deia plan
MISSION
The Jamaica Center for Arts & Learning (JCAL), founded in 1972, is a multidisciplinary arts center based in the diverse community of Southeast Queens. It is devoted to offering quality visual, performing, and literary arts, and to provide accessible arts education programs that encourage participation in the arts.
HISTORY
The Jamaica Center for Arts & Learning (JCAL), founded in 1972, is a multidisciplinary arts center based in the diverse community of Southeast Queens. It is devoted to offering quality visual, performing, and literary arts, and to provide accessible arts education programs that encourage participation in the arts.
vision
JCAL vision - to ensure that its two building campus and programs create a safe space that honors, respects and welcomes all people with the following categorized identity markers along with welcoming new self created Identity markers as a testament to human uniqueness and a place where we can collectively celebrate individuality. Our vision is meant to hold all of JCAL’s spaces, programs and practices as sacred and meant to honor our cultures and creativity. Every day, we seek ways to actively promote and recognize principles of fairness and equity, in relation to, and across, intersections of race, age, color, disability, faith, religion, ancestry, national origin, citizenship, sex, sexual orientation, social class, economic class, ethnicity, gender identity, gender expression, and all other identities represented among our diverse communities. JCAL is committed to be a safe creative incubator, an institution that advances Jamaica as the unique resource of arts and culture for residents and visitors in Queens, New York City, and beyond.
executive summary
Diversity is a defining feature of JCAL's past, present and future. JCAL, residing in one of the most diverse cities in the world, celebrates and promote diversity in all its forms since its inception. The Jamaica community first came together in creating JCAL as a means of correcting an imbalance in the greater cultural landscape - to include artists who were denied access because of their race, gender, and proximity to Manhattan. Since that time, JCAL has consistently proven that there is value in the alternative. However, communities are not static and the Jamaica neighborhood has changed dramatically since the 1970s. JCAL has always worked to remain true to its principles by engaging with the extremely varied artists of Queens. This DEIA process has shown us that our framework, while successful, is reactionary. At a time when the boundaries of gender are shifting and the fluctuations of immigrant populations are causing rapid (and positive) upheaval to the status quo, we have learned that with the right process in place JCAL can reside at the vanguard of these changes - thereby providing support for the most vulnerable in our communities.
During a time in which identities are being used to divide, JCAL firmly believes that arts and culture are vital components to forging mutual understanding and building a sustainable society. JCAL dedicates its space and programming to the pursuit of collaboration and the celebration of the multiplicitous perspectives that diverse life experiences bring. All people are welcomed, respected and nurtured in their artistic and social development at JCAL.
process
Our first step was to conduct an internal scan of our current practices and perceptions, which included input from all staff and board members. A consultant firm was brought in through DCLA's support to work with senior staff members to start the interview and drafting process. The senior staff held meetings with junior staff members and included their input in the comments given to the consultant firm. The senior staff members include Asian, LatinX, African American, and Caucasian from a diverse age spectrum, physical abilities and gender identities representing the heads of departments across JCAL's program and operations. The updated draft of this plan will again be reviewed and approved by the Board of Directors.
DEFINITIONS
As per the NYC Culture Plan, via Create NYC
diversity
Diversity is all of the ways in which we differ. Among these dimensions are age, gender, mental/physical abilities and characteristics, race, ethnic heritage, sexual orientation, communications style, organizational role and level, first language, religion, income, work experience, military experience, geographic location, education, work style, and family status. JCAL is also open to understanding and adding self-identifying moniquers that are not a part of the existing American (colonial based) definitions.
The definition of diverse communities includes those marginalized groups that have historically experienced a lack of access to financial resources and/or social and organizational mobility. We note the significant and vital interconnection, overlap, and intersectionality between these communities.
Equity
Improving equity means promoting justice, impartiality, and fairness within the procedures and processes of institutions or systems, as well as in their distribution of resources.
inclusion
Inclusion refers to the degree to which all people, including people with disabilities, with diverse perspectives and backgrounds are able to participate fully in the decision-making processes of an organization or group and in all elements of an organization, performance, event, or programs. While a truly inclusive group is necessarily diverse, a diverse group may or may not be “inclusive.”
access
Improving access means reducing economic, social, communication, and physical barriers to inclusive participation. Accessibility describes the degree to which an environment, service, product, or program allows access and eliminates barriers to participation by diverse or underrepresented communities, especially people with disabilities.
DCLA plan DEI: acronym for "Diversity, Equity & Inclusion"
JCAL’s inclusion of Accessibility IDEA: acronym for "Inclusion, Diversity, Equity & Accessibility" or DEIA “Diversity, Equity, Inclusion & Accessibility”
Adding Accessibility (the A) to JCAL’s DEIA plan: To understand programming priorities and how to best serve the diverse population of Southeast Queens communities the newly formed programming department, prior to and during work on the DEI plan, initiated projects Building Equity for Immigrant, Indigenous and Native American artists in Southeast Queens (Building Equity) as well as engaging in discovery of the area’s plethora of “identity markers” / “identity monikers” through the project The World of Queens. Working on these two projects made it clear that JCAL’s DEI plan needs to include Accessibility because it also deals with not only the physical space but also the conceptual, emotional and philosophical/spiritual space.
