 And welcome back to DEI Matters, conversations with Margaret Kretel-Thomas. And today we are here with Jill Harvey, who is the DEI Director for Arlington Town. Hi Jill! Hi. How are you? Good. Good. Thank you for coming back. You know, we always do this every year. This is our annual kind of inauguration into the 2023-2024 school year. Yeah. So how you been? Good. Good. It's been a busy time. It's been a busy time. Yeah. Because you know, most people think that when the school year ends, like, we're done. Summer is a break. Well, it's not. And we're actually working even harder in the summer, right, to just get prepared for the next coming year. Yeah. So one of the questions that I have for both of us, and we always ask this question, right? So let's reflect on our roles as DEI Directors, and what are some of the key milestones and accomplishments for you, because you've been in your role for four years. I'm starting my third year. So what are some of the key accomplishments that or milestones that you have gotten to in the last four years? Yeah. The last year was definitely a big one. Lots of changes. You know, my DEI division went from a division of one to three, which is great. We added Theresa Marzilli, our outreach and engagement coordinator, and Tim Ross, our full-time ADA coordinator. So that has been a real, just huge difference, and something that a lot of other municipalities don't have. So it's still a singular DEI person. Also in the last year, we completed the community equity audit, which was a long process, but also a great accomplishment. And then we also started, and I'm working on what the next steps will be, doing employee training. So we did workshops. We did DEI and racial equity workshops for all of the town employees. So there was something that had never been done before. We did it over the course of, I want to say, five months, and we wrapped that up by the end of January. But yeah, those are the really big things that happened in the last year, and just, also, there's so much more. We did our first town-wide Lunar New Year celebration, which was amazing. And now we're really gearing up the language access project that we have going on. So we'll be testing out some translator tools, really investing in translation services, because we know that that's really the number one need that we've heard from our departments, but also from community members. So it was a busy year, and we're excited to keep plugging away at the things we need to do this year. Yeah. It's interesting that you added onto your department, because I added onto my department. So I'm so excited that I have a new DEI-BJ specialist. I was like, oh, this is what it feels like to talk to someone in a department. And then the other thing that we did last year, we did Narrative 4. Yeah. So we've been doing a lot of partnering with Chief Flattery and the Arlington Police Department. And so that was one of our events that, in bridging our relationships with the APD and the town and Arlington Public Schools. And do we want to share a little bit more about that experience? Yeah. It was a great day. We had students that we worked with, like you said, Narrative 4, they do story exchanges. So we worked with some Meku students, and then a few other students as well that participated. But then, I think, five or six officers and Chief Flattery as well from the Police Department. But we did a full day of just learning about listening, really building some empathy skills and talking about compassion and just getting to know one another and share stories so that you can really start to get an understanding of what someone else is going through. Not necessarily taking on their experience, but trying to put yourself in their shoes so that you can have a little glimpse of what they were going through or feeling in a certain moment by sharing a story. Yeah. It was really great. Yeah. It was a really, really amazing day. One of the things that you mentioned, we did our equity audit now, I think it was almost two years ago, and you just completed the town equity audit last year. What are some of, what were some of the key findings from that audit that, and I think you're starting to do some of those implementations from those key findings. But what were some of the key findings and what were some of the recommendations? Yeah. So we had, I want to say there were 12 findings, either 12 or 14. And then, I want to say 10 total recommendations. We've been probably since February working on parsing out what's feasible short term and what we really need to plan for long term, because with all of this comes our price tag, you can't make systemic changes without providing resources. So with that, the idea is also that we'd be using some of the continued ARPA funds that were appropriated for that. So again, the number one thing that came out of it was language access, making sure that we are serving our community members, but also our employees too. We're not doing our jobs. We're not feeling fulfilled if we also can't communicate with folks. That's absolutely true. Yeah. So that was really the highlight that we really are focusing on now and looking to invest in. In addition to that, I mean, the recommendations were things that I think you and I kind of know, but now we have the data and everything to back it up. But some of the other topics that we're trying to get to are around communications, both internally and externally, that there's some type of breakdown in which you might not know what the department next to you is doing, because their work is so siloed, so figuring out ways to increase better communication means, but then also for our community members too. We're going to be looking at hopefully a way to better diversify boards and commissions. That's something that came up, but again, that goes back to kind of a larger education around how the town works, letting folks know that boards and commissions do exist. What is it? What is it? How is it important? Why should you get involved? So really, a lot of what came out of it was that there's a gap in knowledge about the town structure, how things work, and how to get involved, and so we need to figure out the best ways to do that