Issuu

CULTURAL COMPETENCE MINI ASSESSMENT

PREPARED BY:

O: 216-798-8979

| E: erik@inclusivityllc.com

I N CLUSIVIT Y TEAM

Erik Smith

Managing Member

Dr. Han Reichgelt Data Lead

TABLE OF C ONTENT S 3 Executive Summary 3 Definitions Demographics 4 Demographics 4 Diversity of JWB Staff 6 Hiring 6 Promotions 8 Separations 8 Lack of Diversity at the Executive/Senior Level Officials and Managers 10 Comparison of JWB Program Participants and JWB Staff 11 Comparison of Pinellas County Population and JWB Staff 11 - Comparison Based on Ethnicity 12 - Comparison Based on Race of Non-Hispanic or Latinx Population 12 Comparison Pinellas Children’s Population and JWB Staff 12 - Comparison Based on Ethnicity 14 - Comparison based on Race of Non-Hispanic Population Survey 14 Organizational Survey 15 Internal Culture of JWB 16 Leadership Commitment 17 Programmatic Awareness 18 Business Case for Diversity 18 Personal Awareness 19 Conclusion and Recommendations 19 Review of previous Recommendations 20 JWB PINELLAS Includes (diversity, equity and inclusion) Survey 21 Appendix A: Result of the JWB Organizational Survey

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EXECUTIVE SUMMARY Inclusivity, LLC conducted a follow-up to the Cultural Competence Assessment in 2020 that it originally developed for the Juvenile Welfare Board of Pinellas County (JWB) in 2018 for the years of 2015 – 2017. In doing so, some of the data issues in the original study were addressed by comparing JWB staff to the wider population of Pinellas County including the number of residents and the clients served. We also analyzed the data from a repeat of the organizational survey. Our analysis for this based upon best practices and only focuses on two areas that must be reported to the federal government which is race and gender. Other dimensions of diversity are vitally important but in the context of this report are not represented. During a more comprehensive report, those dimensions can be considered. Additionally, this report only focuses on comparing the demographic and survey data from the previous report hence there is a limit to the scope and context of the recommendations. When reviewing this data, a point to consider is the current environment. The survey was administered during a period of time where anxiety is higher and communities are more emboldened to speak their minds. The COVID-19 pandemic, civil/social/racial unrest and the most recent political climate are factors that didn’t exist during the previous survey period. The following are also cited specifically as they are existing conditions within JWB. JWB is in a female prevalent industry that tends towards having more women in the overall workforce at all levels. JWB has a tenured work force which limits the number of new hires and promotions. Last, JWB is considered quasi-government meaning they are subject to Florida stature (limited to no flexibility), Board of Directors mandates (Potential flexibility) and internal policies practices and procedures (most flexibility). A “we’re government” belief tends towards inflexibility that can limit creativity and innovation.

The main findings of this follow-up study include: • The diversity of JWB staff in terms of ethnicity and race is increasing as it relates to Hispanic/Latinx and non-White staff. • There is a lack of diversity at the Executive/Senior Level, where 100% of the staff is White. In addition, JWB is predominantly female with 85% of its staff being women. • The third level of JWB staff is the most diverse. This indicates that JWB is building a pipeline of diverse candidates for promotion from its third level into the higher levels. • The percentage of Hispanic/Latinx JWB staff is below the percentage of persons who are Hispanic or Latinx in the Pinellas County population. This is significantly below the percentage of children ages 14 years and under in Pinellas County. • J WB staff is more diverse than the general population of Pinellas County in terms of race of persons who are not Hispanic/Latinx but not as diverse as the population of children ages 14 years and under in Pinellas County. • The organizational survey continues to show that JWB’s workforce remains strongly committed to diversity and inclusiveness both as far as their personal behavior and attitudes are concerned, and as far as the mission and objectives of the organization are concerned. • H owever, compared to 2018, there were noticeable increases in the percentage of staff disagreeing or strongly disagreeing with the following statements: ○ JWB’s staff and leadership reflects the demographics of the people it serves - An increase of 18% ○ JWB’s employees represent a diverse workforce at all levels - An increase of 14% ○ JWB is committed to retaining and developing its employees - An increase of 12% The first two concerns are shared by management and by (at least some) staff. • C ompared to 2018, there are also significant drops in the percentage of staff agreeing with the following statements, although in both cases the shift was to neither agree or disagree, rather than a shift to disagree or strongly disagree.

○ JWB‘s executive leadership management team is committed to advancing equity principles in the organization - A drop of 15%

○ JWB’s practices enable the success and promotion of individuals from all racial/ethnic groups, socio-economic backgrounds and genders - A drop of 30%

○ JWB’s culture supports and encourages change - A drop of 12%

DEFINITIONS

The Equal Employment Opportunity (EEO) reports JWB has staff in the following categories: 1. Executive/Senior Level Officials and Managers 2. First/Mid-Level Officials and Managers 3. Professionals 4. Technicians, and 5. Administrative Support Workers.

For a number of reasons, we will refer to the first two categories as Executive/ Senior Level Staff & First/Mid-Level Staff respectively. Other common terms that define different types of businesses are: EEO – E qual Employment Opportunity MBE – M inority Business enterprise is a business that is 51% owned by a racial minority WBE – Women owned business is a business that is 51% owned by a woman.

DEMOGRAPHICS

JWB appears to be moving in the right direc;on when it comes to ethnic and racial diversity of its sta As the following graphs show, the percentage of Hispanic staff has grown from a low of 5.45% in 201 (3 out of 55 total staff) to a high of 7.94% in 2019 (5 out of 63 total staff). At the same ;me, the percentage of Non-Hispanic/La;nx White staff has declined from 80.75% in 2015 (42 out of 52 NonHispanic/La;nx Staff) to 77.59% in 2019 (45 out of 58 Non-Hispanic/La;nx Staff). Note, the percenta of Hispanic/La;nx staff is s;ll rela;vely low, while the percentage of Whites remains rela;vely high.

Percentage Hispanics Among JWB Staﬀ

DIVERSITY OF JWB STAFF

8.00%

JWB appears to be moving in the right direction when

6.00%

it comes to ethnic and racial diversity of its staff. As the

4.00%

following graphs show, the percentage of Hispanic staff

2.00%

has grown from a low of 5.45% in 2015 (3 out of 55 total

0.00%

staff) to a high of 7.94% in 2019 (5 out of 63 total staff). At

2015

2016

2017

2018

2019

Percentage of Non-Hispanic Whites Among JWB Staﬀ

the same time, the percentage of Non-Hispanic/Latinx White staff has declined from 80.75% in 2015 (42 out of

81.00%

52 Non-Hispanic/Latinx Staff) to 77.59% in 2019 (45 out

73.25%

of 58 Non-Hispanic/Latinx Staff). Note, the percentage

65.50%

of Hispanic/Latinx staff is still relatively low, while the

57.75%

percentage of Whites remains relatively high.

