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08.(Handout) Final Presentation (2)
Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 1 DIVERSITY, EQUITY, INCLUSION PRESENTATION & WORKSHOP Central San Board November 2, 2023 Presenting: Benjamin Johnson Joe Jackson Philip Leiber Velisa Parks Other members: Ann Vallee Heather Ramamurthy Zachary Lee Liana Olsen Lori Schectel Nicole Marshall Russell Salva Winston Ingram Bernardo Ferdman, Ferdman Consulting Central San DEI Task Force: 2 Item 8 (Handout) Final Presentation Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 2 3 SALUDOS/GREETINGS/CONNECTIONS HELLOS Authentically greet everyone else who is here 4 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 3 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. 5 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) o Assessment components o Central San’s Diversity (Workforce Demographics) o Survey results o Key themes (including from open-ended survey responses & group interviews) o FromàTo statements, Staff feedback & input ♦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 ♦Bringing DEI and inclusive leadership to life in the work of the Board: individual, group, and organizational components ♦Closing reflections 6 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 4 Agreements for Our Work Together Model & practice respect & inclusion •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 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?) 7 Briefly (1 min or less): ◆One question or observation you have about DEI (at Central San) ◆One hope for our time together today “Check-in”: Bringing Everyone’s Voices into the “Room” 8 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 5 Core concepts Diversity •“counting differences” •presence in a group or organization of people with a variety of identities, backgrounds, styles, and perspectives on a range of dimensions of difference 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 •creating just 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 Copyright © 2023 by Bernardo Ferdman, Ph.D. All Rights Reserved.9 Central San’s DEI Journey Thus Far Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 6 DEI Task Force 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. 11 Central San’s DEI Journey 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 (July-October 2022) •DEI Task Force learning workshops (September/October 2022) Board DEI Workshop (June 2023) DEI Assessment (March – July 2023) DEI Strategic Action Plan & Rollout (August 2023 – January 2024) 12 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 7 Why is an inclusive and equitable workplace important to you &/or 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 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. 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 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, not just a buzzword DEI Assessment Overview Workplace Inclusion Inventory™ (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 14 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 8 DEI Assessment Findings •Diversity: Workforce composition (race/ethnicity, gender) •Survey highlights •Key themes (strengths & opportunities, based on survey & interviews) Central San’s Diversity Workforce Composition (based on HR data, May 2023) Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 9 Race/Ethnicity (overall, by level, & by gender)White, 161, 58% Two or more races, 29, 10% N/A, 13, 5% Hispanic or Latino, 32, 12% Black or African American, 15, 5% Asian, Hawaiian, or Pacific Islander, 24, 9% American Indian or Alaska Native, 4, 1% Race/Ethnicity Race/Ethnicity by Level Local 1 MSCG Management Total American Indian or Alaska Native 1.9% (3)1.0% (1)0.0%1.4% (4) Asian, Hawaiian, or Pacific Islander 6.8% (11)9.9% (10)18.8% (3)8.6% (24) Black or African American 6.2% (10)3.0% (3)12.5% (2)5.4% (15) Hispanic or Latino 11.2% (18)12.9% (13)6.3% (1)11.5% (32) Not available 5.0% (8)4.0% (4)6.3% (1)4.7% (13) Two or more races 13.0% (21)7.9% (8)0.0% (0)10.4% (29) White 55.9% (90)61.4% (62)56.3% (9) 57.9% (161) Overall N 161 101 16 278 and by Gender Women Men 2.8% (2)1.0% (2) 11.3% (8)7.8% (16) 7.0% (5)4.9% (10) 7.0% (5)12.6% (26) 5.6% (4) 4.4% (9) 7.0% (5)11.7% (24) 59.2% (42)57.8% (119) 71 20617 Gender Local 1 Management MSCG Female 20.5%37.5%31.7% Male 79.5%62.5%67.3% (blank)0.0%0.0%1.0% 20.5% 37.5%31.7% 79.5% 62.5%67.3% Gender by Level Female Male (blank) Overall: •71 Women (25.5%) •206 Men (74.1%) 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 Local 1 MSCG Combined Asian, Hawaiian, or Pacific Islander 9.17 10.74 9.92 Black or African American 11.93 16.85 13.06 Hispanic or Latino 9.18 14.91 11.47 Two or more races 9.80 9.75 9.79 White 9.84 11.91 10.68 Combined 9.84 12.14 10.73 Tenure 18 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 10 Tenure & Gender 0.42 22.49 2.53 5.97 12.43 0.57 23.83 34.9735.4436.99 3.73 8.54 15.63 Female Male0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00 LOCAL 1 1.37 23.60 4.43 8.26 15.42 0.28 32.8834.32 7.08 10.95 17.87 Female Male MSCG 19 Age & Gender 25.36 62.42 37.67 49.22 53.85 21.72 67.33 38.90 44.71 52.75 Female Male0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00 AGE BY GENDER: LOCAL 1 28.72 57.08 39.21 44.92 52.84 24.01 69.93 40.23 46.26 55.27 Female Male AGE BY GENDER: MSCG 20 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 11 MEDIAN SALARY GRADE BY RACE/ETHNIC GROUP AND GENDER LOCAL 1 (161)N % within bargaining unit Median salary grade Average tenure (yrs) Hispanic women 