Sonali S. Balajee Kurt S. Jun Ann Curry Stevens

Transcription

1 Sonali S. Balajee Kurt S. Jun Ann Curry Stevens

2 Accountability and quality improvement tool based on equity A set of accompanying foundational assumptions and (including definitions) leading with community voice and the science behind healing, community resistance, and transformation A way of consistent thinking and being aligned with equity, racial justice, and racial healing Seeks structural, relational, and behavioral outcomes at the individual, institutional, and systemic levels Calls for success for all (universal) AND most marginal groups (targeted)

3 It is not: A one size fits all approach A one shot deal (a quick fix) A process that is solely linear, and focused only on things we can count Only a symptomatic approach without looking at the root causes Guided by a vision of success that is defined from one viewpoint

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5 1. Population counts 2. Education 3. Occupation 4. Unemployment 5. Poverty levels 6. Access to food banks 7. Government procurement and contracting 8. Small business numbers 9. Hiring in public service 10. Incomes 11. Wealth 12. Bankruptcy 13. Lending institutions 14. Housing discrimination 15. Voter registration and voting 16. Volunteering 17. Public office 18. Philanthropy funding 19. Police hiring 20. Juvenile Justice 21. Child welfare 22. Health insurance 23. Health disparities 24. Racial harassment 25. Health risk behaviors (varied results) 26. Criminal justice 27. Access to public housing 28. Homeless numbers 29. Exposure to environmental toxins

6 Focus on building capacity strategically around terms, paths to success, data highlighting the inequities, and outcomes related to BOTH racial equity and racial inequity Shift norms via bold and aligned communication and engagement strategies with both employees and clients Leadership development strategies Community engagement and voice made more visible and initially integrated into planning and decision making

7 Emphasize transformative structural change strategies: equitybased evaluation upfront, improved decision making, leading with community voice, performance reviews, strategic plan Create and maintain the conditions to do this work (healing, build in accountability, discipline, restorative, creative, innovative) Relentlessly apply an equity analysis, and act on findings (eliminate the barriers, restore, create, and enhance what works) Value emotional and spiritual wellbeing, along with physical, social, economic, and environmental Shift in worldview and consciousness over time

8 Written & public commitment from top leadership Led by strong stakeholder group Significant role for community stakeholders Dedicated staffing, yet responsibility for change rooted in each department Assess current status (audit & data) Equity Plan to advance solutions Include targets, timelines, monitoring, and resources Policy and procedure reforms Mission statements Recruitment & retention Eligibility & access issues for community services Complaints processes Equitable contracting Involve community in policy and evaluation practices Job performance monitoring

9 Embedded solutions instead of special projects Accountability structures to ensure monitoring and achievements Must ensure this guides policy and practice and becomes a living part of the organization Use an existing Equity Team if you already have one Cultural shifts from colorblindness towards racial equity Policy development process reforms Remove barriers for community participation Sustain contributions from community members Support employee participation by members of same community Build/support leadership of employees of color Expand mentoring Create Employee Support Groups

10 Gather insights on needs and strengths, and providing an evidence base that problems exist Create impetus for serious reforms, and avoid tokenistic responses Sustain a focus on the organization itself, in tandem with including the practices of individuals in the organization Create organizational accountability to determine needs, build interventions and allocate resources Raise expectations inside and outside the organization that improvement efforts are forthcoming, and in this way, creates momentum for change Trenerry & Paradies, 2012

11 Training is unlikely to have sustained positive effects if implemented in the absence of broader organizational accountability mechanisms and leadership (Bendick, Egan, & Lofhjelm, 2001; Kalev, et al., 2006; Paradies, et al., 2009) Even if individual attitudes or behaviors change as a result of diversity training, the effects are likely to be short lived if organizational structures and policies have not adapted to reflect non discriminatory norms. (p.12, Trenerry & Paradies, 2012)

12 Kurt S. Jun: Organizational Studies and Key Learnings

13 1. Journey to World Class in Diversity, Inclusion & Equity

14 Our Guiding Behaviors: Be Accountable Earn Trust Dignify People Make the Right Thing Happen Positive Attitude Team Behavior Our Core Principles: Safety & Health Continuous Improvement Ethical Business Practices Diversity & Inclusion Community Investment Environmental Stewardship

15 1. Journey to World Class in Diversity, Inclusion & Equity 2. Business Case for Diversity & Inclusion

16 PGE has found evidence that successful support of diversity and inclusion has the following business benefits: Case 1: Higher levels of employee satisfaction Case 2: Higher levels of customer satisfaction Case 3: Improved safety ratings Case 4: Better decisions and improved financial performance

17 1. Journey to World Class in Diversity, Inclusion & Equity 2. Business Case for Diversity & Inclusion 3. Business Case for Equity