50.00%

2015

2016

2017

2018

2019

If we combine the two categories, a clearer picture emerges in that the percentage of minority JWB If we combine the two categories, a clearer picture PercentageorofNon-White, JWB Staff has who are either staff, i.e. staff that are either Hispanic/La;nx, increased from 23.64% in 2015 (13 o

Hispanic La:nx, Non-White Percentageor of JWB Staﬀor who are either 55) toi.e. 28.56% in 2019 (18 out of 63): emerges in that the percentage of minority JWB of staff, Hispanic or La:nx, or Non-White

29.00%

staff that are either Hispanic/Latinx, or Non-White, has

29.00%

21.75%

increased from 23.64% in 2015 (13 out of 55) to 28.56% in

14.50%

2019 (18 out of 63):

7.25%

21.75% 14.50% 7.25% 0.00%

0.00%

This improvement in diversity is not reflected at all

2015

2016

2017

2016

2018

2017

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2019

2018

2019

This improvement in diversity is not reflected at all levels within the organiza:on. The level of Execu:ve/Senior Level Staff is the least diverse with 100% of the staff being Non-Hispanic/La:nx and White. Toin putdiversity these percentages in context,at it isall useful to report thethe number of JWB staff The at each level.of This improvement is not reflected levels within organiza:on. level In 2019, 5 JWB staff were Execu:ve/Senior Level Staff, 10 staff were First/Mid-Level Staff, 34 staff were Execu:ve/Senior Level Staff is the least diverse with 100% of the staff being Non-Hispanic/La:nx and Professionals, 6 staff were Technicians, and 8 staff were Administra:ve Support Workers.

levels within the organization. The level of Executive/

White. To put these percentages in context, it is useful to report the number of JWB staff at each level. Senior Level Staff is the least diverse with 100% of the In 2019, 5 JWB staff were Execu:ve/Senior Level Staff, 10 staff were First/Mid-Level Staff, 34 staff were

Percentage of JWB are either Hispanic/ Technicians, andPar:cipants 8 staﬀ werewho Administra:ve Support Workers. staff being Non-Hispanic/Latinx and White. To putProfessionals, 6 staﬀ were La:nx or Non-White 50%

these percentages in context, it is useful to report the

Percentage of JWB Par:cipants who are either Hispanic/ 38% La:nx or Non-White

number of JWB staff at each level. In 2019, 5 JWB staff were Executive/Senior Level Staff, 10 staff were First/

50%

25%

Mid-Level Staff, 34 staff were Professionals, 6 staff were

38%

13%

Technicians, and 8 staff were Administrative Support Workers.

25%

0% Execu:ve / Senior Level Staﬀ

Professionals 2017

2018

Administra:ve Support Workers 2019

13% In terms of gender diversity, there is lijle change with 84.13% of the JWB staﬀ being female.

In terms of gender diversity, there is little change with

0% Execu:ve / Senior Level Staﬀ

HIRING

84.13% of the JWB staff being female.

Professionals 2017

2018

Administra:ve Support Workers 2019

The increase in diversity of JWB staﬀ appears to be the hiring of more diverse candidates, primarily at the level of professionals. Minority candidates appear to have risen, as shown in the graph below, from

In terms of gender diversity, there is lijle change with 84.13% of the JWB staﬀ being female.

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HIRING 4

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HIRING

0% minority hires in 2015 (0 out of 7) to 66.67% in 2020 thus far (2 out of 3). This indicates that JW building a pipeline of diverse candidates for promo:on from its third level into the higher levels.

The increase in diversity of JWB staff appears to be the

Hires who are either Hispanic or La:nx, or Non-White

hiring of more diverse candidates, primarily at the level of professionals. Minority candidates appear to have

70%

risen, as shown in the graph below, from 0% minority

53%

hires in 2015 (0 out of 7) to 66.67% in 2020 thus far (2 out of 3). This indicates that JWB is building a pipeline of diverse candidates for promotion from its third level

35% 18% 0%

into the higher levels.

2015

2016

2017

2019

2020

The data comes with a caveat in that in all cases the number of new hires is fairly low and it is diﬃc to extrapolate from small data sets. Moreover, given the lack of diversity at the highest level in the The data comes with a caveat in that in all cases the number of new hires fairly isatdifficult organiza:on, it is worthwhile to pointisout thatlow bothand hiresit are the level of Execu:ve/Senior Level Oﬃcials and Managers between 2017 and 2020 were Non-Hispanic/La:nx Whites.

to extrapolate from small data sets. Moreover, given the lack of diversity at the highest level in the

organization, it is worthwhile to point out that both hires are at the level of Executive/Senior Level Officials and Managers between 2017 and 2020 were PROMOTIONS Non-Hispanic/Latinx Whites.

There appears to be no consistent pajern in promo:ons due to the small data set. There were 17 people or promo:ons between 2017 and 2019, 12 of which were White (70.59%), more or less in li with the percentage of Whites among the staﬀ. When we also consider prior periods, the lowest percentage of Hispanic/La:nx or Non-White promo:ons was in 2015 at 14.28% (or 1 out of 7 There appears to be no consistent pattern inpromo:ons) promotions duethe to highest the small data There whereas was in 2016set. at 100% (or 2were out of172).people

PROMOTIONS

or promotions between 2017 and 2019, 12 of which were White (70.59%), more or less in line with the percentage of Whites among the staff. When we also consider prior periods, the lowest percentage of Hispanic/Latinx or Non-White promotions was in 2015 at 14.28% (or 1 out of 7 promotions) whereas the highest was in 2016 at 100% (or 2 out of 2). Percentage of Promo:ons of Candidates who are either Hispanic or La:nx or NonWhite 100%

Again, given the lack of diversity at the highest level in the organization, it is useful to point out that both promotions involving Executive/Senior Level Officials and Managers were Non-Hispanic/Latinx whites.

75%

7|Pa 50%

25%

2015

2016

2017

2018

2019

n, given the lack of diversity at the highest level in the organiza:on, it is useful to point out that promo:ons involving Execu:ve/Senior Level Oﬃcials and Managers were Non-Hispanic/La:nx es.

