Center for Park Management 1 Partnering with the National Park Service to Enhance Inclusion and Diversity Presented by: Erik Eichinger Tom Ferranti Cyndi

Center for Park Management 1

Partnering with theNational Park Service toEnhance Inclusion and Diversity

Presented by:Erik EichingerTom FerrantiCyndi Szymanski

February 24, 2011 Erik Eichinger ©

Prepared by NPCA’s Center for Park Management and the National Park Service


Introductions

NPCA’s Center for Park Management (CPM)• Erik Eichinger, Director• Cyndi Szymanski, Director

National Park Service (NPS)• Tom Ferranti, Deputy Associate Director, Workforce Management


Agenda

Organizational Check-InThe National Park Service Inclusion & Diversity IssueWhat the NPS is Doing About ItHow This is Going to Make a DifferenceNext StepsLessons Learned from Year OneWrap-UpQ&A


Organizational Check-In

NPCA• America’s leading voice for national parks, created in 1919• 350k plus members• 22 field and regional offices• Grassroots and grasstops constituency-building• Strong DC-based lobbying and communications department CPM• Department within NPCA• Provides fact-based analysis and expertise• Works with those who run parks to carry out their missionNPS• Bureau of the Department of the Interior• Created in 1916 to manage the National Park System• 394 parks covering more than 84 million acres• Approximately 20,500 diverse professionals


CPM/NPS Relationship

CPM brings philanthropic dollars to the partnershipProjects are collaboratively selected via a joint steering committeeWork product under the partnership is “client confidential”Success factors include:• Mission alignment• Culture alignment• Solid expectations and agreements• Ability of CPM to see from the NPS perspective• Flexibility (ever heard of the Gulf Oil Spill?)• Trust


The NPS Inclusion & Diversity (I&D) Issue- Historical Perspective

NPS established for “we the people,” but “we’ve” changed since 1916Original support garnered by marketing to the upper middle class which was primarily white at that time (voters)In 2011, focus on relevancy and connection• Who uses, defends, & influences and how to reach the public• Politically – Change NPS staff interests and makeup so they

can influence up to legislature• Personally – Change outreach, staff, programs to reflect “we”

in order to change “our” experience


The NPS Inclusion & Diversity (I&D) Issue- Revealing Statistics

NPS Permanent Workforce by Region, FY2010


What the NPS is Doing About It

Recruiting Growth of a Project

Education and

Planning

Aligning NPS

Leadership

Connecting with a

Diverse Public

Fall 2009 January 2010 Summer 2010 November 2010 On-Going


What the NPS is Doing About It- It All Started with Recruiting

Service-wide initiatives as well as regional and park specific efforts had not yielded expected resultsTo complement the larger NPS diversity initiative, there was a need to evaluate current diversity recruitment efforts for both permanent and seasonal workforceThe following plan was developed:• Develop a workshop with diversity experts and key NPS stakeholders

to discuss ‘diversity,’ the idea of creating a ‘diverse workforce,’ and ways to support and embrace this new workforce.

• Create a well-informed Diversity Recruitment Strategy.• Lay the foundation for a broader overall diversity management

strategy (beyond recruitment, to include retention, employee recognition, employee development, and succession planning) for the NPS.


Education and

Planning

Aligning NPS Leadership

Connecting with a

Diverse Public


What the NPS is Doing About It- Growth of a Project – Santa Monica

Two-day workshop in which key stakeholders reviewed existing definitions of diversity and discussed “diversity” in the NPS context, identifying priority areas and possible follow-up projectsFocused on diversity recruitment, defining “diverse workforce” and identifying priorities for a targeted Diversity Recruitment StrategyFuture target areas related to retention, recognition, and development were also considered within this framework


Education and

Planning


Connecting with a

Diverse Public



NPS National Leadership Council (NLC), Inclusion and Diversity Vision StatementThe National Park Service recognizes and embraces the many ways in which individuals differ from each other as bringing an increased richness to our work environment and a stronger organization. These differences help us to better connect with the American public who have entrusted us with the care of their premier natural, cultural and recreational treasures. Through the recruitment, selection, development and retention of our employees, we will cultivate and support a workforce that respects these differences and that includes the broadest range of differences and the value of multiple perspectives. Through our decisions, deeds and actions, we will demonstrate our conviction that diversity makes for a more relevant, better performing, and more satisfying organization. As a result of our commitment and efforts in diversity, inclusion and relevancy, our workforce, visitors and the environmental and heritage stewardship community reflect the ethnic, cultural and demographic diversity of America.


