Engaging Nontraditional Stakeholders The U.S. Fish and Wildlife Service recently authorized the development of a “Nontraditional Stakeholders Engagement Platform” (NSEP) to help the bureau go beyond the agency’s diversity hiring and recruitment model, and engage diverse and underserved communities as partners in civic, as well as science-based, initiatives associated with wildlife conservation. NSEP will help diverse and underrepresented communities in the U.S. pursue federal funding for wildlife conservation programs and develop strategic partnerships with wildlife conservation NGOs and industry leaders. Goals for 2014 The agency’s first goal is to provide technical assistance and training to help stakeholders learn about, prepare for, and compete in the federal grant application and funding process. The second goal is to work with nontraditional stakeholders to increase awareness of and interest in conservation issues. The third goal is to increase nontraditional stakeholders’ awareness of and engagement with stakeholder groups and science-based entities, such as the National Wildlife Refuge System and migratory bird joint venture programs. Achieving these goals will require breaking down barriers to engagement, including a lack of information or misinformation about wildlife conservation issues and the association of wildlife conservation with wildlife extremism.
Taking Conservation to Heart Ensuring that wildlife conservation is close to the hearts and minds of rapidly changing domestic and global populations will help guarantee healthy habitats, as well as safe food and water resources, for future generations. To achieve this, the Service seeks out partners in the fishing and boating industries, and encourages outreach to diverse and underrepresented groups. The Service also helps nontraditional stakeholders become part of the global conservation community by spurring ecotourism and jobs at home and abroad. In 2012, the Service awarded over $16 million in grants to partner countries and local communities interested in leveraging conservation as a means of sustaining local economies and creating jobs. The ultimate goal is to ensure that U.S.-based diverse and underrepresented communities become part of a sustained ecotourism effort and produce a new generation of diverse conservationists. PDJ
Building a Comprehensive Diversity and Inclusion Strategy In 2012, Walgreens joined with human resources business partners to develop a comprehensive diversity and inclusion strategy for each of its business units/functions. Each strategy is based on both quantitative and qualitative data, and designed to support specific business objectives and opportunities, as well as align with the corporate diversity and inclusion strategy of culture, partnerships, and accountability. During the measurement and assessment part of the process, the company’s first-ever diversity benchmarks were developed using U.S. Census data. In this way, business leaders were able to get an accurate picture of workforce availability and focus on opportunities for hiring, development, and retention. Employee engagement survey results were also evaluated. The result was an integrated, enterprise-wide approach to diversity and inclusion. The Walgreens team has already reached several milestones, including the launch of the company’s first ever diversity and inclusion awareness training, realignment of business resource groups, and the creation of regional diversity councils aligned with Walgreens four main operating regions. New for 2014 Walgreens will build on lessons learned in 2013 and deploy the newly formed regional diversity councils, which are business-owned and chaired by Market Vice Presidents based in the each of the four operating regions. The councils will develop plans targeting the business needs of their respective regions, which will encourage greater synergies in community relations, marketing and communication, supplier diversity, and workforce/ workplace opportunities. The company will also begin the multi-year rollout of an inclusive leadership program for all 25,000 people managers. Additionally, rebranding Walgreens Community Corner program in collaboration with its localization team will allow the company to provide a more relevant shopping experience for diverse customers and communities. A Final Note In March 2014, significant changes to the regulations implementing Section 503 of the Rehabilitation Act and the Vietnam Era Veterans’ Readjustment Assistance Act (VEVRAA) will take effect. As a federal government contractor and a national retailer, Walgreens is committed to providing opportunities for veterans and people with disabilities. These changes will further enhance the disability inclusion programs already in effect at Walgreens distribution centers and retail outlets. PDJ
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