dei strategic plan

DEI STRATEGIC PLAN

2021-2024

1

DEI STRATEGIC PLAN 2021-2024

Dear Rip City,

We have always led with our mission and values through every moment in our history, The Trail Blazers and Rip City managementstrive daily to be top performers and not be bystanders to change and humanity.

As part of our commitment to DEI, we have made ongoing efforts to execute our strategic plan spanning across our business. The plan was created, has been executed and will continue to be executed and innovated by stakeholders throughout the company. Thisstrategic plan includes:

- A compelling DEI vision, plan and business case developed and communicated internally and externally and embedded in all company policies and procedures

- Development of DEI goals and milestones with leadership and staff being held accountable for a commitment to advancing DEI at the company and having all staff see themselves as leaders in this work

- A culture where diverse perspectives are engaged and valued across the company, relationships are valued and there is a culture of respectful transparency and feedback

- A commitment to accessible and equitable recruitment, retention, advancement, and reflection of the diversity of the labor market at all levels of the company

- An atmosphere of inclusion leveraging the creativity and connection diversity can bring to drive product innovation and sales and uphold exceptional levels of service

- The advancement of DEI internally and externally by utilizing community partners empowering historically underserved communities to be drivers of equity within their own communities

- A diverse supplier base and ensuring our supplier base influences the landscape of the supplier industry

This is a journey with considerable distance still to cover, and lots to learn along the way. We welcome everyone to share in our journey and believe as we do – we’re all part of Rip City.

Sincerely,

Chris. D. McGowan, President & CEO

A MESSAGE FROM THE PRESIDENT

2


Rip City,

When we announced our commitment to diversity, equity, and inclusion in 2016, we made it clear there is no finish line in mind. Our goal is to leverage our voices to create awareness around the issues, both internally and externally. As an organization we have created a strategic plan which addresses the disparities experienced by our staff and community. Our current plan has seven focus areas: vision, measurement and accountability, inclusive culture, talent management, brand, service and sales, social responsibility, and supplier diversity.

Furthermore, our organization has taken a stand against racial injustice and the blatant racial inequities and racism culminating throughout our country. As such, the creation of the Racial Injustice Fund of the Trail Blazers Foundation allows us to leverage our position, platform, resources, and influence to help fight the injustices occurring in society today. We are dedicated to doing the work it takes in this space. This commitment includes:

- Continuing to strengthen and structure our organization to combat institutional and systemic racism within our company andthe sports sector

- Amplifying and augmenting voices in our company and community that are leading racial injustice work- Financially investing in community-based nonprofit organizations that have been leading racial injustice work

- Encouraging our fans and supporters to use their own voices for positive change in their communities

Looking forward, we hope to see the positive impacts being made, though the goal revolves around guaranteeing the same safe and secure quality of life for everyone in our community and country. We will not remain silent or be complacent and our commitment is about more than just improving our organization. After all, we are all part of Rip City.

Ashley Clinkscale , Senior Vice President of Communications, Community and Diversity

SENIOR VICE PRESIDENT OF COMMUNICATIONS, COMMUNITY AND DIVERSITY

3

Rip City brings people together to create lasting memories through the power of sports and entertainment.Our organization has an opportunity and responsibility to positively impact our staff, players, fans, andcommunity. As such, we are committed to advancing diversity, equity, and inclusion within our organizationand our community, which includes:

• Providing a safe and welcoming environment that champions differences and embraces therespectful open expression of ideas that are free from hateful, racist, profane, violent orharassing behaviors or comments.

• Ensuring that our policies, practices and programs consider and seek to address societal inequities that disproportionately impact specific groups.

• Utilizing our platform and resources to positively impact people throughout our community who have been underserved.

• Cultivating a staff that reflects the community we serve and an inclusive culture where multiple perspectives are valued.

We ask that you join us in this journey, and that you continue to advance this work within your own sphere of influence.

DIVERSITY, EQUITY AND INCLUSION STATEMENT

4


DIVERSITY, EQUITY AND INCLUSION DEPARTMENT

Ashley ClinkscaleSVP Communications, Community &

Diversity

5

Jenn HunterSenior Director of DEI

Alexis McKinneyDEI Content Specialist

Larrisa CarterDEI Manager

• Formation and strong internal participation of Inclusion Council and Black Employee Network

• Implementation of Celebration Night Games and expansion to Latinx, Pride, and Women in Sports Night

• Demonstrated commitment to equity by the diverse amount of Trail Blazer Foundation grant recipients amongst wide array of communities anddemographic backgrounds

• Provided various opportunities for DEI staff engagement & trainings through Lunch N’ Learns, Courageous Conversations, and all-stafftrainings

• Incrementally increased staff satisfaction with how Trail Blazers/RCM demonstrates a commitment to equity & Inclusion to over 80%

• Developed Supplier Diversity Application & OAME partnership and framework for Supplier Portal

• Departments worked effectively to shared external vision & brand alignment with equity and support of social justice efforts

• P&C provided excellent work flexibility/remote working options for staff to increase work efficacy away from the office


2 0 1 7 - 2 0 2 0 Highl ights

rosequarter.com/inclusion 6


AREAS OF IMPACT VISION STATEMENT

Leadership

A work environment that exhibits and integrates the principles of equity and inclusion in everything they do, can only occur when leadership demonstrates a strong alignment and active reinforcement of the organization’s commitment to the values and outcomes of equity and inclusion within the workplace.

