RFQ (5a) attachment NFFO00002202578.pdf

West Coast Region Diversity & Inclusion Framework

U.S. Department of Commerce I National Oceanic and Atmospheric Administration I National Marine Fisheries Service 1

U.S. Department of Commerce I National Oceanic and Atmospheric Administration I National Marine Fisheries Service

Contents

Forward

Section 1 - Introduction

Section 2 - WCR Diversity and Inclusion Framework

2.1 WCR Diversity and Inclusion Goals

2.2 Strategic Commitments for Goal 1: A Diverse Workforce that More Closely Resembles the Communities and Nation we Serve

2.2.1 Recruitment of a Diverse Workforce

2.2.2 Develop Outreach and Educational Partnerships

2.3 Strategic Commitments for Goal 2: A Workplace Culture where all Staff Feel Included and Respected for their Differences

2.3.1 Actively Support an Inclusive Workforce

2.3.2 Enhance Mentoring

2.4 Strategic Commitments for Goal 3: A workplace that continually strives to improve upon our D&I efforts

2.4.1 Incentive and Communication

2.4.2 Support Tribal Collaboration

2.4.3 Training for a Diverse and Inclusive Workforce

2.5 Strategic Commitments for Goal 4: An adaptive, transparent, and data-driven approach to continually improve upon our D&I efforts

Figure 1: Adaptive process to improve WCR D&I

2.5.1 Assessment of WCR Diversity

2.5.2 Assessment of WCR Inclusion

2.6 Toolbox to Implement Strategic Commitments

2.7 What is My Responsibility and Commitment?

Acknowledgments

References

Appendix

Diversity and Inclusion 2017 Workshop Agenda and Summary of Diversity and Inclusion Workshop Summary

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Diversity & Inclusion Framework NOAA Fisheries West Coast Region

Forward “Diversity is being invited to the party; inclusion is being asked to dance.” Verna Myers

NOAA’s National Marine Fisheries Service (NOAA’s National Marine Fisheries Service (NOAA Fisheries) West Coast Region (WCR) is committed to recruiting and empowering a workforce that reflects our diverse region and embraces multiple perspectives in the pursuit of our mission and the public we serve. A collaborative work environment that gives voice to diverse perspectives is essential for living up to the mission and solving the complexities of modern stewardship and governance.

This Framework is intended to be a catalyst for continued individual, collective, policy, and administrative evolvement. It will, in some instances, require large-scale bold actions. In many instances, however, there is considerable power in seemingly small-scale gestures to integrate diversity and inclusion into core WCR programs and our daily activities. Action at one scale is not dependent on another. Whereas large-scale bold action may take time to develop, we are all empowered now, within our existing staffing and funding levels, to improve WCR mission effectiveness through diversity and inclusion.

The WCR’s Diversity and Inclusion Framework is asking each and every colleague to intentionally embrace this plan to advance our diversity and inclusion (D&I) efforts at all scales. To the extent that it is difficult or uncomfortable, you are encouraged to embrace those challenges. The WCR D&I Cross-Division Team (D&I Team) who drafted this Framework presents it with humility. While we endeavored to review the literature, consult with external experts in the D&I field, and seek input from the WCR workforce, our backgrounds are representative of most WCR employees in that we are a group of biologists, policy advisors, and administrators not necessarily well-versed in the academics or practical nuance of D&I. This Framework is, therefore, a guide but not a limit. You are encouraged to bring in your own life experience and innovative spirit to further D&I goals and create examples for others to follow as we evolve our approach to D&I over time.

The West Coast Region Diversity and Inclusion Cross-Division Team September 16, 2019

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Section 1 - Introduction The WCR’s Diversity and Inclusion (D&I) Framework (Framework) in Section 2 identifies goals, objectives, and strategies that put into practice the WCR’s Regional Leadership Team’s (RLT) vision and core values. The Framework is aligned with both NOAA and NOAA Fisheries. A diverse and inclusive workplace is critical to enable a future where societies and the world’s ecosystems reinforce each other and are mutually resilient (NOAA 2017). The Framework provides colleagues with the tools to build and sustain a diverse and inclusive workforce broadly representative of the citizens and communities of the region to reach their greatest potential in furthering the Agencies’ mission.