ARATIONS

2018

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SEPARATIONS

There were 14 separations between 2017 and 2019. All but 1 separation were either retirements or voluntary resignations. There are no noticeable trends in increases in the numbers of separations of nonminority candidates. The 78.57% of separations over the 2017-2019 (11 out of 14) period were of White JWB staff, in line with the percentage of such staff in the total JWB client population. Two (2) were African American, and 1 was Asian. So, 21.42% of people who left the organization are Non-White or Hispanic/ Latinx, slightly lower than the overall percentage of these groups among staff (28.56%).

LACK OF DIVERSIT Y AT THE EXECUTIVE/SENIOR LEVEL OFFICIALS AND MANAGERS There is a lack of diversity at the Executive/Senior Level Staff. Based on the assessment, several hypotheses can be made whether this is due to a lack of opportunities for promotion for Hispanic/Latinx or Non-White candidates, due to the fact that such candidates are leaving the organization at a higher rate, or due to some other factor(s).

The data on separations allows us to rule out the explanation that the lack of diversity at the Executive Senior Staff Level is due to Hispanic/Latinx or Non-White leaving the organization at a higher rate. As we saw in the section on separations, Hispanic/Latinx or Non-White staff leave the organization slightly below the rate one would expect given their percentage among staff in general. Moreover, none of the Hispanic/Latinx or Non-White staff who left were Executive/Senior Level Staff or First / Mid-Level Staff.

The data on promotions also allows us to rule out the explanation that the lack of diversity is due to the fact that the organization does not promote candidates who are Hispanic/Latinx or Non-White. Of the 17 people promoted between 2017 and 2019, 12 were White (70.59%), more or less in line with the percentage of Whites among the staff. However, the 2 promotions that mention Executive/Senior Level Staff in the job category were White candidates (both occurred in 2017). Moreover, 1 person at this level retired over the period in question, and 2 candidates were hired at this level. All were Non-Hispanic/ Latinx Whites.

If we assume that the promotion to the Executive/Senior Level Staff will come within the First/Mid-Level Staff, it makes sense to look at diversity at that level. Of the 10 staff at this level in 2019, 7 were White, and 3 were Hispanic/Latinx. In other words, while there is some ethnic diversity at that level, there is no racial diversity. Moreover, while there were no hires at this level over the period in question, there was 1 promotion. The promoted person was Non-Hispanic/Latinx White.

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Looking one level down (Professionals), the diversity picture looks better. Of the 34 staff at this level in 2019, 22 (64.71%) were White and hence 12 (35.29%) Hispanic/Latinx or Non-White. Moreover, the hires at this level were relatively diverse set of hires at this level. Five (5) out of the 13 new hires or 38.46% are Hispanic/ Latinx or Non-White.

The picture that emerges is that the improvement in diversity that we observed is not at the most Executive/ Senior Official level, or the level below that. However, the organization seems to be building a more diverse pipeline of candidates at the third level in the organization

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ISON OFCOMPARISON JWB PROGRAM OF PARTICIPANTS JWB PROGRAMAND PARTICIPANTS JWB STAFF AND JW

COMPARISON OF JWB PROGRAM etermine Inhow order well tothe determine JWB staff how reflect wellthe theclients JWB staff thereflect organiza:on the clients serves thewe organ com PARTICIPANTS & JWB STAFF :on of the the JWB composi:on staff with that of the ofJWB its program staff with par:cipants. that of its program However, par:cipants. we only hadHo d ogram par:cipants, 2018 program although par:cipants, this broken although down this by Adult, wasserves broken Child down and Total. In the order to determine how well the JWB was staff reflect the clients the organization we compared theby Adult, composition of the JWB staff with that of its program participants. However, we only had data on the

s below2018 show, Asprogram thethe graphs program below par:cipants show, the program have considerably par:cipants have apercentage considerably of hH participants, although this was broken down byaAdult, Child and Total.higher he JWBAsstaﬀ. La:nx than the JWB staﬀ. the graphs below show, the program participants have a considerably higher percentage of Hispanic/ Latinx than the JWB staff.

2018 Program cipants

Ethnicity of 2018 Program Partcipants

Child

Adult

Non-Hispanic

Total

Child Hispanic

Ethnicity of JWB Staﬀ

2017

Total

2018 Hispanic

Non-Hispanic

2019

Non-Hispanic

Ethnicity of JWB S

2017

2018 Hispanic

The same is true for race. In particular, the Non-Hispanic/Latinx program participants are considerably less white than the JWB staff. The same is true Thefor same race.is true In par:cular, for race. the In par:cular, Non-Hispanic/La:nx the Non-Hispanic/La:nx program par:cipants programare par:cipants considerably are considerably less white thanless thewhite JWB staﬀ. than the JWB staﬀ.

Non-Hispanic Non-Hispanic Race of Program Race of ProgramNon-Hispanic Non-Hispanic Race of JWB Race of JWB Par3cipants Par3cipants Staﬀ Staﬀ

Adult

Adult Child White

Child Total

Black White Other Black

Total Other

2017 White

2018 2017

2019 2018

Black White Other Black

2019 Other

COMPARISON COMPARISON OF PINELLAS OF COUNTY PINELLASPOPULATION COUNTY POPULATION AND JWB STAFF AND JWB STAFF In order to seeInhow order well to the seeJWB howstaff well reflects the JWBthe staff community, reflects thewe community, compared we thecompared composi:on theofcomposi:on the of the JWB staff withJWB the general staff with Pinellas the general County Pinellas popula:on, County based popula:on, on the available based onCensus the available data. Since Census the data. Since the JW B not C Uyet L Tes:mates U R A L Cfor O 2019, M P E Twe EN C E2019, MIN I could A S S2018 E S Sand M E2017 N T 2018 and 2017 Census BureauCensus has notBureau yet published has its published its es:mates could for only we use the only use the data1. data1. 10

Non-His

COMPARISON OF PINELL AS COUNT Y POPUL ATION & JWB STAFF In order to see how well the JWB staff reflects the community, we compared the composition of the JWB staff with the general Pinellas County population, based on the available Census data. Since the Census Bureau has not yet published its estimates for 2019, we could only use the 2018 and 2017 data1. Since we use the Census for information about the general population, we present 2 comparisons, namely one based on ethnicity and one based on the racial make-up of the non-Hispanic or Latinx population.

COMPARISON BASED ON ETHNICIT Y The graphs below show the percentage of persons who are Hispanic or Latinx in the two populations.

They show that the percentage of Hispanic or Latinx JWB staff is below the general population in Pinellas County. Around 10.00% of the Pinellas County population is Hispanic or Latinx, whereas only 7.94% of JWB staff fall in this category.

They show that the percentage of Hispanic or La:nx JWB staﬀ is below the general popula:on in Pinellas County. Around 10.00% of the Pinellas County popula:on is Hispanic or La:nx, whereas only 7.94% of JWB staﬀ fall in this category.