Talent ManagementThe company practices accessible and equitable recruitment, retention and advancement, and reflects the diversity through all levels of the company.

Inclusive Culture Diverse perspectives are engaged and valued across the company, relationships are valued, and there is a culture of respectful transparency and feedback.

Social Responsibility

The company continuously works towards the advancement of DEI internally and externally utilizing community partnerships that empower historically underserved communities to be drivers of equity within their own communities.

Brand, Service & SalesThe company has an atmosphere of inclusion that leverages the creativity and connection diversity that brings to drive product innovation and sales and uphold exceptional levels of service.

Supplier Diversity The company has a diverse supplier base and influences the landscape of the supplier industry.

Measurement and Accountability DEI goals and milestones developed and leadership and staff hold each other accountable for a commitment to advancing DEI at the company; all staff see themselves as leaders in this work.

INT E

RN

A L EXTERNAL

FOUNDATI ONAL

NLUSIVECU

TURE

TAI LEC NTMANA

LGE

MENT

BRAND,SERIC

&SALS

SOCIALRES VPO ENS

BIEI TY

VISION

SUPPLIERDIV IER LS ITY

VISION STATEMENTS

7


Alignment and Continued Leadership

GOALS METRICS

Leadership Engagement and Policies

• Leadership demonstrates commitment to supporting innovation and progress with respective departments.

• 100% leadership participation in DEI related programming, boards/groups and events.• By year 2, leadership will engage in mentor and leadership development opportunities with

entry level to mid management staff.

Further DEI Expansion and Alignment across Organization• Regular check-ins with Vulcan DEI leadership.• Use DEI to continue being more intentional in advancing the Trail Blazers brand and align

with Vulcan Sports & Entertainment DEI goals.

8


Advancing Organizational Talent Diversity

GOALS METRICS

Talent Acquisition & Recruitment• Improve diverse talent acquisition methods Review and analyze

hiring cycles, reduce barriers and increase diverse candidate pools and hiring.

• Develop a pipeline through relationship building and the creation of a BIPOC focused summer internship program

• After establishing current 2021 baseline, by 2024 show incremental increase/gain of overall diverse candidate pools.

• Inclusion Board will have used consistent interview questions, provided semi-annual feedback regarding quality of candidate pools, and report positive information on candidates and diverse hires.

• Show an increase of new diverse staff hires via national recruitment sources.

Onboarding• Require DEI on-boarding training for all new staff entering

organization• Integrate a new-hire program to help new employees integrate in

organization, learn Trail Blazer History, provide feedback and receive assistance in new roles.

• Distribute and receive 6-month feedback surveys from 100% of all new hires.• 80% of new hires within 6 months feel they have a good understanding of culture and processes

within the organization.

Retention• Expand Business Resource Groups impact within the organization• Develop Women & BIPOC focused development and leadership

training/resources• Develop an Internal fellowship/Leaders of Tomorrow program

• The BRG to Inclusion Board feedback/recommendations pipeline has resulted in new policies or initiatives.

• Survey feedback from women in organization shows satisfaction and feelings of support in their career and development at 75% or higher.

• Continue equity pay review with consistent positive and equal pay results across demographics.• From current 2021 baseline, track BIPOC and Women employees retention rates and trends.

9


INCREASE AND CONTINUE THE DEVELOPMENT OF INCLUSIVE INTERNAL CULTURE

GOALS METRICS

Rip City Inclusion Groups • Expand initial Inclusion Council framework to provide more

opportunities for staff to engage across multiple options.

• Inclusion Board will provide yearly report and recommendations to senior leadership during annual retreat.

• Ally Council will receive 5 trainings per year and surveyed for understanding and satisfaction.

DEI Training & Continued Learning Opportunities• Grow and Expand DEI Training content opportunities• Expand and strategize opportunities to build in-house DEI team

talent.

• DEI department report updates on outcomes of training and learning programs.• Track offerings/trainings provided to BRG’s.

Policy and Strategy Review• Streamline internal policy review and feedback channels.

• Will track individual identified department DEI related goals for yearly progress of minimum 80% organizational wide completion each FY.

• Provide a DEI dashboard/scorecard of individual departmental DEI outcomes.

Personnel and Stakeholders• Offer personnel support and assistance from DEI staff.• Increase communication of DEI progress to stakeholders.

• Increased communication of DEI progress to internal & external stakeholders.• Track number of confidential incidents/reports, one-on-ones with manager, mediation

requests and P&C referrals.

10


SOCIAL RESPONSIBILITYGOALS METRICS

Community & Fan Engagement• Identify and create a database/CRM tool to support targeted Social

Responsibility/External/ Fan Engagement/DEI efforts.• Utilize equity filter, demographic and socioeconomic data when

planning community events or engagement.• Increase Volunteerism opportunities with Trail Blazer Staff and

diverse communities.