outreach. I think we provide a lot of opportunities. There's so many, and we have so many services and programs, but we can't expect people to come to us. We also have to figure out how to bring those things to the community, and the different parts of the community that we know are in higher need. You mentioned that you're doing some professional development with employees of the town. I know we do professional development with our educators in Arlington Public Schools, and so let's kind of unpack a little bit of why is there an importance of doing professional development with our stakeholders who work for the town and work for the schools? Yeah. I mean, for me, it was a mix of things, because I know that we on the town side don't have a set standard of training that everyone goes through. It's definitely different than schools, and much like you legally have to do certain things, we don't have that. Certain departments do, but for the most part, we don't. And so in knowing that we would be conducting the equity audit, I also wanted to make sure that all of our employees understood what that meant, that whatever comes out in this report isn't a reflection of you, but it's a reflection of the structure we're working within and how we all contribute to it and how we need to understand really the baseline, just terms and how our history as well to know that we might not have created this mess, but we know who has and we need to fix it. So with our employees, like I said, it was the first time. It was a logistical challenge to get a little over 400 people to be in the same place over the course of a few days, back to back to back, but we made it work. The commitment of leadership was key because it came down from the top that everyone will be doing this. We worked with Strategy Matters, a consulting firm out of Boston who was really great in helping us craft something that wasn't your cookie cutter training. And we really didn't even use the word training. We used workshop more so because a lot of what we were doing was engaging with one another and talking and yes, some learning off of a projector, but also doing more activities to kind of start to unpack some of the things we're feeling or biases we have, et cetera. It laid the framework. There's a lot more to do. And now that we kind of have that baseline, my goal is to then start to look ahead and how to do some more work by department. So with all those trainings that we did do, everyone was mixed. We intentionally put people at certain tables so that they would have to engage with folks that they've probably never talked to, but they've both been here for 20 years. So really mixing it up so that you had just tables full of differences. And yes, there were days that were difficult, but then there were also days that we really had some great breakthroughs and by the end of it, it was we came up with five goals as a whole organization. Oh, that's great. That everyone came to consensus on. So what we're doing now is with those goals, we are tying them back to each recommendation of the audit to make sure that the voices of the employees are also incorporated. The things that they've said they want to see is also a part of what we're choosing to prioritize. Wow, that's amazing. One of the things that I am thinking about with our work, you've been in your position for four. I'm just starting my third year and we know that this work is ever evolving, ever changing one minute. It's this policy the next minute. It's not that policy. It's this policy. And I think I want to talk a little bit about how what are some of the strategies or techniques that you're using with your team. You know, I'm thinking about it to continue just to evolve in doing the I B J work. Because I feel like people think it's like a destination. So every time I do professional development, I always feel like people are asking me like, no, Margaret, it just needs you to give me this. And I'm just like, it's not that simple just to give you this, right? Because I just feel like the work is ever adaptive. And so I always tell people it's not a destination. It's a journey, right? So like, what are some of the things that you feel like you're using with your team to continue to evolve and grow and not become stagnant? We, well, I'll speak for myself. I like to say that, like, we're not the experts. Like, yes, we know what we're doing, but because it's always changing, you need to stay up to date on whatever it is in the moment. So for myself and my team, I'm consistently looking for opportunities again, because we don't have structured PD and PD is professional development. Do we say that? Oh, yeah, you know, here we go. Use an acronym. Thank you. But I'm consistently looking for opportunities for my team to continue learning. So I know we're sending our outreach coordinator to a conference. It's not September yet, but in September, mid-September. Tomorrow is September. That's like a national-wide, esteemed community engagement. Like, it is the thing that if you are in this field, you should be doing it. You should be doing it, yeah. Same with our ADA coordinator, you know, different symposiums, trainings. He's probably been training once a month because, again, things, laws, best practices. Best practices don't always reflect the laws. Usually, laws are the bare minimum. So we're looking for ways to make sure that we're doing the best that we can. Anything for me, if it's talking to other folks in the field within municipalities, but also in other organizations, just because, like, it's a little different in government because there is a lot of red tape, but I get creative. You get very creative. I figure things out and, you know, you get very creative in this position. Yeah, so just constantly talking to people and just staying in conversation because you don't have all the answers you learn from others. So that's what we're doing. We're just constantly reading, looking up articles, making sure we're double-checking things before we share it and always open to feedback, advice, suggestions because we don't have the answers. And the other biggest thing I think now that we have someone who's leading community engagement is doing