ORG LOGO ORG DEI Committee Meeting 1 Date

ORG LOGO — ORG DEI Committee Meeting #1 Date

Paseo Landing Exercise Protocol (10 min) As you settle in, please take one Paseo Protocol. - Review the purpose - Follow the instructions under “Individual Reflection” - Please work individually, and in silence 2

Opening Remarks from Champion Why this group? Why now? ORG COMMITMENT

Outcome Today’s Desired s 1. 2. 3. 4. 5. Begin to create a high trust learning community for our DEI practice Build this committee’s ownership of this work Agreement on the DEI Committee’s Charge Agreement on our Project Plan A draft Team Charter that details purpose, goals and working norms 4

Today’s Agenda Customize Activity Timing Opening / Framing 9: 00 – 9: 30 am Paseo & Constructivist Listening Activity 9: 30 – 9: 50 am Meeting Agreements 9: 50 – 10: 00 am Intentions / Expectations / Motivation for this work 10: 00 – 10: 25 am Break 10: 25 – 10: 40 am Clarify / discuss committee’s Charge and Workplan 10: 40 – 11: 00 am Team chartering 11: 00 – 12: 00 pm Break / Lunch 12: 00 – 12: 15 pm Team chartering, continued 12: 15 – 12: 45 pm Closing 12: 45 – 1: 00 pm 5

Guiding Constructivist Listening Principle I agree to listen to and think about you in exchange for you doing the same for me. 6

In Dyads, Each Constructivist Listening Guidelines Person… 1. Has equal time to talk about their paseo (5 min) 2. Listens without interrupting, giving advice or breaking in with a personal story 3. Maintains confidentiality 4. Does not critique or complain about others during their time to talk 7

Meeting Agreements 8

For serving on this dei What are your motivations committee? 1. Why, personally, are you choosing to engage in this DEI work? 9

For serving on this dei What are your hopes committee? 1. What do you hope/expect to accomplish? 10

15 Take a Break minutes Please come back on time! 11

Clarifying our Charge (1 of 2) Customize The DEI Team is charged to meet regularly between February and August 2020 (as determined by team members and need) to: 1. Assess the ORG organizational status and needs in areas of diversity, inclusion, race, power, and privilege. 2. Develop definitions for our organization to follow around diversity, equity and inclusion. 3. Oversee administering, interpreting and sharing results of All Staff DEI survey. 4. Lead a series of internal conversations about diversity, equity and inclusion, incorporating staff feedback to meet their needs around this important conversation. 5. Participate in a DEI Team Retreat to help plan for the ORG All-Staff DEI Retreat. What questions does this raise? Hes 12

Clarifying our Charge (2 Customize of 2) Working group members can commit to: 1. An interest in and commitment to seeing the work through completion. 2. Having and leading critical and difficult conversations about how ORG’s staff work together as a group around DEI issues including power, privilege and race. 3. Serving as a liaison for your Team to answer questions and update them on important aspects of the DEI Team’s work (your Team includes who you represent via ORG DEPARTMENTS). 4. Spending approximately. 10 FTE over six months on the project. Can you commit to these expe 13

Our Preliminary Workplan Milestone Target Date Key activities Outcomes DEI Working Group Meeting #1 February 5 th Alignment meeting with Champions Meeting #1 to build trust, clarify charge and draft team charter Charter finalized by DEI WG between meetings #1 and #2 1. Charge agreed upon 2. Team Charter Drafted March Review survey DEI data prior to meeting Generate priorities to address at ORG based on needs in Survey data Plan to collect more staff input prior to meeting #3 1. Top DEI priorities identified 2. Clear action steps to collect additional input to inform retreat planning 3. Plan for adoption of DEI Definitions DEI Working Group Meeting #3 April / May Collect more staff input prior to meeting #3 Plan for all-staff retreat: generate desired outcomes, facilitation agenda and roles to finalize preparation WG and sub-teams meet as needed after meeting #3 to finalize retreat preparation 1. Retreat desired outcomes articulated 2. Facilitation plan and roles articulated 3. Action plan to finalize retreat preparation All-Staff Retreat July TBD 1. TBD 2. TBD 3. TBD DEI Working Group Meeting #2 14

Drafting Our Team Charter 15

Characteristics of High-Performing teams Meaningful common purpose Specific performance goals that flow from the purpose Mix of complimentary skills Strong commitment to how the work gets done Mutual accountability 16 Source: “The Discipline of Teams, ” Katzenbach & Smith. Harvard Business Review, March. April 1003

What Team Charters do • Define the team’s purpose. • State what it is expected to achieve. • Clarify how it will work. The goal is to establish clear and tangible team expectations. It should be simple, and to the point. If it’s not clear or sounds “fluffy, ” dig deeper. 17

Defining Charter Eleme nts Team Purpose Goals • All members need to believe the team has urgent and worthwhile purpose - a broader, deeper aspiration than just near term goals. This provides meaning and emotional energy to the team. • 3 -7 specific results the team is expected to achieve. Demanding goals that a group considers important typically leads to both performance and teamwork. Some may be longer term (2+ years). Metrics Members & Roles • Milestones and meaningful, quantifiable performance targets related to goals Guiding Values • Allow people to behave and respond well under ambiguity. (i. e. , Regardless of the situation, our team should always remain… or How do we hope others will describe our team? ) • Names, roles and responsibilities of team members (facilitator, leader, note taker. . . ) Work Approach 18 • Team operations - how the team collaborates to get things done. i. e. meeting time & schedule, confidentiality, decision-making, conflict resolution and communication

