Cultural Responsiveness & Inclusion Strategic Plan (CRISP)

A: Partnerships & Co-Creation

Like all cultural groups, Latinx experience daily life through the lens of their values, life, language, knowledge, and social context. These factors are of central importance for BCPOS in developing relationships, partnerships, and planning welcoming and effective experiences that will engage Boulder County’s Latinx community. Co-creating with the Latinx community means sharing power and jointly designing programs, services, amenities, and facilities, using a culturally responsive approach. The result will be BCPOS programs and services that engage the cultural values, interests, and practical needs of the Latinx community.

This is one of the key steps for BCPOS to become more culturally responsive and for CRISP to be successful.

Goals

• Substantially increase Latinx participation and engagement with BCPOS through the development of relationships and partnerships with the Latinx community.
• Create programs, services, amenities, facilities, and resources with the Latinx community, and share power with the Latinx community to accomplish CRISP because it can’t be done by BCPOS alone.

Objectives

A.1. Understand the Latinx Community
Build staff’s cultural competence by understanding the values, identities, strengths, challenges, and barriers of an individual and/or community from their own perspective.

A.2. Develop Partnerships, Share Power with the Latinx Community, and Use Asset Mapping
Rely on the Latinx community and partners to develop mutually beneficial relationships.

A.3. Enhance Community Training & Volunteering Opportunities
Use small steps, pilot projects to determine which training, internship, or volunteer programs are of interest to the Latinx community.

A.4. Develop an Explicit, Co-creative, and Culturally Responsive Planning and Design Process
Plan for each step of a public user contact with a BCPOS program or service, starting with website information, media, signage at BCPOS sites, facilitation, etc., with consideration of the anticipated participants.

B: Communication & Outreach

An effective approach to communication and outreach begins through working directly with Latinx experts and leaders who can help with co-creating with the Latinx community. The Latinx community responds in relation to their levels of acculturation, English-language proficiency, media use, and relationships with community organizations and social networks. Communication and outreach should be custom-designed to reach relevant audiences (e.g. families, youth, and seniors) with clear bi-cultural and bilingual messaging using specific media channels, social networks, and community organizations.

Goals

• Develop an effective communications and outreach strategy for Latinx engagement in Parks & Open Space experiences and opportunities.

Objectives

B.1. Target Communication to Specific Latinx Audiences
Customize communication and outreach to each population segment; also recognize that in-person communication is the most effective technique.

B.2. Transcreate Messages
Establish a culture of bi-cultural and bilingual messages that reflect both Latinx cultures and heritage and BCPOS values and opportunities.

B.3. Implement Communication and Outreach
Dedicate resources and work with partners to reach out to the Latinx community and demonstrate commitment to EDI and CRI.

B.4 Gather Latinx Community Feedback and Evaluation
Use guidance from the Latinx community and take into consideration their feedback.

C: Economic Opportunities & Organizational Change

It is more important than ever before that BCPOS staff looks like the community and staff develop their competence in EDI work. With a diverse mix of minds, backgrounds, and experiences, BCPOS staff can work together within an inclusive work environment to more effectively serve the entire community. It is also imperative that contracting, purchasing, and leasing opportunities are made available to everyone in our community. By doing so, companies and individuals can share their skills, knowledge, labor, and products and reap the financial benefits.

Organizational change will be the most difficult part of the CRISP mission to address and this challenge must remain as a constant and continuing effort. Real change takes time, a recognition of the longstanding inequities in American society, the willingness for self-examination and commitment to Diversity, Equity, and Inclusion, and the courage to embrace the change and do things in a new way.

Goals

• Develop hiring, contracting, purchasing, and leasing practices that support EDI and result in
  Latinx participation as staff, contractors, tenants, and vendors.
• Develop staff awareness, skills, and competence to support the department’s EDI goals.
• Put an effective organizational structure in place to embrace the changes needed for CRISP.
• Commit necessary staff and resources to the CRISP initiatives and staff development.

Objectives

C.1. Update Hiring Practices & Economic Opportunities (Purchasing, Contracting & Leasing)
Commit to staff, tenants, and contractors diversity by valuing diverse backgrounds, origins, and experiences in the hiring and selection processes.

C.2. Provide Staff Training and Development
Change the department’s culture by promoting CRISP as a department wide effort and the responsibility of all staff.

C.3. Commit Internal Resources and Revise BCPOS Organization to Remove “Silos”
Commit sufficient internal resources to the CRISP initiative to support real change, including the development of cultural competence and skills, the allocation of sufficient funding, and the effective integration and collaboration between divisions.

C.4. Seek External Funding
Complement internal resources with external grants or contributions, and use this as an opportunity to build partnerships.

C.5. Implement the CRISP Recommendations and Assess Its Progress
Recognize that implementing the CRISP recommendations will take time, long-term commitment, and the need for regular review and renewal of the CRISP.