A summary of the Building Equity includes a deconstruction of producing and presenting events (using seven pillars of producing/presenting and each pillar’s coinciding constituent groups) at Jamaica Center for Arts and Learning, a center that is Western Centric in its architecture and has a history shaped by Jamaica Queens’ historic African diaspora. By continuing to serve JCAL’s deep-rooted community and expanding its programmatic reach it is broadening its definition of presenting and producing the arts paying close attention to many of the underserved community members of Immigrant, Indigenous and Native American’s encompassed within the Asian, LatinX, Arab, African and Native American (ALAANA) communities of the Southeast Queens area.
OUR PEOPLE : STAFF
| Goals | Indicator | Tactics |
|---|---|---|
| Recruiting, Application Process, and Outreach Have a hiring and recruiting policy and practice that is aligned with our DEIA posture and is equitable and inclusive. Develop a standardized protocol for application that is open and equally accessible to all. Clarity with internal goals and qualifying advancement. |
Policies are reviewed and revised on the established timeline. Increased application from a wide variety of applicants. Process is the same regardless of department, manager, or position. Transparent leadership goals. Staff as a team set organizational goals and benchmarks with links between departments. Feasibility review. |
Review all policies and procedures to align with DEIA plan. Broaden reach through expanded communication outlets (multi-lingual, multicultural). Create a transparent application process including existing staff in process. Standardized Reporting on obstacles and successes through solution benchmarks. |
| Retention, Promotion, and Professional Development Foster an open communication between managers, staff and executive leaders. |
We have formalized processes and mechanisms that foster opportunities for communication and alert staff to the process. Standardize the current staff evaluation system to be conducted for each employee annually. |
Foster professional development programming and systems that are open and accessible to all. Establish training resources that are relevant, effective, and responsive to the needs of our staff and the audiences we serve. Create a list of training resources that the organization can use and refer employees to, or require completion when situations arise. |
| Fair and Equitable Salary Standards Ensure Equitable Payment with budget inclusion of wage increase. Support retention through fair pay standards and acknowledgement of work. |
Research of industry standards and setting overall responsibilities and wages. Board and Staff accountability for industry standard input. Updated matrix of earnings per industry standards; include internal equitable salary standards; include cost of living increases per industry expectations. |
Create a standardized organizational chart. Manage accountability through reporting and transparent budgeting process. Create a non-biased value matrix for raises based on DEIA plan, evaluation of training participation, and unified goal development. |
| Diverse and Equitable Leadership Ensure that the senior leadership of the organization is reflective of the constituents & communities we serve. |
Data Arts Survey / internal data. Survey & Feedback regarding how leadership is linked to programming and staff inclusion. Diversity of thought, cultural heritage, conceptual thinking, and creative process. |
Adopt a diverse candidate slate policy for senior positions. Create pathways to promotions within the organization. Ensure job descriptions value diverse experiences, remove unnecessary barriers, avoid gendered or exclusionary language, use education equivalence, and focus on task outcomes. |
OUR PEOPLE : BOARD
| Goals | Indicator | Tactics |
|---|---|---|
| Board Recruitment & Cultivation Increase the diversity of the Board to reflect the community JCAL serves. |
Data Arts Survey / internal data |
Create a DEIA Board committee with this charge. Provide DEIA and implicit bias training to raise awareness and guard against biased language and tokenization in the Board recruitment process. |
| Board Member Retention & Inclusion Ensure the Board is a place where all members feel welcomed and valued and not tokenized or marginalized. |
Success in retention and attraction of a diverse board membership |
Conduct regular Board surveys to gather input and address areas of weakness. Use the annual retreat to offer professional development programming for Board members. |
| Diverse and Equitable Leadership Demonstrate our commitment to diverse and equitable leadership from the highest levels of the organization. |
Surveys / feedback |
Implement and regularly update the succession planning approach/policy to ensure equity and diversity. Evaluate leaders’ demonstration of their understanding of our DEIA Statement (and/or staff impact) in their annual review. |
OUR PROGRAMS / COMMUNITY
| Goal | Indicator | Tactics |
|---|---|---|
| Diversity in Programming Public programming that reflects and celebrates the diversity of the communities we serve, with a focus on smaller, harder-to-reach communities in Queens. |
Utilize Program Matrix that outlines qualities of programming, relationship to mission, community engagement needs, DEIA elements, and outreach. Programming presented accurately reflecting a growing and sustainable program schedule and a diversely mixed revenue stream. |
Initiated two tiers of program committees: 1) External constituent advisory council of core leaders (including immigrant and indigenous artists/producers) with an ad hoc outer circle engaged through outreach and research. 2) Internal council including non-programming departments contributing ideas around community programming. |
| Understanding our Communities Ongoing dialogue with community and audiences that encourages sharing of self-identifying markers that reflect personal cultural vision. |
