7c OEDI Strategic Plan
OFFICE OF EQUITY, DIVERSITY AND INCLUSION (OEDI) 2019-2020 STRATEGIC PLAN 1 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. 3 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. 4 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 5 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. 6 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. 8 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 9 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 10 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 11 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. 13 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. 14 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. 15 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 16 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 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. 17 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 19 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 20 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 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 Q3-2020 22 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. 23
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