affirmative action plan - oregonoya staff and partners provide these youth with a range of...

Affirmative Action Plan



Table of Contents I. OREGON YOUTH AUTHORITY ...................................................................................................................................... 4

Mission ............................................................................................................................................................................ 4 Objectives ........................................................................................................................................................................ 4 OYA Agency Director ....................................................................................................................................................... 4 Governor’s Policy Advisor for OYA ................................................................................................................................... 5 OYA Affirmative Action Representative ........................................................................................................................... 5 Other OYA Diversity Staff ................................................................................................................................................ 5 OYA Organizational Chart ............................................................................................................................................... 6 Organizational Structure ................................................................................................................................................. 6

Director’s Office ............................................................................................................................................................................. 6 Business Services............................................................................................................................................................................ 6 Health Services ............................................................................................................................................................................... 7 Community Services ....................................................................................................................................................................... 7 Facility Services .............................................................................................................................................................................. 9 Volunteer Services ....................................................................................................................................................................... 10 Development Services .................................................................................................................................................................. 10

II. AFFIRMATIVE ACTION PLAN .................................................................................................................................... 11 Employment................................................................................................................................................................... 19 Training, Education and Development Plan .................................................................................................................. 19

OYA Employees ............................................................................................................................................................................ 19 Volunteers .................................................................................................................................................................................... 22 Contractors, Vendors and Teachers ............................................................................................................................................. 22 Positive Human Development ...................................................................................................................................................... 22 Positive Human Development: Leading for Change ..................................................................................................................... 22

Programs ....................................................................................................................................................................... 23 Internships ................................................................................................................................................................................... 23 Mentoring .................................................................................................................................................................................... 23 OIIR Partnerships ......................................................................................................................................................................... 24 State Diversity Conference ........................................................................................................................................................... 25 Career Fairs .................................................................................................................................................................................. 25 Social Media ................................................................................................................................................................................. 25 Community Events/Festivals ........................................................................................................................................................ 25 Trade Specific Events ................................................................................................................................................................... 26 Diversity Awareness Program ...................................................................................................................................................... 26

Executive Order 17-11 ................................................................................................................................................... 27 Statewide Exit Interview Survey ................................................................................................................................................... 31 Performance Evaluations of all Management Personnel ............................................................................................................. 31

Status of Contracts to Minority Businesses (ORS 659A.015) ......................................................................................... 31 III. ROLES FOR IMPLEMENTATION OF AFFIRMATIVE ACTION PLAN .............................................................................. 32

A. Responsibilities and Accountabilities ........................................................................................................................ 32 Director and Deputy Director and Assistant Directors................................................................................................... 32 Managers and Supervisors ............................................................................................................................................ 33 Affirmative Action Representative................................................................................................................................. 33


IV. GOALS AND OUTCOMES: JULY 1, 2017-JUNE 30, 2019 ............................................................................................. 34 A. Accomplishments ...................................................................................................................................................... 34 Past Goals ...................................................................................................................................................................... 34

Goal 1: Increase representation of women in middle management positions. ........................................................................... 34 Goal 2: Increase representation of people of color in middle and upper management positions............................................... 35

Barriers ................................................................................................................................................................................... 35 Strategy plan ........................................................................................................................................................................... 35

Goal 3: Create recruitment training with cultural competency awareness for managers. .......................................................... 36 Goal 4: Implement an exit interview program ............................................................................................................................. 36 Goal 5: Increase representation of certified Minority businesses in contracts. ........................................................................... 36

Other Accomplishments ................................................................................................................................................ 36 V. GOALS: JULY 1, 2019-JUNE 30, 2021 ......................................................................................................................... 37

The Oregon Youth Authority will focus on five specific goals for 20192021:................................................................. 37 Goal 1: Increase representation of persons with disabilities in all job categories. ...................................................................... 37 Goal 2: Increase representation of women and people of color in middle management positions ............................................ 37 Goal 3: Increase representation of diverse groups in professional positions. ............................................................................. 38 Goal 4: Partnership with Office of Inclusion and Intercultural Relations to share culturally responsive resources and spread

cultural awareness to staff........................................................................................................................................................... 38 Goal 5: Continued strategic outreach and advertising efforts devoted to diversity. ................................................................... 38

VI. APPENDIX A - STATE POLICY DOCUMENTATION ...................................................................................................... 38 VII. APPENDIX B – FEDERAL DOCUMENTATION ............................................................................................................ 39


I. OREGON YOUTH AUTHORITY

Oregon Youth Authority serves Oregon’s most delinquent youth, ages 12 thru 24, who commit

crimes before their 18th birthday. The agency exercises legal and physical custody of youth

committed to OYA by juvenile courts and physical custody of youth committed to the Oregon

Department of Corrections by adult courts. OYA serves approximately 536 youth in close-custody

facilities and an additional 766 youth on probation or parole in the community.

