Attachment 7c OEDI Strategic Plan for Regular Meeting held Feb 11, 2020 12:00pm at Pier 69

7c OEDI Strategic Plan

OFFICE OF EQUITY, DIVERSITY AND INCLUSION
(OEDI)

2019-2020 STRATEGIC PLAN

OVERVIEW OF PLAN
History and Background
The Port of Seattle is committed to joining regional and national efforts to achieve equity and justice for
all, and recognizes our essential role is in building a socially just institution by dismantling the structural
barriers that have prevented the full participation of our most marginalized communities.
Port leadership recently created its first Office of Equity, Diversity and Inclusion (OEDI). The Office is
charged with ensuring that infuse equity1 practices are infused throughout Port operations and
providing strategic and policy direction on equity issues. Since 2017, the Port has stepped up efforts to
integrate equity into its work. Major activities have included:
Leadership deepening understanding about equity and anti-racism through trainings,
workshops, and speaker events
As an agency, joining the Government Alliance on Race and Equity (GARE), a national network of
governments working to achieve racial equity
Employees participating in trainings about equity and institutional racism
Formation of a cross-functional staff team sponsored by Port's Executive Leadership Team (ELT)
to lead equity work across the enterprise
Creation of a Racial Equity Toolkit with initial implementation through pilot projects
Creation and implementation of the Duwamish Valley environmental justice project
Creation of dedicated full-time staff positions, including Equity Program Manager and Senior
Director Equity, Diversity and Inclusion
Purpose of Plan
In 2018-19, Port leadership created its first equity department, called the Office of Equity, Diversity and
Inclusion (OEDI), charged with ensuring that equity goals are incorporated throughout Port operations
and providing strategic and policy direction on equity issues. The Office is led by a Senior Director who is
a member of the Executive Leadership Team and reports directly to the Executive Director.
The purpose of this plan is to guide and describe OEDI's mission and work from its inception. It is a
"hybrid" strategic plan/workplan that includes broad strategies that will remain relevant over several
years, while also laying out associated Key Results, which are concrete actions OEDI will complete during
its first year.
Building on previous work
Because of the work on equity to date, a major tenet of this Plan is to leverage and build on that where
possible. That means using or updating tools and resources already created, and creating anew only as
needed. It also means that rather than conducting a comprehensive equity planning process "from
scratch", OEDI will tap an existing Port-wide planning process, CPI/lean government, and collaborate
with other Departments to integrate an equity lens into that work. In short, the approach is to tap
1 This document uses both the terms "equity" and "racial equity." In the last quarter of 2019 and first quarter of
2010, OEDI will facilitate Port-wide discussion to come to understandings of how equity will be defined going
forward.
2

what's already in place, identify new opportunities to improve, and knit these pieces together to deepen
equity practices and thereby further catalyze organization-wide and systemic change.

Terminology
In this Plan, key terms include Strategies, Objectives and Key Results. Each is defined below.
Strategies: Three overarching strategies that represent multi-year/longer-term goals to be
achieved.
Objectives: Medium-term goals/actions that taken together will achieve the broader Strategy
under which they are grouped.
Key Results: Specific, concrete activities or actions that will be completed to achieve an
associated Objective. In this Plan, Key Results span a 1-year implementation timeframe.
The Plan includes three Strategies: one focused on internal transformation, one encompassing external
or public-facing goals, and one describing strategies to build OEDI's capacity to lead and manage equity
work across the enterprise. The Strategies are:
STRATEGY 1
Transform Port of Seattle agency-wide by infusing equity principles and practices into all
aspects of organizational structure, programs, policies and processes.
STRATEGY 2
In carrying out its mission to create economic opportunity and living wage jobs, provide
equitable and tangible benefits to impacted communities of color, and immigrant and
refugee communities.
STRATEGY 3
Build an EDI Office to capably lead and manage work across the Port that will result in
fulfilling Strategies 1 and 2 and manage engagement with communities impacted by
operations of the Port to receive input on an on-going basis.

