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HomeMy WebLinkAbout08. Conduct Board Workshop to receive update and review survey results regarding Diversity, Equity, and Inclusion (DEI)Page 1 of 23 Item 8. LICENTRAL SAN November 2, 2023 FROM: KATIE YOUNG, SECRETARYOF THE DISTRICT REVIEWED BY: ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE UPDATE AND REVIEW SURVEY RESULTS REGARDING DIVERSITY, EQUITY, AND INCLUSION (DEI) CONSULTANT BERNARDO M. FERDMAN, PH.D., FERDMAN CONSULTING The workshop will be dynamic and highly interactive. The following components and topics will be addressed: • Welcome/overview of goals and agenda, check -in, and agreements • Overview of the assessment process and the work of the DEI Task Force to date (including results of Staff DEI forums) • DEI Strategic Planning • Overview of DEI strategic plan components • Review of draft DEI vision, mission, and principles • Review of draft DEI strategic pillars and strategic goals • Bringing DEI and inclusive leadership to life in the work of the Board: individual, group, and organizational components Note: No decisions or actions will be made or taken by the Board of Directors in regard to this item. Strategic Plan re -In GOAL THREE: Workforce Diversity and Development Strategy 4 - Foster a culture of diversity, equity, and inclusion GOAL FOUR: Governance and Fiscal Responsibility Strategy 1 - Promote and uphold ethical behavior, openness, and accessibility GOAL SEVEN: Innovation and Agility Strategy 3 - Be adaptable, resilient, and responsive ATTACHMENTS: 1. DEI Workshop Agenda 2. Presentation November 2, 2023 Special Board Meeting Agenda Packet - Page 45 of 79 Page 2 of 23 Attachment 1 FerdmanCONSULTING Supporting leaders & organizations in bringing inclusion to life https://ferdmanconsulting.com CENTRAL CONTRA COSTA SANITARY DISTRICT BOARD OF DIRECTORS WORKSHOP DIVERSITY, EQUITY, AND INCLUSION NOVEMBER 2, 2023,1:00-5:00 PM BERNARDO M. FERDMAN, PH.D. GOALS 1. To continue to develop the Board's shared understanding of and commitment to diversity, equity, and inclusion (DEI) and to the principles of equity and inclusion. 2. To review the results of Central San's DEI Assessment, conducted March -July 2023 3. To learn about the work of Central San's DEI Task Force currently in process, including developing a strategic DEI plan for Central San. 4. To continue to map a collective path forward for integrating DEI as a core value and practice at Central San. AGENDA The workshop will be dynamic and highly interactive. The following components and topics will be addressed: • Welcome/overview of goals and agenda/check-in/agreements • Overview of the assessment process and the work of the DEI Task Force to date (including results of Staff DEI forums) • DEI strategic planning: o Overview of DEI strategic plan components o Review of draft DEI vision, mission, and principles o Review of draft DEI strategic pillars and strategic goals • Bringing DEI and inclusive leadership to life in the work of the Board: individual, group, and organizational components PREPARATION It may be helpful to review the presentation and handouts from the Board DEI workshop held on June 5, 2023, available at: https://weblink.centralsan.org/WebLink/DocView.aspx?id=908883&dbid=0&repo=CCCSDLF10 https://weblink.centralsan.org/WebLink/DocView.aspx?id=908884&dbid=0&repo=CCCSDLF10 https://weblink.centralsan.org/WebLink/DocView.aspx?id=908885&dbid=0&repo=CCCSDLF10 Ferdman CONSULTING P. 1 of 1 November 2, 2023 Special Board Meeting Agenda Packet - Page 46 of 79 Page 3 of 23 Attachment 2 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting 'Central Contra Costa .. Sanitary District DIVERSITY, EQUITY, INCLUSION PRESENTATION & WORKSHOP Central San Board November 2, 2023 Bernardo Feraman, Ferdman Consulting Central San DEI Task Force: Ann Vallee Zachary Lee Philip Leiber Benjamin Johnson Liana Olsen Velisa Parks Heather Ramamurthy Lori Schectel Russell Salva Joe Jackson Nicole Marshall Winston Ingram Ferdman CONSULTING Supporting leaders & organizations in bringing inclusion to life 1 _� M wpm Iff t kc E LCOO Vol{ �> . F 2 November 2, 2023 w N November 2, 2023 Special Board Meeting Agenda Packet - Page 47 of 79 USSION, VISION, ALUES JPUR M ISSION To protect public health and the environment FUR VISION To be an innovative industry leader in environmental stewardship and sustainability, 'while delivering exceptional service at responsible rates 1 l OUR VALUES Our core values guide our daily decisions and how we fulfill our mission, vision, and goals CUSTOMER SERVICE We are responsive to our customers, and we deliver on our commitment to provide safe, reliable, and cost-efficient services. EMPLOYEES We empower our employees to do their best work. INTEGRITY We hold ourselves accountable to a high standard of honesty, reliability, and transparency. INNOVATION We continuously improve and optimize our operations. ENVIRONMENTAL SUSTAINABILITY We conduct our business to safeguard and improve our planet. DIVERSITY, EQUITY, AND INCLUSION We value people of all backgrounds, cultures, and perspectives, and we are committed to the principles of equity and inclusion. 