Education and

Planning


Connecting with a

Diverse Public



NPS National Leadership Council (NLC), Diversity DefinitionThe term 'diversity' is used broadly to refer to many demographic variables, including but not limited to race, religion, color, gender, national origin, disability, sexual orientation, age, education, and geographic origin. It also encompasses the values of inclusion and fairness. These values are inextricably linked to our mission of preservation and education and to our success as an organization. Appreciating diversity means respecting and embracing these differences by actively working to assure the inclusion of everyone to the fullest extent in achieving our mission.


Education and

Planning


Connecting with a

Diverse Public


What the NPS is Doing About It- Education and Planning

Opportunity to re-engage teamReviewed strategic plan for building a diverse and inclusive culture at NPSPiloted Cultural Competencies training• Glossary of I&D terms• Bennett Model• Multicultural Development Model


Education and

Planning


Connecting with a

Diverse Public



Glossary of common I&D terms:• Inclusion: Actively making an effort to ensure differences

are considered and people feel valued, are able to develop their potential, and contribute to the organization.

• Diversity: Inventory of differences that make us unique.• Multiculturalism: Respecting different cultures and working

with them in the whole.• Culture: Social norms that drive or result in behavior.• Cultural Competence: Awareness, skill, and knowledge that

differences exist and how to stretch outside your culture to another.

• Identified the principles of a multicultural inclusive organization.


Education and

Planning


Connecting with a

Diverse Public



Stage Description

DenialDenies that cultural differences exist. Reflects either physical or social isolation from people of different cultural backgrounds.

Defense

Acknowledges existence of certain cultural differences, but because those differences are a threat to an individual’s reality or sense of self, he or she constructs defenses against those differences.

MinimizationAcknowledges cultural differences but trivializes them, believing that human similarities far outweigh differences.

Acceptance

Recognizes and values cultural differences without evaluating these differences as positive or negative. Individual moves from ethnocentrism to ethno-relativism. First a respect for cultural differences in behavior, then a deeper respect for cultural differences in values.

AdaptationDevelop and improve skills for interacting and communicating with people of other cultures. The key skill here is perspective shifting: The ability to look at the world “through different eyes.”

Integration

Not only value a variety of cultures, but are constantly defining their own identity and evaluating behavior and values in contrast to and in concert with a multitude of cultures. Rising above the limitations of living in one culture context, these individuals integrate aspects of their own original cultural perspectives with those of other cultures.

Bennett Model of Cultural Competency


Education and

Planning


Connecting with a

Diverse Public



Levels Description and Stages

Mono-Cultural Organization

Stage 1: Exclusionary organization; maintenance of domination of one group over others based on race, gender, culture, or other characteristicsStage 2: “The Club” – Seeks to establish and maintain the privilege of those who have traditionally held power through developing and maintaining policies, norms, and procedures seen as correct from their perspective without giving consideration to any other groups’ interests. Supportive of those like them and those who seek to assimilate into their world view. Allows limited number of oppressed groups, but they must share “the right” perspective.

Non-Discriminating Organization1

Stage 3: Committed to removing some of the discrimination inherent in the club by providing access to women and minorities, but seeks to accomplish without disturbing the actual structure, mission, and culture of the organization. Seen as a team player by not challenging practices.

Affirmative Action Organization

Stage 4: Committed to eliminating discriminatory practices and inherent rigidness by actively recruiting/promoting women, racial minorities, and other social groups typically denied access. Active role in supporting growth and development of these employees by initiating programs that increase their chance for success. Employees encouraged to behave in non-oppressive manner. Racism/sexism education conducted and goes beyond blacks and women.

