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HomeMy WebLinkAbout06/10/2025 - Regular - Additional Doc-IC Annual Report (PowerPoint)Inclusion Commission 2025 Annual Report to Council Good evening, Councilmembers, it is my pleasure to begin the City of Port Orchard’s Inclusion Commission annual update. 1 Agenda Background Beth Spalding Goals Heather Humphrey A Look Back at 2024 Debbie Lund Plans for 2025 Alan Iwashita In this presentation, we will be addressing a few different areas. I will begin by giving some background on the history and purpose of the Inclusion Commission. I will then turn it over to Heather Humphrey, who will explain what our goals are. Debbie Lund will then give an overview of 2024, and Alan Iwashita will paint a picture of our plans for 2025. 2 Beth Spalding Human Resources Analyst, Inclusion Commission Member For those of you who haven’t met me previously, my name is Beth Spalding. I am the Human Resources Analyst at City of Port Orchard. A few years ago I did a body of research which I presented to City council, and that experience resulted in the creation of the Inclusion Commission. I currently participate on Inclusion Commission as a member of the committee. 3 Background Impetus for and Importance of Inclusion Commission Some Councilmembers may remember that presentation, or perhaps have viewed the video of it from Council meeting archives. But for those of you who are unfamiliar with it, as well as to give everyone present a bit of a refresher, I’d like to provide some background to explain why this is something we care about and what prompted us to make this a priority. 4 What is Inclusion? Workplace culture and expectations Fostered by leadership Felt by every employee inclusion feels like… Welcome Belonging Valued Comfortable Important The term “inclusion” has been a buzzword over the last few years, so you may have a reaction to hearing that term. You may have a gut response, either positive or negative, and an idea of how you interpret that word. Because it has been so overused, I want to take a moment to thoroughly explain what I mean by it and make sure we are all talking about the same thing. “Inclusion” is something that permeates the culture and expectations at a workplace. If an employee feels included at work, they feel welcome, valued, comfortable, important, and that they belong. A culture of inclusion is not something that happens naturally, it needs to be fostered and cultivated by leadership. You can probably think of a time when you have felt comfortable and valued with a group of people—maybe your family or close friends. You can also probably remember a time when you felt that you were on the outside of a group—maybe trying to navigate a new language in a foreign country, or maybe even your first day on city council as you were thrust into new expectations and regulations. As those varying experiences come to mind, perhaps you can remember the stark differences in how you felt in those different situations. Which of those environments do you think you would be able to work more effectively? An environment where you feel welcome and important, or an environment when you feel on guard and wary? 5 What is Inclusion Commission? Volunteer group of employees dedicated to supporting workplace inclusion at COPO. Formed in 2023 by Resolution 020-23. mission To foster a workplace culture of inclusion at the City of Port Orchard through education, promotions, and activities. I expect that you believe you would work more effectively in an environment where you belong and are valued, rather than the opposite. This is the heart of what workplace inclusion is. You see this reflected in the mission of the Inclusion Commission: To foster a workplace culture of inclusion at the City of Port Orchard through education, promotions, and activities. This mission has been shouldered by a volunteer group of employees who are passionate about this purpose. It was formed in 2023 by City Council resolution. 6 Why Pursue Inclusion? Reduce risk of lawsuits Improve reputation Improve productivity & innovation Increase employee retention Support employee mental health an inclusive workplace benefits… Citizens of City of Port Orchard City employees & families City budget & projects City Councilmembers So beyond my anecdotal portrayal of why inclusion is important, what does the research say? Why is this such an important topic that it is worth employees with full plates dedicating their time toward? Here are just a few: Reduced risk of lawsuits: You are likely very familiar with employee anti-harassment and anti-discrimination trainings, which are often provided with an eye toward reducing the risk of discrimination or harassment lawsuits. Inclusion goes beyond the avoidance of discrimination and harassment to the addition of feeling welcome at work as a whole person, exactly who you are. It logically follows that when this is the culture, attitude, and focus in your workplace, there will be a reduced risk of the harassment or discrimination, which