2022-24 GOALS GOAL 1: Customerand Community _ Provide exceptional service GOAL 2: Environmental Stewardship Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts GOAL 3: Workforce Diversity & Development Recruit, educate, empower, and retain a workforce from diverse backgrounds GOAL 4: Governance & Fiscal Responsibility Uphold integrity, transparency, and wise financial management in an effective governing model GOAL 5: Safety & Security Provide a safe, secure, and healthful workplace that foresees and addresses threats GOAL 6: Infrastructure Reliability Maintain facilities and equipment to be dependable, resilient, and long lasting GOAL 7: Innovation & Agility Optimize operations for continuous improvement, and remain flexible and adaptable r Page 5 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting 61 0 November 2, 2023 TODAY'S GOALS Continue to develop the Board's shared understanding of and commitment to diversity, equity, and inclusion (DEI) and to the principles of equity and inclusion. Review (and discuss) the results of Central San's DEI Assessment Learn about the work of Central San's DEI Task Force currently in process, including developing a strategic DEI plan for Central San. Continue to map a collective path forward for integrating DEI as a core value and practice at Central San. ,W Ferdman CONSULTING Our road map for today... Welcome, goals/agenda, "hellos," agreements, check -in Overview of assessment process & results and of the work of the DEI Task Force to date (including results of Staff DEI forums) Assessment components Central San's Diversity (Workforce Demographics) Survey results Key themes (including from open-ended survey responses & group interviews) From 4To statements, Staff feedback & input DEI strategic planning Overview of DEI strategic plan components Review of draft DEI vision, mission, and principles Review of draft DEI strategic pillars Bringing DEI and inclusive leadership to life in the work of the Board: individual, group, and organizational components Closing,reflections Ferdman - CONSULTIt November 2, 2023 Special Board Meeting Agenda Packet - Page 49 of 79 Page 6 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting 7 November 2, 2023 Agreements for Our Work Together Model & practice respect & inclusion J • Be fully present • Listen to understand • Make room for all to engage and speak. Move up, move back. • Speak for yourself in your own voice. Don't assume agreement or consensus. Co -create a "brave space" for learning & dialogue • Recognize we're all in process • Lean into discomfort • Accept others' reality as true for them • Remember that impact matters — not just intent Honor confidentiality of individual behavior, stories, participation I Anything else? (What do you need to fully engage? What do we need to be effective and to build trust with each other and across the organization?) Ferdman CONSULTING "Check -in": Bringing Everyone's Voices into the "Room" * V + •-a -*INV Briefly (1 min or less): • a One question or observation you have about DEI (at Central San) One hope for our time together today November 2, 2023 Special Board Meeting Agenda Packet - Page 50 of 79 Page 7 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting Core concepts �� Diversity `� • "counting differences" • presence in a group or organization of people with a variety of identities, l backgrounds, styles, and perspectives on a range of dimensions of difference 0 November 2, 2023 Inclusion • "making differences count" • fostering a work culture where everyone -- across identities and backgrounds --can do their best and make their full contribution without having to hide or suppress valued aspects of themselves • necessary to gain the benefits of diversity Equity • creatingjust outcomes & processes • working to foster fairness in experiences and opportunities (and service) so that these do not unfairly depend on one's identities or social position Ferdman CONSULTING . Copyright © 2023 by Bernardo Ferdman, Ph. 1 10 Central San's DEI Journey Thus Far November 2, 2023 Special Board Meeting Agenda Packet - Page 51 of 79 Page 8 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting DEI Task Force November 2, 2023 Formed in August 2022, with 12 members across levels and functions Mission • Advises Central San leadership and the organization overall on ways to enhance and better appreciate diversity and foster inclusion and equity, so that Central San continues to be an employer of choice and can best serve the entire community in accordance with its mission, vision, and values. • As members of Central San's DEI Task Force, we believe that diversity, equity, and inclusion are a source of strength, creativity, and innovation and thus central to how we do business and how we engage with each other at work. We seek to build an inclusive culture at Central San by addressing and creating space for our many differences, including those based on gender and gender expression, socio-economic class, race, ethnicity, culture, religion, disability status, age, sexual orientation, and the intersection of these identities. We work to create opportunities for all to engage, to develop and contribute their talents, and to feel that they are valued and fully belong. 