These young offenders’ criminal behaviors are manifested in substance abuse, aggression and

violence, sex offenses, anti-social behaviors, and gang activity. OYA staff and partners provide

these youth with a range of evidence-based treatment and education programs designed to

address the criminogenic factors that contributed to their criminal behavior. These services are

available to OYA youth on probation, in close-custody facilities, and on parole.

Mission

The mission of the Oregon Youth Authority is to protect the public and reduce crime by holding

youth accountable and providing opportunities for reformation in safe environments.

Objectives

OYA strives to achieve the following key operational objectives:

• Highly effective and efficient organization

• Integrated safety, security, and reformation system

• Engaged, healthy, and productive youth

• Engaged, culturally competent, and successful workforce

• Collaborative, communicative, and transparent leadership

OYA Agency Director

Joe O’Leary

530 Center Street NE, Suite 500

Salem, OR 97301-3777

[email protected]

503-373-7222


Governor’s Policy Advisor for OYA

Heidi Moawad

900 Court Street NE, Suite 254

Salem, OR 97301

[email protected]

503-986-6550

OYA Affirmative Action Representative

Laura DeLeon

Oregon Youth Authority Human Resources


Salem, OR 97301-3777

[email protected] 503-

373-7383

Other OYA Diversity Staff

Keeble Giscombe

Office of Inclusion and Intercultural Relations


Salem, OR 97301-3777

[email protected]

503-378-8145


OYA Organizational Chart

Organizational Structure

Director’s Office

The Director’s Office provides leadership for all agency operations. Functions include

Communications, Internal Audit, Research, Performance Management, Professional Standards,

Public Policy and Government Relations, and Rules and Policy Coordination.

Business Services

The Business Services division provides support for field and facility services. Functions include the

offices of Accounting and Payroll, Budget and Contracts, Human Resources, Information Services

and Physical Plant Operations.

In addition to managing internal information systems for the agency, Information Services provides

technical support for the statewide Juvenile Justice Information System. The Juvenile Justice


Information System (JJIS) is an electronic information system administered for counties and the

state by the Oregon Youth Authority. JJIS was established to promote public safety and youth

accountability, by containing all youth information to provide data to support rehabilitation efforts.

Health Services

OYA offers a level of health care consistent with community standards including preventive services, education about healthy living, and assessment and treatment for acute and chronic needs. The Health Services division provides medical and psychiatric care for all youth in close-custody.

Community Services

The Community Services division oversees the approximately 766 youth who are on probation and

parole in communities and provides case management services for OYA and DOC youth in close-

custody.

The purpose for parole and probation services is to enhance public safety and youth reformation

through:

• Supervision and monitoring of court-ordered conditions for youth in the community;

• Comprehensive case planning based on assessment of risk and needs, with services guided by

principles of effective correctional intervention; and

• Partnerships with other juvenile justice agencies, service providers, victim advocates and

families.

Parole and probation services include case management and planning services. Case management

begins with the development of a case plan, which includes risk-based supervision and services.

These services continue until case termination.

Probation services include both out-of-home and in-home community-based supervision and

treatment services.

Parole transition planning is initiated at the point of facility commitment. Services include

supervision and transition services when the youth offender returns to the community.

The OYA parole and probation field services:

• supervise and monitor compliance with court-ordered conditions of parole and probation;

• administer the OYA Risk Needs Assessment (OYA RNA) and coordinate all other identified

assessments through contracted providers;

• develop and implement individual offender case plans with youth and family involvement;

• coordinate resources that are selected and accessed based on the specific risk and needs of

each youth offender to provide the necessary level of supervision and structure;

• ensure services are gender and culturally appropriate;


• develop youth offender foster homes and community support services for youth offenders who

cannot remain at home;

• determine and apply appropriate levels of graduated services and sanctions;

• coordinate the quality assurance surveys at case termination;

• work with local schools at release, and identify other aftercare resources to facilitate successful

community re-entry;

• facilitate the role of the family in youth case planning;

• ensure youth offenders are accountable by coordinating and monitoring restitution, community

service, and victim-specific activities; and

• work in partnership with local juvenile departments to ensure coordination and efficiencies of

services.

Benton County 4185 SE Research Way Suite 100 Corvallis, OR 97333

Douglas County 283 SE Fowler #B Roseburg, OR 97470

Marion County 2001 Front St NE Ste 110 Salem, OR 97303

Clackamas County 45 SE 82nd Drive Ste 51B Gladstone, OR 97027

Jackson County 818 West 8th St Medford, OR 97501

Multnomah County 123 NE 3rd Ste 105 Portland, OR 97232

Clatsop County 818 Commercial St Ste 1 Astoria, OR 97103

Josephine County 301 NW F Street Grants Pass, OR 97526

Polk County 182 SW Academy St Dallas, OR 97338

Columbia County 244 Strand St St Helens, OR 97051

Klamath County 4036 S 6th Street, Ste 1 Klamath Falls, OR 97603

Tillamook County 201 Laurel Ave Tillamook, OR 97141

Coos County 400 Virginia Ste 114 North Bend, OR 97459

Lane County 115 W Eighth Ave, Ste 180 Eugene, OR 97401

Umatilla County 200 SE Hailey Ave Ste 304 Pendleton, OR 97801


Facility Services

The Facility Services division oversees approximately 536 youth offenders in OYA’s 9 close-custody

facilities who are placed there because they pose an unacceptable risk to the community. Youth

offenders are provided a continuum of services from intake to release to aid in their reformation.