arise from lack of respect or understanding of our differences. Improve reputation: Much of my work at COPO is in recruitment, and I can tell you that in our post-pandemic world, prospective employees are being thoughtful about where they choose to come to work. I hear job candidates ask questions in interviews about the workplace culture of COPO, and I encourage hiring managers to consider what a job candidate may add to the workplace culture of COPO if hired. To continue to employ high-quality candidates, COPO needs to earn and maintain a reputation as an employer of choice. Furthermore, as you know, the citizens of COPO are watching the City employees and its councilmembers at all times. What do our decisions say about our priorities? Are we as a City communicating what we intend? Do we have room to grow in how we are currently perceived versus how we wish to be perceived? Improve productivity and innovation: As a workplace culture of inclusivity is fostered and COPO’s reputation as such grows, we will find ourselves attracting high-quality employees from a wide variety of backgrounds. Gathering employees with different perspectives and specialties together means that our workplace will increase in diversity, which is linked to several positive outcomes, including increases in productivity and increases in innovation. This supports the City’s goals and aims as we strive to better serve the citizens of Port Orchard. Increase employee retention and support employee mental health: Feeling welcomed and valued at work can reduce stress on your employees, improve mental health, promote employee engagement, and increase longevity at the City. Keeping employees working, healthy, and happy also means lowered costs. Fewer resources go to recruitment and onboarding new employees, we help keep health care costs down, and we get higher quality work products. 7 At City of Port Orchard… What does this look like? How do we know if we’re inclusive? What’s the plan for improvement? So let’s say you now understand what Inclusion is and the positive impacts it can have, as well as how it can benefit the City. But even after defined, “inclusion” is a vague term. How do we know if we are an inclusive workplace? How do we become more inclusive? How can we identify areas we have to grow, and how do we get there? These are really big and important questions, and I wish I could say that there is a clear one-size-fits-all roadmap out there with a set number of simple steps we can check off a list. But workplace culture is very complex and while there ARE a multitude of resources and experts available, it takes work to sift through and evaluate which ones are effective as well as a good choice for the City. Inclusion Commission members are not experts, but we believe the work is important and so we as employees have taken the time to delve into some of these resources and develop a plan and strategy for moving forward. To explain those in more detail, I am going to turn this presentation over to a few of my fellow Inclusion Commission members, starting with Heather Humphrey. 8 Heather Humphrey Police Services Specialist, 2024 Inclusion Commission Chair Good Evening, Mayor, Councilmembers, Directors, and Staff, Thank you for the opportunity to speak with you today. My name is Heather Humphrey, and I am a Police Services Specialist, who had the privilege of serving as the Chair of our Inclusion Commission last year and continue to participate in our current chapter. 9 Goals Inclusion Commission’s 4 Areas of Focus I’d like to briefly share with you the goals we have established to guide our work in fostering a more inclusive and equitable environment for all City employees. 10 Inclusion Commission Goals: Goal #1: Establish a culture of belonging where employees feel welcome and supported. Goal #2: Challenge City managers, directors and other leaders to move from awareness to competency in matters related to diversity, equity and inclusion. Goal #1 is to ESTABLISH A CULTURE OF BELONGING where employees are feeling welcomed and supported. This is the foundation of our work. We believe that when individuals feel like they truly belong, they are more engaged, productive, and committed to public service. Goal #2 challenges CITY MANAGERS, DIRECTORS AND OTHER LEADERS to move from awareness to COMPENTENCY in matters of diversity, equity, and inclusion. It is not enough to simply understand these concepts-our leaders must be equipped to integrate inclusion principles into their decision-making and daily operations. 