Organizational Commitment and Capacity

Throughout the initiative, many EDDs and EDOs were interviewed, participated in calls, or received technical assistance. From this engagement process, the below four themes, listed in no particular order, emerged on how these organizations are embedding diversity, equity, and inclusion principles within their organization.

Equity, Diversity and Inclusion Statements

These statements present an opportunity to affirm, internally and externally, a commitment to diversity, equity, and inclusion. These statements should be tied to a larger plan with action steps. 

    • Does our organization have a Diversity, Equity, and Inclusion Statement? A Diversity, Equity, and Inclusion Work Plan?

    • If so, how does this statement drive action? What actions have been taken within our organization and outside of our organization?

    • If not, how does our organization express a commitment to Diversity, Equity, and Inclusion within and outside the organization? Is there organizational buy-in for Diversity, Equity, and Inclusion at all levels (executive director, the board, and staff)?

    • What barriers may prevent you from committing to Diversity, Equity, and Inclusion? How can you address those barriers?

West Michigan Shoreline Regional Development Commission
Michigan, Pop. 260,010 (5 counties)

The commission crafted an equity statement and stated equity goals to ensure future work is aligned with the existing equity and inclusion focus. Learn more here.

 

Souris Basin Planning Council
North Dakota, Pop. 98,360 (7 counties)

The council developed a mission and inclusivity statement to align new programs with organizational goals. Learn more here.

 

Mid-Ohio Regional Planning Council Ohio, Pop. 164,317 (8 counties)

Through a detailed Diversity and Inclusion Work Plan and Diversity Statement, the council has emphasized its equity focus publicly. Learn more here.

 

Addressing Equity within the Organization

Leaders must look inward at the organization to ensure the right steps have been taken to prepare staff, begin challenging conversations and establish policies and practices that reinforce a commitment to equity. 

    • What practices and policies exist within our organization to promote equity? Are there practices or policies which limit equity being realized in our organization?

    • Does our organization’s leadership identify and communicate equity and inclusion? Has leadership communicated that equity and inclusion are a priority? How does our organization facilitate internal conversations about equity and inclusion?

    • What tools/frameworks is our organization currently using that support inclusion?

Triangle J Council of Governments
North Carolina, Pop. 2,028,193 (7 counties) 

Staff received equity training from external consultants, began a book club to read relevant works, and launched an internal task force. Beyond this, funds were allocated to dedicate 10% of one staff member’s time to DEI work, which included managing the relationship with the Government Alliance on Race and Equity (GARE). Learn more here. 

 

Chittenden County Regional Planning Council
Vermont, Pop. 178,922 (4 counties)

With the support of an external Diversity, Equity, and Inclusion Consultant, the council completed an equity assessment of the organization and led a CCRPC-sponsored Equity Summit. Learn more here.

 

Mid-Ohio Regional Planning Council
Ohio, Pop. 164,317 (8 counties)

Building on their Diversity Statement and Work Plan, the council partnered with YWCA Columbus for social and racial justice classes for employees, member organizations, and community partners. Learn more here.

 

Old Colony Planning Commission
Massachusetts, Pop. 44,989 (3 counties)

The commission developed a procurement policy that ensures RFPs are intentionally sent to diverse suppliers and created a repository of workforce agencies that intentionally reach diverse candidates when advertising for staff members. Learn more here. 

 

Addressing Equity in the Community

To address historical inequities and distrust, the importance of local partnerships and consulting with local groups already focused on equity is even more critical. 

    • What are the local organizations focused on equity in our region? Which organizations work closely with key equity groups in our community?

    • Which organizations may have aligned goals related to workforce development, small business and entrepreneurship, and housing?

    • Has our organization worked with these organizations in the past? How closely have we worked together? Does our organization have the trust of these organizations and their leaders?

    • How can we identify and engage these organizations? How can we build trust with these organizations? Are there past actions that produced inequitable economic outcomes that need to be acknowledged before trust can be rebuilt?

Mid-Columbia Economic Development Oregon/Washington, Pop. 51,844 (4 counties)

Working directly with a local non-profit, the organization conducted focus groups with underrepresented communities to get feedback on the document/CEDS development. This resulted in better identification of local needs, including the need to translate select documentation into Spanish. Learn more here.

 

PlanRVA Virginia, Pop. 1,120,304 (7 counties)

The commission developed an Equitable Community Engagement Strategy to engage the community, established an on-call bench of consultants to support the strategy and public outreach needs, and created a full-time Community Engagement Manager role. Learn more here. 

 

Land of Sky Regional Council
North Carolina, Pop. 434,748 (4 counties)

With an eye on equity in workforce development, the council built partnerships with the Asheville Chamber Inclusive Hiring Partners program and re-entry and second-chance hiring program ARC Inspire. LOSRC supports the Generation Plus team, which is working to reduce isolation, build social networks, and educate and advocate for the LGBTQ+ 55 and older population. Learn more here.

 

Understanding the Data

Many leaders have begun using their research and leveraging their existing information assets to better focus on and understand regional demographics and disparities. 

    • What data does our organization already have about economic disparities or gaps by race, gender, ability, or geography?

    • What demographic and economic data is available disaggregated by race, gender, and geography? What data is available from national, state, and local sources? What research may be conducted by local universities?

    • What specific economic inclusion and exclusion data could we use to identify opportunities for investment and growth such as, small business data and growth trajectory, access to capital by business owner demographics, sectoral specific data disaggregated by race, gender, and geography)?

Land of Sky Regional Council
North Carolina, Pop. 434,748 (4 counties)

Working directly with a local non-profit, the organization conducted focus groups with underrepresented communities to get feedback on the document/CEDS development. This resulted in better identification of local needs, including the need to translate select documentation into Spanish. Learn more here.

 
 

Chittenden County Regional Planning Council Vermont, Pop. 178,922 (4 counties)

To raise awareness, the council publishes an annual report and online data scorecard on regional disparities, disaggregating key metrics of community well-being by race and geography. Learn more here.