18 Equity Diversity & Inclusion Economic Success

19 1. Stimulates the region s economy i.e. Racial achievement gap costs Oregon $2 billion a year Source: (The Oregonian, July 21, 2015) 2. Stimulates the organization s performance i.e. Sears Corporation found that every 5% improvement in employee attitudes drives a 1.3% improvement in customer satisfaction and a 0.5% growth in company revenue. This accounted for $200 million in profits generated in a year. Source: (HBR Article: Rucci, Kim, and Quinn, 1998)

20 1. Journey to World Class in Diversity, Inclusion & Equity 2. Business Case for Diversity & Inclusion 3. Business Case for Equity 4. Embedding Diversity, Inclusion & Equity into the operational fabric of how we do business

21 1. Encompassing the Whole holistic engagement 2. Master Plan embedding into existing strategic plan 3. Connective tissue connecting the disconnected 4. Diversity Scorecard accountability metrics and measurements applied to annual performance appraisals 5. Visibility and Sustainability personal and professional development opportunities towards cultural paradigm shifts

22 1. Journey to World Class in Diversity, Inclusion & Equity 2. Business Case for Diversity & Inclusion 3. Business Case for Equity 4. Embedding Diversity, Inclusion & Equity into the operational fabric of how we do business 5. Embedding Diversity, Inclusion & Equity into existing strategic plans, priorities and initiatives

23 Strategic Plans, Priorities & Initiatives (Journey Map) Safety Management Excellence Employee Engagement Workforce Planning

24 Strategic Plans, Priorities & Initiatives (Journey Map) Safety

25 Strategic Plans, Priorities & Initiatives (Journey Map) Safety Management Excellence The invisible scars of micro aggressions

26 Strategic Plans, Priorities & Initiatives (Applying the equity lens to organization s planning processes and journey maps) Safety Management Excellence Employee Engagement annual Employee Engagement Survey Workforce Planning Diverse Workforce Development

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28 Ann Curry Stevens: Case Study and Key Learnings

29 Wish list created by Coalition, by invitation of PSU Conducted organizational racial equity assessment Created Center to Advance Racial Equity Using a racial equity lens in university s strategic planning

30 Principles to begin the document PSU has a commitment to erase racial disparities in society, and advance social justice At PSU, equity is given the same emphasis as other university priorities PSU is committed to ensuring that its Strategic Plan reflects the interests of those most affected by our decisions: our students, their future employers, and the service users, customers and/or communities they will ultimately serve. We endeavor to support all students to reach their fullest potential and wellbeing. PSU is cautious of making decisions on behalf of marginalized communities and aims to directly include these communities and their advocates wherever practical. Decisions to not include these stakeholders need to be justified PSU aims to create a strategic plan, and the processes that lead up to it, that maximizes the benefits for communities of color and for other marginalized communities

31 Process Have we included those most affected by inequity? How did we address barriers to inclusion? Modify processes? Address needs? Support inclusion and influence? How is our process empowering? Supporting leadership development? Recommendations for future PSU practices?

32 How will this initiative support the empowerment of people from historically marginalized communities? What are the specific ways that this initiative is expected to reduce disparities and advance social justice? How does this initiative foster the development of processes that address barriers to inclusion and contribute to the development of community capacity?

33 JY4 Framing of equity as pillar of excellence as opposed to being a strategy to reach excellence Numerous equity elements added to the substance Equity Panel will continue to help operationalize the strategic plan

34 Slide 33 JY4 Ann, could you add this information? Jacqueline Yerby, 10/5/2015

35 Needed A real ally in top leadership for strategic planning, and for the university as a whole Could have tokenized the entire process, or bogged down in administrative rules Like approving definitions, principles, procedures Tendency for insights to be marginalized Other roles given more time for delays, but not our Equity Panels We rallied, and our time was preserved As implementation considerations, instead of substantive ones Our Equity Panels also drifted in this direction An educative process for those involved many weak links Needing to ensure deeper capacity building to make sure we aren t here for the next strategic plan!

36 Sonali S. Balajee: Case Study and Key Learnings

37 YOU ARE HERE

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39 Values: Balance Inclusion Systems Empowerment Relationship Sustainability Context Spirit Mind Body Connects: Land Resources People Spirit Purpose Shared power

40 Shift in Social Norms Develop talking points and clear consistent messaging based on equity and racial justice Strengthened Alliances Building stronger relationships with racial and ethnic communities, leading to more meaningful engagement and driving of policy and planning Improved Policies Improve language in Capital Improvement Plan (CIP) Creating and consistently utilizing guiding criteria (bike/pedestrian projects, roadways, bridges, culverts)

41 Understand the barriers to change Seek to transform, not only transact Know and articulate your purpose in this work, and your organization s Create the space necessary to think and reflect Develop a wider sense of self Promote shared power vs. power over Let go of needing to know the answer Live with a larger view of time

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