11 Inclusion Commission Goals: Goal #3: Increase City employee knowledge about diversity, equity and inclusion. Goal #4: Understand and advocate for the diverse needs of City employees. Goal #3 is to INCREASE CITY EMPLOYEE KNOWLEDGE about diversity, equity and inclusion. This means ongoing education and training opportunities that are meaningful, accessible, and applicable to the realities of our workforce. Goal #4 focuses on UNDERSTANDING AND ADVOCATING FOR THE DIVERSE NEEDS OF OUR EMPLOYEES. Every employee brings a unique background and perspective, and it’s essential that we recognize those differences and ensure everyone has the support they need to succeed. These goals are not just aspirational-they’re intentional, actionable, and measurable. They are designed to create real and lasting change within our organization. We’re proud of the progress made so far and are committed to continuing this important work together with you. Thank you for your time and continued support. And now I would like to introduce, Debbie Lund, our Human Resources Director, who will highlight the past accomplishments of the Inclusion Commission. 12 Debbie Lund Human Resources Director, Inclusion Commission Coordinator 13 A Look Back at 2024 Inclusion Commission Accomplishments 14 Inclusion Commission Activities Regular Commission Meetings Monthly Meetings Core group of 6-8 employees 4 to 6 more participate as schedules allow Interest from employees representing all departments Commission Education Diversity and Inclusion Essential Concepts Webinar Article and Literature Review Unconscious Bias Women’s History 15 Learning Opportunities for all Employees Regular timely messages celebrating calendar events such as: Rosa Parks Day World Autism Day Mental Health Awareness Pride Day Suicide Prevention Month International Day for People with Disabilities Religious Holidays Training shared with management team Unconscious Bias Video and Exercise Article on Promoting Workplace Belonging All Employee Event Cultural foods potluck 16 Our biggest project in 2024 Employee Survey Budget for all employee survey RFP for survey consultant Chose Evolve Market Research as consultant In May 2024 surveyed 103 City employees 84.5% of employees responded! 17 And our employees said…. Nearly 91% rated the quality of their relationship with colleagues and supervisor as “very good” or “excellent” Nearly 84% expressed satisfaction with their jobs 81% reported feeling valued 65% felt as though they belong 61% indicated a high level of inclusion in the workplace More people would recommend working for the City than those who would not 18 Opportunities for the Inclusion Commission and Management Statistically significant differences were most obvious across departments. Communication across departments rated lower than communication within the employee’s own department Survey results showed employees feeling a lack of a cohesive mission, vision and values Employees with a disability feel less emotionally supported, satisfied or that they belong at the City 30% of employees did not feel as though they could express their true feelings at work (psychological safety) 19 Opportunities, continued Stress is a concern. 34.5% reported stress at “high” or “very high” levels. Stress was most often tied to workload. Stress has led to burnout (44% witnessed or experienced) and employees considering employment elsewhere (40%) Only 56% of employees feel emotionally supported at work Only 42% feel comfortable discussing mental health with supervisor or HR Female employees are more stressed and feel less valued than their male counterparts 20 Impact of Survey Results Results were shared with all employees The Inclusion Commission provided management, human resources and the wellness committee with a list of suggestions based on the survey results Department Directors were asked to dig into their own department results and create a related goal for 2025 Received budget approval for another survey in 2026 to compare results The survey results were used to guide the Commission’s work plan for 2025 Deputy Police Chief Alan EE-wash-tah is our 2025 Commission Chair and he will present the 2025 workplan next. 21 Alan Iwashita Deputy Police Chief, 2025 Inclusion Commission Chair 22 Plans for 2025 Inclusion Commission’s Next Steps 23 Moving Forward Overarching Themes: Improve communication Fostering psychological safety Sustainability GOALS Goal #1: Establish a culture of belonging where employees feel welcome and supported. Goal #2: Challenge City managers, directors, and other leaders to move away from awareness to competency in matters related to diversity, equity, and inclusion. Goal #3: Increase City employee knowledge about diversity, equity, and inclusion. Goal #4: Understand and advocate for the diverse needs of City employees. 