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 Multiracial men 19 11.80%64 10.6 Black women 3 1.86%60 9.9 Asian women 3 1.86%57 10.9 MSCG (101) 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 Black women 2 1.98%60.5 13.3 Correlation of tenure & grade (Local 1) = 0.42 Correlation of tenure & grade (MSCG) = 0.36 MSCG 22 64 66 68 70 72 74 76 78 People of color White Es t i m a t e d M a r g i n a l M e a n s Race/Ethnicity (combined) Pay Grade Gender Female Male Correlation of pay grade and tenure: Men: .25 Women: .43 Group Mean Pay Grade N People of color 73.00 35 White 76.00 62 Men 76.8 65 Women 71.5 31 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 12 Workplace Inclusion Inventory Content 67 rating items, grouped into 10 inclusion scales; 6 open-ended questions; 19 demographic & background items Experience of Inclusion (6 scales) Authenticity & Psychological Safety (7 items) ◆At Central San, it’s safe for me to express divergent ideas and opinions. ◆At Central San, we address disagreements rather than avoid them. Belonging & Respect (8 items) ◆At Central San, I am treated the way I would like to be treated. ◆People at Central San treat me with dignity and respect. Trust & Collaboration with Co-workers (5 items) ◆My co-workers value my ideas and opinions. ◆I trust my co-workers. Trust in Higher Leadership (6 items) ◆I feel comfortable sharing my ideas and opinions with members of Central San’s Executive team. ◆I trust Central San’s management. Autonomy, Empowerment, & Transparency (7 items) ◆I am trusted to get my job done. ◆I am given the information I need to get my job done efficiently and effectively. Fairness & Equity (7 items) ◆People like me have ample opportunities to contribute and advance at Central San. ◆At Central San, employees get the opportunities they deserve based on their merits and contributions. Teamwork & Collaboration Across Departments (3 items) ◆At Central San, it feels like we are all on the same team. ◆At Central San, there is teamwork and collaboration between departments. Priority of DEI-Organizational Level (7 items) ◆At Central San, we truly value people of all backgrounds, cultures, and perspectives, and we are committed to equity and inclusion. ◆Central San’s leadership team is committed to fostering an equitable, diverse, and inclusive workplace. Inclusive Supervision (10 items) ◆I feel heard by my immediate manager or supervisor. ◆My supervisor values my contributions, my ideas, and my opinions. Preparation for Inclusion (Self) (7 items) ◆I regularly take intentional steps to make Central San a more inclusive place to work. ◆I am highly committed to doing my part to foster an equitable, diverse, and inclusive culture at Central San. Workplace Inclusion Inventory™ and its items: Copyright © 2023 by Bernardo M. Ferdman, Ph.D. dba Ferdman Consulting. All Rights Reserved.23 Summary of Key Results: Workplace Inclusion Inventory™ (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 (strongly disagree) to 5 (strongly agree). 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/strongly agree; % disagree/strongly disagree; mean) •In my work unit or team, we cooperate to get our work done. (89%; 4%; 4.2) •My co-workers trust me. (90%; 1%; 4.1) •I am trusted to get my job done. (84%; 6%; 4.1) •I am well equipped to work with people who are very different from me – in culture, ethnicity, age, gender, background, and other dimensions of diversity. (81%; 3%; 4.1) •I feel comfortable sharing my ideas and opinions with my co-workers. (79%, 8%, 4.0) •My supervisor treats me fairly. (79%, 11%, 4.0) •My supervisor makes efforts to accommodate my needs. (77%, 7%, 4.0) WEAKEST ITEMS (% agree/strongly agree; % disagree/strongly disagree; mean) •I trust Central San’s Board. (16%, 43%, 2.5) •At Central San, we address disagreements rather than avoid them (28%, 50%, 2.6) •At Central San, it feels like we are all on the same team. (31%, 44%, 2.8) •At Central San, employees get the opportunities they deserve based on their merits and contributions. (31%, 37%, 2.8) •I trust Central San’s Executive Team (28%, 34%, 2.8) •At Central San, we use our diversity to help us be more successful in our work together (25%, 28%, 2.9) •At Central San, staff communicate, trust, and support each other across different departments and divisions. (31%, 33%, 2.9) •When important decisions are made at Central San, I understand the reasons behind them. (27%, 35%, 2.9) •I trust Central San’s management. (33%, 32%, 2.9) •I feel comfortable sharing my ideas and opinions with members of Central San's Executive Team. (36%, 36%, 2.9) Workplace Inclusion Inventory™ and its items: Copyright © 2023 by Bernardo M. Ferdman, Ph.D. dba Ferdman Consulting. All Rights Reserved.24 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 13 Scale Means (1=Strongly Disagree, 5=Strongly Agree) 2.9 2.9 3.1 3.1 3.2 3.5 3.6 3.7 3.8 4 1 2 3 4 5 Teamwork and Collaboration Across Departments Trust in Higher Leadership Priority of DEI (Organizational Level) Authenticity and Psychological Safety Fairness and Equity Belonging and Respect Preparation for Inclusion (Self) Autonomy, Empowerment, and Transparency Inclusive Supervision Trust and Collaboration with Co-workers Workplace Inclusion Inventory™ and its items: Copyright © 2023 by Bernardo M. Ferdman, Ph.D. dba Ferdman Consulting. All Rights Reserved.25 Highest-Rated Items (top 7) 33. In my work unit or team, we cooperate to get our work done. (Mean: 4.2)N=214 27.My co-workers trust me. (Mean: 4.1) N=214 N=214 22. I am trusted to get my job done. (Mean: 4.1) 61. I am well equipped to work with