Key Concepts
The concept of Normalize, Organize, and Operationalize undergirds this plan. The Government Alliance
on Racial Equity (GARE) has developed this as a way to think about systemic change for equity. These are
three stages (though not necessarily linear) that equity activities can fall into, and all are important to
achieve comprehensive system change.
Normalizing racial equity within an institution means just that to normalize talking about equity so
that over time it becomes an organizational norm and leads to results, such as through modeling and
tone setting by leadership, and employee dialogs and learning events.

Organizing for equity means building infrastructure and capacity to implement equity practices, such as
by creating policy; completing an equity planning process including establishing definitions, vision and
values; and creating staff capacity.
Operationalizing includes all the elements that allow equity principles to be fully integrated into day-to-
day operations, including: budgeting with an equity lens, creating accountability mechanisms, and
ensuring engagement by both Port staff and the public.
In this Plan, each Objective is denoted by Normalize, Organize or Operationalize.
Additionally, the concept of "transactional vs. transformative" underlies this plan. Objectives and key
results are a mix of both, but when there are specific transactional activities, the intent is that taken
together, they result in transformative change.

TABLE OF CONTENTS
STRATEGY 1
Transform Port of Seattle agency-wide by infusing equity principles and practices into all
aspects of organizational structure, programs, policies, and processes. ...................... 7
STRATEGY 2
In carrying out its mission to create economic opportunity and living wage jobs, provide
equitable and tangible benefits to impacted communities of color, and immigrant and
refugee communities. ..................................................................... 17
STRATEGY 3
Build an EDI Office to capably lead and manage work across the Port that will result in
fulfilling Strategies 1 and 2 and manage engagement with communities impacted by
operations of the Port to receive input on an on-going basis. .............................. 21

SUMMARY OUTLINE OF STRATEGIES AND OBJECTIVES

STRATEGY 1 Objectives
Transform Port of Seattle by infusing equity 1. Normalize equity
principles and practices into all aspects of 2. Internal systems
organizational structure, programs, policies, and 3. Leadership modeling
processes. 4. Equitable workplace

STRATEGY 2 Objectives
In carrying out its mission to create economic 1. Public programs
opportunity and living wage jobs, provide 2. Community engagement
equitable and tangible benefits to impacted 3. Accountability to the public
communities of color, and immigrant and refugee
communities. This strategy can be interpreted as
an external strategy.

STRATEGY 3. Objectives
Build an EDI Office to capably lead and manage 1. OEDI functions
work across the Port that will result in fulfilling 2. Staff cadre
Strategies 1 and 2 and manage engagement with
communities impacted by operations of the Port
to receive input on an on-going basis.

STRATEGY 1. Transform Port of Seattle by infusing equity principles and practices into all aspects of organizational structure,
programs, policies, and processes.
Stage of
Objective and Metrics2 Key Result Timing Budget Need
Work
Objective 1. Equity work is 1. Complete initial activities (in last quarter of 2019) to
normalized throughout the lay a strong foundation for normalizing equity
enterprise, from leadership conversation internally. This work will be in
including Port Commission collaboration with HR and will include:
and Executive Leadership
Team (ELT) to staff at all Hold roundtables with POS employees to receive
levels in all Divisions and input and vision for OEDI
Departments. Collaborate with Link Leadership to deliver a
survey to employees to ask widely for a common
Possible metrics: definition of equity
A case statement about why the equity work is
Creation of case statement, critical for the Port
Normalize
and established/updated Define equity, vision and values, theory of
definitions of equity for POS change
Convey key messages and tone: leverage and
# of trainings build on previous work while also deepening and Equity
making systemic, the process doesn't have to be 1-pager:
# of participants who linear Q4-2019
complete trainings Create alignment: shared points of view, shared
vocabulary and language, how staff can engage Q4 2019
# of ongoing equity activities
Develop an equity 1-pager that includes: equity
# of participants in ongoing vision, equity statement, equity theory of change, Moving into
equity activities equity values. Q1 2020