24 Communicate, Communicate, Communicate Cross-departmental hub We’re not alone Closing the gap As mentioned by HR Director Lund, several key areas for improvement were identified by the survey that were centered on communication and psychological safety. Perceived Role: Facilitator of cross-department engagement and a promoter of inclusive, two-way communication mechanisms. Communication is foundational to building and maintaining trust. HUB – Comprised of representatives from multiple departments within the city. Provides a forum to share and identify communication gaps and promote connection. Work to improve cross-departmental collaboration and improve clarity around the City’s overarching mission, vision, and values. We’re not alone: Mental Health and Emotional Safety Concerns A significant portion of employees experience high stress tied to workload, with many reporting burnout, low emotional support, and discomfort discussing mental health with supervisors or HR. Results align with American Psychological Assoc findings in a 2024 study. These are challenges facing organizations nationwide. Closing the Gap – Equity and Inclusion Gaps for Vulnerable Groups The survey revealed several areas for improvement, such as… Employees with disabilities and female staff report feeling less valued, less emotionally supported, and more stressed, highlighting inclusion and equity challenges that need targeted attention. IC Efforts It has already initiated efforts such as the employee newsletter, recognition events, and new hire visibility (e.g., posters, bios, and photos). Foster relationship-building beyond departmental silos, helping create a more connected workforce. 25 Am I Safe? What is psychological safety? Why is it important? How will we achieve it? . Creating Psychological Safety The Commission recognizes that psychological safety is a marker of healthy organizations and is foundational to employee well-being and sense of inclusion. What is psychological safety? Coined by Harvard Professor, Dr. Amy Edmundson, in the late 1990’s Psychological safety means feeling safe to take interpersonal risks, speak up, disagree openly, and surface concerns without fear of negative repercussions or pressure to sugarcoat bad news. - McKinsey & Co, 2023 A litmus test for whether or not you feel psychologically safe is how you would answer questions like these: If you make a mistake on this team, will it be held against you? Are you concerned about bringing up problems and tough issues because you fear ridicule? Are members on your team ostracized for being or thinking differently? Is it difficult to ask other members of this team for help? If you answered “yes” to these questions, you may be experiencing a lack of psychological safety. Why is it Important: Psychological safety is critical for employee well-being, team collaboration, and productivity. A two-year study conducted at Google on team performance showed psychological safety as the common denominator in their high-performing teams According to Edmundson, it is the #1 predictor of team effectiveness When it is present, organizations experience lower levels of burnout, higher retention rates, and reduced stress All areas identified in our recent survey as areas for improvement How will we achieve it? Go beyond one-off training programs and identify leadership development opportunities. Human behavior usually doesn’t change due to a single training program. Behavior change succeeds when there’s a clear goal and a comprehensive strategy for achieving it. Skill development should be centered around capabilities that not only support the larger goal but also apply to people’s day-to-day work. Help identify and build mechanisms to make development a part of leaders’ day-to-day work. Trainings and skill development are the theory; incorporating those skills into day-to-day work is the practice—and that’s where it really counts. Lower the barriers for obtaining new skills Webinars, trainings, videos, and trust-building exercises Green ducky Perceived Role: Advocate and educator—providing leadership with tools and training to foster environments where employees feel safe, heard, and respected. “The real opposite of inclusion isn’t exclusion – it’s conformity.” Adina Sterling Inclusion isn’t just a seat at the table; it is having a voice and impact on the outcome. 2023 MIT Sloan Management Review article 26 Sustainability Culture eats policy for breakfast How do we make it stick? The IC is not a one-hit wonder or quick fix. It is a long-term commitment to improving organizational culture. Culture eats policy for breakfast Cultural transformation requires consistent, embedded practices, not one-off events. The IC is helping shape this through a strategic, employee-centered, and data-informed approach: It used survey data to identify current and future goals, and a follow-up survey will help identify new areas for improvement and further crystallize our mission. It also demonstrates the City’s commitment to continuous improvement and accountability for our personnel. How do we make it stick? Identifying and implementing training opportunities to move from awareness to increased competency. Using survey data and other tools to inform and tailor leadership strategies to effectively meet employee needs and promote inclusivity. Consulting with HR and city leadership to identify and align policies with organizational goals. In summary, the Inclusion Commission is not just a symbolic body—it is actively shaping the City’s internal culture. It acts as a connector, advocate, and guide, leveraging both employee input and leadership engagement to build a more communicative, psychologically safe, and inclusive organization. 27 Thank you 28