Youth correctional facility programs provide the highest levels of security and structure within the

OYA close-custody system. These facilities are located throughout the state and serve diverse

populations. Operating capacities vary from MacLaren Youth Correctional Facility, serving 271

offenders, to smaller facilities, such as Eastern Oregon Youth Correctional Facility, serving 50

offenders. Facility programs are based on the principles of personal responsibility, accountability,

and reformation. Services focus on cognitive and behavioral interventions and skill building within

an environment, providing high security and structure.

• Eastern Oregon Youth Correctional Facility, Burns (50 beds).

• MacLaren Youth Correctional Facility, Woodburn (271 beds).

• Oak Creek Youth Correctional Facility, Albany (50 beds), serves a female population.

• Rogue Valley Youth Correctional Facility, Grants Pass (100 beds).

• Tillamook Youth Correctional Facility, Tillamook (50 beds).

Youth transitional facilities: Transition programs provide a bridge from the secure facilities to a

community placement. They provide youth the opportunity to continue treatment, attend school,

and build vocational skills. Youth work on community service projects, supervised work crews, and

community jobs to instill a work ethic, accountability, and responsibility through payment of

restitution to victims and the community.

• Camp Florence Youth Transitional Facility, Florence (25 beds).

• Camp Tillamook Youth Transitional Facility, Tillamook (25 beds).

• Riverbend Youth Transitional Facility, La Grande (25 beds).

• Young Women’s Transition Program, Oak Creek Youth Correctional Facility, Albany (20) serves

female population.

Crook County 308 NE 2nd Prineville, OR 97754

Lincoln County 225 West Olive Street Newport, OR 97365

Union County 1102 K Ave La Grande, OR 97850

Curry County PO Box 746 Gold Beach, OR 97444

Linn County 4400 Lochner Rd SE Albany, OR 97321

Wasco County 606 Court St The Dalles, OR 97058

Deschutes County 62910 OB Riley Rd, A204 Bend, OR 97701

Malheur County 2411 SW 4th Ave Ontario, OR 97914

Washington County 11200 SW Allen Blvd, #200 Beaverton, OR 97005


Volunteer Services

Volunteers are an integral part of the Oregon Youth Authority. OYA volunteers support positive

youth development in close-custody facilities and in community settings throughout Oregon.

Volunteers are valued by OYA for the significant work they do in supporting youth offenders’ pro-

social, educational, emotional, and spiritual growth.

Typical volunteer activities include mentoring and tutoring youth, leading religious and multicultural activities, providing life-skills and job-readiness coaching, sponsoring living units, assisting with vocational and work experience programs, and providing post-incarceration job opportunities.

To become an OYA Volunteer, individuals must fill out an OYA Volunteer application and they also go through the OYA Criminal Records Check and are checked through the Department of Human Services child abuse registry, OR Kids. The application has an optional section for those that wish to fill out their gender, ethnicity, and age, but it is not required.

OYA currently has approximately 506 volunteers serving within youth correctional facilities statewide.

The volunteer program is working towards an efficient tracking mechanism to be able to gather data around demographics.

Development Services

The Development Services division achieves sustainable practice change through the organizational alignment of project management, program development, training, and implementation of agency initiatives that have multidivisional impact, require intentional focus, and are fundamentally related to comprehensive youth development programming. The work of Development Services is based on the principles of Positive Human Development.

The Office of Inclusion and Intercultural Relations (OIIR), within the Development Services division,

is established on the principles of honoring and recognizing diversity— diversity that exists within

OYA’s youth population, and the diversity that exists within OYA’s staff. OIIR is not only meant to

help maintain a culturally and ethnically diverse workforce, but also to improve youth outcomes.

OIIR helps guide OYA staff address the array of personal and societal issues that face minority youth

in the juvenile justice system. The purpose of OIIR is to support OYA’s mission by providing

leadership, advocacy, and guiding principles to assist OYA in its ongoing efforts to become a

culturally competent and a culturally responsive organization. OIIR works with youth and staff to

address the complexities of maintaining a culturally and ethnically diverse agency. OIIR supports

OYA in embracing the values and strengths of all cultures and the implementation of culturally

relevant gender-specific and language-appropriate treatment services which empower youth.


II. AFFIRMATIVE ACTION PLAN

Agency Diversity and Inclusion Statement


Employment

The agency continuously strives to promote equity in the hiring process and to enhance hiring

practices.

Hiring

• Diversifying interview panels.

• Strategic diversity advertising package for every open competitive announcement.

• Ensuring that all new hires attend New Employee Orientation.

Retention

• Offer Cross Cultural Communication training to all staff.

• Encouraging staff to participate in cultural events across the agency (e.g. guest speakers, sweat

lodges)

Promotion

• Management continuously works to develop staff and present opportunities for growth and

professional development.