2 Metrics included in this Plan reflect initial draft and will be further developed and finalized as part of initial implementation of the plan.
7

STRATEGY 1. Transform Port of Seattle by infusing equity principles and practices into all aspects of organizational structure,
programs, policies, and processes.
Stage of
Objective and Metrics2 Key Result Timing Budget Need
Work
# or % who report greater Wrap up and analyze pilots of Racial Equity Toolkit
understanding about equity
Disseminate 1-pager to all employees through Training
multiple channels: website, communications pieces, Equity implementation
workshops/forums/meetings, and inter-branch trainings: ($35,000 plus
partners sharing with their divisions and Q1-2020 $15,000 transfer
departments. Update internal and external website. - from HR)
Q3-2020
Finalize and begin to implement equity training
strategy (in collaboration with HR) to support
employees to gain higher levels of knowledge and
skill and to build their capacity to support and lead
equity work among their peers/colleagues. (see
Appendix A for detailed training strategy)
2. Continue ongoing activities to support internal Ongoing
community building and to ensure normalizing of activities:
equity work reaches all staff and is deepened in Q2-2020
terms of understanding, engagement and and beyond
investment.
Activities can/will include trainings about equity,
diversity and inclusion; trainings for staff to
understand the equity framework for POS; equity
goals for departments; Book Club discussions;
creating a schedule for regular communication; and
other activities as identified and feasible.

1. Collaborate with Strategic Initiatives team on current Port-wide Possible future
Port-wide strategic planning process (lean CPI/lean govt budget need:
government and CPI) and embed an equity lens into planning: Consulting
all facets of the process. Q2-2020 until assistance from
Objective 2. Ensure completion sources of
As useful/relevant, adapt existing models for
equitable internal policies, models, as
equitable planning into the CPI/lean planning
programs, operations, and needed (Race
process. These include: 7 Principles of Equity-Based
structures. Forward, Erika
Research and Root Cause Analysis (Erika Bernabei); 7-
Bernabei,
step process for equity planning and results-based
etc)($40,000)
Possible metrics: accountability (Race Forward), and/or tools or
Environmental
frameworks from other relevant resources.
justice policy
Embed equity in 2020 Port Plan should include action plans and/or frameworks support ($30,000)
wide goals for integrating an equity lens into:
Formation of Port-wide a. Re-write of Port goals to infuse equity
Organize
cohort and change teams into all goals at POS
b. Governance
Completion of equity plans c. Internal policies, operations and
and goals for every practices, including:
i. Business and strategic planning Department
ii. Budget planning
Application of budget iii. Reporting and accountability
planning tool mechanisms (collecting data,
monitoring progress, regular
Implementation of internal and external reporting
accountability mechanisms out, tying to performance
evaluations?)
d. External/community impact including
community funding decision making
e. Communications (internal and external)
and community engagement

STRATEGY 1. Transform Port of Seattle by infusing equity principles and practices into all aspects of organizational structure,
programs, policies, and processes.
Stage of
Objective and Metrics2 Key Result Timing Budget Need
Work
2. Form a Port-wide cohort and change teams in every Create change
Department, Division, and Program with different teams:
leadership levels. They will work with leadership to Q1-2020
develop Port-wide equity goals, and work with their
respective units to develop Department-specific
equity plans, goals, and results (Racial Equity Toolkit
developed by POS staff in 2018 will be heavily relied
on). Train these employees on the process of moving
EDI forward system-wide.