4 Ferdman 11 Central San's DEI Journey l DEI Briefings & Initial Orientation • Briefings for the Board's Ad Hoc DEI Committee (February 10, 2022) and the full Board (March 17, 2022) • District -wide launch of the DEI initiative for all staff (July 2022) Creation, Launch, & Initial Work of DEI Task Force & DEI Coordination Team • Recruitment & launch of Central San's DEI Task Force and DEI Coordination Team (August & September 2022) • Monthly Task Force meetings (since October 2022) • Work on Charter, Vision/Rationale/Principles, District -Wide Communication, and DEI Assessment Senior Leader Engagement & DEI Learning/Professional Development • Management team: multiple learning and professional development workshops • Inclusion@Work° learning journey for management team and DEI Task Force (Ju ly-October 2022) • DEI Task Force learning workshops (September/October2022) LBoard DEI Workshop (June 2023) DEI Assessment (March - July 2023) DEI Strategic Action Plan & Rollout (August 2023 - January 2024) Ferdman CONSULTING 12 November 2, 2023 Special Board Meeting Agenda Packet - Page 52 of 79 Page 9 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 s an inclusive and equitable workplace important to you Vor Central San? (from staff survey) A better and higher performing workplace • To create a positive work environment that allows employees to perform at a higher level • To foster a productive work environment • To attract and retain top talent • To create a more enjoyable place to work and invest energy in • To ensure that the most capable employees are hired and promoted A more effective, innovative, and fair organization • To create a strong and functional team with the same goals • To promote diverse viewpoints and ideas • To address issues and concerns before they become bigger • To ensure that advancement opportunities are based on merit and not other reasons • To improve overall efficiency and effectiveness of the organization • To ensure that there is no favoritism or bias in the workplace Ferdman CONSULTING 13 It supports our staff - and is the right thing to do • To improve staff happiness, morale, and ability to contribute and perform • To make employees feel valued and respected • To ensure that everyone is treated equally and fairly • To balance out a heavy masculine environment • To demonstrate that all employees are valued and heard • To give "minorities and different genders" a better platform to compete. It's required and expected, needed to serve the community, and one of our core values • To meet regulatory requirements • To maintain high levels of customer service • To encourage inclusivity and equity as part of the organization's values, notjust a buzzword DEI Assessment Overview Workplace Inclusion Inventorfm (survey) - customized version Measured experience of inclusion (6 indices); teamwork/collaboration across departments; perceived priority of DEI at Central San; inclusive supervision; preparation for inclusion (self) 215 responses (76.5% of all permanent staff, March 9-April 3, 2023) Group Interviews: 9 groups, 62 participants (May 9-18, 2023) _ Line staff (2 groups), Managers & Supervisors (2 groups), People of Color, Women, Staff with dependents at home, Employees with disabilities, LGBTQ+staff Feedback & Visioning Sessions Task Force Management Team All staff (182 attendees at 4 sessions, July 2023) Global Diversity, Equity, and Inclusion Benchmarks (Task Force, Managers, HR team) Strengths, Opportunities, Suggestions; From/To Statements Ferdman CONSULTING 14 November 2, 2023 Special Board Meeting Agenda Packet - Page 53 of 79 Page 10 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting DEI Assessment Findings Diversity: Workforce composition (race/ethnicity, gender) Survey highlights Key themes (strengths & opportunities, based on survey & interviews) 15 Central Sa n's Diversity Workforce Composition (based on H R data, May 2023) 16 November 2, 2023 November 2, 2023 Special Board Meeting Agenda Packet - Page 54 of 79 Page 11 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 Asian, Race/Ethnicity American Indian Hawaiian, or Alaska Native, or Pacific 4, 1% Islander, Black or African Race/Ethnicity 24, 9% American,15, 5% Hispanic or (overall, by level, & Latino, 32,12% by gender) N,A,13,5% White, 161, Two or more races, 29, 10% Race/Ethnicity by Level and by Gender MSCG Management Total Women Men Local American Indian or Alaska Native 1.9% 3 1.0% 1 0.0% 1.4% 4 2.8% 2 1.0% 2 Asian Hawaiian or Pacific Islander 6.8% 11 9.9% 10 18.8% 3 8.6% 24 11.3% 8 7.8% 16 Black or African American 6.2% 10 3.0% 3 12.5% 2 5.4% 15 7.0% 5 4.9% 10 Hispanic or Latino 11.2% 18 12.9% 13 6.3% 1 11.5% 32 7.0% 5 12.6% 26 Not available 5.0% 8 4.0% 4 6.3% 1 4.7% 13 5.6% U4 4.4% 9 7.0% 5 11.7% 24 Two or more races 13.0% 21 7.9% 8 0.0% 0 10.4% 29 57.9° White 55.9% 90 61.4% 62 56.3% 9 (161 59.2% 42 57.8% 119 Overall NI 161 1 301 1 16 278 71 206 17 Gender Overall: • 71 Women (25.5%) • 206 Men (74.1%) Gender by Level 79.5% 62.5% 67.3% ■ Female ■ Male ■ (blank) Ferdman CONSULTING 18 Tenure Average Tenure (years) Local 1 MSCG MGMT Overall Women 7.7 9.7 10.8 8.9 Men 9.9 13.2 10.3 11.0 All 9.4 12.1 10.5 10.5 Asian, Hawaiian, or Pacific Islander Black or African American Hispanic or Latino Two or more races White Combined Local MSCG Combined 9.17 10.74 9.92 13.06 11.47 9.79 11.93 16.85 9.18 14.91 9.80 9.75 9.84 11.91 10.68 9.84 12.14 10.73 November 2, 2023 Special Board Meeting Agenda Packet - Page 55 of 79 Page 12 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 16- 1 Tenure & Gender LOCALI MSCG 40.00 36.99 35.00 34.32 32°88 30.00 25.00 22.49 20.00 17 87 15.00 1563 1542 1243 10.95 10.00 8.26 7.08 5.97 5.00 2.53 0. 