Active audience response with feedback & staff outreach. Increase in local artist and artisan participation. |
Utilize JCAL’s Building Equity project with a Diversity Council to conduct internal programming audits, identify gaps, and reassess. Create an online platform inviting local artists to share ideas regarding styles, disciplines, and newly identified possibilities. Update programming process to better support and showcase local artists. |
| Outreach to Underserved Communities / Partnerships Expand audience to include underrepresented areas, creating sustainable, long-lasting partnerships with organizations and cultural groups. |
Partnerships sustained and audience surveys capturing demographics. |
Create partnership opportunities for artists across cultural institutions. Include multiple languages in outreach. Use cross-institutional marketing and engagement of local artists among Queens CIGS and community groups. |
| Equal Access to Programming Maximize accessibility of programs for all. |
External: Online participation, surveys, and artist/audience engagement. Internal: Diversified program matrix based on demographics showing DEIA-aware programming for each project. |
External: Create an online platform for audience engagement—allow comments on preferences and barriers. Internal: Maintain and expand inclusive programming across art forms; include craftspeople and hobbyists with larger institutions. Advertise in community-based publications; apply mixed-ability protocols; create transportation options (e.g. sponsored trolley for special events). |
| Create Greater Visibility for JCAL Programs, Artists & Community Reach NYC’s five boroughs and beyond, with a goal of cross-state and international reach. |
Internal: Greater community interest in JCAL programs (via surveys and online engagement). External: Increased stories in media, social media, radio, TV, reviews, and international communications. |
Update and expand relationships with news, social media, and cultural outlets. Engage community and artists to share stories about their experiences, adding them to JCAL and partner channels. Reach out to political leaders, funders, sponsors, and community partners to create engagement programs. |
OUR culture
| Goals | Indicator | Tactics |
|---|---|---|
| Inclusive Organizational Culture Support diverse identities, forms of expression, learning and communication styles, family structures, cultures and religions, particularly among historically marginalized groups. Ensure every staff member feels included in a welcoming organizational culture. |
Regular staff surveys on how well the organization is embracing DEIA goals. HR process supported by an independent HR expert. Matrix to create transparency and accountability. Staff surveys that define and describe “welcome” culture. |
Draft organizational DEIA statement and incorporate it throughout internal communications (posting, email signatures, memos). Include implicit bias and harassment training, plus review of DEIA statement, staff pact, and plan in staff onboarding. Institute an anonymous reporting system for microaggressions/complaints, with handbook language encouraging reporting and quarterly reviews. |
| Communication Staff have a safe and fair protocol to share successes, concerns, and complaints. |
Tracking of complaints, staff surveys, and HR support staff engaged to manage complaints. |
Create a process manual for reporting and whistleblowing protection (included in staff manual). Institute an anonymous reporting system for microaggressions/complaints. Review reporting policy to ensure multiple reporting mechanisms and a clear chain of reporting. |
| Training Increase availability of regularly scheduled trainings (mandatory and voluntary) in all areas noted throughout the Plan. Maximize access to training for upward mobility and organizational/personal goals. |
Matrix for staff training attendance, including sequential upward mobility training. Engagement in industry-standard professional development. |
Institute quarterly refresher trainings using a "train the trainer" model where designated staff administer training. Offer peer training opportunities. |
Our Place
| Goal | Indicator | Tactics |
|---|---|---|
|
Accessible and Inclusive Space The institution actively creates a physical environment in which all people, regardless of condition or limitation, have equal access. |
Clear indicators throughout the building highlight our inclusive posture. |
Materials are offered in a variety of languages to accommodate employees and visitors. All new bathroom design and signage are inclusive of all gender identities. DEIA Statement, Staff Pacts, and Community Agreement are posted in staff areas. |
Accountability & Reporting
| Goal | Indicator | Tactics | Timeframe |
|---|---|---|---|
| Accountability | Ensure organizational accountability to the plan and its goals, including budget transparency shared with staff for fulfillment of department goals. | Continue the meetings and work of the DEIA staff committee that was convened, or establish such a committee to oversee implementation (“Oversight Committee”). | Ongoing for life of the Plan |
| Tracking | Track progress regularly and adjust the plan as needed. | Create a tracking mechanism such as a report card or progress update form. |
Indicated term per Action and Goal: Y1 (short-term), Y2–3 (mid-term), Y4–6 (long-term) |
| Accountability Matrix | Created per section of DEIA plan, including goals, benchmarks, and resources/tools needed to succeed. | Assign accountability developed transparently with Department heads based on mission/vision. Follows structure of DEIA plan. | Ongoing for life of plan and process |
| Accountability Reports | Reports on successes and setbacks, with suggested solutions. | Matrix linked to individual progress reports and leadership accountability. Provide annual progress reports to the Full Board or Board committee. |
Y1 (short-term), Y2–3 (mid-term), Y4–6 (long-term) Ongoing for life of plan and process |