kalamazoo county government: strategic plan

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Kalamazoo County Government: Strategic Plan

Prepared by:

July 23, 2019


Mission


Diversity, Equity and Inclusion Vision/Business case At Kalamazoo County our strength lies in a healthy and safe community for all. We are a growing, changing, diversifying community. We must ensure that all of our community members feel included, represented in and have access to the services and programming of the county.

Therefore, Kalamazoo County is committed to expanding its intercultural competence and diversifying its workforce, in order to be:

• Responsive to, engaged with, and trusted by the communities we serve• Effective in delivering high-quality programs and services• Supportive of a relationship focused work environment where all employees feel

valued and contribute their best• Competitive for a highly skilled workforce

To be successful, it is essential that Kalamazoo County promote and develop the diversity of employees and contractors; hire and retain highly skilled individuals; and make decisions and plans that are socially responsible and contribute to the public welfare of all the communities that the county serves, DEI is a core pillar of our work. It is the woven into the way we do business.


High Level Strategies and Outcomes

Program Areas of Focus

Recruit, Develop and Retain a Diverse and

Inclusive Workforce

Ensure a Collaborative, Equitable and

Respectful Workplace

Culture

Develop an Engaged

Workforce

Board Leadership Involvement

Employee Involvement

Inclusive Culture Training Communications


D&I Strategy

Board Leadership Involvement Goal: Kalamazoo County leadership is committed to a diverse, equitable and inclusive workforce at all levels and in all roles.

Objectives Action step Responsible Party

Collaborating Partners

Time-line

Metrics Benefits

Establish D&I as a priority within the organization

Recruit and hire an Executive-level position to focus on D&I across all roles and responsibilities

Executive Leadership

County Commissioners

2019 -2020

Hiring and introducing new leader organization-wide

An executive in charge of D&I will be far more able to analyze issues accurately and implement long-lasting change

Recruit and hire a dedicated D&I staff

D&I Officer Executive Leadership

2019 -2020

Hiring an appropriately sized, qualified staff

Staff dedicated to D&I work, responsible to the D&I officer, will facilitate all organizational D&I work

Dedicate appropriate budget to D&I programming



2019 -2020

Communicating budget dedication to the organization

Employees and external stakeholders see the importance of D&I to success of county mission

Establish an advisory Executive Inclusion Council

County Commissioners/Executive Leadership

D&I Officer 2020 Founding of Board develops necessary D&I competence and signals intent to organization

Define and clarify what D&I means in the context of the organization

Create D&I vision and business case


D&I Officer 2019 Creating a clear and actionable D&I vision and business case

A public, foundational document can be used for reference in all situations involving D&I issues or concerns

Approve D&I vision and business case


D&I Officer 2019 Publishing the D&I vision and business case

Employees and external stakeholders understand what D&I means to the success of county mission

Develop an organizational commitment statement from the county commissioners



2019 Publishing the organizational commitment statement

Employees and external stakeholders see the importance of D&I to success of county mission


Hold a kickoff event to highlighting D&I priorities and commitment



2019 Surveying employees and external stakeholders to determine how coherently the priorities and commitment have been delivered

Uncover any need to improve or reinforce D&I messaging

Reduce implicit bias and develop cultural competency skills of leadership

Conduct Intercultural Development Inventory (IDI) skill development training for Commissioners and County leadership

D&I Officer IDI certified D&I Consulting Group

2019 -2020

Completing a robust cultural competence training program

Commissioners and County leadership will increase effectiveness in working across difference and on behalf of all constituents

Conduct Intercultural Development Inventory (IDI) skill development training for managerial positions


2020 Completing a robust cultural competence training program

Managers will increase effectiveness in developing and maintaining a work environment that is diverse, equitable and inclusive

Conduct Intercultural Development Inventory (IDI) skill development training for supervisory positions


2021 Completing a robust cultural competence training program

Supervisors will increase effectiveness in supervising a work environment that is diverse, equitable and inclusive


Inclusive Culture Goal: Kalamazoo County demonstrates accountability to a diverse, equitable and inclusive culture

Objectives Action Step Responsible Party

Collaborating Partners

Time-line

Metrics Benefits

Reduce implicit bias and develop cultural

competency skills of

employees

Train internal staff to administer and interpret IDI


2020 Completing IDI certification

Completing IDI interpretation training

Builds internal capacity to maintain ongoing D&I development

Conduct Intercultural Development Inventory (IDI) skill development training for all employees


2021 -2022

Employees will increase their skills in working effectively across difference resulting in quality programing