Ethnicity of Pinellas Popula2on

Ethnicity of JWB Staﬀ

2017

2018 Hispanic

2017 Hispanic

2019

Non-Hispanic

2018 Non-Hispanic

EEO and the Census Bureau treats ethnicity differently. EEO treats ethnicity as a separate race. So, under the EEO terminology a person can be either Hispanic/Latinx, or White, but not both.

The Census, on the other hand, treats ethnicity as a separate dimension and a person can therefore be both Hispanic/Latinx, and White. However, it is possible to analyze the census data so COMPARISON BASED ON RACE OF NON-HISPANIC OR LATINX POPULATION that it mirrors the methodology used by the EEO, and we have done so in this document.

11 composi:on of individuals who are not However, the situa:on is bejer with regard to the racial Hispanic or La:nx. The percentage of JWB staﬀ who are not White is 22.42% which exceeds the

COMPARISON BASED ON RACEON OF NON-HISPANIC COMPARISON BASED RACE OFOR LATINX POPULATION NON-HISPANIC OR L ATINX POPUL ATION However, the situa:on is bejer with regard to the racial composi:on of individuals who are not Hispanic or La:nx. The percentage staﬀ who are not White is 22.42% which exceeds the However, the situation is better with regardoftoJWB the racial composition of individuals who are not Hispanic percentage in the popula:on of Pinellas County at 16.49%. or Latinx. The percentage of JWB staff who are not White is 22.42% which exceeds the percentage in the population of Pinellas County at 16.49%.

Non-Hispanic Race of JWB Staﬀ

Non-Hispanic Race in Pinellas County

2017

2018

White

Black

2018

White

Other

Black

2019 Other

COMPARISON PINELLAS CHILDREN’S POPULATION AND JWB STAFF COMPARISON PINELLAS CHILDREN’S POPULATION AND JWB STAFF

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Since the clientele of the Juvenile Welfare Board are mainly children ages 14 years and younger, we also looked at the ethnic and racial composition of this group in Pinellas County again using Census data. Since the clientele of the Juvenile Welfare Board are mainly children ages 14 years and younger, we also looked at the ethnic and racial composi:on of this group in Pinellas County again using Census data.

COMPARISON BASED ON ETHNICIT Y COMPARISON BASED ON ETHNICITY

In terms of persons who are Hispanic/Latinx, the JWB population is significantly below the Pinellas In terms of persons who are Hispanic/La:nx, the JWB popula:on is signiﬁcantly below the Pinellas County population of children ages 14 years and under. 16.61% of children ages 14 years and under in County popula:on of children ages 14 years and under. 16.61% of children ages 14 years and under in Pinellas County are Hispanic or Latinx, only7.94% 7.94% of JWB staff are. Pinellas County are Hispanic or La:nx,whereas whereas only of JWB staﬀ are.

Ethnicity of JWB Staﬀ

Ethnicity of Pinellas Under 14 Popula7on

2017 Hispanic

2018

2017

Non-Hispanic

2018 Hispanic

Non-Hispanic

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2019

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COMPARISON BASED ON RACE OF NON-HISPANIC POPUL ATION COMPARISON BASED ON RACE OF NON-HISPANIC POPULATION

In terms of race of Non-Hispanic/Latinx children ages 14 years and under, the percentage of African In terms of race of Non-Hispanic/La:nx children years and among under, the African but the Americans among JWB staff at 16.36% is larger thanages the14 percentage thepercentage children atof15.60%, Americans among JWB staﬀ at 16.36% is larger than the percentage among the children at 15.60%, but percentage of Whites is larger as well (71.44% among JWB staff against 68.12% among Pinellas County the percentage of Whites is larger as well (71.44% among JWB staﬀ against 68.12% among Pinellas children ageschildren 14 yearsages and 14 under). County years and under).

Non-Hispanic Race 14 and Under Pinellas

2017 White

Non-Hispanic Race of JWB Staﬀ

2018 Black

Other

2017 White

2018 Black

2019 Other

So, the percentage of people who are Non-Hispanic/La:nx African American, or Non-Hispanic/La:nx White is larger for JWB staff than for children ages 14 years and under. The discrepancy is explained by So, thethe percentage of percentage people whoofare Non-Hispanic/Latinx African American, Non-Hispanic/Latinx fact that the Non-Hispanic/La:nx children ages 14 years andor under that are not African American or White at 13.40% is much larger than among JWB staff at 3.45% (or 2 out of 58 by White is larger for JWB staff than for children ages 14 years and under. The discrepancy is explained Non-Hispanic or La:nx JWB staff). Moreover, 9.21% of Pinellas children are Two or More Races, as the fact that the percentage of Non-Hispanic/Latinx children ages 14 years and under that are not African against 0% for JWB, and 4.13% are Asian, as against 1.58% for JWB. American or White at 13.40% is much larger than among JWB staff at 3.45% (or 2 out of 58 Non-Hispanic or Latinx JWB staff). Moreover, 9.21% of Pinellas children are Two or More Races, as against 0% for JWB, and 4.13% are Asian, as against 1.58% for JWB.

ORGANIZATIONAL SURVEY The organizational survey was completed by 49 JWB Pinellas Employees. The results are displayed in the appendix. In addition to the result for the entire group of respondents, we also report the results for the management team (CEO, Executive Team, and Managers) and the Staff. This will allow us to determine whether there were significant differences between the management team on the one hand and the staff on the other. Finally, we compared the results to the results of a similar survey in 2018, which had a similar number of responses overall but was not broken down by level. In both cases the survey was completely anonymous. The following summarizes: J W B C U LT U R A L C O M P E T E N C E M I N I A S S E S S M E N T

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INTERNAL CULTURE OF JWB

Overall, 35% of the respondents believe (i.e., agree or strongly agree) that the JWB’s staff and leadership reflects the demographics of the people it serves, whereas 43% of the respondents believe it does not (i.e., disagree or strongly disagree). Moreover, there is a significant difference between the management team (46% agree or strongly agree, and 38% disagree or strongly disagree) and the staff (30% agree or strongly agree, and 45% agree or strongly disagree). Moreover, some of the comments of those who disagree, both from the management team and the staff, single out the management team as not being reflective of the demographics of the population JWB serves. The responses to the first question are noticeably different from the responses in 2018. At that time, 67% of respondents agreed or strongly agreed that the JWB’s staff and leadership reflects the demographics of the people it serves, whereas only 25% disagreed or disagreed. There is also a significant difference between the current results and the 2018 results when it comes to the statement “JWB’s employees represent a diverse workforce at all levels”. At the moment, 28% of respondents agree or strongly agree, and 43% disagree or strongly disagree. There are again differences between the management team (23% agree or strongly agree, 54% disagree or strongly disagree) and the staff (22% agree or strongly agree, 38% disagree or strongly disagree). And, again, the written comments single out the management team.