more of that engagement work because, again, we're providing services and programs and what have you to our community, but if we're not talking to them or hearing from them, then what are we doing it for? Yeah, the family engagement and community engagement is really important because now we have a new family engagement and communications director, which is really important for us to have. One of the things that I wanted to kind of go back to and for us to talk about is you and I, we meet regularly. Let's talk about why. Why what? Why do we meet? Why do we meet? Yes, I know why we meet. You were kind of like, wait, what's going on, right? No, let's tell the audience why we feel like it's important for you and I to meet. So you and I meet every other week, just you and I. And then we meet also with Chief Flattery once a month. So let's really talk about why. Because some people are like, you're meeting with her? Yeah. And I think it's more like, do I have to give you an understanding of collaboration, right? So I work for Arlington Public Schools, but Arlington Public Schools is part of the town. So yeah, we're working essentially for the same people, the same community, your students, their parents, their parents, most of them are probably on my boards and commissions. We're working with the same individuals and so we have to make sure that the work is aligned, that we're sending the same messages if there's an issue that you're dealing with or a success that we know and we can share that with you and vice versa, whatever's happening on, I guess, the government side, schools should know it's, we're all, I think used to not working in unison, but that needs to change just for everyone's benefit. But yeah, checking in and we do a lot of programming together as well. So that makes sense in terms of why we have to meet to plan. Yeah, we have to meet to plan. And then the other thing that we work closely with is the Human Rights Commission, right? So if anything happens within the schools, we do have a protocol to ensure that you all get that information and then we also talk about how we work together to do some professional development for, so we talked about this, we do education for our students and we need to do some education around our families because we also had this conversation about to have that kind of work go hand in hand with one another. So yeah, so those are some of the reasons why we meet. We've done the equity audit, we've shared equity audits, we shared our experiences with that and yeah, so I just wanted to say that because I think sometimes they're like, okay, you all meet because for what, okay. What have been some of the difficulties that you have faced within the last four years of being in this position? Boundaries and time management. This job, I feel like I've probably said it before, but this job just doesn't get left at the office. It doesn't. It's constant. You mean you don't have a nine to five? I mean, I have like a 24 seven, but no, it doesn't. I mean, just in terms of even scheduling, like again, working with commissions, those are things that are after hours into the night, but the work is also personal. Like you have your identity and when things happen in the world or the next town over or anywhere really, it impacts pretty much everything that we do. So even though you're not on, I'm always on. That's probably been the biggest challenge, just I think the timing also of when I started. Because you started before the pandemics hit, right? Yeah, a few months before. And so with that and then with just 2020 in general, with the racial reawakening. Yep, it was reawakening. Yeah. I think we went back to sleep, but. Right. That part. I think that was the expectation, because everyone was on. And then as things settled, folks kind of got back to maybe their norm. But there's unfortunately something not great happening every day that has some type of impact. So yeah, I'd say that's been the biggest challenges that I don't really get to separate myself from the job. Right. Yeah. As I told you, I have a new specialist and she's like, so what do you do lunch? Lunch? I don't even know how to answer this question. I have to say to her, so you just have to be like, Margaret, we need to possibly be like, okay. But I think people don't understand it's like, especially once you get in, right? Once you get like, you're just like on and then there's your schedule, but then there's those kinds of times that something kind of like interrupts your schedule like every day, right? There's a challenge and so the neat schedule, we don't have a neat schedule at all, right? And so you and I did the civics project with the eighth graders last year and remember they acted. They were typical day. It was a typical day. And remember you and I looked at each other and started laughing because we were like, typical day. I wish I knew. And so it's like, you have your schedule, but then it's like, is it really your schedule or is it everybody else's schedule? It's everyone else's. Yeah. Yeah. That's really the sad part about it. What? I feel like that just got really depressing. Sorry. You're part of an organization, a manoeuvrable organization that you started. Still. Right. And I'm part of Association Amcell. It's the Association of School Equity Leaders, which are all DEI directors. Can we talk a little bit about why those organizations or associations are so important for us? Yeah. I think people need to hear that piece. Yeah, for sure. So yeah, I started with, at the time, the DEI director for Beverly, Abu Tapin, who left. But we started the Mast EI Coalition. So just a space for folks who have our job, essentially, for our town or city. That was February 2021. I've gone through two and a half co-chairs, so I'm still the chair because that turn over for these roles is usually 12 to 18 months, so I'm sticking it out. But we started just meeting once a month, and then very quickly it was realized that it needed to be more frequent. So we meet still every first and third Friday at 12, which is after hours because town. And at 12. And at 12. So. We need to state that. So yeah, I mean, we meet virtually, but we've been building in quarterly, in-person