11c. Presentation
Equity Motion and Equity, Diversity, and Inclusion Asse
Item Number: 11c_supp Meeting Date: January 4, 2022 Equity Motion and Equity, Diversity, and Inclusion Assessment January 4, 2022 Outline 1. Background & Purpose 2. EDI Assessment Process & Methodology 3. Issues & Recommendations 4. Next Steps & Implementation 5. Commission Questions & Discussion 2 BACKGROUND & PURPOSE 3 Commission Motion 2020-19 Directed OEDI to both assess and continue implementing equity efforts 1. Complete a comprehensive Port-wide equity, diversity, and inclusion (EDI) assessment 2. Establish an internal Change Team, with representatives from each division and department, to embed equity in all levels of the Port 3. Racial equity training for all Port employees, including Commissioners, Executive Director, and Executive Leadership Team 4. Continue and deepen employee learning and analysis of anti-Black racism 5. Create a Community Advisory Board OEDI to report back on the above at the end of 2021. This is the focus of this presentation and accompanying EDI Assessment Report. 4 Equity Motion Implementation Sep-20 Jan-21 Apr-21 Jul-21 Oct-21 Feb-22 May-22 1. Port-wide EDI Assessment 2. Change Team Formation & Foundational Training 3. Racial Equity Training (All Employees) 4. Learning & Analysis of Anti-Black Racism 5. Community Equity Board WMBE Assessment thru RFP RFP o ut in Nov 2 021 Women of Color Assessment Represented Workers Task Force 5 EDI Assessment Goals 1. Identify strengths, weaknesses, and barriers to equity 2. Establish a baseline to track progress 3. Develop strategies and actions to build a more equitable, anti-racist organization 6 For the Commission's Consideration How can the Commission support implementation of these efforts both internally and externally? What challenges do you see for implementation? What aspects of this work are you looking forward to the most? 7 EDI ASSESSMENT PROCESS & METHODOLOGY 8 Methodology 1. Issue identification meta-analysis 2. Gap analysis 3. Consultations and refinement of of employee input recommendations Equity Survey Inventoried and reviewed EDI Listening Sessions (18 sessions, 1,306 respondents progress-to-date on key issues 283 participants) 1,230 comments from 505 respondents Developed recommended Blacks in Government Change Team self-assessment actions 2020-21 Racial Equity Trainings Participant ERG meetings Surveys Blacks in Government Input and D & D Council Recommendations Equity in Budgeting Department Survey Consultations with key departments Represented Workers Task Force Report (Human Resources, Strategic Black Lives Matter Caucusing Series Initiatives, CPO, Diversity in South King County Fund Cycle 1 Report Contracting, Legal, External Non-represented Employees Relations) Compensation Program Review Strategic Initiatives CPI collaboration 9 Results 53 6 Focus 15 Key Recommended Areas Issues Actions Interwoven throughout: Addressing Barriers for Specific Groups Black, Indigenous, and people of color (BIPOC) Women, especially women of color Represented and off-shift workers 10 What's in the Full Report Full Report This Presentation Detailed Background Summary Detailed Methodology Summary For each of the 15 Key Issues Overview of All Issues and Actions Description of concerns Spotlight on One Issue in each Progress to date Focus Area Recommended Actions Share direct quotes from employees Appendices sources of employee input 11 ISSUES & RECOMMENDATIONS 12 Framing Topics of racism, discrimination, equity can be sensitive Our intent is to: surface the most prevalent concerns by a critical mass of employees across the Port bring forth the candid and authentic voices of employees, especially those who have often been marginalized or unheard make an objective analysis of work to date and continuing gaps, and recommend concrete and high-impact actions to address the gaps and continue advancing equity Port-wide. 13 Overview Focus Areas Key Issues 1. Inconsistencies in Port-wide vision for and commitment to equity 2. Lack of open dialogue about equity and racism Workplace Culture 3. Lack of BIPOC representation and voice in decision making 4. Lack of safety and a fear of retaliation when reporting racism and discrimination 5. Unclear discrimination reporting process Operations and Processes 6. Gaps in critical role of supervisors 7. Inconsistent integration of equity in key Port-wide processes 8. Inequities in recruitment, hiring, and qualifications Employment 9. Inequities in compensation 10. Barriers to advancement for internal candidates Equity Capacity Building 11. Barriers to participation - resources and resistance Engaging WMBEs and Small 12. Barriers for WMBEs and small businesses Businesses 13. Barriers