Guiding Questions for a Team Charter MEMBERSHIP & ROLES • • What roles do we want each team member to play? What are the roles of the CEO vs. others on the team? What competencies would we like to have on this team? What are the competency gaps with our current membership? GUIDING VALUES PURPOSE • What is the purpose of this team as distinct from the staff? • What words describe your ideal image of this team? • How do you hope others will describe our team? • Where have we had success already showing our organizational values? • Where have we had hiccups? • What do we want the organizational values to look like in action for this team? TEAM AGREEMENTS GOALS & METRICS • What are 3 -7 specific results we will see by the end of this fiscal year that will let us know that we are operating effectively as a team • NOTE: Goals may be longer term, taking 2 or more years to complete. • How often do we meet now? Is this the right frequency? • What meeting practices will we adopt? e. g. Outcomes, agendas, meeting format, meeting roles, recording action items and decisions, meeting follow-up, etc. ? • What is the role of this team and its members vis-a-vis our org. culture? • What ways of working will allow our best thinking, knowledge, talent and experience to come forward? • How will we make decisions? • How will we communicate to others? What is confidential or not?

Sample Team Charter #1 TEAM MEMBERS • Leaders of major functions or divisions • Directors of regional work GUIDING VALUES • Gratitude for the chance to serve together • Integrity and honesty with each other • Respect what each party brings to the table • Open and direct dialogue, asking tough questions • Collaboration • Trust • Leadership • Professionalism • Efficiency & effectiveness as we work together; prioritizing issues requiring the collective problem solving of this group • Accountability, holding ourselves and the group accountable for decisions we make together • Decisiveness. Identifying when we need assistance or additional information before making decisions and revisit decisions in the current context. • Responsiveness • Solution-Focused PURPOSE • Lead by example • Have one voice. Coordinate and operate in a unified manner • Align leaders around a common purpose: to ensure the organization is achieving our mission and collective goals efficiently and effectively • Dedicate time, focus collective thinking /expertise to support CEO • Address/resolve complex issues facing the organization (including successes, opportunities, challenges, and risks) that require collective thought, deliberation, ownership, and decision making • Ensure that the org survives, thrives and achieves its mission • Ensure that we honor the organization’s not for profit purpose and obligations through appropriate use of resources • Ensure compliance with operational requirements • Empower managers to make decisions within their scope of work • Collectively own talent attraction, retention, and development GOALS & SUCCESS MEASURES • Establish ET Charter by Q 1 • Set 2016 organization strategy and budget, monitor progress quarterly against strategic goals, adjust strategic goals as needed. • Understand review organization-wide finances on a quarterly basis, agree on any significant changes which impact organizational financial health • Set 2017 organization strategy and budget by year-end 2016 • Define the working relationship and process between the Board and ET by Q 2 • Define the working relationship and process between the ET and [broader teams] by Q 2 • Conduct a Talent Review in Q 3 resulting in talent assessment; identify development opportunities and be accountable for execution of development plans • Conduct RAPID/RACI process on some key decisions by Q 3 • Work together to support the org and CEO through major transition (e. g. leadership, program model, org chart) as needed. TEAM AGREEMENTS • Invest appropriate group time addressing issues that require collective thinking and problem solving; extend ET meetings • Report outcomes to staff as much as possible; ensure agreement in each meeting what to communicate; at what levels; in what way; for what reason/effect • Establish common standards of confidentiality • Bring in voices to support diverse decision making and follow-through • Allow discussion; CEO has last word • Trust each other. Assume good intent. • Communicate honestly and fully. • Listen to each other. Have respect for other’s expertise and POV. • Follow through to understand discuss. Don’t simply disengage and comment outside the room. • Respect team members’ knowledge and expertise. • Listen for the minority voice in any group discussion; be willing to explore further • Be supportive problem solvers • Support the CEO and each other

Sample Team Charter #2 MEMBERS and ROLES • MEMBERSHIP • As is • ROLES • Coordinator • Leader/ Facilitator: CEO • Note taker – rotates • Time keeper – all of us • Subject Matter Expert (SME) – varies, can be outside of team and invited for topic PURPOSE Lead and manage successful evolution of Org. X to a long-term sustainable organization that continues to fulfill its mission with homeless families and children. GOALS & METRICS • Lead staff to achieve three FY 17 goals in Program Excellence, Financial Health and Great Place to Work (take metrics from goals discussion) • Create opportunities to build relationships across Org. X and break down silos (need to name metrics) • Acquire, develop and retain quality talent in right roles • Educate and engage staff in building financial stability. GUIDING VALUES • Org. X: Collaborative, Innovative, Inclusive, Passionate • For this team specifically • Positive, powerful influence on culture and inclusion • Visionary but grounded in reality • Loyal: “We/I got your back. ” • Respect, confidentiality, safety and transparency • Commitment to the collective vs. me • Candor and open lines of communication • Assume good intent TEAM AGREEMENTS • Meet every Monday, 3 -4: 30 • Quarterly retreats on Fridays, 8: 30 - 2: 00 pm • 3 dinners per year • Follow standard agenda, organized by FY 17 goals • Submit agenda items by COB Friday with requested amount of time and whether the point is a decision, discussion or giving direction. Big items have supporting materials handed out in advance • Timing adjusted on meeting at beginning • Keep a confidential set of notes, track decisions and action steps in Google document • Policy, practice and procedure changes that go to all staff go to this group first • Aim for consensus, fall back to leader • Determine report out; what, to whom, how, for what reason/effect, by who at end of each

Small Instructions for groups • Group 1: Membership and Roles • Group 2: Team Purpose, Goals and Metrics • Group 3: Guiding Values & Working Norms • Groups have one hour to draft their section of the DEI team charter. • After lunch, each small group will present its charter section and elicit feedback from the broader group. 22

Working Lunch With your group– grab lunch and work on your Charter sections And please come back on time at 12: 30 pm! 23

Large Group Report Back and Debrief 24

Closing Exercise How did you come in today? How are you leaving? 25