As one of the most visible Hispanic activists in the city, many groups seek her voice at their tables. Or, more accurately, these groups seek a Hispanic person and don’t know where to go.

It’s a nice problem to have; these groups have identified this absence as a weak spot and want to fix it.

“I’m always excited to see organizations concerned about establishing connections with the Hispanic community,” she said. “That’s a good thing.”

Obviously, da Silva can’t accept all of those invitations. But there are thousands of Hispanic people in Tulsa capable and interested in this type of service.

Tulsa has made progress in creating a pool of experienced board members among under-represented communities through various leadership institutes.

By the look of the state of Oklahoma’s boards, commissions and administrations, officials ought to visit Tulsa and learn a few things.

About 10 years ago, Leadership Tulsa began partnerships with groups such as the Tulsa Area United Way, Hispanic Chamber, Oklahomans for Equality and the Tulsa Regional Chamber to provide training and board internships to people in marginalized communities.

These are emerging and established leaders wanting to be part of governing opportunities but aren’t part of the historic, established networks.

Leadership Tulsa Executive Director Wendy Thomas said about a third of the graduates from the programs are immediately placed on area boards, and many others continue their volunteerism.

“Having had their first experience on a board, my hope is that as these individuals mature in their careers and their leadership, they will be available to step up and lead again and again. And each year that available cohort will be wider and wider,” Thomas said.

Many requests come to Leadership Tulsa to fill board positions, but not enough.

“Truthfully, I wish we got even more,” Thomas said.

Diversity and inclusion must be an intrinsic part of an organization; built into its operating fabric.

Also, and more important, a group must listen to these new and alternative voices. Otherwise, it’s tokenism and pointless.

The University of Oklahoma’s recent unrest around race issues put a spotlight on its all-white, male-dominated board of regents, which is also the case at Oklahoma State University and Oklahoma State Regents for Higher Education.

Gov. Kevin Stitt’s new administration is overwhelmingly white and male, just as state oversight boards from health to agriculture.

These do not reflect the 51 percent of women living in the state and ever-growing racial and ethnic communities. Census data for more than 15 years show the strongest population growth for Oklahoma and Tulsa coming from Hispanics. Yet Hispanic leaders are not represented among appointed boards or in elected office.

Also missing are voices outside the moneyed classes. Nonprofits tend to look for people who can significantly donate and bring in others with heavy bank accounts. Wealthy and upper-class people usually mingle within a silo.

That leaves out a huge swath of people with other talents and connections.

This economic criteria may not be the best use of a board position, argues Tulsa attorney and author Hannibal Johnson, who has spent most of his career training in diversity and inclusion including facilitating the New Voices program for Leadership Tulsa.

“An organization must ask ‘What are our core values and is our board reflective of those?’ ” Johnson said.

A crucial first step is like any self-help program: admitting to having a diversity problem. An organizational audit may be needed to identify what’s missing. Figure out the mission of the organization and of its board members.

Then don’t depend on the friends list and social circles among existing board members. That isn’t enough.

“If you want to get a diversified board, you have to be intentional,” he said.

Finally, listen. A diversified board means a cultural shift, which can bring difficult growing pains.

“Diversity and inclusion is not an island unto itself,” Johnson said. “It is part of the system.”

If OU had a more diverse board perhaps policies around race would have been in place. For concerns around sexual harrassment, equal pay and gender-related issues, having more women as leaders helps.

“You do pay a price for not embracing diversity and inclusion,” Johnson said.

Thomas said organizations like Leadership Tulsa have an obligation to recruit people into its leadership programs, and companies need to invest in their available talent.

“Success in this area is a long game, not a short game,” Thomas said. “We have the responsibility to begin shifting the paradigm where companies and organizations acknowledge assets within diverse communities. We encourage and mentor individuals from those communities to own their own expertise, to help them gain new skills and knowledge, and to help them make valuable connections to opportunities for leadership they might not have been aware of or considered for before.

“At the same time organizations, both their employers and the boards and commissions, have to make diverse recruitment a priority so that talent is being recognized and given opportunities for advancement within our companies and organizations too. Are they truly valuing diverse voices? Do they have a sufficiently broad definition of what constitutes valuable contribution? Are they limiting their own opportunities for growth and evolution by taking a ‘one and done’ attitude toward diversity?”

Tulsa Mayor G.T. Bynum last year established a plan to more purposely appoint Hispanic people to city commissions — just as his grandfather did in the 70s when women were absent.

Gov. Stitt has promised to review all the state boards and commissions to appoint people to better reflect the population. He only needs to come home for a visit to see how its been done.