in procurement processes 14. Lack of empowered and meaningful ways for external stakeholders to engage with the Port Engaging Impacted Communities 15. Challenging processes for community-based organizations to contract with the Port 14 Workplace Culture (Issues 1-4, Recommendations 1-17) 15 Workplace Culture Voice of Employees "If you raise a concern about your manager/director/chief, it could impact your promotional opportunities, performance evaluation and pay. Until there is a zero tolerance/no retaliation policy applied to senior leaders, employees will not feel comfortable bringing issues forward. Even though I would and have reported bias and discrimination, I am 100% confident that NOTHING would be done about it. Our values are a JOKE! They are not even worth the paper they are written on. This is NOT a safe place to work for women or BIPOC people and if you happen to be both a woman and a BIPOC person then this is a terrible culture to work in." 16 Key Issues Summary of Recommended Actions 1. Ongoing racial equity training and development for Port of Seattle's leadership. 1. Inconsistencies in Port-wide vision 2. Policy Directive to codify equity for and commitment to equity 3. Continue communication efforts to make information accessible 4. OEDI on-site presence at SEA Airport Office Building (AOB) and maritime locations 5. OEDI continues EDI learning opportunities (e.g., book clubs, caucusing, etc.) to normalize racial equity, including accessible training opportunities for represented and shift employees. 6. Language and Meaning Initiative on how to use language that is equitable and inclusive. 2. Lack of open dialogue about 7. Uplift examples of supervisors and employees who are advancing racial equity. equity and racism 8. Targeted caucuses. 9. Strengthen the Change Team's impact. 10. Identify and address equity and anti-racism as central to the Port's Special initiative to address anti-black racism. 11. Each year, ERGs, D&D Council, Change Team, and OEDI review and coordinate annual work plans and priorities including budgeting needs. 3. Lack of BIPOC representation and 12. Develop organizational policies, practices, and mechanisms for participation in decision making tailored to specific groups. voice in decision making 13. Town Hall briefing for new Commissioners to discuss potential collaboration and partnership. 14. Set baseline for, track progress on, and publish data on racial and gender diversity in senior level positions and higher. 4. Lack of safety and a fear of 15. Curriculum and training for supervisors that increases supervisors' comfort with addressing retaliation when reporting racism issues of race and gender. 16. Training to increase supervisors' awareness of what constitutes retaliation. and discrimination 17. HR to offer training on the fair and consistent application of HR-18 and Code of Conduct policy. 17 Workplace Culture Spotlight Issue 4 Key Issue Details of Recommended Actions 15. Build a curriculum and training for supervisors in 2022 that increases 4. Lack of safety supervisors' comfort with addressing issues of race and gender. and a fear of retaliation when 16. Deliver training to increase supervisors' awareness of what reporting racism constitutes retaliation and how it is received by employees. and discrimination 17. Human Resources to offer training on the fair and consistent application of HR-18 and Code of Conduct policy, get feedback from equity champions in the organization, educate managers about their responsibility. 18 Operations & Processes (Issues 5-7, Recommendations 18-31) 19 Key Issues Summary of Recommended Actions 18. Workplace Responsibility and Employee Relations continue process improvement and report back in 2022. 19. Increase communication and clarity about how Workplace Responsibility and Employee 5. Unclear discrimination reporting Relations processes work. 20. Workplace Responsibility and Employee Relations will publish an annual report. process 21. Title VI reporting issues will be clarified by OEDI, Legal, and Employee Relations. 22. Develop a process for consultants and contractors to report issues of discrimination. 23. Additional training for represented workers on reporting discrimination. 24. Port-wide dialogue about reporting discrimination and manager accountability. 25. Executive Director, Commission, Executive Leadership Team lead by example. 26. Consistent and on-going messaging from Port leadership to all supervisors about the 6. Gaps in critical role of supervisors importance of leaders' accountability to Port values and EDI. 27. Foundational EDI training for all new supervisors and additional advanced racial equity training for all supervisors. 