Objective 3. Port leadership, Actions to build leadership for equity work : Meeting
including Commission, guidelines:
Executive Leadership Team 1. OEDI will work with Port Commission to: Q2-2020
(ELT) and leadership of
Departments and Divisions, Develop equity tool kit for analysis of all policies, Equity
model equity-mindedness in RFPs, Contracts Committee:
Organize
the work, and actively Q1-2020
support and promote Port- Develop equity guidelines and practices for -
wide equity work. conducting Port Commission meetings (e.g. Q2-2020
acknowledging Native lands)
Possible metrics: Accountability:
Explore adding an Equity Committee to Commission's Q1-2020
Key Results for Commission existing Committee structure -
and ELT are completed and Q3-2020

STRATEGY 1. Transform Port of Seattle by infusing equity principles and practices into all aspects of organizational structure,
programs, policies, and processes.
Stage of
Objective and Metrics2 Key Result Timing Budget Need
Work
fully integrated into daily Support development of plan for Commission
practice/operations engagement and accountability by working with
Commission office and Departments and Divisions
# or % of business and
community partners who
report awareness of Port's
EDI efforts

STRATEGY 1. Transform Port of Seattle by infusing equity principles and practices into all aspects of organizational structure,
programs, policies, and processes.
Stage of
Objective and Metrics2 Key Result Timing Budget Need
Work
2. OEDI will work with Executive Leadership Team (ELT) Q1-2020
to: -
Q3-2020
Hold Equity trainings and opportunities to get on the
same page with building a vision and understanding
for equity
Include EDI values in their unit performance
evaluations and require the same from their direct Q1-2020
reports, who will also require the same from their
teams.
Include EDI values in individual performance
evaluations first by ELT, then by division and Q4-2019
department leaders, then by all staff. -
Q1-2020
Include EDI values in their annual budget
presentation to the Port Commission. As part of this,
the ELT will include EDI measurable goals and
objectives in their proposed annual plans and
progress reports.
Q4-2019
Include measurable EDI objectives in Port annual goal
setting and performance process. Goals will include
but not be limited to meaningful and measurable
outreach to communities of color and
underrepresented communities regarding job
opportunities and/or internship opportunities.
12

STRATEGY 1. Transform Port of Seattle by infusing equity principles and practices into all aspects of organizational structure,
programs, policies, and processes.
Stage of
Objective and Metrics2 Key Result Timing Budget Need
Work
Share EDI values with external Port partners.
Business partners are made aware of the Port's focus
on EDI values.
21st Century Competencies framework may be an
existing resource that can be leveraged for this.

STRATEGY 1. Transform Port of Seattle by infusing equity principles and practices into all aspects of organizational structure,
programs, policies, and processes.
Stage of
Objective and Metrics2 Key Result Timing Budget Need
Work
3. OEDI will work with both Commission and ELT to: Budgeting
tool:
Develop a framework/toolkit for budgeting with an Q4-2010
equity lens and disseminate to all Departments -
(potential model to adapt: City of San Antonio). Work Q1-2020
with Dan Thomas to propose this process in 2020.
Accountability:
Ensure ongoing progress towards and accountability Q1-2020
on equity goals Port-wide including ensuring -
development of metrics/indicators of progress, Q3-2020
regular reporting on progress towards goals, and And beyond
tying progress to performance evaluations.
Objective 4. The Port is an 1. Ensure that Port workforce reflects King County
equitable, inclusive and demographics and diversity. Workforce
welcoming place to work. racial
Support and collaborate with HR to complete a Port distribution
Possible metrics: workforce racial distribution analysis by division and analysis:
departments. Compare results to the regional Q1-2020
Operationalize
Workforce diversity reflects population including US-born, immigrant and refugee -
that of general population communities and provide HR with the results. Q2-2020
# or % Port employees who Encourage equitable approaches to employee
report that the Port is an participation in Port processes so that all employees
equitable and inclusive regardless of work schedule or shift, have equal
employer opportunity to participate.

STRATEGY 1. Transform Port of Seattle by infusing equity principles and practices into all aspects of organizational structure,
programs, policies, and processes.
Stage of
Objective and Metrics2 Key Result Timing Budget Need
Work
% retention of employees of 2. Collaborate with HR on a number of activities: HR
color collaborations:
Analyze and begin to address several significant areas Q4-2019
% employees who report with equity impacts on employees. These include -
greater understanding of examining disparities and barriers in: 1) recruitment , Q3-2020
equity and institutional 2) performance evaluation, 3) compensation, and 4) and beyond
racism advancement/retention/promotions.
% employees who report Integrate equity into new employee onboarding,
application of equity including New Employee Orientation.
principles in their work
Support Divisions and Departments in setting goals to
(work with HR to develop increase diversity in every unit.
metrics for recruitment,
performance evals, Add equity questions to annual employee survey to
compensation and establish baseline data about employee experiences
advancement) in the workplace.
Members of Employee Provide ongoing EDI learning strategy, training and
Resource Groups (ERGs) and professional development to Port staff.