people who are very different from me – in culture, ethnicity, age, gender, background, and other dimensions of diversity. (Mean: 4.1) N=207 5. I feel comfortable sharing my ideas and opinions with my co-workers. (Mean: 4.0)N=215 55. My supervisor treats me fairly. (Mean: 4.0) N=207 N=207 59. My supervisor makes efforts to accommodate my needs. (Mean: 4.0) Workplace Inclusion Inventory™ and its items: Copyright © 2023 by Bernardo M. Ferdman, Ph.D. dba Ferdman Consulting. All Rights Reserved.26 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 14 Lowest-Rated Items (bottom 5) N=214 N=214 32. I trust Central San’s Board. (Mean: 2.5) 12. At Central San, we address disagreements rather than avoid them. (Mean: 2.6) N=214 N=214 N=214 34. At Central San, it feels like we are all on the same team. (Mean: 2.8) 40. At Central San, employees get the opportunities they deserve based on their merits and contributions. (Mean: 2.8) 31. I trust Central San's Executive Team. (Mean: 2.8) Workplace Inclusion Inventory™ and its items: Copyright © 2023 by Bernardo M. Ferdman, Ph.D. dba Ferdman Consulting. All Rights Reserved.27 Lowest-Rated Items (cont’d) N=207 N=207 N=214 46. At Central San, we use our diversity to help us be more successful in our work together. (Mean: 2.9) 45. At Central San, staff communicate, trust, and support each other across different departments and divisions. (Mean: 2.9) 35. When important decisions are made at Central San, I understand the reasons behind them. (Mean: 2.9) N=215 N=214 30. I trust Central San’s management. (Mean: 2.9) 6. I feel comfortable sharing my ideas and opinions with members of Central San's Executive Team. (Mean: 2.9) 28 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 15 Survey Results (cont’d) ◆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. 29 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; taking time off for dependent care can adversely affect career 30 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 16 31 GLOBAL DIVERSITY, EQUITY, & INCLUSION BENCHMARKS CATEGORY CURRENT STATUS DESIRED FUTURE STATE PRIORITY FOR CENTRAL SAN 1. Vision, Strategy, and Business Impact Proactive 2. Leadership and Accountability Proactive- 3. DEI Structure and Implementation Proactive+ 4. Recruitment Reactive/Proactive 5. Advancement and Retention Reactive/Proactive 6. Job Design, Classification, and Compensation Proactive 7. Work-Life Integration, Flexibility, and Benefits Proactive 8. Assessment, Measurement, and Research Reactive 9. DEI Communications Proactive - 10. DEI Learning and Development Reactive+ 11. Connecting DEI and Sustainability Reactive 12. Community, Government Relations, and Philanthropy Reactive 13. Services & Products Development Reactive 14. Marketing & Customer Service Reactive 15. Responsible Sourcing Reactive Visioning the Road Ahead Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 17 What would a diverse, equitable, and inclusive workplace look like at Central San? •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. Fair treatment •Employees feel safe and comfortable expressing themselves and their opinions and are provided 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 staff to do their best. •The culture encourages collaboration, open communication, and the ability to disagree maturely, without being condescending or dismissive. Inclusive and supportive culture Inclusive and transparent decision-making •Leadership is diverse and promotes diversity in the workforce; •Leaders serve as role models, ensuring accountability, and they support and empower staff. Diversity at all levels Some areas for improvement at Central San: •addressing male bias •increasing transparency •ensuring more equitable distribution of work and opportunities •building trust & collaboration across “silos” 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 34 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 18 From To TRUST We don’t trust leadership and fear that if we disagree or share our perspective, we may face repercussions Staff from all levels trust leadership and know that our perspectives and ideas are valued and seen as essential to Central San’s success COMMUNICATION We work in silos, and when we lack information, we fill in the gaps with gossip We work as one organization, where we learn and collaborate across workgroups and share constructive ideas with healthy forms of communication Staff don’t understand why decisions are being made by management and communication seems to be only one direction: top-down We have regular and effective two-way communication from staff up through management/leadership/Board and back. Staff are aware of key issues and challenges before final decisions are made and can provide bottom-up input to solutions, resulting in strong alignment throughout the organization on priorities and key decisions. We are uncomfortable with conflict, which suppresses diversity of ideas We handle Issues in a healthy, productive and authentic way. We recognize that disagreement and conflict often leads to creativity and growth, as part of our organizational culture. VALUING DIVERSITY Employees who have been historically excluded experience microaggressions and stereotyping Employees from all backgrounds and diversity dimensions are respected and valued for their ideas, styles, and contributions to the organization TALENT DEVELOPMENT Staff perceive that opportunities for career development and mobility are inequitable or limited Work and opportunities are distributed fairly and available to all high-performing employees There is a perception that excellence is not expected of everyone at Central San All employees are provided constructive feedback and held accountable for contributing to a high-performing, inclusive organization 35 Toward a DEI Strategic Plan Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 19 Components of a DEI Strategic Plan 37 St r a t e g i c P l a n Rationale Vision for DEI Principles, Assumption, Definitions Pillars, Strategic Goals, Strategies (& Objectives) Implementation & Action Steps DEI Vision & Mission (draft) 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. 