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INTERNAL CULTURE OF JWB

In 2018, the results were strikingly different, with 62.5% agreeing or strongly agreeing that JWB’s employees represent a diverse workforce at all levels, and 29% disagreeing.

There is broad agreement between the management team and the staff on the other questions in the section on the Internal Culture of JWB, namely • JWB has an established commitment to a diverse workforce.

- 75% agree or strongly agree; 6% disagree or strongly disagree. • JWB values everyone’s input at all levels.

- 73% agree of strongly agree; 20% disagree or strongly disagree • JWB promotes a core set of values to enhance equity.

- 77% agree or strongly agree; 10% disagree or strongly disagree. • JWB attempts to reduce bias in the workplace (Ex. training, team building).

- 82% agree or strongly agree; 6% disagree or strongly disagree.

It is also noticeable that 6 of the 36 staff members disagreed or strongly disagreed with at least 3 items in the list. There were no noticeable differences between the 2018 and the current results on the last four questions in this section.

LEADERSHIP COMMITMENT There was broad agreement that JWB‘s executive leadership management team is committed to advancing equity principles in the organization (73% agreed or strongly agreed, 4% disagreed, and 23% either neither agreeing or disagreeing or not knowing). There were no noticeable differences between the management team and staff. There is a similar broad agreement that JWB’s practices enable the success and promotion of individuals from all racial/ethnic groups, socio-economic backgrounds and genders (60% agree or strongly agree, 6% disagree or strongly disagree, with 34% neither agreeing or disagreeing, or not knowing). Again, there were no noticeable differences between the management team and staff.

The percentage of respondents who agree or strongly agree with the two statements is down from the 2018 results. At that stage, 87.5% agree or strongly agreed with the statement that JWB‘s executive leadership management team is committed to advancing equity principles in the organization, and 6% disagreed or strongly disagreed, and 90% agreed or strongly agreed that JWB’s practices enable the success and promotion of individuals from all racial/ethnic groups, socio-economic backgrounds and genders, and 9% disagreed or strongly disagreed.

J W B C U LT U R A L C O M P E T E N C E M I N I A S S E S S M E N T

PROGRAMMATIC AWARENESS

In general, the respondents agree or strongly agree with the four items in the Programmatic Awareness Section, and there were no noticeable differences between the management team and the staff • J WB leverages the perspectives (i.e. Wisdom) of the community when making decisions that impact the community (68% agree or strongly agree; 16% disagree or strongly disagree). • P roviders have access to the information and materials they need to successfully navigate the process (54% agree or strongly agree; 6% disagree or strongly disagree). • J WB attempts to reduce bias held of the providers we fund (Ex. Technical assistance and/or customer service training) (61% agree or strongly agree; 12% disagree or strongly disagree). • I nformation and materials are available in multiple languages (67% agree or strongly agree; 10% disagree or strongly disagree).

A fairly large number of staff reporting not knowing, and some commented that this was because this did not work for example in departments that interfaced with providers.

Finally, a number of respondents noted that, while the JWB information and materials are available in English and Spanish, it is not available in any other languages, which poses the risk that JWB’s services are not available to fairly large populations of speakers of other languages (Vietnamese was mentioned a few times).

Again, the percentage of respondents agreeing or strongly disagreeing were down from the percentages in 2018. The 2018 results were as follows: • J WB leverages the perspectives (i.e. Wisdom) of the community when making decisions that impact the community (75% agree or strongly agree; 10% disagree or strongly disagree). • P roviders have access to the information and materials they need to successfully navigate the process (75% agree or strongly agree; 0% disagree or strongly disagree). • J WB attempts to reduce bias held of the providers we fund (Ex. Technical assistance and/or customer service training) (76% agree or strongly agree; 1% disagrees or strongly disagrees). • I nformation and materials are available in multiple languages (67% agree or strongly agree; 7% disagree or strongly disagree).

BUSINESS CASE FOR DIVERSIT Y

Overall, the respondents were strongly convinced of the business case for diversity and again there were no noticeable differences between the management team and the staff. Thus • Diversity is vital to JWB’s success (94% agree or strongly agree; 0% disagree) • J WB’s funding and/or services reach a diverse provider base (81% agree or strongly agree; 2% disagree). • J WB’s culture supports and encourages change (65% agree or strongly agree; 12% disagree or strongly disagree). • J WB is committed to retaining and developing its employees (69% agree or strongly agree; 12% disagree or strongly disagree).

Perhaps not surprisingly, 4 of the 6 staff members who disagreed with 3 or more of the statements in the Internal Culture of JWB section disagreed with at least one of the statements in this section. The responded on the 2018 survey are not noticeably different for the first two questions, but there are significant differences in the responses to the last two. In 2016, 77% of respondents agreed or strongly agreed, and 8% disagreed or strongly disagreed with the statement that JWB’s culture supports and encourages change, and 95% agreed or strongly agreed with the statement that JWB is committed to retaining and developing its employees, and 0% disagreed.

PERSONAL AWARENESS There was again a high degree of agreement between the management team and the staff on most item in the personal awareness section of the survey, and the picture that emerges is one of a workforce that is highly committed to diversity and inclusiveness. For example, none of the respondents disagreed with the following statements: • I t is important to me to work for an organization that emphasizes getting to know people from different backgrounds. and none of the respondents agreed with the statements • I t is really hard for me to feel close to a person from another culture • Getting to know someone from another race is generally uncomfortable experience for me. • I enjoy working with communities whose cultures are different from my own. • People in poverty are often there because they make poor decisions. The results in 2018 were similar.

J W B C U LT U R A L C O M P E T E N C E M I N I A S S E S S M E N T

CONCLUSION & RECOMMENDATIONS

When reviewing this data, a point to consider is the current environment. The survey was administered during a period of time where anxiety is higher and communities are more emboldened to speak their minds. The COVID-19 pandemic, civil/social/racial unrest and the most recent political climate are factors that didn’t exist during the previous survey period.