STRATEGY 1. Transform Port of Seattle by infusing equity principles and practices into all aspects of organizational structure,
programs, policies, and processes.
Stage of
Objective and Metrics2 Key Result Timing Budget Need
Work
Diversity & Development
Council report increased 3. Leverage ERGs and Diversity Development Council ERGs and DDC:
engagement in Port's equity (D&D) to participate in Port-wide changes by: Q4-2019
efforts -
Sharing EDI Office workplan, support ERGs to align Q3-2020
their workplans, and identifying ways they can And beyond
collaborate and participate in equity change work.
Organizing quarterly gatherings of ERGs and DDC

1. Support Airport Dinning and Retail and Diversity in Q2-2020
Objective 1. Ensure equity in Contracting in implementing efforts and plans to
public-facing programs and overcome barriers to accessing contracting
activities, especially access to opportunities for WMBEs.
Port economic benefits
including contracting
opportunities and workforce
development (WFD)
programs.
Operationalize 2. Analyze existing Workforce Development (WFD) WFD
Possible metrics: programs and national best practices in integrating analysis:
equity into workforce development. Identify Q4-2019
# and/or $ value of contracts potential changes/improvements and implement.
awarded to WMBE businesses
3. Explore connecting Career-Connected Learning CCL:
# of job opportunities created (CCL) program with Workforce Development (WFD) Q1-2020
that are accessible to program to create a continuum that serves -
underserved communities students more seamlessly and provides an Q2-2020
employee pipeline more effectively and equitably.

STRATEGY 2. In carrying out its mission to create economic opportunity and living wage jobs, provide equitable
and tangible benefits to impacted communities of color, and immigrant and refugee communities.
Stage of Work Objective Key Result Timing Budget Need
# or % of individuals from 4. Collaborate with External Relations to integrate SKCF:
underserved communities equity lens into design and implementation of Q4-2019
who have access to and/or $10M South King County Fund (SKCF) including And beyond
complete WFD programs developing a framework for equitable funding
decision making.
% or $ from South King County Community
Fund (SKCF) allocated to Build an equity index that informs decisions and partnerships
directly support communities processes for South King County Fund system:
of color Q1-2020
Adapt/generalize framework developed for South -
King County Fund for use with other Port Q3-2020
Community Investment Funds.
5. Work with External Relations to centralize
community partnerships and build strategies for
desired outcomes. Support building an effective
and transparent strategy to achieve results with
cities and community partners.

Objective 2. Implement 1. Build and launch a tool kit to building effective Community
equitable communications, community partnerships. Introduce guidelines and partnerships
public outreach and principles for working with communities that toolkit:
Operationalize engagement strategies that are centers transparency, access to Port benefits, and Q1-2020
conducted in service to accountability for the Port leadership. -
equitable community impact. Q3-2020
Possible metrics:
18

STRATEGY 2. In carrying out its mission to create economic opportunity and living wage jobs, provide equitable
and tangible benefits to impacted communities of color, and immigrant and refugee communities.
Stage of Work Objective Key Result Timing Budget Need
Include targeted engagement strategies for
Creation of equitable community historically marginalized communities, including
engagement plan(s) indigenous communities.
Creation of community Explore/consider strategies for supporting nonpartnership
toolkit federally-recognized tribes.
Development of strategy for
non-federally-recognized tribes Assess current and terminated employee
engagement programs including the Community
Creation of Language Access Giving Campaign, employee attendance at large
Plans by all Departments events, and airport tours. Refine as part of
employee engagement in community (how to scale
# of increase in % of community up, how to be more comprehensive and strategic,
partnerships etc).
Language
2. Ensure that Departments and Divisions across the Access Plans:
Port have Language Access Plans and goals Q1-2020
reviewed by EDI Office. -
Q3-2020

