Foster Cohesion and Inclusion
Embodying diversity, equity, and inclusion and creating a sense of belonging
Overview
Goal 3 of the strategic plan, "Foster Cohesion and Inclusion", outlines six strategies to build a more diverse and united One Air District. These initiatives prioritize creating a workforce that reflects the communities we serve while fostering a deep sense of belonging through relationship-building and enhanced internal communications. Additional strategies focus on expanding professional development and recognizing employee contributions to boost morale, retention, and overall organizational effectiveness. We have made progress on every strategy under Goal 3, with most initiatives on track for completion by 2029.
Goal 3 - Foster Cohesion and Inclusion
Strategy progress
We are advancing workplace diversity by modernizing our recruitment and professional development practices. Key achievements include expanding our mentorship program by 30%, launching an Emerging Leaders Academy, and developing a library of equity-focused interview tools. Current efforts are focused on using data to remove structural biases in hiring, offering individualized development plans for staff, and fostering an inclusive culture through expanded employee resource groups and allyship workshops.
LineChart
JSS component is missing React implementation. See the developer console for more information.
LineChart
JSS component is missing React implementation. See the developer console for more information.
LineChart
JSS component is missing React implementation. See the developer console for more information.
LineChart
JSS component is missing React implementation. See the developer console for more information.
PieChart
JSS component is missing React implementation. See the developer console for more information.
PieChart
JSS component is missing React implementation. See the developer console for more information.
Strategy progress
We are embedding equity into our core operations by modernizing our procurement systems to diversify our supplier pool and drafting new guidelines to incorporate socio-economic considerations into all Board decisions. To support a more inclusive culture, we’ve launched a continuous learning calendar and held several workshops on diversity and mental health.
Strategy progress
To foster a unified "One Air District" culture, we are enhancing internal connectivity through improved communication, knowledge sharing, and relationship-building initiatives. By modernizing our digital tools, launching collaborative programs like job shadowing, and hosting cross-divisional social events, we are ensuring that every employee feels informed, connected, and empowered to contribute to our shared mission.
Strategy progress
We are institutionalizing environmental justice as a foundational value by integrating it into both our educational frameworks and performance standards. By developing specialized curricula for leadership and staff while establishing environmental justice as a core competency in employee evaluations, we are ensuring that equity is not only understood but actively practiced across every level of the organization.
Strategy progress
To boost morale and organizational effectiveness, we are modernizing our recognition and evaluation systems to celebrate excellence and collaboration. By launching a dedicated incentive program and updating performance reviews to recognize innovation and cross-functional learning, we are creating a clear framework that honors our core values and promotes professional growth.
Strategy progress
We are transforming how we support and develop the Air District’s workforce, moving from traditional processes to a culture of continuous learning and career empowerment.