38 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 20 DEI Principles (draft) 1.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. 5.We strive to work transparently and involve everyone at Central San to co-create and make progress toward the supportive, inclusive, and more just 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. 39 Definitions 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, CalEPA Department of Toxic Substances Control, August 2017, https://dtsc.ca.gov/wp- content/uploads/sites/31/2018/04/DTSC-Diversity-Inclusion-Report-Recommendations-August-2017.pdf) 40 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 21 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 offering just 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. 41 Inclusion 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) 42 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 22 Proposed Pillars 43 INCLUSIVE WORKPLACE CULTURE WORKFORCE DIVERSITY & EQUITY COMMUNITY ENGAGEMENT & VISIBILITY, EXTERNAL RELATIONS, & CUSTOMER SERVICE DEI LEADERSHIP & SUSTAINABILITY DEI Strategy Strategic DEI Goals (in progress) 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. 2.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 1.Continue to attract and retain a diverse talent pool. 2.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 remove barriers and to embrace diversity, promote equity, and incorporate DEI principles. 3.COMMUNITY ENGAGEMENT & VISIBILITY, EXTERNAL RELATIONS, & CUSTOMER SERVICE 1.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, who we are, and what we do. 2.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. 4.Partner and collaborate with other agencies on regional DEI strategies and initiatives. 4.DEI LEADERSHIP & SUSTAINABILITY 1.Integrate DEI strategy in the Central San’s overall strategy and ensure it is reflected in our vision, values, policies, and practices. 2.Develop the infrastructure and resources needed to sustain and implement DEI at Central San. 3.Thread DEI throughout training and onboarding. 44 Central San Board DEI Presentation & Workshop, Bernardo Ferdman, Ph.D., Ferdman Consulting November 2, 2023 23 What’s Next? ü Ongoing DEI engagement ü Finalize strategic goals & strategies (November) ü Complete plan (Task Force meeting in mid-December) ü Roll out & implementation plan (Q1) ü Integration into 2024-2026 Central San Strategic Plan 45 THANK YOU! Bernardo Ferdman, Ph.D. E-mail: bernardo@ferdmanconsulting.com Web: https://ferdmanconsulting.com LinkedIn: linkedin.com/in/ferdman Twitter: @bferdman practiceofinclusion.com inclusiveleader.com Book excerpt: bit.ly/inclusionfulcrumchapter https://inclusionatwork.com 46 Survey and survey items: Copyright © 2023 by Bernardo M. Ferdman, Ph.D. All rights reserved. WORKPLACE INCLUSION INVENTORYÔ—ITEMS & INDICES RESULTS Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree Mean Items #1-8, n=215; Items # 9-42, n=214 (except #18, 41); Items #43-67, n=207 Authenticity and Psychological Safety (Cronbach’s α=.91) 3.1 3. I often feel like I have to hide parts of who I am to succeed at Central San. (-) 12.6% (27) 31.2% (67) 25.1% (54) 21.4% (46) 9.8% (21) 3.2 7. At Central San, it's safe for me to express divergent ideas and opinions. 12.1% (26) 16.7% (36) 27.9% (60) 36.7% (79) 6.5% (14) 3.1 9. At Central San, I can contribute at my best in a way that feels authentic. 4.2% (9) 8.9% (19) 22.0% (47) 50.0% (107) 15.0% (32) 3.6 10. At Central San, I can readily speak up on important issues, without fear of retaliation. 17.3% (37) 17.8% (38) 21.0% (45) 32.2% (69) 11.7% (25) 3.0 11. At Central San, we readily express diverse views and perspectives to make better decisions and achieve stronger results. 12.2% (26) 20.1% (43) 29.4% (63) 31.3% (67) 7.0% (15) 3.0 12. At Central San, we address disagreements rather than avoid them. 22.0% (47) 27.6% (59) 22.9% (49) 24.8% (53) 2.8% (6) 2.6 13. At Central San, we readily accept different work habits and styles. 9.8% (21) 22.9% (49) 29.4% (63) 33.6% (72) 4.2% (9) 3.0 Belonging and Respect (Cronbach’s α=.93) 3.5 2. At Central San, I am treated the way I would like to be treated. 6.1% (13) 14.9% (32) 21.4% (46) 44.2% (95) 13.5% (29) 3.4 14. At Central San, people communicate with respect. 5.6% (12) 10.8% (23) 26.6% (57) 51.9% (111) 5.1% (11) 3.4 15. At Central San, I often feel like an outside. (-) 14.5% (31) 41.6% (89) 22.9% (49) 14.0% (30) 7.0% (15) 3.4 17. I am comfortable being myself at work at Central San. 4.2% (9) 12.2% (26) 15.9% (34) 53.7% (115) 14.0% (30) 3.6 18. People at Central San treat me with dignity and respect. 4.2% (9) 8.5% (18) 18.3% (39) 54.5% (116) 14.6% (31) 3.7 19. I feel like I truly belong at Central San. 3.3% (7) 10.8% (23) 29.9% (64) 40.7% (87) 15.4% (33) 3.5 20. At Central San, I feel valued and appreciated. 9.8% (21) 12.2% (26) 22.4% (48) 45.3% (97) 10.3% (22) 3.3 37. I am proud to work at Central San. 2.8% (6) 2.8% (6) 20.1% (43) 48.6% (104) 25.7% (55) 3.9 Trust and Collaboration with Co-workers (Cronbach’s α=.82) 4.0 1. My co-workers value my ideas and opinions. 