Multicultural Organization

Stage 5: The redefining organization. A system in transition, not satisfied with being just “anti-racist” or “anti-sexist.” Committed to examining all its activities for their impact on all members’ ability to participate in and contribute to the growth and success of the organization. They question the limitations of the cultural perspective, as manifested in its mission, structure, management, technology, psychosocial dynamics, and product or service. Committed to implementing policies and practices that share power with all the diverse groups in the organization.Stage 6: Organization reflects the contributions and interests of diverse cultural and social groups in its mission, operations and product or service delivery. Members of diverse cultural and social groups are influential at all levels of the organization, especially where decisions are made that affect and shape the organization. It acts on a commitment to the eradication of social oppression in all forms within the organization and is sensitive to all cultural and social groups whether or not they are represented within the organization.

Multicultural Organizational Development


Education and

Planning


Connecting with a

Diverse Public

1 Majority of NPS project team members felt this level currently reflects NPS


What the NPS is Doing About It- Aligning NPS Leadership (NLC)

Guest lecture on institutional racism and white privilegeDiscussion panel on fostering diverse and inclusive workforces at park units Recognition that relevancy contains three parts: community engagement; programs and practices; and workforceReview of three project team deliverables: strategic plan, communications plan, and diversity council charterAdoption of strategic plan for project team to implement


Education and

Planning


Connecting with a

Diverse Public


What the NPS is Doing About It- Connecting with a Diverse Public


Education and

Planning


Connecting with a

Diverse Public

Park Programs, Practices, and

Services

Inclusion & Diversity Workforce Strategy

Community Engagement


How This is Going to Make a Difference

Measuring Success - We are trying to identify metrics. As we begin to put together action plans for each of the strategic recommendations, a component of those plans will include the development of metrics.What We’ve Already Achieved:• Analysis of recruitment activities• A conceptual strategic workforce strategy• Populating the action teams and committing resources• Creating a communications plan• Begin work on a cultural assessment


Next Steps

Update the NLC and keep our accomplishments in front of them and continue to maintain their buy-inAlign the Workforce Management Directorate to tactics outlined in strategyPartner with experts in Inclusion & Diversity to conduct assessment and develop metricsDevelop and roll out workshop on I&D


Lessons Learned from Year One

Commission a Diversity Cultural Assessment at the beginning of the project Frequently evaluate the engagement of project team membersEngage leadership in a meaningful way on their termsThe way that CPM works with NPS is uniqueDeadlines set far in advance might need to be re-negotiated Contracting has its pros and cons


Lessons Learned from Year One - Designing and Implementing a Diversity Initiative

National MultiCultural Institute’s Guide for Organizational Culture Change:

Building a Solid FoundationGaining Leadership Commitment and SupportDiversity CouncilsStrategic PlanningGaining Organizational Buy-inAssessment and EvaluationOrganizational Policies and PracticesTraining and EducationSustaining the Initiative


Lessons Learned from Year One - Vendor Partners

Vendor Who they are What they did ContactDudley Hamilton Associates

Specialize in organizational and leadership development; change management; diversity, inclusion, and innovation; building strategic collaborations and partnerships

Developed an Inclusion and Diversity strategy for NPS based on expertise and feedback from SAMO workshop. Strategy included key performance indicators.

www.dudleyhamilton.com

Kenian Group

Specialize in advancing diversity and change management in natural resource-based agencies and conservation organizations

Developed a two-day Cultural Competencies training curriculum for the NPS

www.keniangroup.com

Julie Nelson and Glenn Harris

Independent consultants who work for the City of Seattle Office for Civil Rights and specialize in inclusion and diversity best practices

Facilitated a two-day NLC workshop that focused on inclusion and diversity within NPS

www.seattle.gov/civilrights

Tim Wise

Anti-racist activist, writer, and guest lecturer specializing in anti-racism training

Led an interactive discussion on White Privilege for the NLC at the two-day workshop

www.timwise.org


Wrap Up - What We’ve Covered

The NPCA and NPS relationship and keys to successHistorical elements which could be factors for diversity issues in other organizationsSample I&D definitions and vision statementModels of inclusivity and multiculturalismLessons learned for conducting I&D initiativesI&D vendor information


Questions?

Erik Eichinger ©

Documents

Center for Park Management 1 Partnering with the National Park Service to Enhance Inclusion and Diversity Presented by: Erik Eichinger Tom Ferranti Cyndi