DEI Actions List/Progress
Below is a list of initial actions that we will pursue to implement the DEI strategies and objectives outlined above. The actions are organized under AHRC’s three main DEI goals. All items are coded by the timeframe anticipated as defined above. Completed items also are identified to maintain a complete history of our DEI initiatives.
Actions List
Create sustainable spaces that attract, support, and retain diverse workforce, Board of Directors, and constituents, in and outside the organization.
| Ongoing | 1.1.1 |
Annually assess the diversity of the Board of Directors and develop and pursue diversity recruitment goals, as needed. This composes a board that can lead AHRC Nassau in meeting the needs of a diverse I/DD community |
| Ongoing | 1.1.2 | Incorporate cultural competencies into all job descriptions to attract and identify individuals with the commitment and skills. This will enhance AHRC Nassau’s organizational capabilities and promote service excellence. |
| 2023-ongoing | 1.1.3 | Ensure job descriptions and applications don’t create disparate treatment of BIPOC and LGBTQIA+ applicants. |
| By End of 2023 | 1.1.4 | Create a comprehensive recruitment plan targeting underrepresented groups |
| 2023 -Ongoing | 1.1.5 | Partner with Diverse agencies to attract Board Members and staff that represent a diverse, equitable and inclusive organization. For example, Essence Festival, Congressional Black Caucus, NAACP, National Urban League, LULAC, UnidosUS, etc. Attend diversity-focused recruitment events such as SRED. |
| 2023-Quarter 2 | 1.1.6 | Improve data collection to analyze the demographic representation levels of candidates at the completion of the hiring process. |
| 2023 Quarter 4 | 1.2.1 | Conduct barrier analyses to identify potential barriers to equitable career outcomes at all phases of the employment cycle. |
| 2023 – Annually | 1.2.2 | Ascertain whether Department attrition may be higher for employees from underrepresented groups and why. |
| 2023- Ongoing | 1.2.3 | Add DEI advancement criteria for senior-level positions. |
| 2023- Quarter 2-ongoing | 1.3.1 | Implement DEI training for the Board. Additionally, incorporate DEI goals and strategies into Board orientation. |
| 2023 Quarter 3 | 1.3.2 | Form a Board Diversity committee to support the Board’s commitment to DEI policy and action. |
| 2024 -Ongoing | 1.3.3 | Create & offer a variety of engaging DEI workshops & courses for professional development |
| TBD | 1.3.4 | Offer incentives via an online platform to increase participation & completion of professional development classes |
Using the lens of DEI to improve our work, interactions, and engagements. Embedding DEI principles into our organization to transform the environment so that staff members, people supported, and partners, particularly those who are absent, marginalized, and underrepresented, will experience AHRC, as the diverse, equitable, and inclusive workplace.
Using the lens of DEI to improve our work, interactions, and engagements. Embedding DEI principles into our organization to transform the environment. Therefore staff members, people supported, and partners, particularly those who are absent, marginalized, and underrepresented, will experience AHRC, as the diverse, equitable, and inclusive workplace.
| 2023 -Ongoing | 2.1.1 | Prioritizing the value of bringing a DEI lens to the organization and its work |
| 2023 – Ongoing | 2.1.2 | Create an educational strategy that supports staff learning about DEI, the history and legacy of structural inequity and racism, how to have meaningful dialogue on diversity and isms, and skills to engage in effective outreach with diverse communities. Ensure the educational component aligns with current events and societal changes. |
| By end of 2023 | 2.1.3 | Increase person to person interaction with Executive Management Team to staff at every level. |
| 2023 | 2.1.4 | Development of sub-committee to review agency policies and practices to ensure that inclusive language/options are present in agency materials and recommendations to EMT for approval. |
| By end of 2023 | 2.1.5 | Foster ownership for DEI work by creating Employee Resource Groups. This offers a conduit for information flow between employees and management. |
| 2023 – Ongoing | 2.1.6 | Baseline DEI Training (Agency Culture and Belonging, Agency’s DEI Mission, Vison and Values and purpose) for existing staff, new hires, self-advocates and families. |
| 2023 | 2.2.1 | Core education for existing staff and new hires by people with lived experience in varied job roles. Review of organizational chart, purpose and expectations of existing roles working together to fulfill the mission of the organization. |
| 2024 | 2.2.2 | Reimagine DEI 4-day training online and face to face. |
| 2023 – Ongoing | 2.3.1 | Dissemination of DEI related materials including a DEI specific Mission/Vision, value statement and accountability statement as per this strategic plan. |
| End of 2023 | 2.3.2 | Development of agency wide communication and language access plan. |
Ensuring we can support a diverse IDD community in and outside the organization through culturally competent partnerships, trainings, workshops, and events.
| 2023 Quarter 1 | 3.1.1 | Define the primary DEI principles for the organization to be infused. | |
| 2023 Quarter 2 | 3.1.2 | Develop a toolkit to facilitate equitable, diverse and inclusive policies and procedures. | |
| 2023 Quarter 3 | 3.1.3 | Develop an outreach plan to infuse DEI principles for families of people supported. | |
| 2023 Quarter 3 | 3.1.4 | Deploy outreach strategies to discover any gaps in expertise in the workforce | |
| 2023 Quarter 1 | 3.2.1 | Develop baseline data of existing “partnerships” the agency holds with the community | |
| 2023 Quarter 1 | 3.2.2 | Evaluate baseline partnerships for any gaps | |
| 2023 Quarter 2 | 3.2.3 | Evaluate data and determine engagement strategies with collaborative partners | |
| 2023 Quarter 2 | 3.2.4 | Establish criteria to select and nurture mutually beneficial and reciprocal external partnerships that reinforce and fulfill AHRC Nassau’s commitment to DEI principles and goals. | |
| End of 2024 – ongoing | 3.2.5 | Partner with local/national organizations that represent and serve diverse communities. | |
| End of 2024 | 3.2.6 | Create new community engagement opportunities for people served from expanded partnerships | |
| 2023 Quarter 1 | 3.3.1 | Develop baseline data of all active/current suppliers and vendors | |
| 2023 Quarter 1 | 3.3.2 | Establish agency desired percentage diverse and Minority owned vendors and partners and identify gaps. | |
| By end of 2023 | 3.3.3 | Deploy outreach strategies to discover and engage new vendors to fulfill our demographic goals | |