s their job to find a way to get us all talking.”

Though traditionally focused on economic issues and regulations of the federal government, OIA has a vested interest in expanding the outdoor community to include more people of color, along with other under-represented segments of the population.

To date, OIA has left the job of workplace equity to Camber Outdoors and hopes to inspire its members to honor the principles of the Equity Pledge as well as Baker’s Diversity Pledge.

Gareth Martins, marketing manager at OIA, says all efforts to achieve DEI should be encouraged. “There are no wrong answers on this journey. Any attempt to forge forward and start figuring this out is ultimately good for any brand,” he said. “But we can’t do this from a perspective of fear. I think it would be a good task for OIA to provide messaging and guidance for our member companies on why they should take this journey.”

What Exactly Does Progress in DEI Look Like?

Organizations that support the interests of the outdoor POC community are eager to help. Danielle Williams is the founder of Melanin Base Camp, a social media network that encourages people of color to enjoy the natural world. Her website DiversifyOutdoors.com is the online home of Baker’s Diversity Pledge. With an eye toward changing the cultural landscape of the outdoor industry Williams has a clear vision of how the path of progress might be different. Throughout the outdoor industry she wants to see broader representation in professional settings.

“Progress looks like paying fat, queer, and POC talent and photographers industry rates. Progress looks like diversifying boards of directors and empowering black, brown and indigenous folks within outdoor organizations,” she said. “Progress is recruiting MBAs from HBCUs (historically black colleges and universities) and changing your organizational culture to ensure your company is a place where diverse people and diverse ideas can thrive. Progress looks like refusing to work with ad agencies, PR firms and media production companies that do not reflect the diversity of your customers.”

With this kind of input, Camber is getting a good idea of where its efforts need to improve. Seung said recent conversations around the industry have prompted her organization to recognize its complicity in the same problems it had hoped to correct.

“We needed to hear the criticism and feedback around how our approach ignored the voices, experiences, and contributions of people of color and communities who have not had a seat at the table,” Seung said. “We are moving forward and dedicated to doing the equity work required to help drive positive change with eyes wide open.”

Working Together on DEI Is Critical: Everyone Has a Part to Play

But with much work still ahead, some suggest that the responsibility of diversifying the outdoor industry cannot fall exclusively upon a single institution. Lise Aangeenbrug is the executive director of the Outdoor Foundation (OF), OIA’s philanthropic wing. Charged with the mission engaging young people and their families to become stewards of the natural environment, she knows, like Camber, her organization can’t do the work of DEI alone.

“The industry needs to see this as a continuum of work that’s all related and fits together,” Aangeenbrug said. “I work on the side of getting kids and families outdoors and creating diversity, but in my mind that doesn’t work unless there’s also internships, recruiting, and marketing. The foundation cannot solve this problem. None of us can. What the foundation can do is work on a piece of it. But the industry really needs to embrace a much larger view of this.”

One way OF is embracing its piece of the challenge is the Thrive ��ϳԹ�� pilot program, launching in at least four cities across the country later this summer. The initiative aims to support local networks of youth development agencies, schools, and outdoor adventure groups such as the YMCA or the Boys & Girls Club and provide repeatable experiences that can reinforce an interest in the outdoors that’s culturally relevant to that community. The Outdoor Foundation has received about $2 million contributed by OIA member companies to make this happen.

“Our plan is to scale up over time to 16 places where we make the investment. I think it’s important to note that we’re not doing the work. We’re fueling it with funding from the outdoor industry,” Aangeenbrug said. “This isn’t going to overnight-change the diversity of who goes outside, but it can bring attention and dollars to the issue. And really get communities to see the benefits of kids and families getting outside.”

Direct engagement opportunities within under-represented communities can serve to raise awareness for the values of outdoor recreation. Over time, with the help of affinity groups like Outdoor Afro, Latino Outdoors, Brothers of Climbing, Unlikely Hikers, and others the outdoor industry can inspire a new generation of enthusiasts that reflect the changing face of the American public. By working through partners on the ground who have solid relationships with the communities they aim to reach, companies are also creating a diverse pool of potential job applicants POC job applicants, individuals with authentic experiences that may emerge from these groups.

The Changing Face of the Industry

Major players in the industry like The North Face are preparing to welcome this new demographic of employee candidates into their workforce. Reggie Miller, senior director of global inclusion and diversity at the VF Corporation says he looks forward to hiring from a different pool of job applicants in the future.

“We have publicly announced our commitment to achieving gender parity at the director level and above by 2030, and 25 percent representation for people of color in the U.S. by that same year. By reaching these goals, we will inevitably develop a workforce that looks more diverse than we do today,” Miller said. “But again, we aren’t doing this for the optics; we’re doing it because our workforce should reflect the diversity of the global consumer populations we serve.”

Though many companies are inspired to do the work of DEI, it’s never easy to know where to begin. Despite its size and market presence across the nation even a retailer like REI struggles to better represent the interests of its customers and employees.

“Part of the inherent challenge in diversity efforts is that there’s no single ‘right way,’” said Laura Swapp, REI’s director of experiences marketing. “But we can’t get stuck. Eventually you have to pick a path and move, knowing the path will always change.”

Perhaps with a better understanding of how its efforts can more proactively serve under-represented communities in the outdoor industry, Camber, OIA, OF and other organizations can start designing programs and systems that are responsive to the ever changing landscape of our cultural reality.

But any journey begins by taking that first step. For some, signing one of the two CEO Equity/Diversity pledges is a good place start. By formally declaring a commitment to changing their business practices companies, they can steer themselves in the right direction, but moving this intention forward may require some professional help.

Angelou Ezeilo is the founder and CEO of the Greening Youth Foundation, a nonprofit that prepares young people of color for professional careers in federal bureaus of land management as well as private sector outdoor industry companies.

In order to avoid an embarrassing failure that might discourage or inhibit forward progress, she suggests starting slowly with manageable goals. Ezeilo recommends first making small internal changes, such as creating programs for cultural sensitivity training. With a working understanding of offensive behaviors or the potential for unintended micro-aggressions, companies can define an inclusive workplace.

Senior management has to model good professional etiquette as an example of the corporate culture from the top down. And whenever possible, veteran employees should act as mentors to help guide the careers of new hires from different backgrounds, so that they are not only made to feel welcome but given the tools and opportunities they need to be successful in the organization.

But this kind of institutional change will take a lot of time and effort. As a first step on the journey of DEI in the outdoor industry companies both large and small can begin by creating an environment where everyone is happy to come to work.

“You’ve got to start somewhere, so start quietly at first,” Ezeilo said. “Authentically do the work on this thing that you’re creating and make sure before you take it out to the public or to social media that you’ve got a majority of the major kinks worked out. Then grow it from there.”

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