THE CHARTER SCHOOL OF WILMINGTON Diversity, Equity, & Inclusion Action Plan Report 2019/2020 School Year WRITTEN & COMPILED BY: US2, INC. In Partnership with CSW Stakeholders Table of Contents I. Overview of Work………………………………………………………. 3 II. Importance of a Vision……………………………………………….. 7 III. Impact of Presence and Relationships………………………. 10 IV. Understanding Equity Issues…………………………………….. 16 V. Inclusive Policies and Curriculum……………………………… 22 VI. Summary of Recommendations……………………………….. 26 VII. Members of the Committee……………………………………… 28 VIII. Notes from Meetings a. December 11, 2019…………………………………………….… 30 b. November 6, 2019………………………………………………... 34 c. November 20, 2019………………………………………………. 50 d. December 11, 2019…………………………………………….… 97 e. January 27, 2020…………………………………………………. 101 The Charter School of Wilmington DEI Action Plan Report US2, Inc. Page 2 of 104 Overview of Work The Charter School of Wilmington (CSW) started the process of crafting an Action Plan Committee in both a reactive and proactive decision. As many schools across the nation struggle with societal decisions around diversity, equity, and inclusion, CSW is not excluded from this plight. Rather than allowing the climate to continue perpetuating negative behaviors, the leadership team made the decision to confront and provoke conversations around identity groups, with race being the initial topic. Pulling together a representative sample of the CSW community, the work started in October with a training in how to have courageous and difficult conversations. After this training, aimed at helping committee members to address difficult topics when they arose, the team met on a regular basis four more times throughout the fall and winter months of the 2019/2020 school year. During these meetings, we discussed stakeholder feedback and crafted action steps in order to provide a succinct report to present to the CSW community as next steps in the areas of diversity, equity, and inclusion (DEI). During our first meeting on October 16, 2019, after being trained in handling difficult conversations, we discussed the difference between an action plan and a strategic plan. As a reminder, this action plan is meant to serve a very targeted purpose with tangible items that can be addressed within different stakeholder groups. A strategic plan serves as a long-term ‘roadmap’ of sorts and is crucial for the success of an organization. The committee also answered three prompts: Hopes, Wows, & Wonders. Some of the points from this conversation will be addressed within the four actionable steps recommended within this report. Our next meeting was held on November 6, 2019. During this meeting, we focused on the staff (both teaching faculty and administrative leadership). To guide our conversations, we conducted a SWOT (Strengths, Weaknesses, Opportunities, & Threats) Analysis. The minutes from the meeting are included at the end of this report as a reference and pertinent comments will be infused throughout the four actionable steps within this report. After sharing stakeholder comments, the team were asked to share their top priority with both stakeholder groups. We then crafted three points for each group that will be infused in the report (under the appropriate category – and marked within). When speaking about leadership, the following points were finalized as a committee: • Become active leaders in DEI work by incorporating topics into staff meetings and PLC times, including department and leadership meetings. This would include professional development and being more strategic with the inclusion of such topics. Most The Charter School of Wilmington DEI Action Plan Report US2, Inc. Page 3 of 104 importantly, the presence and buy-in of administration is crucial in the work. (Impact of Presence and Relationships & Understanding Equity Issues) • Craft a strategic plan that guides a more proactive approach to issues around DEI. The plan would define the purpose, mission, and vision for everything done within CSW (including, but not limited to, issues around DEI and discipline). Rationale is that admin is seen to be reactive (according to stakeholder feedback), but not necessarily proactive. (Importance of a Vision) • Involve more explicit conversations and direct focus on issues of equity and inclusion ultimately increasing accountability across interpersonal relationships. (Impact of Presence and Relationships) When speaking about staff (both teaching faculty and support staff), the following points were finalized as a committee: • Become more aware of personal implicit biases and dive deeper into recognizing microaggressions and how to intercept comments and actions. (Understanding Equity Issues) • Provide continuous opportunities for stakeholders to engage in conversations leading to enhanced relationships. (Impact of Presence and Relationships) • Incorporate multiple perspectives within curriculum allowing for open conversation without value judgements and while meeting student needs through differentiation. This would include meeting the needs of ALL students and opening curriculum options to non-Eurocentric texts and resources. (Inclusive Policies and Curriculum) Our next meeting was held on November 20, 2019. During this meeting, we focused on the scholars and the parents. To guide our conversations, we again conducted a SWOT Analysis. After sharing stakeholder comments, the team were again asked to share their top priority with both stakeholder groups. We then crafted three points for each group that will be infused in the report. When speaking about scholars, the following points were finalized as a committee: • Empower scholars to move beyond self-labeling (either in a positive or negative way) and to own the strength that comes with being their individual selves. (Impact of Presence and Relationships) • Educate scholars on the multiple aspects of diversity, equity, and inclusion (all 12 -ISMs). This might include topics such as a curriculum within health class and/or mandating some of the information presented. (Understanding Equity Issues) • Encourage open and honest conversations around identity groups while allowing for all voices to be heard in the moment in a respectful manner around topics with disagreement present. This would include how to address internalizing and how to face difficult topics. (Impact of Presence and Relationships) When speaking about parents, the following points were finalized as a committee: The Charter School of Wilmington DEI Action Plan Report US2, Inc. Page 4 of 104 • Provide information on how to support the whole child and the impact of stress and trauma on achievement. (Understanding Equity Issues) • Allow for opportunities to support one another with navigating CSW. This might include parent support groups and/or other opportunities to learn about available options for the students and what to expect. (Impact of Presence and Relationships) • Explicitly encourage opportunities for partnership among all stakeholders - parents as partners. This would include helping students to become self-advocates and exploring better forms of two-way communication. (Impact of Presence and Relationships) Our next meeting was held on December 11, 2019. During this meeting, we focused on the last two stakeholder groups: Board members and community members. To guide our conversations, we again conducted a SWOT Analysis. After sharing stakeholder comments, the team were again asked to share their top priority with both stakeholder groups. We then crafted three points for each group that will be infused in the report. When speaking about Board members, the following points were finalized as a committee: • Actively participate in CSW activities, including being present and transparent with roles - ultimately leading to a more proactive rather than reactive leadership. This will include governance structure and understanding the roles and responsibilities of the Board. (Impact of Presence and Relationships) • Craft and execute a strategic plan leading toward all stakeholders working toward the same vision and mission. (Importance of a Vision) • Review and analyze policies around diversity, equity, and inclusion within CSW (ie, admissions, grades, phasing, discipline, etc.). (Inclusive Policies and Curriculum) When speaking about community members, the following points were finalized as a committee: • Encourage more participation and relationship building among all community members while realizing that the pressure for CSW students is immense. (Impact of Presence and Relationships) • Recruit more support, both financially and socially, for the CSW community. This would include utilizing alumni resources/stories and creating a historical timeline of successes and outcomes. (Impact of Presence and Relationships) • Allow the community to be the liaison between stakeholders - without the support of the community, no policy and/or award can support the future potential of CSW. (Impact of Presence and Relationships) Our last meeting was held on January 27, 2020. During this meeting, we finalized our final four actionable objectives to be included in this report. As you continue reviewing the report, please note that committee comments are included (and should be taken as perception) as well The Charter School of Wilmington DEI Action Plan Report US2, Inc. Page 5 of 104 as possible action steps to be able to accomplish the objectives listed. Before ending the work on January 27, each committee member committed to being a continual advocate for the CSW community, especially