1.9% (4) 6.1% (13) 15.8% (34) 56.3% (121) 20.0% (43) 3.9 5. I feel comfortable sharing my ideas and opinions with my co-workers. 2.3% (5) 5.6% (12) 13.5% (29) 51.6% (111) 27.0% (58) 4.0 27. My co-workers trust me. 0.5% (1) 0.9% (2) 8.4% (18) 65.0% (139) 25.2% (54) 4.1 28. I trust my co-workers. 1.9% (4) 6.5% (14) 14.0% (30) 57.5% (123) 20.1% (43) 3.9 33. In my work unit or team, we cooperate to get our work done. 1.4% (3) 3.3% (7) 7.0% (15) 47.7% (102) 40.7% (87) 4.2 Survey and survey items: Copyright © 2023 by Bernardo M. Ferdman, Ph.D. All rights reserved. Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree Mean Trust in Higher Leadership (Cronbach’s α=.91) 2.9 6. I feel comfortable sharing my ideas and opinions with members of Central San's Executive Team. 19.5% (42) 15.8% (34) 27.9% (60) 28.4% (61) 8.4% (18) 2.9 30. I trust Central San’s management. 14.5% (31) 18.2% (39) 34.1% (73) 29.0% (62) 4.2% (9) 2.9 31. I trust Central San's Executive Team. 19.6% (42) 14.5% (31) 37.9% (81) 24.3% (52) 3.7% (8) 2.8 32. I trust Central San’s Board. 21.0% (45) 22.0% (47) 41.1% (88) 15.0% (32) 0.9% (2) 2.5 35. When important decisions are made at Central San, I understand the reasons behind them. 10.3% (22) 24.8% (53) 38.3% (82) 22.9% (49) 3.7% (8) 2.9 36. I feel quite positively about Central San’s future direction. 9.4% (20) 14.5% (31) 33.6% (72) 34.1% (73) 8.4% (18) 3.2 Autonomy, Empowerment, and Transparency (Cronbach’s α=.87) 3.7 8. I have the authority to make decisions within my area of responsibility. 5.1% (11) 9.3% (20) 17.7% (38) 47.0% (101) 20.9% (45) 3.7 21. I have the flexibility I need to balance work and personal responsibilities. 7.9% (17) 7.5% (16) 11.7% (25) 56.5% (121) 16.4% (35) 3.7 22. I am trusted to get my job done. 2.8% (6) 2.8% (6) 9.8% (21) 50.5% (108) 34.1% (73) 4.1 23. I have the autonomy I need to make appropriate decisions for my role. 3.7% (8) 7.5% (16) 19.6% (42) 48.1% (103) 21.0% (45) 3.8 24. I am given the information I need to get my job done efficiently and effectively. 7.5% (16) 11.7% (25) 22.0% (47) 46.7% (100) 12.2% (26) 3.4 25. I am given the tools I need to get my job done efficiently and effectively. 4.2% (9) 10.8% (23) 19.6% (42) 48.6% (104) 16.8% (36) 3.6 26. I am regularly updated on important developments at Central San. 8.4% (18) 19.2% (41) 18.7% (40) 44.4% (95) 9.4% (20) 3.3 Fairness and Equity (Cronbach’s α=.92) 3.2 16. People like me have ample opportunities to contribute and advance at Central San. 12.2% (26) 21.0% (45) 25.7% (55) 31.3% (67) 9.8% (21) 3.1 38. I have opportunities to grow and develop my skills and career at Central San. 7.5% (16) 9.8% (21) 22.0% (47) 41.1% (88) 19.6% (42) 3.6 39. I am treated fairly at work, without discrimination based on my gender, race, ethnicity, national background, religion, sexual orientation, gender expression, culture, age, or other identities. 7.5% (16) 8.9% (19) 12.6% (27) 45.8% (98) 25.2% (54) 3.7 40. At Central San, employees get the opportunities they deserve based on their merits and contributions. 17.3% (37) 19.6% (42) 32.2% (69) 24.3% (52) 6.5% (14) 2.8 41. People are treated fairly and without bias at Central San in terms of work assignments, responsibilities, evaluations, and compensation. 14.6% (31) 20.7% (44) 25.4% (54) 31.9% (68) 7.5% (16) 3.0 Survey and survey items: Copyright © 2023 by Bernardo M. Ferdman, Ph.D. All rights reserved. Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree Mean 42. People like me have ample opportunities to contribute and to advance their careers at Central San. 7.5% (16) 18.2% (39) 27.1% (58) 36.5% (78) 10.8% (23) 3.3 43. If I had a concern about unfair treatment at Central San, I would know where and how to address that concern and feel comfortable doing so. 13.5% (28) 22.7% (47) 18.8% (39) 33.8% (70) 11.1% (23) 3.1 Teamwork and Collaboration Across Departments (Cronbach’s α=.82) 2.9 34. At Central San, it feels like we are all on the same team. 15.0% (32) 29.0% (62) 25.7% (55) 25.7% (55) 4.7% (10) 2.8 44. At Central San, there is teamwork and collaboration between departments. 8.7% (18) 17.9% (37) 31.4% (65) 38.7% (80) 3.4% (7) 3.1 45. At Central San, staff communicate, trust, and support each other across different departments and divisions. 11.1% (23) 22.2% (46) 34.8% (72) 29.5% (61) 2.4% (5) 2.9 Priority of DEI (Organizational Level) (Cronbach’s α=.94) 3.1 46. At Central San, we use our diversity to help us be more successful in our work together. 8.2% (17) 19.8% (41) 46.9% (97) 21.7% (45) 3.4% (7) 2.9 47. Central San places a high priority on diversity, equity, and inclusion. 10.6% (22) 15.9% (33) 42.0% (87) 26.6% (55) 4.8% (10) 3.0 48. Central San is very diverse and inclusive. 7.7% (16) 10.1% (21) 43.0% (89) 34.3% (71) 4.8% (10) 3.2 49. At Central San, we truly value people of all backgrounds, cultures, and perspectives, and we are committed to equity and inclusion. 8.2% (17) 8.2% (17) 36.7% (76) 41.6% (86) 5.3% (11) 3.3 50. Central San's leadership team is committed to fostering an equitable, diverse, and inclusive workplace. 11.1% (23) 10.1% (21) 43.5% (90) 30.4% (63) 4.8% (10) 3.1 51. Actions by our Executive Team closely align with Central San's strategic commitment and values regarding diversity, equity, and inclusion. 9.7% (20) 10.1% (21) 48.8% (101) 28.5% (59) 2.9% (6) 3.1 52. Actions by Central San's Board closely align with Central San's strategic commitment and values regarding diversity, equity, and inclusion 9.2% (19) 11.6% (24) 57.5% (119) 17.9% (37) 3.9% (8) 3.0 Inclusive Supervision (Cronbach’s α=.97) 3.8 4. I feel comfortable sharing my ideas and opinions with my supervisor. 