2019-2021 OHA Diversity & Inclusion/Affirmative Action Plan EQUITY AND INCLUSION DIVISION OHA Diversity & Inclusion/Affirmative Action Plan Contents » Executive summary ..........................................................................7 » Introduction .................................................................................7 » Purpose and contents ..................................................................7 » AAP data summary ......................................................................8 » 2019–2021 OHA Affirmative Action Plan goals ........................... 11 » Agency description ......................................................................... 12 » Overview of the Oregon Health Authority .................................... 12 » OHA mission and objectives ....................................................... 13 » Affirmative Action Plan — key contact information ..................... 14 » Agency FTE with "diversity," "inclusion," "access," "equal opportunity," "multicultural" or "equity" in their working title ................................................................... 15 » OHA organizational chart ............................................................ 16 » Affirmative Action Plan .................................................................. 18 » Affirmative action policy statement ............................................. 18 » Diversity and inclusion statement ............................................... 18 » Health equity statement ............................................................. 18 » Policy......................................................................................... 18 » Employment ...............................................................................20 » Training, Education and Development Plan .................................. 24 » Leadership development/training programs ................................39 » Programs ...................................................................................45 » Community engagement ............................................................54 Executive Order 17-11 updates .......................................................65 » OHA Diversity & Inclusion/Affirmative Action Plan 3 » Respectful leadership training (diversity, equity and inclusion) .....65 » Sexual harassment training ........................................................66 » Statewide exit interview survey ..................................................66 » Performance evaluations of all management personnel ...............66 » Status of contracts to minority businesses (ORS 659A.015) ..........67 » Roles for implementation of Affirmative Action Plan ...................... 71 » Responsibilities of the OHA Director ............................................ 71 » Responsibilities of OHA managers and supervisors ..................... 71 » Responsibilities of the affirmative action representative .............. 72 » July 1, 2017–June 30, 2019 ...........................................................73 » Accomplishments in affirmative action ....................................... 73 » Workforce parity estimates by OHA division ................................ 79 » Progress made or lost since previous biennium ..........................84 » July 1, 2019–June 30, 2021 ........................................................... 91 » Appendix A: State policy documentation ..................................... 102 » Appendix B: Federal documentation ............................................ 103 » Appendix C: Agency documentation in support of its Affirmative Action Plan ............................................................ 104 Appendix D: Additional federal documentation ............................203 » 4 OHA Diversity & Inclusion/Affirmative Action Plan Intoduction from OHA Director Dear colleagues: The Oregon Health Authority is committed to improving health and health care for all people in Oregon. For us to achieve this, we must continue to develop culturally and linguistically appropriate programs, and we must build an inclusive workforce that represents the diversity, cultures, and values of all the people we serve. Together we have made some progress over the past biennium. We have expanded the OHA Employee Resource Group Program, adopted a policy to increase and standardize Race, Ethnicity Language and Disability (REALD) data collection across the agency, and created the first OSH Diversity Liaison position to integrate OHA’s diversity and equity initiatives into the culture of Oregon State Hospital. When we sought feedback on our plans for the next phase of our coordinated care organizations (CCO) model, or CCO 2.0, we held 14 input sessions in communities across Oregon and convened tribal consultations to gather input from a culturally and geographically diverse group of Oregon Health Plan members, health care providers, public health agencies, community leaders and legislators. What we heard in those communities helped shape our CCO 2.0 work to focus on the clinical and social conditions, as well as the historical and contemporary injustices, that undermine health. Despite the good work we have done, we still have work to do. This report highlights trends in OHA’s workforce since 2016 and identifies some of the areas where we have more work to do: • Compared to Oregon’s population, there was no change in OHA’s workforce representation of people of color and only a slight increase in our representation of people with disabilities. • People of color and people with disabilities continue to be underrepresented in OHA’s overall workforce, management, and new hires. • People of color and people with disabilities continue to be underrepresented in promotions within our agency and are overrepresented in voluntary separations. We must work harder to change these trends. The OHA Affirmative Action Plan, the OHA Performance System, and the OHA Strategic Plan serve as our roadmap for improving workforce equity and inclusion processes and outcomes. The OHA Performance System recognizes “developing and supporting the OHA workforce” as one of our core processes. We also have identified sub-processes OHA Diversity & Inclusion/Affirmative Action Plan 5 that will be reported on at the agency’s Quarterly Performance Reviews (QPRs). Through the QPRs, we will look at our progress, as well as the barriers and challenges we face to building a more diverse and inclusive workforce, including the availability of meaningful data to inform our affirmative action efforts. In addition, we have begun to disaggregate the population health measures we track in the OHA Performance System by race and ethnicity, so we can make sure we’re serving everyone in Oregon equitably and breaking down the barriers that produce health disparities. Reporting on these measures at the QPRs will help us focus our work on health equity. For the 2019-2021 biennium we must continue to address long-standing issues, as well as build on our successes by strengthening relationships with diverse community groups and Tribes, implementing a Diversity Recruitment Policy, expanding the Employee Resource Group Program, and launching an agency-wide Diversity Leadership Team. As a leader for this agency, I am committed to this work. I also commit to modeling behaviors and practices that foster an organizational culture that is safe, inclusive, and empowering for every employee and every person we serve. I invite each of you to join me in making a commitment to help advance the goals and strategies outlined in this OHA Affirmative Action Plan. Please reach out to me or the Office of Equity and Inclusion with your ideas and solutions. Lastly, I want to thank the Employee Resource Groups (ERGs) for helping make OHA a more diverse and inclusive organization, and I encourage everyone to consider joining or forming an ERG to support workplace diversity, equity, and inclusion at OHA. Thank you, Patrick M. Allen 6 OHA Diversity & Inclusion/Affirmative Action Plan Executive summary Introduction The Oregon Health Authority (OHA) is a state government leader in implementing both internally and externally facing programs that apply equity, diversity and inclusion best practices. The Office of Equity and Inclusion (OEI) — one of eight OHA divisions — leads, advises and oversees strategic initiatives that equip the OHA workforce to meet the needs of Oregon’s increasingly diverse populations. The Affirmative Action Plan (AAP) is a required compliance document fulfilling part of OHA’s responsibility as a federal government contractor. Executive Order 17-11* also requires OHA to complete an AAP and engage in a variety of proactive efforts to advance workforce diversity and inclusion. OEI develops an AAP every biennium and continuously communicates the agency’s related goals, monitors progress and, when necessary, recommends corrective actions. The AAP is a key component of the agency’s ongoing diversity and inclusion efforts. The AAP and other relevant non-discrimination policies and resources are located on the OHA website.† OHA continuously works to create a diverse and inclusive organization. OHA will build upon its successes to: • Achieve a more culturally competent workforce • Create culturally appropriate and effective programs and service delivery systems • Develop quality improvement strategies with a focus on diversity, and • Create inclusive environments for our diverse client base and staff. Purpose and contents The purpose of the AAP is to serve