b'SECTION II - SECTION II -KEY PRIORITIES AND RECOMMENDATIONS KEY PRIORITIES AND RECOMMENDATIONSDiversity, Equity, Inclusion and Environmental JusticeCoordinate WSSC WaterDiversity: The presence of differences,Supplier Diversity/MBE & SLBE - Focus on tactics/Response to Crisis and Implementsimilarities and other unique characteristicsstrategies to remedy discrimination through the Preparedness Cycle of groups and individuals in our workforce. implementation of the Minority Business Enterprise Program to increase contracting WSSC Water must continue to invest in andEquity: Ensuring all people, regardless ofopportunities for small and diverse businesses. grow its capacity to manage and coordinatewho they are, have access to opportunitiesPublic Health, Equity and Environmentally Just emergencies. The organization can implement best practices and institutionalize incidentand resources and the ability to determineInvestments and Operations - Ensure investments command and the preparedness cycle.their realities now and for the future (basedthroughout the service area take into account Emergency management practices and structureson need or ability). Includes eliminatingpublic health, equity and environmental justice for coordination have proven to be effective atbarriers that have prevented the fullprinciples. WSSC Water during a number of crisis situations.participation of some groups (typically Building upon those successes is critical forInvestigate and Resolve Equal Employment moving WSSC Water to a more resilient future. underrepresented groups).Opportunity Issues - Ensure the organization promptly and thoroughly responds to and 155.Consolidate emergency planningInclusion: Ensuring that all people/ investigates complaints alleging discrimination,under unified leadership.employees feel welcomed and includedharassment and retaliation, and requests for 156.Institutionalize an Incidentmedical and religious accommodations. in the social-structural dynamics of the Command System at every levelorganization. Embraces differences and and function of the organization.Capital Improvement Planning and Prioritization - 157.Prepare for major environmental,offers respect in words and actions for allImplement an approach to identify environmentaleconomic, industrial and socialpeople. justice concerns and prioritize the capital transformations with proactiveimprovement program based on equity and enterprise-wide emergencyEnvironmental Justice: Fair treatmentenvironmental justice.response planning, training andand meaningful involvement of all people exercises. regardless of race, color, ethnicity, nationalInsightsorigin or income to the development, implementation and enforcement ofOne of the most common themes voiced by employees regarding the culture at WSSC Water environmental laws, regulations and policies. is a feeling of us vs. them. More specifically, there has been a growing divide between those The Transition Teams focus on Diversity, Equitythat are based at WSSC Waters RGH Support Inclusion and Environmental Justice (DEI&EJ)Center and those that are based at our treatment is the start of positioning WSSC Water as anplants, depots and other facilities. There is anchor institution in the communities we serve.an overall sense that decisions are made by I would like to take this opportunity to thank GM/ Whether it be internal or external programsmanagers in the RGH building without receiving and initiatives, we must ensure that DEI&EJ areinput from other employees, which adversely CEO Powell and all the leaders of the Transitionmore than a lens, but a common thread that isaffects their quality of work. This feeling is so sustainable even beyond the General Managerspervasive that RGH is called the blue building/Team for giving staff this fantastic opportunity totenure.First-year priorities are all underpinnedTaj Mahal. Employees working outside of RGH by a systemic integration of diversity, equity,have expressed feeling less important than provide input that will help steer the organizationinclusion and environmental justice. employees at the support center.Focus Areas During the pandemic, employees felt that into the future. -Glendon Diaz employees who operated out of RGH could Team H 2 O Community and Stakeholdertelework and thus save money on gas and not Engagement - Create a workplace approachhave to use their annual/sick time.In contrast, that emphasizes DEI to allow all Team H 2 Oonsite employees had to report every day the opportunity to give their best each day,in person. In some cases, onsite employees committed to their organizations goals andmentioned there was an imbalance in workload values, motivated to contribute to organizationaland that RGH support services were not available success, with an enhanced sense of their or as responsive as needed. 34 WSSC Water 2023 Transition Report well-being.WSSC Water 2023 Transition Report 35'