8.4% (18) 9.8% (21) 13.5% (29) 34.4% (74) 34.0% (73) 3.8 29. I trust my supervisor. 7.9% (17) 7.0% (15) 13.1% (28) 43.0% (92) 29.0% (62) 3.8 53. I feel heard by my immediate manager or supervisor. 8.2% (17) 11.1% (23) 10.1% (21) 42.5% (88) 28.0% (58) 3.7 54. My supervisor values my contributions, my ideas, and my opinions. 5.3% (11) 8.2% (17) 10.1% (21) 43.0% (89) 33.3% (69) 3.9 55. My supervisor treats me fairly. 7.7% (16) 3.4% (7) 9.2% (19) 45.4% (94) 34.3% (71) 4.0 56. My supervisor regularly gives me constructive feedback on my performance. 6.3% (13) 9.2% (19) 19.3% (40) 44.4% (92) 20.8% (43) 3.6 Survey and survey items: Copyright © 2023 by Bernardo M. Ferdman, Ph.D. All rights reserved. Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree Mean 57. My supervisor involves me in decisions that affect my work. 7.7% (16) 5.8% (12) 12.6% (26) 47.3% (98) 26.6% (55) 3.8 58. My supervisor gives me praise or recognition for a job well done. 8.2% (17) 6.3% (13) 12.1% (25) 46.4% (96) 27.1% (56) 3.8 59. My supervisor makes efforts to accommodate my needs. 3.4% (7) 3.9% (8) 15.0% (31) 44.4% (92) 33.3% (69) 4.0 60. My supervisor consistently demonstrates a commitment to diversity, equity, and inclusion through their actions. 9.2% (19) 5.8% (12) 28.5% (59) 37.7% (78) 18.8% (39) 3.5 Preparation for Inclusion (Self) (Cronbach’s α=.83) 3.6 61. I am well equipped to work with people who are very different from me – in culture, ethnicity, age, gender, background, and other dimensions of diversity. 1.0% (2) 1.9% (4) 15.9% (33) 46.9% (97) 34.3% (71) 4.1 62. I seek out opportunities to work with people who are very different from me — in culture, ethnicity, age, gender, background, and other dimensions of diversity. 2.4% (5) 9.7% (20) 45.4% (94) 30.9% (64) 11.6% (24) 3.4 63. I have the tools and resources I need to help me learn how to recognize my own biases and to be more inclusive. 2.9% (6) 10.6% (22) 34.8% (72) 39.1% (81) 12.6% (26) 3.5 64. I am comfortable addressing difficult topics related to diversity, equity, and inclusion. 3.4% (7) 10.1% (21) 29.0% (60) 42.5% (88) 15.0% (31) 3.6 65. I usually take time to get to know others at work, especially those who are different from me or with whom I disagree. 2.4% (5) 7.7% (16) 32.9% (68) 47.3% (98) 9.7% (20) 3.5 66. I regularly take intentional steps to make Central San a more inclusive place to work. 1.9% (4) 5.8% (12) 40.1% (83) 43.0% (89) 9.2% (19) 3.5 67. I am highly committed to doing my part to foster an equitable, diverse, and inclusive culture at Central San. 1.9% (4) 1.0% (2) 26.1% (54) 46.4% (96) 24.6% (51) 3.9 Note 1. Cells are shaded dark green (indicating a positive situation) when the combined “strongly agree” and “agree” responses were 80% or more for positive statements, or when the combined “strongly disagree” and “disagree” responses were 80% or more for negative statements. Cells are shaded light green (indicating a moderately positive situation) when the combined “strongly agree” and “agree” responses were between 70% to 79% for positive statements, or when the combined “strongly disagree” and “disagree” responses were between 70% to 79% for negative statements. Cells are shaded yellow (indicating a particular need for attention) when the combined “strongly agree” and “agree” responses were between 25% to 55% or the combined “strongly disagree” and “disagree” responses were between 20% to 30% for positive statements, or when the combined “strongly disagree” and “disagree” responses were between 25% to 55% for negative statements. Cells are shaded red (indicating a concerning situation) when the combined “strongly agree” and “agree” responses were fewer than 25% or the combined “strongly disagree” and “disagree” responses were over 30% for positive statements, or when the combined “strongly disagree” and “disagree” responses were fewer than 25% for negative statements. Key DEI Survey & Interview Themes (presented on 11/2/23 to Central San’s Board) This document lists key themes that surfaced from the analysis of Central San’s DEI survey and group interview data conducted by Ferdman Consulting. 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. “What I appreciate most is that the work I do has a bigger mission, in terms of benefiting the environment .” “I really enjoy the work I do. People are proud of their work, and the purpose of Central San, to protect the environment. I take pride in that.” DEI (When asked, “what is going well at Central San regarding diversity, equity, and inclusion?” on the survey, 29% of the 152 staff comments mentioned diversity and 18% mentioned Central San’s DEI efforts) • Many staff generally feel positively about the direction that Central San is going in with current DEI efforts (though see results for “Priority of DEI” ratings). • 81% of staff believe they are well-equipped to work with people from diverse backgrounds. • Staff are interested in learning more about DEI and 81% say they are committed to doing their part to foster an equitable, inclusive, and diverse culture at Central San. • Many staff believe the Central San workforce is diverse and they are curious to learn more about their colleagues (though see results for “Priority of DEI” ratings). “I see a wide range of people in both staff and management, and the groups that I routinely work with appear to appreciate diversity.” “It seems that most people are open to learning more about DEI efforts and participating in them.” Work Teams (This category represents 9 of the 12 items with the highest ratings on the DEI survey). • Staff generally trust their supervisor (72%) and co-workers (78%) and believe they cooperate well within their teams to get work done (88%). • Staff generally feel comfortable sharing their ideas and opinions with co-workers (79%) and believe that co-workers value those ideas and opinions (76%). 