2 0. F7 1. 7 0. 8 0.00 - Female Male Female Male i � Ferdman CONSULTING 19 Age & Gender AGE BY GENDER: MSCG AGE BY GENDER: LOCAL 1 69.93 70.00 6133 62.42 52 84 49.22 44.71 44.92 46.26 40.23 21 72 20 November 2, 2023 Special Board Meeting Agenda Packet -Page 56 of 79 20 November 2, 2023 Special Board Meeting Agenda Packet -Page 56 of 79 Page 13 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 MEDIAN SALARY GRADE BY RACE/ETHNIC GROUP AND GENDER LOCAL 1 (161) N % within bargaining unit Median salary grade Average tenure (yrs) Hispanicwomen 2 1.24% 68 6.1 White men 72 44.72% 67 10.3 Black men 7 4.35% 67 12.8 White women 18 11.18% 66 8 Asian men 8 4.97% 66 8.5 — Hispanic men 16 9.94% 65.5 9.6 Multiracial women 2 1.24% 64 2.3 Correlation of tenure & grade Multiracial men 19 11.80% 64 10.6 (Local 1) = 0.42 Black women 3 1.86% 60 9.9 Asian women 3 1.86% 57 10.9 MSCG (101) Correlation of tenure & grade (MSCG) = 0.36 Hispanic women 1 0.99% 78 10.4 White men 43 42.57% 76 12.7 Multiracial men 5 4.95% 75 12.4 Hispanic men 9 8.91% 74 8.2 White women 19 18.81% 73 10.1 Asian men 6 5.94% 73 10.7 Multiracial women 3 2.97% 73 5.4 Black men 1 0.99% 72 24 Asian women 4 3.96% 72 10.9 Ferdman Blackwomen 2 1.98% 60.5 13.3 CONSULTING 21 Workplace Inclusion Inventory Conten 67 rating items, grouped into 10 inclusion scales; 6 open-ended questions; 19 demographic & background items Experience of Inclusion (6 scales) Teamwork & Collaboration Across Departments (3 Authenticity & Psychological Safety (7 items) items) . At Central San, it's safe for me to express divergent ideas and opinions. . At Central San, it feels like we are all on the same team. . At Central San, we address disagreements rather than avoid them. . At Central San, there is teamwork and collaboration Belonging & Respect (8 items) between departments. . At Central San, I am treated the way I would like to be treated. priority of DEI-Organizational Level (7 items) . People at Central San treat me with dignity and respect. . At Central San, we truly value people of all Trust & Collaboration with Co-workers (5 items) backgrounds, cultures, and perspectives, and we are . My co-workers value my ideas and opinions. committed to equity and inclusion. . I trust my co-workers. Trust in Higher Leadership (6 items) . Central San's leadership team is committed to fostering . I feel comfortable sharing my ideas and opinions with members of Central an equitable, diverse, and inclusive workplace. San's Executive team. Inclusive Supervision (10 items) . I trust Central San's management. . I feel heard by my immediate manager or supervisor. Autonomy, Empowerment, & Transparency (7 items) . My supervisor values my contributions, my ideas, and . I am trusted to get my job done. my opinions. . I am given the information I need to get my job done efficiently and effectively. preparation for Inclusion (Self) (7 items) Fairness & Equity (7 items) . I regularly take intentional steps to make Central San a . People like me have ample opportunities to contribute and advance at Central more inclusive place to work. San. . At Central San, employees get the opportunities they deserve based on their . I am highly committed to doing my part to foster an equitable, diverse, and inclusive culture at Central San. merits and contributions. Ferdman CONSULTING 22 November 2, 2023 Special Board Meeting Agenda Packet - Page 57 of 79 Page 14 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 Summary of Key Results: 6=Workplace Inclusion InventoryTM (Survey Ratings) ♦ 215 (76.5%) staff members responded to the survey, from 3/9 to 4/3/23. ♦ The survey included 67 ratings items grouped into 10 inclusion scales (as well as 6 open-ended questions and 19 demographic/background items). Scores could range from 1 (stronoly disaaree) to 5 (stronoly aaree). MOST FAVORABLE SCALES: Trust & Collaboration with Co -Workers (4.0) Inclusive Supervision (3.8) Autonomy, Empowerment, & Transparency (3.7) Preparation for Inclusion (Self) (3.6) LEAST FAVORABLE SCALES: Trust in Higher Leadership (2.9) Teamwork & Collaboration Across Departments (2.9) Priority of DEI (Org. Level) (3.1) Authenticity & Psychological Safety (3.1) STRONGEST ITEMS (% agree/stronglyagree; % WEAKEST ITEMS (% agree/strongly agree; % disagree/strongly disagree; mean) disagree/strongly disagree; mean) I trust Central San's Board. (16%, 43%, 2.5) In my work unit or team, we cooperate to get our work At Central San, we address disagreements rather than avoid them (28%, 50%, 2.6) done. (89%; 4%; 4.2) At Central San, it feels like we are all on the same team. (31 %, 44%, 2.8) My co-workers trust me. (90%; 1 %; 4.1) At Central San, employees get the opportunities they deserve based on their • I am trusted to get my job done. (84%; 6%; 4.1) merits and contributions. (31 %, 37%, 2.8) I am well equipped to work with people who are very I trust Central San's Executive Team (28%, 34%, 2.8) different from me — in culture, ethnicity, age, gender, At Central San, we use our diversity to help us be more successful in our work background, and other dimensions of diversity. (81 %; together (25%, 28%, 2.9) 3%; 4.1) At Central San, staff communicate, trust, and support each other across different I feel comfortable sharing my ideas and opinions with departments and divisions. (31 %, 33%, 2.9) my co-workers. (79%, 8%, 4.0) When important decisions are made at Central San, I understand the reasons My supervisor treats me fairly. (79%, 11 %, 4.0) behind them. (27%, 35%, 2.9) My supervisor makes efforts to accommodate my I trust Central San's management. (33%, 32%, 2.9) needs. (77%, 7%, 4.0) • 1 feel comfortable sharing my ideas and opinions with members of Central San's Executive Team. (36%, 36%, 2.9) 23 ?4 0 Ferdman opyright © 2023 by Bernardo M. Ferdman, PhD. dba Ferdman Consulting. All Rights Reserved. CONSULTING Scale Means (1=Strongly Disagree, S=Strongly Agree) 1 2 Trust and Collaboration with Co-workers � Inclusive Supervision � Autonomy, Empowerment, and Transparency Preparation for Inclusion (Self) Belonging and Respect Fairness and Equity Authenticityand Psychological Safety Priorityof DEI (Organizational Level) Trust in Higher Leadership Teamworkand Collaboration Across Departments 5 4 3.8 3.7 3.6 3.5 M 3.2 M 3.1 M 3.1 2.9 2.9 Ferdman ace Inclusion Inventory- and its items: Copyright © 2023 by Bernardo M. Ferdman, PhD. dba Ferdman Consulting. All Rights Reserved. CONSULTING November 2, 2023 Special Board Meeting Agenda Packet - Page 58 of 79 Page 15 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting Highest -Rated Items (top 7) November 2, 2023 33. 1n my work unit or team, we cooperate to get our work done. (Mean:4.2) • r.* and lt% 31 • C­jK P%, 71 1a`•et agree na Omaq," 12%. 151 • A M 14e%. 1021 • Seem agree 141% 821 27.My co-workers trust me. (Mean: 4.1) 1 • .rl�•, tl • Dsa"11%,21 ` Nier agw m daagee J8% tal • bee 155% 13M • Snag, agree r75% 511 22. 1 am trusted to get myjob done. (Mean: 4.1) • ',; • D"Yn P% W Never agree w eeaaea 110%. 211 • Mee I50%. 1001 • SMVPf alim Pa%. M 61.1 am well equipped to work with people who are very 1,different from me - in culture, ethnicity, age, gender, - background, and other dimensions of diversity. (Mean: 4.1) a m_ ,,, • - 7RR%41 8aaaguev•sapens.331 • wR142%971 • SU"a 13e%,n 5. 1 feel comfortable sharing my ideas and opinions with my co-workers. (Mean: 4.0) 111L.- 0 SO.Q.06gaeIT. 51 • 0.q-r% 121 • NGeav4e•oe01aeee113%201 • N••P0%. 1111 • ,a VI ag-P2%581 55. My supervisor treats me fairly. (Mean: 4.0) • s.aVi alw.e la+e. 19 • -w P%. 11 rarrn4Pee maa+veF%+9 •Nee185%. v+l • ... .. 59. My supervisor makes efforts to accommodate my needs. (Mean: 4.0) Ferdman ace Inclusion Inventory'"' and its items: Copyright © 2023 by Bernardo M. Ferdman, Ph.D. dba Ferdman Consulting. All Rights Reserved. CONSULTING 25 Lowest -Rated Items (bottom 5) 32. 1 trust Central San's Board. (Mean: 2.5) N=214 • .,.c j11% W • D.Ve rn%,all . Nine • ­.,gr, a9WJI%21 12. At Central San, we address disagreements rather than avoid them. (Mean: 2.6) N=214 • SBa0oea4'eer7% 421 •DWree Re%5% NM,^• .;,rua02•R3%4% •Ne•r25%531 •S"nglagtee P%W 34. At Central San, it feels like we are all on the Nem,e aoee •a maa•e rn% ea► same team. (Mean: 2.8) N=214 •--r ,vwree l+:h 32I •tepee P9%. 821 1+rn.i>.. .+r o+avee res%551 •Nee r.`Fn ssl •Sw.or aaee l'.%,01 40. At Central San, employees get the opportunities N•eagreeaa�,•eelr, Galthey deserve based on their merits and N=214 contributions. (Mean: 2.8) • .. • -.wee RO% ui Nt0e•17..m ­K 1+Y. Ry1 •Nee 12a%. a21 • SaagY ageelh tal 31. 1 trust Central San's Executive Team. (Mean: 2.8) Nexe aveemaayae Pa%a,l N=214 • .:u.agh u••�ae Prn. 421 • rmVne lu%. ;1) • .re.. qyu nu an•aeelx*.ell •Nee P4%ea • isaly, apm P%8? Ferdman CONSULTING 26 November 2, 2023 Special Board Meeting Agenda Packet - Page 59 of 79 Page 16 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 Lowest -Rated Items (cont'd) 46. At Central San, we use our diversity to help us be more successful in our work together. (Mean: 2.9) 111100L ' N=207 • �t1o"7h a15%. 171 • D.W. PM. 111 - -1 $C". 17; • AOa•12 45. At Central San, staff communicate, trust, and support each other across different departments and divisions. xm •oeeroana,erya`n1 N=207 (Mean: 2.9) • 4rengiy u+�Poen1. :A • n.�.m i::.:., ,u . ; - •pee R9. 611 • srap, q'�R� tl 35. When important decisions are made at Central San, understand the reasons behind them. (Mean: 2.9) 30. 1 trust Central San's management. (Mean: 2.9) 6. 1 feel comfortable sharing my ideas and opinions with members of Central San's Executive Team. (Mean: 2.9) 27 Ferdman CONSULTING rxx. a�«""e•av«ta6� °� N=214 • s.�ut+v«�:,x 221 • no..r1-. � : �;�n. ,v1 • oa.»•ree p+. N rkale..o'«n«as+«I�+s 731 N=214 • s•«wmwee n•� all • orsaae,. �.. .:+,.