The WCR serves a diverse socioeconomic area with a workforce of approximately 350 federal employees, contractors, interns, and other affiliates in 13 offices across California, Oregon, Idaho, and Washington. The WCR represents NOAA Fisheries in international venues and works with 151 tribal co-managers and partners. Therefore, a major goal of this Framework is to create a workforce that better reflects the diversity within the nation and the local communities we serve in order to develop products that better reflect the values of those communities and are more responsive to their needs. When we draw on the wisdom of a workforce that reflects the population we serve, we are better able to understand and meet the needs of our customers—the American people—and are ultimately better able to meet our mission.

The benefits anticipated from the implementation of this Framework may include improvements in:

1. Mission effectiveness

2. Job satisfaction

3. Work performance

4. Talent pool

5. Problem-solving and innovation

6. Public service (Pitts 2009)

The Framework complements the goals embedded in NOAA’s Equal Employment Opportunity program (EEO) but occupies a separate space with softer tactics. Whereas EEO is in part premised on enforcement of legal mandates to address civil rights complaints, D&I programs seek to influence workforce composition and culture through proactive strategies (Pitts 2006). EEO and

Diversity is a collection of individual attributes that together help entities pursue organizational objectives efficiently and effectively. These include, but are not limited to, characteristics such as national origin, language, race, color, disability, ethnicity, gender, age, religion, sexual orientation, gender identity, socioeconomic status, veteran status, and family structure (inherent diversity). The concept also encompasses differences among people concerning where they are from, where they have lived, areas of expertise, and different thoughts and life experiences (acquired diversity).

Inclusion is a culture that connects each colleague to the organization and encourages collaboration, flexibility, and fairness. Inclusion leverages diversity throughout the organization so that all individuals are able to participate and contribute to their full potential.

Inclusion, for purposes of this Framework, is tied directly to diversity such that our goal is to foster an inclusive workplace and ensure that no one is excluded based on the characteristics of diversity as defined above.

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D&I are separate but complementary approaches as we proactively work towards a diverse and inclusive workplace culture that, when necessary, provides legal backstops for EEO-related complaints (Naff et al. 2003).

Section 2 - WCR Diversity and Inclusion Framework The WCR D&I Framework challenges us to improve D&I by action at all levels of the workforce.

Through the adoption of this Framework, the WCR codifies its goals and the strategic commitments necessary for its fruition. An integral component of this Framework is a toolbox designed to inspire action. The D&I Toolbox (Toolbox), further described in Section 2.6, is maintained as an intranet site accessible to the entire WCR workforce.

2.1 WCR Diversity and Inclusion Goals

The goals of our D&I initiative are:

1. A diverse workforce that more closely resembles the communities and nation we serve.

2. A workplace culture where we all feel included and respected for our differences.

3. A workplace that continually strives to improve upon our D&I efforts.

4. An adaptive, transparent, and data-driven approach to continually improve upon our D&I efforts.

2.2 Strategic Commitments for Goal 1: A Diverse Workforce that More Closely Resembles the Communities and Nation we Serve

Workforce diversity is in part dependent on the internal process to attract and hire federal employees or contract non-federal affiliates. The diversity of the recruitment pool is in part dependent on the education and motivation of potential applicants. The WCR commits to addressing these processes as follows:

2.2.1 Recruitment of a Diverse Workforce

Objective Strategies

Recruit a diverse workforce

1. Continue to explore and use hiring strategies, such as the Pathways Internship Program and other special hiring authorities.

2. Ensure announcements are broadly disseminated, accessible, and understandable to a diverse applicant pool.

3. Outreach to underrepresented and underserved communities/universities regarding work opportunities.

4. Provide training/mentorship to post-secondary students in applying for Federal positions.

5. Scrutinize the hiring process for implicit bias and, where present, implement processes to remove such bias.

6. Identify and partner with other NOAA offices/centers/regions and external entities to maximize and enhance diversity efforts.