Compared to the situation in 2018, JWB appears to have become more diverse. However, the diversity does not extend to the executive level, which remains 100% Non-Hispanic/Latinx White. Also, while the ethnic and racial composition of the JWB staff more or less reflects the ethnic and racial composition of the general population in Pinellas County, the population of children ages 14 years and under is considerably more diverse than JWB staff. The percentage of Hispanic/Latinx children ages 14 years and under is twice as high as the percentage of Hispanic/Latinx JWB staff. As far as race is concerned, the main discrepancy concerns people of two or more races of which 9.21% of Pinellas County children ages 14 years and under are two or more races against 0% of JWB staff. The survey results seem to indicate that, while JWB’s workforce remains strongly committed to diversity and inclusiveness both as far as their personal behavior and attitudes are concerned, and as far as the mission and objectives of the organization are concerned, compared to 2018, there is a growing concern about the lack of diversity at the managerial level in the organization. Interestingly, this concern seems to be shared by the management team and (some of) the staff. We recommend that the CEO and Executive Team address this concern. In the longer term, the best way to address the concern is to increase diversity, both in terms of race and ethnicity and in terms of gender, in the management team. In the short term, one way to address the concern might be to develop a plan to increase the diversity in the hires at the management level and to widely share the plan with the JWB workforce. Compared to 2018, there is also a slight increase in the percentage of respondents who do not agree that JWB‘s executive leadership management team is committed to advancing equity principles in the organization, or that JWB’s practices enable the success and promotion of individuals from all racial/ethnic groups, socio-economic backgrounds and genders. Similarly, there is a slight drop in the percentage of respondents who believe that JWB’s culture supports and encourages change, and a significant drop in the percentage of respondents who agree that JWB is committed to retaining and developing its employees. The raw data suggest that these changes are due to a relatively small number of staff (6 to be precise). We believe that it is important for the Executive Team to seek out these staff members and have a more in-depth discussion with them about their concerns.

REVIEW OF PREVIOUS RECOMMENDATIONS This section is an abbreviated version of the detailed recommendations from the benchmark assessment completed in 2018. These recommendations are still relevant and the ones in bold are actively in process.

JWB PINELL AS INCLUDES (DIVERSIT Y, EQUIT Y & INCLUSION) Recommendations Develop the following as part of an overall strategy: • Executive coaching – Monthly one on one conversations with the CEO about the individual and organizational evolution along the cultural competence continuum. Also, a place to discuss a variety of issues as they arise. • Senior team coaching – Similar to the CEO but involves all the CEO’s direct reports. • Complete cultural competence learning curriculum – Involves organization wide and specific leadership workshops: Organization-wide Inclusion Inclusion Begins with I • This workshop is focused on the individual perspective and what personal experiences shaped that perspective creating our own cultural bias. Cultural Cultural Competence: A Business Case • Focuses on why cultural competence is so important to our society and how it drives innovation and community impact. Generations Generations in the Workplace • Describes the characteristics and tendencies of each generation and how to work better together. Blind Blind spots: Unconscious Bias • Considers the first node of the cultural competence continuum and how to identify these tendencies understanding that we all have bias. It also provides tools to work through the bias and evolve along the continuum. II can’t talk about that: Courageous Conversations • Creates the context by which difficult or uncomfortable conversations can occur to open more opportunities for collaboration, productivity and innovation. Leadership Track Cultural Cultural Competence: High Performing Teams This is a leader workshop to support the retention and development process when leading a team that comprises multiple dimensions of diversity. Inclusive Inclusive Recruitment This leadership workshop discusses bias in the recruitment process, how to recognize it and to take steps to mitigate it.

• Drive daily DEI engagement through a re-boot of the personnel and diversity committee (PDC) •E nsure talent development via diversity at all levels of the organization especially at the top • Develop Key Performance Indicators (KPIs) to measure the progress •D efine the value of diversity and develop a definitive plan for creating diversity based upon internal benchmarks • Cultural competence outcomes cascade to funded agencies • Begin to track and consistently monitor: -M BEs (Minority-Owned Business Enterprises), WBEs (Women Owned Business Enterprises), Veteran owned businesses - Minority led funded agencies/providers • Create a space for Cultural Competence to be included in the Strategic Plan J W B C U LT U R A L C O M P E T E N C E M I N I A S S E S S M E N T

APPENDIX A: RESULT OF THE JWB ORGANIZATIONAL SURVEY APPENDIX A: RESULTS OF THE JWB ORGANIZATIONAL SURVEY Survey Responses Management and Staff Combined (49 Responses) SURVEY RESPONSES MANAGEMENT & STAFF COMBINED (49 RESPONSES) INTERNAL CULTURE Internal Culture of JWBOF JWB

JWB's staff and leadership reflects the demographics of the people it serves. JWB's employees represent a diverse workforce at all levels. JWB has an established commitment to a diverse workforce. JWB values everyone's input at all levels.

JWB promotes a core set of values to enhance equity. JWB attempts to reduce bias in the workplace (Ex. training, team building).

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

6.12% (3)

28.57% (14)

16.33% (8)

32.63% (16)

10.20% (5)

6.12% (3)

22.45% (11)

24.49% (12)

38.78% (19)

4.08% (2)

26.53% (13)

48.98% (24)

14.29% (7)

2.04% (1)

4.08% (2)

16.33% (8)

46.94% (23)

12.24% (6)

16.33% (8)

4.08% (2)

20.41% (10)

46.94% (23)

18.37% (9)

6.12% (3)

4.08% (2)

32.65% (16)

48.98% (24)

10.20% (5)

4.08% (2)

2.04% (1)

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

LEADERSHIP COMMITMENT Leadership Commitment Strongly Agree

Agree

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APPENDIX A JWB‘s executive leadership management team is committed to advancing equity principles in the organization. JWB's practices enable the success and promotion of individuals from all racial/ethnic groups, socioeconomic backgrounds and genders.

30.61% (15)

42.86% (21)

18.37% (9)

4.08% (2)

0.00% (0)

4.08% (2)

12.24% (6)

46.94% (23)

26.53% (13)

2.04% (1)

4.08% (2)

8.16% (4)

PROGRAMMATIC AWARENESS Programmatic Awareness

JWB leverages the perspectives (i.e. Wisdom) of the community when making decisions that impact the community. Providers have access to the information and materials they need to successfully navigate the process. JWB attempts to reduce bias held of the providers we fund (Ex. Technical assistance and/or customer service training).

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

16.33% (8)

51.02% (25)

10.20% (5)

6.12% (3)

22.45% (11)

32.65% (16)

16.33% (8)

6.12% (3)

0.00% (0)

22.45% (11)

16.33% (8)

34.69% (17)

20.41% (10)

12.24% (6)

0.00% (0)

16.33% (8)

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Information APPENDIX A and materials are available in multiple languages.

10.20% (5)

57.14% (28)

14.29% (7)

10.20% (5)

0.00% (o)

8.16% (4)

BUSINESS CASE FOR DIVERSIT Y Business Case for Diversity

Diversity is vital to JWB's success.