�ar•x •e. a.l,7ee lily r51 •pee �'. an • Cm7i bJ«1,`. v1 r,ealel ages nor m•7-123% 6q N=215 • S•olgt maV«puw ui • oegr«11on.UJ • A,-1 x 611 • 9t«4h+7«Isx.1q survey Results ♦ Many participants did not respond to all or some of the background/demographic items. Those who selected "prefer not to say" on 9 items or more gave significantly lower scores on 9 of the 10 scales. And the 22 participants who left the demographic section completely blank had significantly lower scores on Authenticity & Psychological Safety, Belonging & Respect, Trust in Higher Leadership, and Teamwork/Collaboration Across Departments than staff who partially or fully completed that section. ♦ No statistical differences between supervisors and non -supervisors across the 10 scales. ♦ Divisions&job functions ♦ Planning & Dev't Services<CSO & Plant Maintenance on Authenticity & Psychological Safety ♦ Planning & Dev't Services< Plant Maintenance on Trust in Higher Leadership ♦ Operations work<those in admin/mgmt. & other on Trust in Higher Leadership. ♦ Overall, those at Central San for more than 12 years gave lower scores than those at Central San between 1 and 3 years (on 6 scales). ♦ Staff who are 26-35 years old had lower scores on Trust in Higher Leadership than those 46 to 55 years old (2.63 vs. 3.36) ♦ Men>Women on Trust and Collaboration with Co -Workers (4.20 vs. 3.92) ♦ Staff who reported that they applied for promotion but were not promoted (N=18) rated Fairness & Equity (2.9 vs. 3.5) and Trust in Higher Leadership (2.6 vs. 3.2) lower than those who had not applied for promotion (n=98). ♦ Although not statistically significant due to a low N (8), Black/African American respondents gave lower scores, on average, on 8 of the scales, compared to staff of other ethnicities. ♦ Trust in Higher Leadership was most strongly predicted by scores on the Fairness & Equity scale (r=-.77). The next contributor was Teamwork & Collaboration Across Departments. WFerdman CONSULTING November 2, 2023 Special Board Meeting Agenda Packet - Page 60 of 79 Page 17 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 Assessment Results: Qualitative Summary (based on ratings, open-ended survey responses, & group interviews) Strengths • Workforce: Staff care about the mission of Central San and take great pride in their work; many staff (although not all) like the job security, benefits, and work -life balance at Central San. • DEI: positive views about direction; staff are committed to DEI; want to learn • Work Teams: trust in and by supervisor and co-workers; valued by co-workers; cooperation within teams Opportunities Org. culture & work environment: low communication, trust, & support across depts./divisions; alignment with values; negativity & gossip Fairness & equity: opportunity allocation not always seen as fair; concern about COL & benefits; differences in benefiting from certain policies; limited advancement options Leadership culture/communication: management viewed as unable to share fully/transparently and afraid to make decisions; fear of conflict & lack of psychological safety; fear of retribution; Board seen as "out of touch" Lack of trust: staff don't feel respected by leadership & Board; want voices to matter, even when dissenting DEI: not sufficiently leveraging diversity; commitment to DEI not yet aligned with actions; jokes, mistreatment of certain groups Lack of resources: low staffing relative to workload; needed investments& facilities improvements; desire for more cross -training, development Staff with disabilities: need/desire for more complete inclusion Staff of color: feel boxed in and stereotyped, see double standard in certain treatment Women: There is a lack of women in leadership; women engineers feel less valued; stereotypes regarding roles/positions women should have are alive and well, so women believe they must work harder to be seen as capable; takingtime offfor dependent care can adversely affect career Ferdman CONSULTING 29 A&. Visioning the Road Ahead 30 November 2, 2023 Special Board Meeting Agenda Packet - Page 61 of 79 Page 18 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 What would a diverse, equitable, and inclusive workplace look like at Central San? Fair treatment • Everyone is treated fairly and with respect, regardless of (and with appreciation for) their race, gender, ethnicity, background, and other identities. Assumptions and biases are addressed and eliminated. • A fair playing field: employees are hired, promoted, and given opportunities based on their merits and qualifications, rather than on any biases or favoritism. Inclusive and supportive culture Some areas for • Employees feel safe and comfortable expressing themselves and their opinions and are provided improvement at Central San: with the necessary tools and resources to grow and succeed in their roles. • There are accommodations and flexibility to help foster equity and to empower staffto do their addressing male bias best. increasing • The culture encourages collaboration, open communication, and the abilityto disagree maturely, transparency without being condescending or dismissive. ensuring more equitable distribution Inclusive and transparent p g of work and opportunities Diversity at all levels building trust& • Leadership is diverse and promotes diversity in theworkforce; collaboration across • Leaders serve as role models, ensuring accountability, and they support and empower staff. "silos" Ferdman CONSULTING 31 A Vision for Our Future KEEP We care about the mission of Central San and take pride in our work Staff co-operate with their work teams and share ideas and opinions with one another We value the diversity of our workforce and are curious to learn more about one another We are committed to doing our part to foster an equitable, inclusive, and diverse culture at Central San Ferdman - CONSULTING 32 November 2, 2023 Special Board Meeting Agenda Packet - Page 62 of 79 Page 19 