Succession Planning

• Agency has recently received the Succession Planning Guide from the Department of

Administrative Services.

As the agency continuous to promote equity, there has been an increase in women and people of color

in Upper/Middle management positions. Also, a two percent increase of people of color in the total

workforce of the agency.

Training, Education and Development Plan

OYA Employees

• All OYA staff attend a 32-hour New Employee Orientation training.

• Direct care staff receive an additional 72 hours of Basic Training and 40 hours of On-the-Job

Training/Job Shadow.

• All OYA staff participate in Maintaining a Harassment Free and Professional Workplace Training

presented by OYA Human Resources analyst team

• Staff also attend trainings provided by the Office of Inclusion and Intercultural Relations.

Annual mandated training:


• All staff take Maintaining and Harassment Free and Professional Workplace and Preventing

Sexual Harassment training through iLearn

• All staff receive approximately six hours of various policy update training per year

• Direct care staff receive an additional 20 hours of refresher training per year:

Mandatory Child Abuse Reporting

Suicide Prevention

CPR/First Aid

Personal Protection/Physical Refreshers

Ongoing optional training:

• Treatment curriculum trainings (Changing Offender Behavior, Seeking Safety, etc.) are provided

one to four times per year

• Applied Suicide Intervention Skills Training (ASIST) is provided one to four times per year

OIIR Cross Cultural Communication Training at NEO and OYA Cultural Competency/Diversity Training

Each new hire is required to attend New Employee Orientation (NEO). OYA has broken NEO into two

phases for training, new hires will attend NEO in the first weeks of their employment with the agency,

and then an advanced academy after they have been employed with OYA for at least six months.

The Cross Cultural Communication training is incorporated into NEO and is required for each new hire.

New Employee Orientation is held monthly.

OIIR has an additional training called OYA Cultural Competency / Diversity. The definition of this

training

“Culture refers to integrated patterns of human behavior that includes the language, thoughts,

communications, actions, customs, beliefs, values and norms of racial, ethnic, religious, or social

groups. Cultural competency is congruent attitudes, behaviors, and skills supported by policies and

procedures within systems and agencies that guide individuals to respond to culturally diverse

individuals, families, and communities in an inclusive, respectful, and effective manner.”

Attached below is the NEO Cross Cultural Communication lesson plan for reference.


Volunteers

• A required four-hour training is conducted by the youth correctional facilities for all volunteers.

The facilities maintain records on how often the training is offered and who has been trained.

• The volunteer training includes the following topics:

The philosophy and purpose of volunteer services at OYA;

Ethics and boundaries;

Contraband awareness;

Harassment-free workplace;

Suicide prevention; Religious volunteers; and

Applicable OYA policies.

• All volunteers also take the mandatory statewide Maintaining a Harassment Free and

Professional Workplace and Preventing Sexual Harassment trainings through iLearn.

Contractors, Vendors and Teachers

• Typically, contractors and vendors who provide direct service to youth attend NEO and Basic

training with OYA staff.

Positive Human Development

Positive Human Development (PHD) guides how we work with OYA youth, and how staff work with

each

other. PHD represents a significant cultural shift from a traditional corrections mindset to a

developmental approach. This approach relies on research on juvenile brain development,

developmental psychology, and the effectiveness of what interventions are most effective in helping

youth mature into productive, crime-free adults. Our goal is to create a PHD culture for both youth and

staff that provides a foundation of safety and security while consistently providing supportive

relationships, offering meaningful participation, and maintaining high expectations in opportunity-rich

settings where engagement, learning, and growth are natural developmental outcomes. The PHD

culture means support for staff and support for youth are two halves of one whole; if staff receive the

support they need to succeed in their jobs, they can better help youth succeed in improving their lives.

Positive Human Development: Leading for Change

In 2016, OYA began a new series of Positive Human Development (PHD) trainings specifically targeting

the needs of leaders and supervisors in our agency. PHD is firmly taking root throughout OYA and is

helping to shape the future of the work we do in our communities and in our facilities. The goal is to

support our leaders in becoming culture change agents and supporting the staff and youth of our

organization in achieving great outcomes. OYA places a high value on our leaders and is committed to


providing employees the tools they need to do their jobs as effectively. When combined with staff

experience and professional judgement, this training will enhance the ability to make informed and

more productive decisions, to empower the employees to be more successful, to build trusting and

loyal teams, and to help lead our agency into the future.

The Leading for Change trainings have continued since 2016 and have become part of the fabric of

support the agency offers its leaders. Each module builds upon the last, and is an investment in our

agency's leadership to help move our organization, its people, and the youth we serve into a better

way of doing business and achieving our mission.

Programs

Internships

OYA has an informal internship program and interns are recruited at the discretion of the manager. We

currently do not track the number of internships OYA engages in, nor the demographics of those who

intern.