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

62.50% (30)

31.25% (15)

4.17% (2)

0.00% (0)

2.08% (1) Note: This question was answered by only 48 of the respondents

JWB's funding and/or services reach a diverse provider base.

JWB's culture supports and encourages change.

JWB is committed to retaining and developing its employees

30.61% (15)

48.98% (24)

12.24% (6)

2.04% (1)

0.00% (0)

6.12% (3)

24.49% (12)

40.82% (20)

18.37% (9)

8.16% (4)

4.08% (2)

30.61% (15)

38.78% (19)

16.33% (8)

8.16% (4)

4.08% (2)

2.04% (1)

PERSONAL AWARENESS Personal Awareness

It is important to me to work for an organization that emphasizes getting to know people from different backgrounds.

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

42.86% (21)

51.02% (26)

6.12% (3)

0.00% (0)

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APPENDIX A

I can best understand someone after I understand how they are both similar to and different from me.

36.73% (18)

40.82% (20)

16.33% (8)

6.12% (3)

0.00% (0)

Knowing how a person is different from me greatly enhances our friendship.

30.61% (15)

28.57% (14)

8.16% (4)

0.00% (0)

2.04% (1)

It is really hard for me to feel close to a person from another culture.

0.00% (0)

6.12% (3)

42.86% (21)

48.98% (24)

2.04% (1)

In getting to know someone, I like knowing both how they differ from me and are similar to me.

30.61% (15)

51.02% (25)

12.24% (6)

6.12% (3)

0.00% (0)

6.12% (3)

32.65% (16)

59.18% (29)

2.04% (1)

I actively seek out experiences that could expose me to people who have a different cultural, racial, or ethnic background from me.

20.41% (10)

34.69% (17)

32.65% (16)

8.16% (4)

2.04% (1)

My biases and prejudices affect how I interact with people from different racial and ethnic backgrounds.

0.00% (0)

16.33% (8)

18.37% (9)

36.73% (18)

22.45% (11)

6.12% (3)

Getting to know someone from another race is generally uncomfortable experience for me.

J W B C U LT U R A L C O M P E T E N C E M I N I A S S E S S M E N T

APPENDIX A

I enjoy working with communities whose cultures are different from my own

34.69% (17)

53.06% (26)

12.24% (6)

0.00% (0)

My social identity (race, ethnicity, faith, age, gender, socioeconomi c class, physical/ mental abilities, sexual orientation) influences the way I interact with my community.

12.24% (6)

53.06% (26)

12.24% (6)

14.29% (7)

6.12% (3)

2.04% (1)

I am often frustrated when trying to communicate with people who do not speak English fluently.

0.00% (0)

4.17% (2)

8.33% (4)

54.17% (26)

33.33% (16)

0.00% (0)

People in poverty are often there because they make poor decisions.

0.00% (0)

10.20% (5)

44.90% (22)

42.86% (21)

2.04% (1)

I feel that I am aware of my own biases.

18.37% (9)

59.18% (29)

14.29% (7)

2.04% (1)

0.00% (0)

6.12% (3)

Note: This question was answered by only 48 of the respondents

SURVEY RESPONSES MANAGEMENT TEAM (CEO, EXECUTIVE TEAM, & MANAGERS; 13 RESPONSES)

Survey Responses Management Team (CEO, Executive Team, and Managers; 13 Responses) INTERNAL CULTURE Internal Culture of JWB OF JWB

JWB promotes a core set of values to enhance equity. JWB attempts to reduce bias in the workplace (Ex. training, team building).

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

0.00% (0)

46.15% (6)

15.38% (2)

30.77% (4)

7.69% (1)

0.00% (0)

23.08% (3)

53.85% (7)

0.00% (0)

30.77% (4)

61.54% (8)

0.00% (0)

7.69% (1)

0.00% (0)

30.77% (4)

46.15% (6)

7.69% (1)

15.38% (2)

0.00% (0)

30.77% (4)

38.46% (5)

23.08% (3)

7.69% (1)

0.00% (0)

46.15% (6)

53.85% (7)

0.00% (0)

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

LEADERSHIP COMMITMENT Leadership Commitment Strongly Agree

Agree

J W B C U LT U R A L C O M P E T E N C E M I N I A S S E S S M E N T

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JWB‘s executive leadership management team is committed to advancing equity principles in the organization. JWB's practices enable the success and promotion of individuals from all racial/ethnic groups, socioeconomic backgrounds and genders.

61.54% (8)

30.77% (6)

0.00% (0)

7.69% (1)

0.00% (0)

15.38% (2)

46.15% (6)

38.46% (5)

0.00% (0)

PROGRAMMATIC AWARENESS Programmatic Awareness

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

15.38% (2)

69.23% (9)

7.69% (1)

0.00% (0)

30.77% (4)

46.15% (6)

7.69% (1)

0.00% (0)

15.38% (2)

23.08% (3)

30.77% (4)

7.69% (1)

0.00% (0)

23.08% (3)

27 | P a g e

Information and materials are available in multiple languages.

15.38%

61.54%

15.38%

7.69%

0.00%

BUSINESS FOR DIVERSIT Y Business CaseCASE for Diversity

Diversity is vital to JWB's success.

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

50.00% (6)

41.67% (5)

0.00% (0)

8.33% (1) Note: This question was only answered by 12 respondents

JWB's funding and/or services reach a diverse provider base.

JWB's culture supports and encourages change.

JWB is committed to retaining and developing its employees

30.77% (4)

53.85% (7)

15.38% (2)

0.00% (0)

38.46%

46.15%

7.69%

0.00%

61.54%

7.69%

23.08%

7.69%

0.00%

Personal Awareness PERSONAL AWARENESS

It is important to me to work for an organization that emphasizes getting to know people from different backgrounds.

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

38.46% (5)

53.85% (7)

7.69% (1)

0.00% (0)

J W B C U LT U R A L C O M P E T E N C E M I N I A S S E S S M E N T

I can best understand someone after I understand how they are both similar to and different from me.

46.15% (6)

38.46% (5)

15.38% (2)

0.00% (0)

Knowing how a person is different from me greatly enhances our friendship.

23.08% (3)

46.15% (6)

23.08% (3)

7.69% (1)

0.00% (0)

It is really hard for me to feel close to a person from another culture.

0.00% (0)

61.54% (8)

38.46% (5)

0.00% (0)

In getting to know someone, I like knowing both how they differ from me and are similar to me.

15.38% (2)

76.92% (10)

7.69% (1)

0.00% (0)

7.69% (1)

53.85% (7)

38.46% (5)

0.00% (0)

I actively seek out experiences that could expose me to people who have a different cultural, racial, or ethnic background from me.