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 From To We don't trust leadership and fear that if we Staff from all levels trust leadership and know that our TRUST disagree or share our perspective, we may face perspectives and ideas are valued and seen as essential to Central repercussions San's success We work in silos, and when we lack information, we We work as one organization, where we learn and collaborate COMMUNICATION fill in the gaps with gossip across workgroups and share constructive ideas with healthy forms of communication We have regular and effective two-way communication from staff Staff don't understand why decisions are being up through management/leadership/Board and back. Staff are made by management and communication seems aware of key issues and challenges before final decisions are made and can provide bottom -up input to solutions, resulting in strong to be only one direction: top down alignment throughout the organization on priorities and key decisions. We are uncomfortable with conflict, which We handle Issues in a healthy, productive and authentic way. We suppresses diversity of ideas recognize that disagreement and conflict often leads to creativity and growth, as part of our organizational culture. VALUING Employees who have been historically excluded Employees from all backgrounds and diversity dimensions are DIVERSITY experience microaggressions and stereotyping respected and valued fortheir ideas, styles, and contributions to the organization TALENT Staff perceive that opportunities for career Work and opportunities are distributed fairly and available to all DEVELOPMENT development and mobility are inequitable or high -performing employees limited There is a perception that excellence is not All employees are provided constructive feedback and held expected of everyone at Central San accountable for contributing to a high -performing, inclusive organization 33 Components of a DEI Strategic Plan Rationale Vision for DEI r •U W I Principles, Assumption, Definitions L Pillars, Strategic Goals, a--+ Strategies (Objectives) Implementation & Action Steps Ferdman - CONSULTING 37 34 November 2, 2023 Special Board Meeting Agenda Packet - Page 63 of 79 Page 20 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting 35 36 November 2, 2023 DEI Vision & Mission (draft) AL As a public agency whose mission is to protect public health and the environment, Central San seeks to serve our diverse communities fairly and equitably. We are committed to the principles of diversity, equity, and inclusion (DEI) and we value people of all backgrounds, cultures, and perspectives. All members of Central San's staff should experience the feeling of being included and belonging at work; when they do, we will be stronger and more effective, both individually and collectively. Embracing these principles creates a better workplace, enables us to better achieve collective goals, and contributes to making our world better tomorrow than it was yesterday. DEI Vision Central San is a workplace where all employees feel trusted, valued, included, and empowered to contribute their voice and expertise to Central San's mission and vision. DEI Mission Central San prioritizes a workplace culture that embraces diversity, champions inclusion, and promotes equity, benefiting both our team and the community. Ferdman DEI Principles (draft) Diversity, equity, and inclusion drive our strength, creativity, and innovation, shaping how we serve the community and collaborate at work. 2. Our diversity includes all the ways in which we are different and similar, including our identities, backgrounds, and perspectives. We celebrate and benefit from this diversity by giving space for everyone's voice and by respecting, trusting, and listening to each other. 3. We prioritize and foster inclusion at Central San by welcoming our many differences and unique perspectives and cultivating a culture of trust and respect, so that all staff members can feel valued and empowered to do their best work, in service to our mission. 4. To foster equity in decision -making and in how people are treated and rewarded, we acknowledge, consider, and work to mitigate and remove historical and current inequities and barriers to inclusion. We strive to work transparently and involve everyone at Central San to co -create and make progress toward the supportive, inclusive, and morejust world we would like to live in. 6. Advancing DEI is everyone's responsibility, across Central San. It requires working across the organization, within workgroups, and on an individual basis to make it a reality, and to create meaningful avenues to address situations when our vision is not met. 7. Recognizing DEI as an ongoing journey, we are dedicated to continuous learning, growth, and adaptation, ensuring our efforts remain relevant and impactful. Ferdman November 2, 2023 Special Board Meeting Agenda Packet - Page 64 of 79 Page 21 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting Definitions November 2, 2023 Diversity is the presence of a range of human characteristics and identities in a group, organization, or community. These characteristics and identities include race, gender and gender expression, ethnicity, culture, sexual orientation, age, physical attributes and