Mentoring

There are currently no formal mentoring programs available at OYA. However, the OYA Training and

Advisory Council continues to have conversations to develop a mentoring program. As part of this

mentoring program, there will be a segment on cultural competency and sensitivity. This will include

elements on ethnicity, gender, disability, and LGBTQQI equity.

Cross-Cultural Communication Training

The Office of Inclusion and Intercultural Relations trains Cross Cultural Communication within the

agency. These trainings are delivered in several forums. In collaboration with the OYA Training

Academy, a three-hour presentation is given during New Employee Orientation to give exposure to the

culture and environment of the organization.


Additionally, an expanded version is given to facility staff in a half-day training. Prior to the half-day

training, OIIR partners with facility leadership to ensure the needs of the facility are met, based on the

experience, comfort level, and abilities of the facility staff and leadership. OIIR also partners with

community programs in a half-day training, which focuses on the needs of community programs. These

trainings are broken into smaller groups with plenty of time for open forum discussion and specific

scenario dissection.

The uniqueness of Cross Cultural Communication is the ability to tailor the training to the specific

needs of any environment. The training promotes dialogue, group interaction, and is non-threatening.

In partnership with community resource vendors and Basic Rights Oregon, OIIR has been able to

provide staff with basics to terminology and support for providing service to LGBTQQI youth. These

are four hour trainings where staff is given LGBTQQI history and is led in an open discussion on how to

address the "what ifs" and "how tos." OYA youth have a separate training provided by the same

vendors addressing some of the same topics so youth have an opportunity to share their concerns,

fears, desires and expectations. This training is supported at the facilities by holding support groups

for youth.

OIIR Partnerships

OIIR currently supports African-American, Native American, and Latino advisory committees. The

Committees meet monthly (except the Native American group which meets quarterly). Each

committee has a community chair and community members who engage in making recommendations

to the department for the specific youth within their cultural group. Committee members also visit

facilities and engage with staff and youth and other divisions within the agency. Advisory committees

provide support to youth and families and work to assist with supporting and guiding the department

on meeting the cultural needs of their communities.

OIIR has developed a strategic relationship with the Mexican Consulate to support youth and families

of undocumented youth who may be faced with deportation. This relationship has resulted in clear

policy development and guidelines for working with, interviewing, transporting, and processing

undocumented youth. Families are given guidance on supporting their youth through this complex

system. This alliance and partnership has resulted in relieving stress and concern for youth and families

as well as provided better support to OYA and the Department of Corrections staff.

OIIR also participates in bi-monthly meetings with the City of Portland Police Department's Community

Peace Collaborative. This partnership allows OIIR to engage directly with the largest communities

which feed into the juvenile justice system. OIIR engages in identifying transition resources and

community outreach services for youth and families.

OIIR supports significant cultural events within each of OYA’s youth correctional facilities. They

currently support and partner to bring community volunteers for Black History Month, Hispanic

Heritage Month,


LGBTQ Pride, Native American Solstice, Native American POW WOWs, Luaus, and Multi-Cultural

Festivals. All of these events are educational and celebratory events for youth, families, staff, and

communities. They incorporate, history, food, and cultural specific activities.

State Diversity Conference

Along with several other state agencies, OYA has been a co-sponsor of the annual State Diversity

Conference for years. Each year employees from across the agency participate in the workshops and

engage in the presentations. This two-day event continues to be successful.

Career Fairs

Oregon Youth Authority’s outreach is a continued effort from everyone within the organization

throughout the entire year. Various units within OYA attend career fairs at the major universities in

their regional areas in Oregon that have either Juvenile Justice and/or Criminal Justice programs.

Human Resources attended a variety of career fairs in the last biennium including the Urban League of

Portland, Veteran’s Expo, Corrections Career Fair hosted by the Department of Public Safety Standards

Training, Criminal Justice Career Fair, Black Student Success Summit, and the City of Portland Diversity

Day. Advertising is also a part of the outreach effort.

Social Media

The communications unit at OYA posts the job announcements on the OYA Twitter account, LinkedIn

networking page, and the various Facebook pages within the agency. Communications also sends out

information to the public through social media about upcoming events that Human Resources will be

attending and hope to promote the agency as an effort for interested individuals to come find out

more about opportunities in our organization, in addition to volunteer opportunities as well.

Community Events/Festivals

The Office of Inclusion and Intercultural Relations (OIIR) creates ethnic events and festivals where

families and community groups are invited to participate. Additionally, staff outside the OIIR unit help

plan and participate in these events.


Trade Specific Events

The OYA Contract’s Office attends several trade events each year. A few of the trade shows are

specifically geared toward women and minority owned businesses. OYA attends as many of these as

we are made aware of.

Diversity Awareness Program

Through OIIR, the agency has three advisory councils: Latino, African American, and Native American.

Each advisory council is made up of OYA staff from different units of the department and key

community stakeholders. In addition, the Native American Advisory Committee is made up of

representatives from each of Oregon’s nine federally recognized tribes. The mission of the advisory

councils is to advocate for youth of color in the services they receive within OYA and the community.

The three councils also promote recruiting staff of color, increasing cultural competency and sensitivity

to all OYA staff.