28. Develop EDI performance goals, competency, and evaluation best practices for all supervisors. 29. Trainings and technical assistance on how to integrate equity into department budgeting 7. Inconsistent integration of equity processes. 30. Training and working group to develop skills, expertise, and capacity on using data with an in key Port-wide processes equity lens. 31. Starting in 2022, all departments set annual EDI goals. 20 Operations & Processes Spotlight Issue 6 Key Issue Details of Recommended Actions 25. Executive Director, Commission, Executive Leadership Team lead by example in living the values of the Port. OEDI and Human Resources highlight these examples. 26. Consistent and on-going messaging from Executive Director, Commission, Executive Leadership Team to all supervisors about the importance of leader's accountability to Port values and Equity, Diversity and Inclusion. 27. Continue to offer the foundational 8-hour course for all new supervisors entering 6. Gaps in critical the Port in 2022. OEDI provides an additional 8 to 10 hours of required advanced racial equity training for all supervisors. After completion of the training, OEDI will host role of supervisors coaching and mentoring for supervisors to develop the skills learned in the training, and supervisors will be asked to sign a commitment/pledge asserting that they have completed the training and will implement the newly learned skills. 28. OEDI and Human Resources develop the following: A measurable EDI Performance Link goal for all supervisors An EDI competency integrated into all supervisor job evaluations and job postings Research best practices for evaluating supervisors for future implementation 21 Employment (Issues 8-10, Recommendations 32-41) 22 Key Issues Summary of Recommended Actions 32. Integrate equity considerations more deeply into the interview and hiring 8. Inequities in recruitment, hiring, process. and qualifications 33. Develop system to track equity indicators in hiring processes. 34. Increase BIPOC representation in leadership positions. 35. Make salary information more accessible and easier to find. 36. Additional work on compensation equity: complete Port-wide analysis, 9. Inequities in compensation establish a definition and philosophy for pay equity, determine potential remediation, and implement a new pay program. 37. Performance Link goal for all supervisors to provide training and development opportunities to all employees interested in advancing. 38. Assess if certain formal education or credentials are needed to perform the 10. Barriers to advancement for essential functions of open jobs. internal candidates 39. Develop system to track promotion of internal candidates. 40. Increase staff awareness about the Port's internal mentorship program. 41. Improved supervisor training on how to use coaching and mentoring as a management practice. 23 Employment Spotlight Issue 10 Key Issue Details of Recommended Actions 37. Develop a Performance Link goal for all supervisors to provide training and development opportunities to all employees interested in advancing. 38. To increase job accessibility, assess, before posting a position, if certain formal education or credentials are needed to perform the essential functions of the jobs, and, when possible, include development language into the job requirements. 10. Barriers to 39. Human Resources to develop a system for tracking the promotion of advancement for internal candidates. The results will be shared widely in internal and external communications, highlighting stories about employees who have internal candidates been promoted. 40. Increase staff awareness about the Port's internal mentorship program. 41. In 2022, Human Resources is improving its supervisor training to teach supervisors how to use coaching and mentoring as a management practice. 24 Equity Capacity Building (Issues 11, Recommendations 42-44) 25 Equity Capacity Building Voice of Employees "I feel that leadership could do more to encourage participation. Making the caucuses and trainings mandatory would demonstrate the value and importance that Port leadership places on advancing these issues and would also provide dedicated time within the workday for staff to participate. "26 Key Issues Summary of Recommended Actions 42. Expand equity-related training activities. 43. Explore the need to create dedicated funding to support 11. Barriers to participation - employee participation in EDI efforts, especially resources and resistance represented workers. 44. Explore development of a policy to allow and support employee participation in equity learning activities. 