disability, socioeconomic background, religious and political affiliations and beliefs, veteran status, national origin, immigration status, and many other dimensions that together, make up who we are. "Diversity is a feature of a collective (for example, of a group or organization), not of a person; individuals are not'diverse,' but rather may add to the diversity of a larger entity. For that reason, all of us can contribute in some way to the organization's diversity. Diversity encompasses legally protected categories of people, as well as individual, interpersonal, organizational, and societal dimensions that define us as unique individuals. Often, diversity refers to group -based or social identities —some of which may involve historical patterns of societal or organizational exclusion or differential treatment —but can also comprise variations in working styles, strengths, and other individual features or attributes." (Source: Diversity&Inclusion Report and Recommendations, CaIEPA Department of Toxic Substances Control, August 2017, https://dtsc.ca.gov/wp content/u ploads/sites/31/2018/04/DTSC- Diversity- I nclusion-Report-Recommendations-August-2017.pdf) — Ferdman IIYA Equity Equity refers to fairness in how people are treated, rewarded, and have their needs met, in ways that consider both similarities and differences among people and groups. Equity is not the same as equality and does not necessarily mean treating everyone in the same way, in that achieving equity can require removing invidious barriers and overcoming past discrimination and its repercussions, as well as considering the hidden ways in which differential opportunities for success are created. Equity means offeringjust treatment and opportunity to persons in ways that are free of sociocultural and other biases and providing people with what they need to do their best. Ferdman 38 November 2, 2023 Special Board Meeting Agenda Packet - Page 65 of 79 Page 22 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting Inclusion November 2, 2023 Inclusion refers to the practices that promote engagement and participation in the organization and/or group and that foster "experiences of inclusion" for everyone, across identities, resulting "in a sense of safety, full belonging, participation, and voice across the range of diversity dimensions, without requiring assimilation or loss of valued identities." Every member should feel valued for the skills and talents that they bring as a whole person to the organizational community or to the group, without having to hide or suppress valued identities. (Source: Ferdman, B. M. (2016). Diversity and organizational change/performance. In J. Stone, R. Dennis, P. Rizova, &A. D. Smith (Eds.), The Wiley -Blackwell encyclopedia of race, ethnicity, and nationalism. San Francisco: Wiley. https://doi.com/10.1002/9781118663202.wberen680) Ferdman CONSULTING 39 Proposed Pillars INCLUSIVE WORKPLACE CULTURE WORKFORCE DIVERSITY& EQUITY DEI Strategy COMMUNITY ENGAGEMENT & DEI LEADERSHIP & VISIBILITY, EXTERNAL RELATIONS, SUSTAINABILITY & CUSTOMER SERVICE i Ferdman CONSULTING 43 40 November 2, 2023 Special Board Meeting Agenda Packet - Page 66 of 79 Page 23 of 23 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 JIL.Strategic DEI Goals (in progresSLdA.MM 1. INCLUSIVE WORKPLACE CULTURE 1. Enhance partnerships, collaboration, trust, alignment, and effective two-way communication at Central San across levels, departments, and divisions and other differences. z. Develop a workplace culture where people of all identities are recognized, valued, and made to feel that they belong as an integral part of the organization. Give people the feedback and positive tools and training they need to grow to their fullest capacity and contribute to the collective goals. 2. WORFORCE DIVERSITY& EQUITY i. Continue to attract and retain a diverse talent pool. z. Provide equitable opportunities for staff development and advancement. (Develop programs and resources for underrepresented groups.) 3. Assess and improve systems and practices for recruitment, hiring, retention, compensation, performance management, and staff development and growth to mitigate and address barriers and to embrace and incorporate DEI principles. 3. COMMUNITY ENGAGEMENT&VISIBILITY, EXTERNAL RELATIONS,& CUSTOMER SERVICE i. Broaden our perspective on "customer service" to provide for more proactive and equitable outreach and visibility and to increase public knowledge of what Central San is and who we are. z. Review our services and approaches to community engagement and outreach to incorporate an equity lens and to better involve disadvantaged or under resourced sectors of our service area. 3. Incorporate a DEI lens and DEI principles in our outreach, communication, community relations, and sourcing. a. Partner with collaborate with other agencies on regional DEI strategies and initiatives. DEI LEADERSHIP & SUSTAINABILITY L Integrate DEI strategy in the Central San's overall strategy and ensure that it is reflected in our vision, values, policies, and practices. z. Develop the infrastructure and resources needed to sustain and implement DEI at Central San. 3. Thread DEI throughout training and onboarding. Ferdman CONSULTING 41 November 2, 2023 Special Board Meeting Agenda Packet - Page 67 of 79