Diversity presentations and/or activities: As mentioned earlier, OIIR puts together ethnic festivals and

celebrations, in which many staff participate. This outreach has influenced all youth and staff to

understand and respect people who belong to backgrounds and cultures other than their own.

Particularly in the case of the youth, these activities can help them develop positive connections to

their own cultural heritage.


Executive Order 17-11


Statewide Exit Interview Survey

We revised our policy to indicate the manager’s responsibility to offer the exit interview to all

departing employees. Departing employees are now notified in writing that they can have an exit

interview. The departing employee can elect to have one or not. During this biennium, managers will

continue to encourage separating staff to take the exit interview.

Performance Evaluations of all Management Personnel

All management personnel should receive an annual performance appraisal where the following points

are evaluated:

• understands OYA’s affirmative action objectives and actively seeks to achieve goals;

• promotes and fosters a diverse workforce and discrimination/harassment-free workplace;

• recognizes value of individual and cultural differences; creates work environment where

individual differences are valued;

• consistently treats customers, stakeholders/partners, co-workers with dignity and respect;

• values diverse viewpoints; and

• actively solicits and engages diverse groups in program planning and implementation.

Status of Contracts to Minority Businesses (ORS 659A.015)


Last biennium, 6 out of 157 contracts*, or 3.68 percent of contracts (accounting for $360,374.00 or

0.91 percent of all contract money), were awarded to women and minority owned businesses certified

with the Certification Office of Business Inclusion and Diversity (COBID). This is an improvement over

the last biennium, where only 2.33 percent of contracts were awarded to women or minority owned

businesses. The Procurement Unit is working to improve those numbers for the next biennium. In an

effort to increase the number of contracts that are awarded to COBID certified firms, OYA Procurement

Unit is continuing to have conversations directly with COBID and leveraging COBID resources to help

increase service contracts that are awarded to women and minority owned businesses. OYA will

continue to capture certification status early in the contracting or solicitation process, partnering with

COBID to participate in outreach in the COBID Community, and attending industry trade shows and

conferences to increase our potential to connect with COBID firms.

* construction, service and personal service contracts

III. ROLES FOR IMPLEMENTATION OF AFFIRMATIVE ACTION PLAN

A. Responsibilities and Accountabilities

Director and Deputy Director and Assistant Directors

Director Joe O’Leary and deputy director Nakeia Daniels work continuously to foster and promote to all

employees the importance of a diverse, discrimination- and harassment- free workplace. They ensure

and articulate throughout the Agency a positive work climate concerning the goals of the Affirmative

Action/Equal Employment Opportunity (AA/EEO) and Diversity programs. They ensure that the

Assistant Directors, Superintendents, Camp Directors, Parole/Probation Supervisors, and Program

Managers understand they are responsible for participating in and promoting Affirmative Action

activities, and for communicating this same responsibility to their subordinate managers and

supervisors. The effectiveness of managers and supervisors will be evaluated based on their

Affirmative Action (AA) efforts and results, in conjunction with other managerial responsibilities.

Director O’Leary and deputy director Nakeia Daniels participate in and receive training in AA concepts

and apply such philosophy in their day-to-day work, discuss during staff meetings, and publicize AA

activities to both employees and the general public. They both attend EEO/AA and other diversity-

related training to stay informed about current issues.

The leadership in the director’s office is always actively participating in events within OYA and within

state government. Many members attend the many Multicultural events, whether it is a Pride day at a

facility or a featured guest speaker, or a POW WOW. While these are just some events and issues that

the leadership at Oregon Youth Authority stands by and supports, they continue to focus on efforts


and activities to support OYA’s workforce diversity goals and continue to focus on efforts to support

OYA’s Cultural Competency principles.

Managers and Supervisors

The managers and supervisors at OYA continuously work hard to promote and foster a positive

nondiscrimination climate and a work environment where employee’s rights are respected. OYA

management teams participate in and ensure that all subordinate managers/supervisors receive an

orientation on the agency’s AA goals and responsibilities, understand their own responsibilities for

helping promote the AA goals and objectives in their area, apply such philosophy in their day-to-day

work, and publicize AA activities to both employees and the general public.

Managers and supervisors periodically review training programs, hiring, succession planning, and

promotional patterns to remove impediments to the attainment of goals and objectives. Management

conducts periodic reviews to ensure:

1. AA and EEO and Americans with Disabilities Act Amendments Act (ADAAA) information is

properly displayed on appropriate boards;

2. all facilities for the use and benefit of employees and youth are in fact accessible both in

policy and use; and

3. women, people of color, persons with disabilities and older employees are afforded a full

opportunity and are encouraged to participate in education, training, recreational, and

social activities sponsored by the agency.

Management teams accommodate requests for alternate formats made by applicants, employees, or

clients. They identify problem areas in practices and procedures, and work to find solutions to those

problems. They attend EEO/AA and other diversity-related training to stay informed about current issues.