2. Create a Community Equity Commission (CEC) and CAB: Community
Objective 3. Public
empower it with a defined role that is meaningful Q1-2020 Equity
Operationalize accountability is visible and
and influential in decision making. - Commission
communities of color view
Q3-2020 ($40,000)
the Port as an equitable

STRATEGY 2. In carrying out its mission to create economic opportunity and living wage jobs, provide equitable
and tangible benefits to impacted communities of color, and immigrant and refugee communities.
Stage of Work Objective Key Result Timing Budget Need
organization to work for and 3. Develop external communications plan to share External
do business with. progress on Port equity work (including Port-wide Comms Plan:
and by Departments/Divisions) and regularly solicit Q1-2020
Possible metrics: community feedback on ongoing work. -
Q3-2020
Creation of empowered 4. Conduct six Community Executive Roundtables in
Community Advisory Board 2020, each with a rotating representation of a Community
Department and participation by the Executive of Roundtables:
% or # of community partners that unit. Focus on equity performance/impact of Q1-2020
who report awareness of and the department in focus at each Roundtable. -
give feedback on Port equity Q4-2020
work

STRATEGY 3. Build an EDI Office to capably lead and manage work across the Port that will result in fulfilling
Strategies 1 and 2 and manage engagement with communities impacted by operations of the Port to receive
i nput on an on-going basis
Stage of Work Objective Key Result Timing Budget Need

Objective 1. Clarify/delineate 1. Conduct organizational assessment of Workforce WFD 1FTE to manage a
key functions of EDI Office and Development program and how it can best be analysis: Port-wide cohort
fully empower Office to carry structured under the purview of the Office of EDI. Q4-2019 for equity, 1 FTE in
out those functions, including: Aviation, 1 FTE to
2. Complete analyses of any other offices to come under Manager for
1. Leading and managing Port- EDI, as needed. Employee
wide equity efforts Engagement, and
Organize
2. Port-wide accountability for 3. Meet and visit with other Ports nationally who are Peer 1 Research/Policy
implementation of equity building and implementing equity initiatives. Identify ports Analyst.
work implications for improving organizational structure of work:
3. Organizational learning OEDI and implement as appropriate. Q4-2019
4. Data and research and
5. Community engagement 4. Sponsor a national committee of Ports who can work beyond
and partnership together on equity strategies and share best
practices. Possibly host a convening in year 2.
Staff
Objective 2. Ensure a staff 1. Complete an EDI Office team capability assessment. analysis:
cadre in OEDI who can Evaluate team's skills and strengths in relation to Q4-2019
implement, manage and lead OEDI skills needs and identify gaps. -
Port's equity work. Q1-2020
Organize
2. Identify and implement mechanisms to fill staffing
Possible metrics: gaps, including through internal and external Fill staff
recruitment. Where possible, preference internal gaps:
Fully staffed OEDI with candidate development. Q1-2020
appropriate capacity -
21

APPENDIX B. GRAPHIC OF EQUITY STRATEGIES AND OBJECTIVES
Objectives
STRATEGY 1 Transform
Port of Seattle by Normalize equity
infusing equity principles
and practices into all Internal systems
aspects of organizational
structure, programs,
policies, and processes. Leadership modeling
Equitable workplace

STRATEGY 2 Objectives
In carrying out its mission to
create economic Public programs
opportunity and living wage
jobs, provide equitable and
tangible benefits to Community engagement
impacted communities of
color, and immigrant and Accountability to the
refugee communities. public

STRATEGY 3
Build a robust EDI Office
to capably lead and
manage work across the Objectives
Port that will result in
fulfilling Strategies 1 and
2 and manage OEDI functions
engagement with
communities impacted Staff cadre
by operations of the Port
to receive input on an
on-going basis.

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