sessions as well that are usually longer. They're usually like three or four hours because it's an opportunity. So roll it back. These roles, again, are typically singular. Usually someone gets hired, unfortunately, in response to something unless there's been a lot of thought and care put behind it, which I get. I'm very grateful. Oops. Sorry, Mike. I'm very grateful that I have the leadership and support of the folks here in town because that's made a huge difference in the success of my role and division, whereas other places, it's really, it's not that. But because these roles are usually a one person show, there's no guidance. There's no department at the state level that is giving you things you need to follow, procedures, policies, anything like that. So we don't have anywhere to look. You can look to other industries like higher ed and the private sector, but things obviously function very different for government. It's just, it's different. So yeah, we started the group basically to be a place for support, for shared learning, dealing with challenges that come up. And most recently, I'd say we've been really looking at how to share what we do with municipalities as a whole. So a year ago, I think it was a year ago, a year and a half maybe, I don't remember. We completed a municipal guide, the DEI municipal guide, which we, a small subgroup of us created to help guide municipalities. If they're thinking about hiring someone, if they have someone, within that guide or tips to check on them, make sure that you're providing them with the right things to be successful, explaining that the work isn't just one person, but it needs to be baked into everyone's responsibility. So we created the guide, we're actually starting to do an updated version, but yeah, we meet because it's really the support network that's needed that doesn't exist elsewhere. Most, not most, but a number of other fields have that. I know there's like the planners of color group, there's different public health groups. So and that's a piece I don't think I stated that many of the people who are in these roles are usually people of color and typically also in predominantly white spaces. So it's just another space where you can comfortably be in community with folks who are experiencing something similar and help you work through some of the challenges and kind of celebrate the successes. Yeah, that's exactly the same for us on the Association Amcel, which got their official launch in June. It's the same exact thing, a space for us, a space of learning, a space of we always bring a problem, somebody can bring a problem practice. You have a lot of thought partners in a room when you're like, like you said, sometimes you are the only one and everybody comes to you. So it's really great to be able to have a space. We meet once a month, but it's great to have that space and we meet all day. So to just kind of be like there are other people in the room that understand what I do and I don't have to explain it. So Joe, we're almost out of time. Can you and you know, I always love talking to you. Can you give me a maybe one word or a song, a song, like a song that you're listening to one word or a song that that is something that is really your anchor, your like your encouragement or, you know, or is it a picture? Is it a favorite book? I just don't want to limit limited to what I said is one word or a song. But what does that go to for you that encourages you? It brings you joy. It re-centers you. That's a deep question. And I have like different categories in my head. So it's not one thing. OK. Can I just say them all? Yeah. OK. Pretty much almost every day, even if it's just in the background, I usually have the office or parks and rec on. OK. And it just like gives me life because it's so absurd. But I'm also like, this is also reflective of my life. So it's just funny. And it reminds me that, like, even though it feels like we're kind of always dealing with like chaos or what not, that it's just life. Another thing which just recently, actually, yesterday. So I had to tell you earlier, I had to tell you in the past. So their mother said, you know, life is fragile. Live every day like it's your last. And it just really hit me. So that's what I'm sticking with. Yeah. Yeah. It's interesting because I shared we were in. We, you know, our convocation was yesterday. We did a flash mob. I heard. Oh, it was amazing. And so it was in a department meeting yesterday. And I was just sharing that I just want to be more in the moment and intentional, like just like how you and I are right here. I just want to be in this moment and not think like, what's the next moment? But just pause and be right here. And I don't think we do a lot of that. And so I'm going to try really, really hard to just be in each moment that I'm in. And then the other thing is, and when I said what word is, I'm really trying to be intentional of giving people grace. Because I just don't, you know, you just don't know what's going on in the background of someone's life. And so sometimes we need to pause and just give and just think about you're not just Jill D. I. Director. You all you have other intersectionalities. You're somebody's daughter, right? You're a friend. And I just think about when I touched you the other day and you and I have a good relationship and you were just like, yeah, no. That was like, wait, what's going on? And it was that pause moment. That we both had to do and kind of be like, and I was like, what do you need? I'm going to step in and we've done that for each other. And I think we need to like share that out of you see us as, you know, in our roles. But remember, there's some background noise that's going on for us, whether that's family, friends or whatever. And to remember that if we do drop a ball, if we do not get it right to remember to give us grace because there are some background noise for us also, as for everybody else. Yep, absolutely. Jill, thank you so much for being back here. Thanks for having me. DEI Matters Conversations with Margaret Credo-Thomas. We are thankful that you all could come back again and join us for these conversations, and we hope that you will come back.