27 Equity Capacity Building Spotlight Issue 11 Key Issue Details of Recommended Actions 42. Expand equity training activities, including but not limited to: A four-hour foundational racial equity training for all Port employees (in 2021 this was a mandatory three-hour course) Increase capacity and presence in the Aviation Division and provide inperson trainings when and where possible 11. Barriers to Train and support a group of Change Team members to co-facilitate racial equity trainings and learning opportunities for different teams around Participation - the Port Resources and 43. In 2022, explore the need to create dedicated funding (starting in 2023) to support employee participation in EDI efforts, especially represented and Resistance shift workers. 44. OEDI to collaborate with HR to explore a policy that allows and supports employee participation in equity learning activities. 28 Engaging WMBEs and Small Businesses (Issues 12-13, Recommendations 45-48) 29 Key Issues Summary of Recommended Actions 45. Assessment of barriers for small businesses and WMBEs to 12. Barriers for WMBEs and contract with the Port. small businesses 46. Strengthen internal communication and training about contracting processes with WMBEs and small businesses. 47. For all new contracts, add provisions for language services, anti-harassment language, and integrate anti-bias video 13. Barriers in procurement review and discussion in contract evaluation panels. processes 48. Support community partnerships by reducing paperwork, expediting contracts, and creating feedback loops and a dedicated CPO team for CBO engagement. 30 Engaging WMBEs Spotlight Issue 12 Key Issue Details of Recommended Actions 45. Diversity in Contracting to complete an assessment of barriers for WMBEs and small businesses to enter contracts with the Port, as included in the Port Commission Equity Motion of 2020. Diversity in Contracting will report back about the findings and recommendations of 12. Barriers for this assessment to the full Commission in 2022. WMBEs and Small Businesses 46. Diversity in Contracting will strengthen internal communication and training about the contracting and outreach processes for WMBEs. 31 Engaging Impacted Communities (Issues 14-15, Recommendations 49-53) 32 Engaging Impacted Communities Voice of Employees " It's tough work. Many disadvantaged communities have been left on the outside for so long that it will take a long, concerted effort to incorporate them into Port decision-making. " 33 Key Issues Summary of Recommended Actions 49. Continue work to stand up and operationalize the Community Equity Board. 50. Create processes and best practices for how the Port 14. Lack of empowered and engages communities. meaningful ways for 51. Ongoing training and support to develop employees' skills external stakeholders to to navigate power dynamics, build authentic relationships, engage with the Port and engage communities in inclusive, meaningful ways. 52. Create dedicated funding to support and remove barriers for community engagement. 15. Challenging processes for community-based 53. Continue process and system improvements in Port's organizations to contract community investment programs. with the Port 34 Engaging Impacted Communities Spotlight Issue 14 Key Issue Details of Recommended Actions 49. Continue work to stand up and operationalize the Community Equity Board to create more opportunities and possibilities for communities to 14. Lack of provide input into decision-making for our programmatic and policy decisions and community investments. Empowered and 50. OEDI, External Relations, and other departments that conduct Meaningful Ways community engagement will create processes and best practices for how the Port engages communities. for External Stakeholders to 51. External Relations will offer support to develop Port employees' skills to navigate power dynamics, build authentic relationships, and engage Engage with the communities in inclusive, meaningful ways. Port 52. Create dedicated funding to support and remove barriers for community engagement, including language assistance and stipends for community advisors. 35 NEXT STEPS & IMPLEMENTATION 36 Next Steps & Implementation OEDI translates Recommendation Actions into implementation workplan with progress milestones Workplan integrated in OEDI 2022 Strategic Plan OEDI manages and coordinates implementation by various departments and the Change Team Progress report and departmental equity goals to Commission end of 2022 37 QUESTIONS & DISCUSSION 38 For the Commission's Consideration How can the Commission support implementation of these efforts both internally and externally? What challenges do you see for implementation? What aspects of this work are you looking forward to the most? 39
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