Address the impact of

unconscious bias in the hiring and

selection process

Train all hiring managers on unconscious bias in the hiring and selection process


2020 -2021

Completing a robust unconscious bias training program

Increased skills in equitable and effective hiring

Train all hiring interview panel members on unconscious bias in the hiring and selection process


2021 -2021

Completing a robust unconscious bias training program

Increased skills in equitable and effective hiring

Increase diverse

representation at managerial

and supervisory

levels

Identify key positions across the organization

D&I Officer County Commissioners/Executive Leadership

2020 Increasing measurable representation across a broad spectrum of identifiable differences

An increase in innovative thinking and action as well as a demonstrated dedication to D&I as an organizational priority


Identify promotional paths for these positions


2020 Creating a clear plan for the promotional process

A clear starting point for diverse representation that can be amended as time and experience require

Develop and deploy a targeted recruitment analysis for needed experience in identified positions


2020 -2021

Using the analysis to begin changing hiring policies, procedures, and outcomes

A wider and deeper pool of potential candidates for identified participants

All employees demonstrate

accountability for

contributing to an inclusive

environment

Develop and implement performance review objectives regarding D&I for all management


2020 Publishing and explaining new D&I performance objectives

Managers demonstrate skill and success in managing a diverse and inclusive work force

Develop and implement performance review objective regarding D&I for all supervisors

D&I Officer Executive Leadership/ Management

2020 -2021

Publishing and explaining new D&I performance objectives

Supervisors demonstrate skill and success in managing a diverse and inclusive work force

Develop and implement performance review objective regarding D&I for all employees

D&I Officer All leadership 2021 -2022

Publishing and explaining new D&I performance objectives

All employees demonstrate skill and effectiveness in working across difference


All employees demonstrate accountability for respectful interactions across differences

All employees 2021-Ongoing

Regular employee survey and needs analysis benchmarking comparisons

All employees are accountable for their behavior

Effective processes are in

place to respond to D&I

concerns

Create safe and confidential processes for staff to use to bring forth D&I concerns


2019 Publishing clear guidelines on reporting procedures and processes

Employees feel safe bringing forth concerns, which allows organization to resolve issues and reduce liability

Confirm these processes are being followed and concerns are being resolved


2019-Ongoing

Annually publishing a D&I concerns report

Organization is resolving issues in an appropriate way and mitigating liability

Systemic review of

policies for bias

Policies are reviewed for implicit and explicit bias


2020-Ongoing

Annually publishing a D&I bias report

Reduces bias in organizational polices and procedure’s

D&I strategies are embedded

in all policies and procedures

Policies are reviewed for embedded D&I strategies


2020-Ongoing

Annually publishing a D&I strategies report

Reduces bias and contributes to inclusivity


Employee Involvement Goal: Kalamazoo County has an inclusive, diverse, equitable, and engaged work force Objectives Action step Timeline

Ensure all employees feel

included and respected

New employee orientation includes a section on DEI. 2020

All staff attend a respectful workplace training which set forth basic workforce expectations

Within 6 months of employment - 2020

Facilitate development of inclusive workplace agreements in every area

2021

Strategize on how to increase staff participation for non-mandated DEI events

2020

Establish employee

resource groups

Develop guidelines for establishing ERG’s. Define mission, roles, responsibilities and working agreements

2020

Develop and implement needed infrastructure and policy support for ERG’s

2020

Develop a communication plan to inform workforce about ERG’s

2020

Equip supervisors with skills to

effectively supervise a diverse and

inclusive workforce

Develop and provide training on supervision skills, effective communication, conflict management, providing feedback etc.

2021


Communications Goal: Kalamazoo County employees have a shared understanding and are informed regarding DEI

Objectives Action step Timeline Communicate core

value of DEI Communicate vision and business case for diversity, equity and inclusion

2019

Create a video from the County commissioners containing vision, business case, commitment statement and definitions

2019

Hold a kickoff event to highlighting DEI priorities and commitment

2019

Develop and implement a

communication plan to inform all

employees and external

stakeholders of Diversity, Equity and

Inclusion commitment-

Communicate definitions of DEI and organizational commitment

2019

Review Kalamazoo county internal and external websites for DEI presence and recommend necessary updates and revisions

2020

Develop/Review social media guidelines for DEI content

2021

Reinforce key DEI messages

Develop key DEI messages 2019

Incorporate messages into NEO 2020 Develop a series of DEI “mini lessons/messages” to

have as regular agenda items in staff meetings 2021

Communicate progress with DEI

work

Create regular communications highlighting DEI progress

2020 quarterly

kalamazoo county government: strategic plan

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