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2.2.2 Develop Outreach and Educational Partnerships

Objective Strategies

Cultivate a diverse recruitment pool through educational partnerships, outreach, internships, and supporting Science, Technology, Engineering, and Mathematics (STEM) programs

1. Promote regional awareness of existing scholarship, internship, and fellowship programs to underrepresented and underserved communities.

2. Encourage our WCR workforce to participate in education, outreach, networking, and recruitment opportunities at local K-12 schools, colleges, and universities, including minority-serving institutions, and tribal colleges, and universities. Develop education and outreach materials to support these efforts.

3. Broaden recruitment practices for mentorships and internship opportunities to better include underserved or minority institutions. Support thesis and capstone projects by serving as project sponsor or participant.

4. Provide opportunities for the public to volunteer at the WCR to gain knowledge and work experience.

5. Partner with other institutions on the West Coast that have fisheries programs/D&I offices for internship opportunities

2.3 Strategic Commitments for Goal 2: A Workplace Culture where all Staff Feel Included and Respected for their Differences

To develop an inclusive workforce and facilitate colleague retention, the WCR is committed to creating a more welcoming and supportive environment that values differences and cultivates opportunities. The WCR commits to the following objectives and strategies:

2.3.1 Actively Support an Inclusive Workforce

Objective Strategies

Create a welcoming and supportive environment for new and current colleagues

1. Coordinate and implement best practices for onboarding and mentoring new employees, contractors, and interns.

2. Support informal work gatherings for unstructured dialogue.

3. Provide opportunities for cross-division networking (e.g., cross-division teams and exchange programs).

2.3.2 Enhance Mentoring

Objective Strategies

Improve or cultivate feedback loops to promote inclusion in all directions

1. Provide supervisor-to-employee coaching/career development best practices training.

2. Provide peer-to-peer mentorship best practices training.

3. Provide mentor/mentee toolkit to support mentoring for interns and staff.

4. Conduct annual career development and/or coaching sessions with employees.

5. Develop staff-to-supervisor feedback processes.

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2.4 Strategic Commitments for Goal 3: A workplace that continually strives to improve upon our D&I efforts

2.4.1 Incentive and Communication

Objective Strategies

Incentivize participation and contributions to D&I

1. Support and expand the use of internal incentives and honorary rewards and recognition (e.g., Special Act, Time-off, Employee and Team Member of the Month) to recognize contributions to D&I.

2. Recognize successful collaborations and contributions to D&I within the WCR.

3. Communicate specific D&I opportunities to the workforce and potential partners, such as within the weekly report, ECWC presentations, web stories, videos, and other forums.

4. Build aspects of D&I into funding action, such as grants, contracts, and work with internal and external partners.

5. Prioritize funding projects that integrate aspects of D&I.

2.4.2 Support Tribal Collaboration

Objective Strategies

Provide training and support for tribal partnerships

1. Provide WCR training on working with Indian tribal governments and native communities.

2. Partner with and support tribal natural resource departments and education departments/colleges/institutions to foster recruitment and training.

3. Provide regional opportunities and experiences on tribal culture and indigenous arts.

4. Attend and support cultural celebrations and ceremonies (e.g., first salmon ceremonies) when invited.

2.4.3 Training for a Diverse and Inclusive Workforce

Objective Strategies

Workforce training to support and promote D&I goals

1. Expand WCR opportunities for growth and learning through training and developmental opportunities, such as rotational assignments, in-house shadow assignments, and details.

2. Provide training opportunities on topics relevant to inclusion (e.g., unconscious bias, understanding or managing diversity, ECWC diversity lectures, etc.).