15.38% (2)

53.85% (7)

30.77% (4)

0.00% (0)

My biases and prejudices affect how I interact with people from different racial and ethnic backgrounds.

0.00% (0)

23.08% (3)

15.38% (2)

61.54% (8)

0.00% (0)

Getting to know someone from another race is generally uncomfortable experience for me.

I enjoy working with communities whose cultures are different from my own

23.08% (3)

61.54% (8)

15.38% (2)

0.00% (0)

My social identity (race, ethnicity, faith, age, gender, socioeconomi c class, physical/ mental abilities, sexual orientation) influences the way I interact with my community.

7.69% (1)

69.23% (9)

7.69% (1)

0.00% (0)

7.69% (1)

I am often frustrated when trying to communicate with people who do not speak English fluently.

0.00% (0)

8.33% (1)

75.00% (9)

16.67% (2)

0.00%

People in poverty are often there because they make poor decisions.

0.00%

15.38%

53.85%

30.77%

0.00%

I feel that I am aware of my own biases.

7.69% (1)

76.92% (10)

7.69% (1)

0.00% (0)

Note: This question was answered by only 12 of the respondents

J W B C U LT U R A L C O M P E T E N C E M I N I A S S E S S M E N T

Survey Responses Staff Only (36 Responses) SURVEY RESPONSES STAFF ONLY (36 RESPONSES) INTERNAL CULTURE Internal Culture of JWBOF JWB

JWB's staff and leadership reflects the demographics of the people it serves. JWB's employees represent a diverse workforce at all levels. JWB has an established commitment to a diverse workforce.

JWB values everyone's input at all levels.

JWB promotes a core set of values to enhance equity. JWB attempts to reduce bias in the workplace (Ex. training, team building).

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

8.33% (3)

22.22% (8)

16.67% (6)

33.33% (12)

11.11% (4)

8.33% (3)

22.22% (8)

25.00% (9)

33.33% (12)

5.56% (2)

25.00% (9)

44.44% (16)

19.44% (7)

0.00% (0)

5.56% (2)

11.11% (4)

47.22% (17)

13.89% (5)

16.67% (6)

5.56% (2)

16.67% (6)

50.00% (18)

16.67% (6)

5.56% (2)

27.78% (10)

47.22% (17)

13.89% (5)

5.56% (2)

2.78% (1)

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

LEADERSHIP COMMITMENT Leadership Commitment Strongly Agree

Agree

31 | P a g e

19.44% (7)

47.22% (17)

25.00% (9)

2.78% (1)

0.00% (0)

5.56% (2)

11.11% (4)

47.22% (17)

22.22% (8)

2.78% (1)

5.56% (2)

11.11% (4)

PROGRAMMATIC AWARENESS Programmatic Awareness

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

16.67% (6)

44.44% (16)

11.11% (4)

8.33% (3)

19.44% (7)

27.78% (10)

19.44% (7)

8.33% (3)

0.00% (0)

25.00% (9)

16.67% (6)

38.89% (14)

16.67% (6)

13.89% (5)

0.00% (0)

13.89% (5)

J W B C U LT U R A L C O M P E T E N C E M I N I A S S E S S M E N T

32 | P a g e

Information and materials are available in multiple languages.

8.33% (3)

55.56% (20)

13.89% (5)

11.11% (4)

0.00% (0)

11.11% (4)

BUSINESS FOR DIVERSIT Y Business CaseCASE for Diversity

Diversity is vital to JWB's success.

JWB's funding and/or services reach a diverse provider base.

JWB's culture supports and encourages change. JWB is committed to retaining and developing its employees

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

66.67% (24)

27.78% (10)

5.56% (2)

0.00% (0)

30.56% (11)

47.22% (17)

11.11% (4)

2.78% (1)

0.00% (0)

8.33% (3)

19.44% (7)

38.89% (14)

22.22% (8)

8.33% (3)

5.56% (2)

19.44% (7)

50.00% (18)

13.89% (5)

8.33% (3)

5.56% (2)

2.78% (1)

PERSONAL AWARENESS Personal Awareness

It is important to me to work for an organization that emphasizes getting to know people from different backgrounds. I can best understand someone after I understand how they are both similar to and different from me.

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

I Don’t Know

44.44% (16)

50.00% (18)

5.56% (2)

0.00% (0)

33.33% (12)

41.67% (15)

16.67% (6)

8.33% (3)

0.00% (0)

33 | P a g e

Knowing how a person is different from me greatly enhances our friendship.

33.33% (12)

25.00% (9)

30.56% (11)

8.33% (3)

0.00% (0)

2.78% (1)

It is really hard for me to feel close to a person from another culture.

0.00% (0)

8.33% (3)

36.11% (13)

52.78% (19)

2.78% (1)

In getting to know someone, I like knowing both how they differ from me and are similar to me.

36.11% (13)

41.67% (15)

13.89% (5)

8.33% (3)

0.00% (0)

5.56% (2)

25.00% (9)

66.67% (24)

2.78% (1)

I actively seek out experiences that could expose me to people who have a different cultural, racial, or ethnic background from me.

22.22% (8)

27.78% (10)

33.33% (12)

11.11% (4)

2.78% (1)

My biases and prejudices affect how I interact with people from different racial and ethnic backgrounds.

0.00% (0)

13.89% (5)

19.44% (7)

27.78% (10)

30.56% (11)

8.33% (3)

I enjoy working with communities whose cultures are different from my own

38.89% (14)

50.00% (18)

11.11% (4)

0.00% (0)

Getting to know someone from another race is generally uncomfortable experience for me.

J W B C U LT U R A L C O M P E T E N C E M I N I A S S E S S M E N T

My social identity (race, ethnicity, faith, age, gender, socioeconomi c class, physical/ mental abilities, sexual orientation) influences the way I interact with my community.

13.89% (5)

47.22% (17)

13.89% (5)

16.67% (6)

8.33% (3)

0.00% (0)

I am often frustrated when trying to communicate with people who do not speak English fluently.

0.00% (0)

5.56% (2)

8.33% (3)

47.22% (17)

38.89% (14)

0.00% (0)

People in poverty are often there because they make poor decisions.

0.00% (0)

8.33% (3)

41.67% (15)

47.22% (17)

2.78% (1)

I feel that I am aware of my own biases.

22.22% (8)

52.78% (19)

16.67% (6)

0.00% (0)

8.33% (3)

CULTURAL COMPETENCE MINI ASSESSMENT PREPARED BY:

O: 216-798-8979

| E: erik@inclusivityllc.com

J W B C U LT U R A L C O M P E T E N C E M I N I A S S E S S M E N T