There is a continued effort and conversations to focus on efforts and activities to support OYA’s

workforce diversity goals and OYA’s Cultural Competency Principles

Managers work with Human Resources when a discrimination complaint is filed, including a

collaborative approach to make recommendations for appropriate action. Managers assist in

recruiting, appointing, retaining qualified women, people of color, and people with disabilities.

Some of the events that the management teams have participated in the last biennium are workshops

in African Drumming, several speakers with diverse backgrounds such as Dr. Angela Davis and DeRay

McKesson.

Affirmative Action Representative

Oregon Youth Authority structured the affirmative action representative position in combination with a

Human Resource Analyst 2, as the recruitment program coordinator.


The affirmative action representative represents the agency at the Governor’s affirmative action

meetings and shares the information from those meetings with the Human Resources (HR) department

and other meetings within the agency. This position assists in developing strategies and outreach

efforts to attract and retain a diverse workforce by working with other units across the agency. This

position also assists in analyzing employment data, identifying problem areas, and developing

implementation strategies.

The affirmative action representative is also the recruitment program coordinator (Human Resource

Analyst 2) in Human Resources. This position maintains contact with minority and women

organizations and community groups for outreach and community connection by attending the OYA

Advisory Committees.

The representative assists in preparing affirmative action reports and the agency’s affirmative action

plan and helps partner with HR analysts and informs management of law and rule changes in the equal

employment opportunity, affirmative action and Americans with Disabilities Act Amendments Act

areas. If any complaints are filed, this position works with HR analysts to promptly and thoroughly

investigate internal and external (BOLI, EEOC, etc.) complaints of employment discrimination and

harassment.

Human Resources trains and inform administrators, managers, supervisors, employees, volunteers, and

contractors/vendors at New Employee Orientation as to their rights and responsibilities under the

Agency’s Affirmative Action Policy, and other Agency policies to eliminate any harassment based on

race, color, religion, sex, gender, sexual orientation, national origin, age, or disability.

IV. GOALS AND OUTCOMES: JULY 1, 2017-JUNE 30, 2019

A. Accomplishments

Past Goals

Goal 1: Increase representation of women in middle management positions.

The representation of women in upper management positions (salary range 31 and above or PE/M D

and above) was 44.6 percent. Representation of Women in middle management positions (Salary

Range

24-30) was 41.5 percent. This was an increase since the 2015-2017 biennium report. Middle

management positions included Principal Executive/Manager A, B, and C classifications (e.g., treatment

managers, field supervisors, unit managers, and program directors).

Barriers

The agency had historically filled these positions from within the workforce through promotional

opportunities. Group Life Coordinator (GLC), Youth Corrections Unit Coordinator (YCUC), Juvenile


Parole/Probation Officer (JPPO) and Juvenile Parole/Probation Assistants (JPPA) positions had

traditionally been dominated by males, due to stereotypes and limited career opportunities for women

in Corrections. The availability of trained and experienced female applicants was limited in the past.

Strategy Plan

• Continue efforts to recruit women into Group Life Coordinator, Youth Corrections Unit

Coordinator, Juvenile Parole/Probation Officer and Assistant positions, the largest promotional

pool within the agency.

• Continue good faith effort to have all departing employees complete exit interviews and analyze

findings.

• Use open competitive job announcements to attract outside applicants.

• Use Work-Out-of-Class or Job Rotational opportunities to develop women in managerial positions.

• Advertise vacant management positions on a variety of Internet Sites, diversity meetings,

college/university employment boards, and other venues.

• Develop strategy plans and provide career progression paths for promotion from middle

management to upper management positions.

Outcome

We achieved our goal by increasing representation of women in middle management positions by 3.1

percent.

Goal 2: Increase representation of people of color in middle and upper management positions.

The representation of people of color in middle and upper management positions was 13 percent.

Upper and Middle levels of management are defined as salary range 24 and above.

Barriers

The agency had historically filled these positions from within the workforce through promotional

opportunities. The agency was actively using open competitive announcements to attract a diverse

pool of applicants to fill these positions.

Strategy plan

• Advertise vacant management positions in a variety of minority newspapers, Internet Sites,

diversity meetings, college/university employment boards, and other venues.

• Continue good-faith effort to have all departing employees complete exit interviews and analyze

findings.

• Use open competitive job announcements to attract people of color to apply.


• Use Work-Out-of-Class or Job Rotational opportunities to develop people of color in these

positions.

• Target recruitment efforts at Job Fairs at Oregon State University, University of Oregon, Portland

State University, Western Oregon University, Eastern Oregon University and community colleges.

Outcome

We achieved our goal of increasing representation of people of color in middle and upper management

positions by 5.4 percent.

Goal 3: Create recruitment training with cultural competency awareness for managers.

Outcome

OYA did not achieve this goal.

Goal 4: Implement an exit interview program

We revised our policy to indicate the manager’s responsibility to offer the exit interview to all

departing employees. Departing employees are now notified in writing that they can have an exit

interview.

Outcome

During the biennium, managers encouraged separating staff to take the exit interview.

Goal 5: Increase representation of certified Minority businesses in contracts.