3. Create diversity awareness through cultural celebrations and education.

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2.5 Strategic Commitments for Goal 4: An adaptive, transparent, and data-driven approach to continually improve upon our D&I efforts

The D&I Team is committed to an adaptive, data-driven approach that relies on a high level of communication and regional feedback in order to identify areas of concern and evolve the Framework and Toolbox over time. Figure 1 describes an adaptive approach where the D&I Team will adapt the Framework and Toolbox based on an assessment of D&I metrics and regional feedback to address areas that need improvement. Using this approach, the D&I Team will: (1) assess diversity and inclusion within WCR to identify areas of concern or success; (2) communicate assessment results across WCR and engage in regional conversations to adapt the Framework and Toolbox as warranted based on assessment results and other relevant qualitative information and feedback; and, (3) implement the Framework. The process is designed to be an ongoing cycle of assessment, adaptation, and implementation such that the process is continuously improving and responsive to the current D&I environment.

Figure 1: Adaptive process to improve WCR D&I.

To implement this approach, WCR commits to:

2.5.1 Assessment of WCR Diversity

Objective Strategies

Assess and communicate the status of workforce diversity

1. Annually review available information on the demographic profile of the WCR to identify the status and trends of diversity characteristics in the workforce.

2. Communicate the results of assessments to all WCR staff and contractors.

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2.5.2 Assessment of WCR Inclusion

Objective Strategies

Assess and communicate the status of WCR inclusion

1. Using the insights gained from the results of the annual Federal Employee Viewpoint Survey (FEVS) and listening sessions, identify and implement actions to improve employee engagement and empowerment.

2. Conduct periodic surveys to gain regional insight on inclusion, equal opportunity, and barriers for the WCR workforce including contractors. Work towards eliminating those barriers during new employee workshops.

3. Communicate the results of assessments to all WCR workforce.

Objective Strategies

Establish a system to track actions, measure successes, and recommend resource and funding priorities

1. Establish a methodology for tracking D&I actions.

2. Establish a methodology for measuring D&I progress.

3. Integrate D&I into individual performance planning.

4. Integrate D&I actions into annual strategic planning.

2.6 Toolbox to Implement Strategic Commitments

While many of us recognize the importance of advancing D&I, we often do not know how to fold these efforts into our own work. To solve our D&I challenges, everyone in the WCR—from the Regional Leadership Team (RLT), to technical staff, to administrative staff—needs to understand how their work can authentically embrace D&I efforts.

The D&I Toolbox (Toolbox) provides actionable resources to support staff throughout their entire D&I journey. Whether you envision yourself hosting interns, creating more representative hiring panels, or mentoring peers, the Toolbox provides programs, points of contact, and inspirational case studies to help you effectively integrate D&I into your daily work.

The Toolbox is constructed around the Framework’s strategies so that everyone in the WCR can fully integrate the Framework into our work-life experiences. In order to better support the needs of our colleagues, to build accountability, and to assess our progress, new Toolbox features and content will be developed and periodically rolled out to support and empower staff at all levels.

The WCR D&I Toolbox is available to the entire WCR workforce at:

https://sites.google.com/a/noaa.gov/nmfs-wcr-di/

2.7 What is My Responsibility and Commitment?

It will take all WCR colleagues taking personal action and working together to effectively implement the Framework and create a truly D&I workplace. This includes:

Commitment from the Regional Leadership Team (RLT): D&I leaders are committed to providing leadership towards the integration of D&I activities into WCR practices. The RLT is

U.S. Department of Commerce I National Oceanic and Atmospheric Administration I National Marine Fisheries Service 8 committed to championing the development of customized actions, including policies, programs and funding where necessary for regional influence and local application. The RLT leads by example and is committed to empowering others to engage in D&I activities.

Commitment from Supervisors: Supervisors will adopt the same commitments as the RLT with additional implementation measures that are relevant at the scale of the division or branch.

Supervisors will amplify the message of D&I and find opportunities for action within the specific context of their division and branch. Supervisors will also commit to empowering staff to engage in actions that improve D&I.

Commitment from Individuals: Commitment from all individuals working in the WCR is vital to successfully integrate D&I in our workplace. Every colleague has a responsibility to integrate D&I activities into existing division programs. Further, every individual at all levels can contribute to building an inclusive workplace by being open to differences in values, opinions, communication styles, traditions, and beliefs, and by creating a safe, welcoming workplace.

