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2017 Diversity, Equity & Inclusion Action Plan

2017 DEI Action Plan

Getting to a more diverse, equitable and inclusive environment both inside and outside the doors of Earthjustice.
The Diversity, Equity & Inclusion Action Plan.

Earthjustice's comprehensive diversity, equity and inclusion plan for 2017 lays out our internal and external organizational goals for the year. Included in the plan are tangible objectives and metrics for accountability.

The goals reflect the work we believe is essential to do on DEI, both inside and outside the doors of Earthjustice. Inside, we will continue our work to recruit and retain multi-culturally sophisticated employees and to build a stronger culture of inclusion. Outside our doors, we will work to diversify our clients, partners, donors and supporters to ensure that we are serving all communities impacted by environmental issues.

Last year's Action Plan was reviewed and assessed in early 2017.

Goal One:
Attract and hire diverse and multi-culturally sensitive staff
How Do We Get There
Create best practice screening guidelines for law clerk hiring and determine the purpose of the law clerk program across the organization. Measuring Our Progress: Were best practice guidelines created and operationalized for law clerk hiring?
Provide training and explicit rationale for understanding that by having fair and equitable hiring practices diversity, in all its forms, will naturally flow. Measuring Our Progress: Were trainings with explicit rationale developed and implemented regarding the development of fair and equitable hiring practices?
Create role clarification for the Managing Attorneys and Vice Presidents in the hiring process. Measuring Our Progress: Was guidance developed regarding the role(s) of the Managing Attorney and Vice President in the hiring process?
Evaluate and scope potential improvements for ongoing recruitment and hiring for all positions—this will be an ongoing goal and will inform subsequent years’ objectives. Measuring Our Progress: Were all positions evaluated and were best practice improvement processes scoped or developed?
Staff Attorney Jan Hasselman (left) and Associate Attorney Stephanie Tsosie represented the Standing Rock Sioux Tribe in its fight against the Dakota Access Pipeline.
Chris Jordan-Bloch / Earthjustice
Staff Attorney Jan Hasselman (left) and Associate Attorney Stephanie Tsosie represented the Standing Rock Sioux Tribe in its fight against the Dakota Access Pipeline.
Goal Two:
Review current promotional pathways
SLT Co-Leads
How Do We Get There
Develop guidelines for staff with similar titles to come together and discuss opportunities for those in “ceiling title” positions to ensure recognition and rewards. Develop a plan to operationalize guidelines with managers/supervisors. Measuring Our Progress: Were the guidelines and plans for “ceiling title” positions developed? Was the plan operationalized with managers/supervisors?
Develop a Leadership Program training curriculum. Measuring Our Progress: Was a training curriculum developed for the Leadership Program?
Review guidelines for promotions. Measuring Our Progress: Were guidelines for promotions reviewed and recommendations forwarded to the Senior Leadership Team and Human Resources?
Managing Attorney Shannon Fisk (left) works with Office Manager Patty Vesper.
Matt Stanley for Earthjustice
Managing Attorney Shannon Fisk (left) works with Office Manager Patty Vesper.
Goal Three:
Increase partnerships that could lead to the representation of new clients
How Do We Get There
Follow-up on regional office assessments and operationalize recommendations. Measuring Our Progress: Was a comprehensive plan developed that was informed by the regional office assessments?
Continue training series on creating and maintaining respectful partnerships. Measuring Our Progress: What were the number of trainings provided?
Develop guidelines to supplement training regarding maintaining partner/client relationships. Measuring Our Progress:Were the guidelines for partner/client relationships developed?
Develop time tracking mechanism to account for time spent on developing and maintaining partnerships and incorporate into performance metrics. Measuring Our Progress: Was a time tracking mechanism developed? Was this mechanism incorporated into the performance metrics?
Develop mechanism to solicit information from our partners. Measuring Our Progress: Was the mechanism for collection developed?
Arturo Rodriguez, President of United Farm Workers, and Managing Attorney Patti Goldman at the 2016 All-Staff Meeting event celebrating Hispanic Heritage Month.
Chris Jordan-Bloch / Earthjustice
Arturo Rodriguez, President of United Farm Workers, and Managing Attorney Patti Goldman at the 2016 All-Staff Meeting event celebrating Hispanic Heritage Month.
Goal Four:
Develop a 21st-century donor constituency and expand portfolio of donors/funders to make it possible to take on new partners and clients
