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Another success story on the multicultural and diversity front is the city of Philadelphia. According to Tanya Hall, executive director of the Multicultural Affairs Congress of the Philadelphia CVB, revenues generated by African-American groups who choose her city as their meeting place has topped $1 billion in 15 years. Yes, you read that right, billion with a “B.” And even that number might be understated somewhat. African-American’s more than any other group bring their families along to most meetings and plan vacations around events driving up revenues even further.

Recognizing the need for better tracking methods, Philadelphia is one of 15 destinations taking part in the development of an initiative run by Meeting Professionals International to create a more comprehensive multicultural database to better track revenues and other contributions from minority groups.

When asked what she thought Philadelphia was doing right when it comes to embracing diversity she said, “it’s a marriage, not a one night stand. It’s a commitment of human and financial resources and most of all time.”

Nearly 15 percent of Philadelphia CVB’s bookings are multicultural, the majority of which is African-American. Hall says that 60 to 70 percent of her budget is targeted to advertising in the African-American meetings marketplace. No wonder Philadelphia has developed such a sterling reputation for its hospitality to African-American meeting planners.

On the hotel front the MGM Mirage in Las Vegas has emerged as one of the industry’s recognized leaders when it comes to diversity. In 2003 the MGM Mirage was ranked 31 on (i)Fortune Magazine’s(ei) “50 Best Companies for Minorities.” Fifty-three percent of the company’s 43,000 employees are members of some minority group and 30 percent are in management.

Punam Mathur, senior vice president of Corporate Diversity and Community Affairs for the MGM Mirage says, “African-Americans are the fastest ascenders to the middle class…they have fewer children and more discretionary income.” With numbers like these it’s hard to ignore the impact African-Americans have on the meeting and convention business. Mathur says her properties in the past have attracted family reunions, sororities, fraternities and trade associations.

One coup Mathur is particular proud of is the MGM Mirage’s association with the Deltas’. Its 250,000 members make it one of the largest African-American organizations in the world. For the first time in the sorority’s 90-year history, they held a convention in Las Vegas.

The MGM Mirage’s commitment to diversity goes beyond attracting meetings and conventions. As mentioned earlier over half of their employees are members of some minority group. The biggest challenge Mathur sees going forward is diversity in the senior management ranks. Currently less than 10 percent of senior managers are members of a minority group. To help solve that problem the MGM Mirage established a scholarship fund with the hotel college at the University of Nevada, Las Vegas (UNLV). Their five-year half-million dollar partnership with the UNLV provides scholarships, internships and mentoring programs for ethnic minorities. Their goal is to recruit, retain and graduate students and provide jobs in the hotel industry. It’s obvious to any one who works with the MGM Mirage that their reputation as one of the top companies for minorities is well deserved as they continually strive to improve the composition of their workforce.

The Providence, Rhode Island based MultiCultural Foodservice and Hospitality Alliance (MFHA) is a national think tank that promotes the economic benefits of diversity and inclusion in the food service and hospitality industry. The president and founder of the organization Gerry Fernandez, and his Board of Directors are intimately involved with several large companies that are either a part of; or service the hospitality industry. Rather than focus on various multicultural programs, MFHA promotes “diversity through dollars.” MFHA works closely with major corporations to encourage them to work with minority owned vendors and suppliers. Not only does this make for good corporate relations with minority communities, it also means an improved bottom line. Let’s face it, one color all major corporations understand is green. Despite the positive work of MFHA, Fernandez knows there’s a long way to go.

Fernandez would like to see minority-owned companies treated as mainstream business entities eligible to compete for all contracts regardless of size as opposed to low-end set-asides to fill quotas that allow these big companies to behave as good corporate citizens when in fact, they are not. Fernandez is quick to point out that minority-owned companies must come to the table ready to handle their business and not come to look for a handout. These companies should be well run and professionally managed. He has seen far too many minority run companies not ready, or able, to deal with the demands of these bigger contracts.

Two other problems Fernandez sees as it pertains to diversity in the food service and restaurant business is the retention rate for African-Americans. It has remained flat for three years at just 15 percent. And second, the service portion of the food and restaurant industry is predominantly Latino. Latino’s must get up to speed with the English language and better their education so they can move into management positions, further increasing the likelihood of Latino companies and individuals participating in the profits of the industry.

Fernandez is a straight shooter in his approach to dealing with diversity and inclusion of people of color. He’s seen the good and the bad from both sides and understands the issues facing the industry. MFHA is great resource and one that any minority vendor might want to investigate further.

Unfortunately, it is also our duty to report that we’ve contacted several companies who have performed less than admirably when it comes to diversity. Some refused to return our calls and those that were returned were less than forthcoming about programs they’ve instituted to include people of color across all their business platforms. I’ve been left to draw the conclusion that diversity and multiculturalism is still not as important as it should be to several within the hospitality industry. And as most people of color already understand there is much work to be done.

A major issue I’ve uncovered as a result of my research for this story is proper tools to measure the effects of diversity programs. While several companies have in fact instituted programs and policies of inclusion many still don’t have an affect means by which to measure their success. It’s easy to devote money to the problem, but without time, effort and support from top management, success will be difficult to measure much less achieve. The organizations listed above should give those of you who struggle with diversity some ideas on how you too can be successful in the African-American marketplace.

The fact that this is 2004 and we’re still having to convince large companies to include people of color in their marketing, advertising, employment and other business practices is a testament to our need to continue to pursue diversity and inclusion in the hospitality industry with a passion. It’s been proven time and again in study after study that African-Americans are the most loyal consumers in this country if treated properly. Collectively, our disposal income is the largest of any ethnic group. To ignore this, at a minimum is a disservice to the shareholders of a large company that is driven by profits. If we separate revenues from the equation inclusion is just the right thing to do.

The success stories of the companies listed in this article should prove once and for all that inclusion and diversity should be part of any business model as you move forward. This country is increasingly becoming more diverse. To continue to ignore large segments of our population is business suicide.