Commitment from Supporting Roles: The WCR has several cross-divisional teams (e.g., Hiring Officials, Employee Communications and WorkLife Committee (ECWC), and others) as well as individual contributors (e.g., the D&I Team, Tribal Liaison, Education and Outreach Coordinator, and others) who have specific commitments led by their charter or performance plan to directly influence D&I actions.

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Acknowledgments We thank Nicole Naar, Marco Hatch, Edward Allison, Carolyn Riley-Payne and Misty Peacock for serving as speakers at the NMFS WCR D&I Workshop in 2017. We thank our WCR colleagues who provided thoughtful comments and Nicole Naar and Carolyn Riley-Payne for providing peer reviews of the draft Framework. We also thank our former WCR colleague, Melanie Okoro, for helping form the WCR D&I Team and for her leadership and contributions

References Naff, K. C. and Kellough, E. J. 2003. Ensuring employment equity: are federal diversity programs making a difference? International Journal of Public Administration. Volume 26(12), 1307-1336 pp.

National Oceanic and Atmospheric Administration (NOAA). NOAA Diversity and Inclusion Strategic Plan. Fiscal Year 2017-2019, 1-16 pp.

http://www.eeo.noaa.gov/d&i/NOAA%20Diversity%20and%20Inclusion%20Strategic%20Pla n.pdf

Office of Personnel Management (OPM). 2017. Are there really any tangible benefits to Diversity and inclusion? Isn’t this just corporate jargon? https://www.opm.gov/faqs/QA.aspx?fid=72bcd219- 0b9f-4de8-b366-4817028fbc6e&pid=f2ef3151-b4f2-4f47-a319-acad8175b0b7. Accessed November 22, 2017.

Page, S. E. 2007. Making the difference: applying a logic of diversity. Academy of Management Perspectives 1-20 pp.

Pitts, D. W. 2006. Modeling the Impact of Diversity Management. Review of Public Personnel Administration. Volume 26(3), 245-268 pp.

Pitts, 2009; Page, 2007; and Office of Personnel Management, 2017

U.S. Department of Commerce Diversity and Inclusion Strategic Plan 2017-2021, 1-6 pp.

http://hr.commerce.gov/s/groups/public/@doc/@cfoasa/@ohrm/documents/content/prod0 1_010290.pdf

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Appendix

Diversity and Inclusion 2017 Workshop Agenda and Summary of Diversity and Inclusion Workshop Summary

The formation of this Framework began with a Diversity and Inclusion Workshop on June 12, 2017, in Mukilteo, Washington. The goal of the workshop was to introduce the D&I Team to examples of challenges, opportunities, and successful initiatives focused on creating and sustaining a diverse and inclusive workforce. The workshop brought together WCR leadership and staff, as well as a diverse group of speakers from the non-profit (Carolyn Riley- Payne, NAACP, NOAA Retired Human Resources) and academic (Dr. Marco Hatch and Dr. Misty Peacock, Northwest Indian College; Dr. Edward Allison, University of Washington) sectors, and from the graduate student perspective (Nicole Naar, PhD Candidate and National Science Foundation intern) to: (1) identify key challenges, opportunities, and best practices to support diversity and inclusion initiatives across the WCR; (2) strategize and develop a WCR 2018 diversity and inclusion Framework to meet the stated goals and objectives of the NOAA Fisheries Diversity and Inclusion Plan (2016-2021); and (3) focus on and prioritize strategies to implement across the

WCR.

The workshop included presentations by each invited speaker, a panel discussion on the above-mentioned topics, and breakout groups for more in-depth and interactive discussion between workshop participants.

In summary, the workshop highlighted and prioritized strategies for implementation across the WCR.

These strategies helped shape the substance of this plan that will (1) strengthen and enhance outreach and recruitment efforts and (2) cultivate a culture that encourages fairness and collaboration.

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