2 • Staff generally feel they are trusted by their co-workers (90%) to get work done, that their supervisor values their contributions, ideas, and opinions (76%), and feel heard by their supervisor (71%). • Staff generally believe that their supervisor treats them fairly (80%), tries to accommodate their needs (78%), and involves them in decisions affecting their work (74%). “What I appreciate most, is my supervisor. She's extremely supportive. And I appreciate the work I do.” AREAS OF OPPORTUNITY Organizational Culture & Work Environment (This was the biggest area of opportunity identified on the survey on the open-ended question, “What are the key challenges or needs at Central San regarding diversity, equity, and/or inclusion.” Of the 151 comments, 16% focused on the work environment and work culture, 15% focused on leadership, and 13% focused on equit y. In response to the question, “How would you describe an inclusive and equitable workplace, and what would that look like at Central San?”, 43% of the 212 comments focused on the work culture and environment.) ▪ There is a feeling that staff do not communicate, trust, and support each other across different departments and divisions. (It doesn’t feel like we are all on the same team; 44% of survey respondents disagreed with the statement “At Central San, it feels like we are all on the same team”, and only 30% agreed. Only 42% agreed that “there is teamwork and collaboration across departments,” and 27% disagreed. Only 32% agreed that “staff communicate, trust, and support each other across departments and divisions, and 33% disagreed. Across the three items, the mean score was 2.9, just below neutral.) ▪ There is a lack of familiarity, understanding, and connection with people who work in different departments as well as lack of connection to people who work in higher positions. ▪ The experience of Central San’s organizational culture varies depending upon one’s department. ▪ Some staff feel that the organization is not living up to its values and that there is a disconnect between “what we say and what we do”. ▪ There is a lot of negativity, assuming the worst, and out-of-control gossip. “When something happens that feels or seems unfair, too many people sulk or gossip rather than ask why it happened. Imagine a workplace where asking such a question is welcomed, not discouraged.” 3 Fairness & Equity (In response to the question, “How would you describe an inclusive and equitable workplace, and what would that look like at Central San?”, 37% of the 212 comments focused on fairness and consistency. The mean score on the seven survey items focusing on fairness and equity was 3.2, just above neutral.) ▪ There is a perception that employees do not always get the opportunities they deserve based on their merits and contributions. ▪ There is concern about the rising cost of living and health/retirement benefits and how this may impact recruitment and retention. ▪ There are differences in which groups can take advantage of district policies (e.g., teleworking). ▪ Staff feel like there is a lack of flexibility with teleworking policy—particularly expressed by staff with dependents at home. ▪ Staff often believe that that there are more advancement opportunities for management than opportunities for line staff. “Equitable means creating a level playing field for all. At Central San this means eliminating the tiers of favoritism and allowing ALL the opportunity to grow and advance—not just those that are well liked.” “Favoritism runs rampant so the unevenness of praise or conversely discipline is staggering, even when facts demonstrating the contrary are clearly presented.” “To be a leader in the industry, Central San must be an inclusive and equitable workplace. It is important to me to know that advancement opportunities are based on merit and not other reasons.” Leadership Culture & Communication ▪ There is a perception that management is unable to share freely and communicate at full capacity. ▪ There is a fear of conflict and a low degree of psychological safety, which limits people’s ability to be authentic. This also impacts leaders’ ability to give feedback to people and hold them accountable. (Only 46% of survey respondents agreed that “at Central San, it’s safe for me to express divergent views and opinions, only 44% agreed that “I can readily speak up on important issues, without fear of retaliation,” 28% agreed that “we address disagreements rather than avoid them,” and 38% agreed that “we readily accept work styles and perspectives.”) ▪ Staff believe that there is an expectation of perfection—especially when it comes to dealing with the board. ▪ Staff report that they often do not understand the reasons why decisions are being made . (Only 27% of survey respondents agreed that “when important decisions are made at Central San, I understand the reasons behind them, and 43% disagreed.) ▪ There is a perception that management is afraid of making decisions. ▪ There is a belief that upper management and the board seem “out of touch” and insincere . 