• By Fall 2021 utlize a fully operational and sortable CRM system.• Post event survey data with 75% or higher satisfactions and consistent positive feedback

trends shown across events.• Track participation of staff in volunteer events throughout each FY; incrementally increase

volunteer participation yearly.

Philanthropic Giving• Identify and increase financial investments in underserved

communities.• Expand Racial Injustice Initiative impact and outreach.

• Develop and partner with neighborhood community organizations in areas targeted for court rehabs.

• All organizations receiving RII funding report semi-annual status updates provided by DEI dept.

11


BRAND, SERVICE AND SALESGOALS METRICS

Marketing & Brand Awareness • Expand cross-functional marketing and brand synergy to provide

season-long campaigns or feel.• Buildout and expand information and highlights on current DEI page

of website.

• Measure and track web traffic and interaction trends related to DEI content.• After year two, identify an increase or decrease in fan retention after identity-themed

nights.• DEI theme nights (group sales or celebration nights) post-event guest experience

satisfaction ratings of 75% or higher.

Corporate Partnerships• Increase DEI related partnerships with current and future partners.

• Increased long-term social/DEI related corporate partner activations and programming opportunities.

• Track percentage of corporate partners with a social/DEI related program with Trail Blazers.• Track/Provide data on corporate partners with internally diverse workforces, boards and DEI

initiatives/strategies.

Innovation• Continue to develop digital accessibility options to enhance/support

fan experiences.• Continue to develop innovative ways to track fan demographics and

sales.• Identify ways to enhance fans and staff's accessibility needs

• Used metrics and data tracking to identify and reduce gaps/barriers between target market demographics and those purchasing products/tickets/concerts etc.

• Continued to reduced gaps in the guest experience of persons with various disabilities.• Used data to create engagement opportunities and satisfaction of targeted emerging markets.

Ticket & Event Sales• Increase tickets purchased and diverse fans/potential consumer

base.

• After year one of new theme nights, identify and track growth in fan base (offer pre-event opportunities to gather data/group sales events).

• DEI theme nights (group sales or celebration nights) post-event guest experience satisfaction ratings of 75% or higher.

• After year two, identify an increase or decrease in growth of more identity-themed nights.

12


GOALS METRICS

Launch a formal supplier diversity database portal/ digital registration and dedicated webpage accessible through trailblazers.com

• Track the percentages of available MWBE, submitted RFP’s and awards outcomes.• Individual departments will have a keen understanding of up-to-date MWBE market availability

and process

Institute policies around diverse bid awards for 100k+ projects. • Incremental increase in contracts awarded to MWBE suppliers• Standard DEI plan requests and information included in all RFP's

13

SUPPLIER DIVERSITY


SUPPLIER DIVERSITY

GOALS METRICS

Institute an exemption to assure the use of diverse suppliers in major capital projects or campaigns. • Diverse supplier reach expanded beyond local area to provide more opportunity for suppliers.

Develop intentional strategies to track and uphold supply commitment to supplier-chain and partnership diversity.

• Include DEI process and requirements in RFPs.• By year 3, track Tier 2 supplier diversity.

Rip City MWBE Bridge Program to provide educational opportunity and support to assist in the growth of small MWBE businesses throughout the area.

• Graduate one cohort of business owners by year 3.

• Rip City Bridge program fully funded by a diverse and consistent funding source.

Host Trail Blazer and/or Regional Vulcan Sports Supplier Diversity Fair(s). • Successfully hosted 2 fairs.

14


SUPPLIER DIVERSITY ASSESSMENTAs part of our commitment to ensuring that our companyhas a diverse supplier base and influences the landscape ofthe supplier industry, we developed a Supplier DiversityAssessment. We recognize diverse suppliers that are at least51% owned and operated by a diverse owner(s) with businessclassifications:

• Women Owned Business• Persons with Disabilities• Minority Owned Business• Veteran Owned Business• Lesbian Gay Bisexual Transgender• HubZone Small Business

All prospective and existing companies interested in doing business with us are required to complete the Supplier Diversity Assessment in order to be considered for future supplier partnerships.

15


Rip City Inclusion Groups

16

RIP CITY INCLUSION BOARDThis 15-member board provides feedback, recommendations and guidance to the organization on its diversity, equity and inclusion efforts as outlined in the strategic plan. This board requires a two-year commitment and sits on interview committees.

RIP CITY ALLY COUNCILThe Ally Council serves as a space for staff to share their experiences, come together in times of need, engage in difficult yet courageous conversations and receive DEI training. Members of this council are ambassadors for change throughout the organization and promote individual and collective growth in their departments.

RIP CITY EXECUTIVE COUNCILLed by our President and CEO, Chris McGowan, the Executive Council is the first line of response to our fast-paced world when societal issues arise. In addition to addressing real-time situations, this council provides feedback

and insight regarding long-term DEI initiatives or issues and seek opportunities that may have a profound impact on the internal and external

Trail Blazer/RQ community.

dei strategic plan

Documents