In an effort to increase the number of contracts that are awarded to COBID certified firms, OYA

Procurement Unit is continuing to have conversations directly with COBID and leveraging COBID

resources to help increase service contracts that are awarded to women and minority owned

businesses.

Outcome

The agency has increased the representation of certified Minority businesses in contracts by 1.35 percent.

Other Accomplishments

Diversity Advertising Plan

During the 2017-2019 biennium the human resource team developed a Diversity Advertising plan for

each open competitive announcement/recruitment. This was created to assist the agency in their

strategic diversity outreach plan. Each announcement automatically posts to diverse group websites:

diversityjobs.com, veteranjobs.net, latinojobs.org, disabilityjobs.net, wehirewomen.com,

africanamericanhires.com, alllgbtjobs.com, asianhires.com, allbilingualjobs.com, allhispanicjobs.com.

Additionally, each announcement that has a specific industry function will automatically be posted to


the following sites matching their industry: jobsinit.org, computerjobs.net, jobsinfinance.org,

allanalystjobs.com, jobsinsoftware.org, jobsinaccounting.org.

V. GOALS: JULY 1, 2019-JUNE 30, 2021

The Oregon Youth Authority will focus on five specific goals for 20192021:

Goal 1: Increase representation of persons with disabilities in all job categories.

Goal 2: Increase representation of women and people of color in middle management

positions.

Goal 3: Increase representation of diverse groups in professional positions (e.g. Registered

Nurse, Information Systems Specialist positions).

Goal 4: Partnership with Office of Inclusion and Intercultural Relations to share culturally

responsive resources and spread cultural awareness to staff.

Goal 5: Continued strategic outreach and advertising efforts devoted to diversity.

Goal 1: Increase representation of persons with disabilities in all job categories.

Strategy Plan


• Continued participation at recruitment events tailored for persons with disabilities (e.g. Goodwill

Industries, Incight)

Timeline

Ongoing

Goal 2: Increase representation of women and people of color in middle management positions

Strategy Plan

• Use open competitive job announcements to attract women and people of color.

• Use Work-Out-of-Class or Job Rotational opportunities to develop women and people of color in

these positions.

• Strategically advertise vacant management positions in a variety of minority newspapers, Internet

Sites, diversity meetings, college/university employment boards, and other venues in addition to

the agency standard diversity plan.

Timeline

Ongoing


Goal 3: Increase representation of diverse groups in professional positions. Strategy Plan


• Use open competitive job announcements to generate diverse pools.

• Review composition of interview panel members.

Timeline

Ongoing

Goal 4: Partnership with Office of Inclusion and Intercultural Relations to share culturally responsive

resources and spread cultural awareness to staff.

Strategy Plan

• HR to network internally with the OIIR team to combine cultural awareness efforts to staff.

• HR to continue to attend the African American, Native American, and Latino advisory council meetings.

Timeline

Ongoing

Goal 5: Continued strategic outreach and advertising efforts devoted to diversity.

Strategy Plan

• Participate in local job fairs.

• Participate in a variety of civic and community events.

• Network with various diversity groups and associations to promote the agency.

Timeline

Ongoing

VI. APPENDIX A - STATE POLICY DOCUMENTATION

Link to documentation

https://www.oregon.gov/gov/policy/Documents/State_Affirmative_Action.pdf




A. ADA and Reasonable Accommodation Policy (Statewide Policy 50.020.10)

B. Discrimination and Harassment Free Workplace - (Statewide Policy No.50.010.01)

C. Employee Development and Implementation of Oregon Benchmarks for Workforce Development

(Statewide Policy 50.045.01)

D. Veterans Preference in Employment (105-040-0015)

E. Equal Opportunity and Affirmative Action Rule (105-040-0001)

F. Executive Order 17-11

VII. APPENDIX B – FEDERAL DOCUMENTATION Link to documentation

A. Age Discrimination in Employment Act of 1967 (ADEA)

B. Disability Discrimination Title I of the Americans with Disability Act of 1990

C. Equal Pay and Compensation Discrimination Equal Pay Act of 1963, and Title VII of the Civil

Rights Act of 1964

D. Genetic Information Discrimination Title II of the Genetic Information Nondiscrimination Act of

2008 (GINA)

E. National Origin Discrimination Title VII of the Civil Rights Act of 1964

F. Pregnancy Discrimination Title VII of the Civil Rights Act of 1964

G. Race/Color Discrimination Title VII of the Civil Rights Act of 1964

H. Religious Discrimination Title VII of the Civil Rights Act of 1964

I. Retaliation Title VII of the Civil Agency Affirmative Action Policy

J. Sex-Based Discrimination Title VII of the Civil Rights Act of 1964 K. Sexual Harassment Title VII

of the Civil Rights Act of 1964

https://www.oregon.gov/gov/policy/Documents/Federal_Affirmative_Action_TitleVII.pdf

https://www.oregon.gov/gov/policy/Documents/Federal_Affirmative_Action_TitleVII.pdf


www.oregon.gov/oya