2021 - Management-Team RetreatClick to edit Master title style
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M-Team Retreat
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Entrance Directions
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Need: Chair
Do: Join the circle
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Agenda
Opening Circle
•Mindfulness
•Trust/Community
Building
Problem Identification
•Review Equity Action
Plan
•Video: White
Supremacist Culture in
the work place
Root Cause Analysis
•Confirmations and
Contradictions
Share Out Closing Circle
•Reflection
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Objectives
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1.Increase comfort with Restorative Practice and Circle Protocol
2.Develop Key Performance Indicators (KPIs) for Equity Plan
3.Understand tenets of WSC barriers to race equity and justice
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Exit Directions
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•Need: Seat at the table
•Do: Listen, engage, learn
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Cloze Reading Strategy
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1.Read for
understanding/familiarity
2.Underline words that stand
out or you don’t understand
3.Write questions
4.Answer your questions (if
you can)
5.5 word summary –doesn’t
have to be a sentence
When you finish:
Grab a snack (if you want)
Share with a partner
Go back to circle
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Equity Plan
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Equity Plan
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Economic Prosperity
for All
Unbiased Programs
and Services
Inclusive Community
Engagement
Advancement of DEI
HR
-Recruitment
framework + measures
-Training programs
Phys. Dev
-Increase diverse
spend
Fire
-POC firefighter
process to increase
candidate
Parks and Rec
-Park shelter
improvements
Admin. Services
-Language conversion
software
Police
-Racial profiling study
Legal
-Religious zoning
-Drivers Reinstatement
program
-Prosecution report
Public Works
-Community
relationships
Communications
-Develop
measurements for
diversity in community
engagement
HR
-Equity accountability
-Demographic data
collection
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Creating an Anti-Racist Organization
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Discussion
Need:
-Open mind
-Circle agreements
Do:
-Answer question
-Engage in dialogue
Done:
-Break into 4 groups
Questions:
How can tenets of WSC get in the
way of equity and anti-racism?
What are real-life examples?
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Break
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Root Cause Analysis and KPI Development
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•Need:
•WSC handout
•Equity Action Plan
•Confirmations/Contradictions Chart Paper
•Marker
•Group
•Do:
•Develop Key Performance Indicators through Root Cause Analysis
•Put:
•Post on the wall
•Done:
•Post and Present
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PILLAR
Confirmations
•How do the Equity Action Plan items align with
the pillar?
•What structures/systems/values/beliefs do we
practice that align with the pillar?
•What data do we have access to help in decision-
making to further work in this pillar?
•What, if any, data supports our work in the pillar?
Contradictions
•How do the Equity Action Plan items
maintain tenets of WSC?
•What structures/systems/values/beliefs do
we practice that maintain tenets of WSC?
•What are other hurdles to accomplishing
EAP goals for this pillar?
•What data don’t we have to make progress
in EAP goals?
Root Cause Determination:Identify theme(s) in hurdles impacting progress for EAP goals
Key Performance Indicators
•What would it look like if we addressed root cause in our ELT, your department, your
relationships?
•What would it look like if we accomplished the goals in the pillar?
•For City Staff
•For Residents
•For Community members
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Economic Prosperity for All
Confirmations
•Align by creating opportunity to distribute the city’s funds to a broader
group of people.
•Examples include: broadening outreach strategies for hiring and
contracting, asking equity focused questions in interviews, changing
minimum qualifications, analyzing impact of testing, creating a consistent
process for RFPs and going out for RFP more frequently, requiring non -
discrimination language in contracts, lowering barriers from contract
requirements (insurance, indemnification, etc.).
•Aggregate demographic data in NeoGov, aggregate data related to
candidate pool (don’t collect yet), aggregate demographic data on current
employees, community demographic data, DBE database, RFP equity
responses, data from MN Office of Equity in Procurement
•All
Contradictions
•Right to comfort: still pretty squarely within regular processes,
which implicates worship of the written word, fear of open conflict,
perfectionism, sense of urgency
•Objectivity and Quantity over quality: very much driven by
measurable goals and haven’t done as much qualitative work as
we could. Most interactions are transactional. Also see above.
•Deadlines, budget, legal obstacles, patience and workload, equity
infrastructure in terms of decision makers not having all of the
necessary skills/knowledge/practice
•Who doesn’t apply to jobs or respond to RFPs, how well our
strategies are working, what people’s feelings are about our
intentions.
Root Cause Determination: Lots of structural and legal hurdles
Key Performance Indicators
•Longer timelines, more interaction that’s not transactional, more staff time, more flexibility with the written word
•Accomplished goals
•Staff: Easier because the team would expand (employees with more connections, more community for staff work), more collaborat ion across
similar organizations.
•Residents: more visibility into processes, more ability to participate/help achieve goals and share expertise.
•Community Members: More and deeper working relationships, better understanding of process, more alignment in community around equity
goals and outcomes.
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Share Out
Process:
Describe how your
group worked together
and the process for
determining the
confirmations,
contradictions and
KPI?
Confirmations:
What were your
confirmations?
Contradictions:
What were your
contradictions?
Determined Root
Cause:
Share themes in the
contradictions
Key Performance
Indicators:
What will be different
if we accomplish our
goals? How will the
City model the pillar in
the present and
future?
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Exit Directions
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Need: Chair
Do: Join the circle