SLT Co-Leads
How Do We Get There
Complete the fundraising toolkit for capacity building with a select group of partners. Measuring Our Progress: Was the fundraising toolkit created?
Explore the possibility of joint fundraising with select partners and, if possible, draft guidelines. Measuring Our Progress: Was research conducted to identify joint fundraising opportunities with select partners? Were guidelines for joint fundraising established?
Identify targeted DEI goals with each Development Department Director and corresponding accountability metrics. Measuring Our Progress: Were DEI goals and accountability metrics developed with each Development Department Director?
Staff Attorney Greg Loarie (left) speaks to Board Member Betty Schafer and other Earthjustice donors.
Dave Getzschman for Earthjustice
Staff Attorney Greg Loarie (left) speaks to Board Member Betty Schafer and other Earthjustice donors.
Goal Five:
Improve employee satisfaction, engagement, culture of trust, support, respect and inclusion
How Do We Get There
Continue BUDS Program and refine for optimal effectiveness. Measuring Our Progress: How was BUDS 2.0 refined and made more effective? Identify the number of staff involved in the 2017 BUDS Program.
Develop a recommended reading and viewing list of select DEI topics for new employees. Measuring Our Progress: Were recommendations developed and incorporated into Earthjustice’s new hire orientation?
Create a survey focused specifically on internal culture and allow staff to self-identify race/ethnicity, gender, orientation, religion, ability, etc. Measuring Our Progress: Was a survey administered and aggregate results provided to SLT and the organization?
Create an Earthjustice video for prospective applicants regarding a “day/month in the life of Earthjustice” focused on capturing the internal culture of the organization. Measuring Our Progress: Was the video created that captured Earthjustice’s internal culture?
Provide input to the Strategic Plan. Measuring Our Progress: Did workgroup members provide feedback regarding the strategic plan?
Development Database Administrator Jacqui Dec chats with Advocacy Communications Manager Kathleen Scatassa, Senior Vice President of Operations Kristine Stratton, and other Earthjustice staff (from center to right).
Chris Jordan-Bloch / Earthjustice
Development Database Administrator Jacqui Dec chats with Advocacy Communications Manager Kathleen Scatassa, Senior Vice President of Operations Kristine Stratton (from center to right) and other Earthjustice staff.
Goal Six:
Expand life-long learning program for all employees
How Do We Get There
Develop three-year comprehensive DEI training plan to meet the following goals of the training:
  1. Provide a shared language and set of core organizational values.
  2. All people feel valued and welcome (staff, partners, clients, donors, etc.).
  3. Provide tools for people including contextual/historical information.
  4. Become aware of and address organizational and systemic barriers.
  5. Explicitly understand DEI’s connection to achieving our organizational mission.
Measuring Our Progress: Was a comprehensive training plan developed addressing the listed goals and which part of the training was operationalized?
Assess best methods for providing training to account for different learning styles with specific attention to both theory and practice. Measuring Our Progress: Were trainings identified to optimize access to and retention of materials? Were theory and practice included in this method assessment?
Evaluate potential of train-the-trainer opportunities. Measuring Our Progress: Which train-the-trainer program have we decided to enlist and why?
Development Research Manager Felice Gomez-Spencer speaks at the 2016 National Green Latinos Summit.
Mike Greener for Earthjustice
Development Research Manager Felice Gomez-Spencer speaks at the 2016 National Green Latinos Summit.
Goal Seven:
Increase employee engagement and recognition
SLT Co-Leads
How Do We Get There
Establish an organizational inclusive event. Measuring Our Progress: Was an inclusive day or event established? How many regional offices participated?
Assess ways that would make staff feel their work is valued. Measuring Our Progress: Were methods developed to help staff feel their work is valued? What processes or mechanisms highlighted their work?
Provide ongoing guidance to assist managers in employee engagment and recognition (e.g., rounding with employees). Measuring Our Progress: Were tools provided to managers regarding increasing effective employee engagement and recognition?
Litigation Operations Manager Amanda Sharp, Finance Assistant Stephanie Ng, Receptionist Amanda Nadelberg, and Office Manager Alaina Parness (from left to right) perform at a staff talent show.
Chris Jordan-Bloch / Earthjustice
Litigation Operations Manager Amanda Sharp, Finance Assistant Stephanie Ng, Receptionist Amanda Nadelberg, and Office Manager Alaina Parness (from left to right) perform at a staff talent show.