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redefining culture. visionary work. include exec and mgmt team - all within TED framework.

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cohorts. membership voluntary or defined by area.

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1. What are the required trainings?
2. What are the "transformational" opportunities?
3. Who else should be on the committee? What will the structure for advising look like?

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Ideas from 12/21 Mtg:
- Meet with TED to figure out role of subcommittee - advisor? Designer? Partner?
- How can TED also support communications about the cmte - that speaks to priority 2.

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1. Should we have representation form every dept/employee type on this committee? What should the make-up be? How might we get feedback from groups?
2. What is the meeting structure and how do we think about the time commitment?

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Ideas from 12/21 Mtg:
- Set up structure where DEIA cmte members attend existing meetings to share/get feedback
- anonymous place for folks to give feedback.

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- Who else should join this subcommittee?
- What is the support that DEIA leads want?
- What does it mean to be a DEIA lead? Clarify roles/responsibilities?
- What is the structure that will support.

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Neseie, Sarah

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Tina, Pamela, Alex

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Shawn, Jennifer, Julie

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1. Meet with TED to discuss this priority, and who should be a part of the subcommittee. (Neseie will reach out to TED)
2. Add a few items to supervisor check-list re: DEIA Committee.
3. Review the foundations training approach, and ongoing development opportunities.

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-Get leads together and talk about what support is needed, what the report out looks like, and what expectations are.
-What tools do need to support the work and to report out on a consistent basis.
We want transparency into success and challenges, as well as report outs to board so that we can keep advancing this work.
-Possibly re-emphasize that the work is not all on the lead, but that they are responsible for coordinating and building a team that can help with the work.
-Set a schedule for regular updates to management and the board about task/plan progress and challenges.
-Part of the conversation with the leads is that there is no perfect/right way to do this, but we need to keep moving forward - reporting successes and challenges -  so that we can advance our goals.
-There are folks on staff who are project managers, this is like a project that needs to be incorporated into current projects, having brainstorming sessions with them and using their learned experiences and expertise.
-What have we done to make DEIA feel like separate from our traditional work?  What can be done to incorporate DEIA work into your traditional job duties?  Do you feel a connection to the DEIA work?

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1. Determine the barriers to joining the committee.
2. Define what the committee can look like.
3. How do we get the committee to look like that.

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Determine the barriers to joining the committee.

1.       Lack of time

2.       Interest (or disinterest)

3.       Cynicism about the work we do? Is the committee genuine?

4.       Politics with high-level officers serving on the committee.

5.       Past experience with committees, authority, or traumas.

Define what the committee can look like.

1.       Diversity in demographics, AND ideology

2.       Representatives from each department and level of the organization (management, non-management, drivers, etc)

3.       Understand the representation from current committee members. Survey?

How do we get the committee to look like that?

1.       Targeted outreach to staff we want on the committee.

2.       General outreach

3.       Incentives for serving?

a.       Catered lunches for in person meetings once/quarter?

b.       Field trips for cultural education? … Portland Art Museum? Oregon Historical Society? Albina neighborhood tour?

How big should the committee be?

1.       Limited, not unlimited. 15-18 assuming that not everyone shows up each time because of time commitment.

2.       Rotation of members should be encouraged if limit is reached or after 3 years.

a.       But is anyone required to serve indefinitely, like HR or CEO or DEIA Manager?

b.       Do we ask for a 1 year commitment from each new member?

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What is the external experience that other staff members are getting from this committee?

What is the purpose of this committee?

What is the impact that this committee is looking to have?

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What is the end goal for this committee?
What are three key goals that we should work toward?

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1. Put together a proposal for membership, structure, and capacity building.
2. Recruitment plan: barriers to committee service - shadowing