4 ▪ There is a fear of retribution if one is seen to go against upper management , which limits employees’ desire to share their ideas and opinions. “Being more open-minded to new and more efficient ways of doing things is a big challenge here.” “If there's a diverging opinion, it gets shot down with defensiveness. We need more openness to diverse opinions and expertise.” “I think equity and inclusion are the areas that need work. We can have a diverse workforce, but if input isn't sought out or listened to, then what difference does the diversity make? There needs to be more listening from executive management .” Lack of Trust This category represented 4 out of 10 of the lowest rated questions on the quantitative survey data). ▪ Staff generally do not trust the board, senior leaders, or management. (On the survey, only 33% agreed with the statement, “I trust Central San’s management,” 28% with “I trust Central San’s Executive Team,” and 16% with “I trust Central San’s Board.” In contrast, 33%, 34%, and 43% disagreed with these statements, respectively.) ▪ Employees who do not telework distrust employees who telework . ▪ There are too many judgements about other people’s work products . ▪ There is very little confidentiality at Central San, even with HR “Lack of respect, understanding, and trust among the leadership and managers affects all aspects of the business and staff beneath them .” Respect ▪ Staff don’t feel respected by leadership and Board ; they don’t like the constant messaging “to do more with less.” ▪ Staff report that many leaders don’t know employees’ names. ▪ Staff want to feel that their voices matter, even when they are dissenting voices. “How many managers can name all of the line employees in their work groups, and know one personal fact about them?” “There is a hierarchy at Central San. Engineers are treated differently than non- engineers. There is ample opportunity for advancement if you are an engineer. If you are not, you have no opportunity for promotion unless it is a non -engineer position, which are very, very, very few. Non-engineers and non-managers are not encouraged to speak and share ideas.” 5 DEI ▪ We are not leveraging the diversity of our workforce to drive creativity and innovation. (On the survey, only 25% agreed with the statement that “at Central San, we use our diversity to help us be more successful in our work together.”) ▪ There is not yet a sufficiently high priority on or commitment to DEI. (On the survey, the seven items focused on the priority of DEI scored at 3.1, just above neutral. Agreement with the items ranged from 47% for “at Central San, we truly value people of all backgrounds, cultures, and perspectives, and we are committed to diversity and inclusion” to 22% for “actions by Central San’s Board closely align with Central San’s strategic commitment and values regarding diversity, equity, and inclusion.”) ▪ Employees tell jokes about certain groups and people . “Feeling safe in your own skin is paramount to shining as an individual. When individuals thrive, organizations thrive too.” “An inclusive and equitable organization values the voice of all of its workers”. “We are talking about it (DEI). This needs to remain a topic of discussion until everyone is actively listening.” Lack of Resources ▪ Staffing and workload challenges: staff report that there are sometimes not enough people to do the work, and that the workload can be unmanageable. ▪ Many interviewees brought up the need to invest in infrastructure and machinery. ▪ The lunchrooms and bathrooms in some of the facilities are inadequate, and this is demoralizing and difficult. ▪ Many staff expressed a desire for more cross-training and development opportunities. “Management has created 5 to 10 new positions to support management non -critical functions, and no new positions to support the engineers who are grappling with an ever-increasing demand to maintain and replace deteriorating infrastructure .” Employees with Disabilities • There is a desire to move from accommodations for employees with disabilities to inclusion for employees with disabilities. “I have found that the district tends to do the bare legal minimum. I have to fight to get accommodations.” Employees of Color • Employees of color feel boxed in by ideas of who they should be or can b e and that they must be on better behavior or be sure not to make people uncomfortable. • There is a perception of a double standard about who gets sent to HR and who doesn’t. • There is a perceived lack of understanding about race and employees of color often hear inappropriate comments related to race/ethnicity. 6 “As a Black woman, I see other people going off on other people and I think I can’t do that, I would be called up to HR. I have had people I work with who say ‘you need to calm down and I think ‘why do I need to calm down if I am upset.’” “The term ‘woke’ is used in a derogatory way and people don’t understand the reason why this matters, the pain that is behind why being woke matters. If there was a way to help people understand what people have gone through. Our experiences don't take away from the White man and what they have been through. I wish there was a way we could really educate people about what our experiences are like.” Women • There are stereotypes related to the roles/positions that women should have . As a result, women believe that they must work harder to be perceived as capable. • Taking time off to care for dependents can adversely affect one’s career. • Lack of women in leadership. • Less value for female engineers. “There's good work-life balance. They're willing to work with you. But, from my experience and what I’ve noticed ... work-life balance silently gets held against me. It's totally a gendered thing.”